Counseling is hard. Sitting in front of someone and telling them that they aren’t cutting it, is harder. You don’t want to be “mean,” right? What’s the worst that can happen? (he asked rhetorically…)

The National Guard utilizes an order of merit list method (OML) for promoting NCOs, based on a point calculation (from 0 to 800). This differs from the Active Component (that sets a point cut off and everyone above that number is promotable) in that being on the OML doesn’t mean a Soldier is automatically promotable. It means that the chain of command recommends that particular Soldier can be promoted, and that the Soldier should be promoted before others on the list based on their calculated points.

This is where, as a leader and an Officer (acting in the Rater or Senior Rater roles), it is important to accurately and fairly assess your subordinates. By accurately, I mean be honest about what they did or did not do, and as to what you think they are capable of. Are they ready for and can they handle more rank/responsibility? By fairly, I mean be fair to the rated NCO. Tell them where they stand, what they are doing right, what they are doing wrong, and how they can fix their shortcomings. More importantly, be fair to the Army. Don’t recommend someone who isn’t ready for more responsibility, simply because you don’t want to be “the bad guy” by telling them flat out, “you aren’t ready.”

But if leaders don’t accurately assess, so what?

Well, here are two situations; comment whether or not you think assessments were done accurately.

NCO #1: This NCO bounced around multiple commands, and filled multiple positions. This person quickly became considered “plutonium” in eyes of the command because of multiple IG complaints (though they were all unfounded). Finally, this NCO achieved the rank of MSG, submitting a packet for promotion to SGM. This NCO’s chain of command conducted a rudimentary look at the promotion packet, and determined that the Soldier would get no more than 250 points – so instead of denying the NCO a recommendation for promotion, the CoC instead thought there was no way the Soldier would be promoted with such a low point value… The NCO was the ONLY person on that MOS’ promotion list. They became an SGM, and later caused some serious supply chain issues for mobilizing units, causing one unit to not go forward.

NCO #2: This NCO first deployed to Kosovo as an SFC. Their leadership style caused numerous morale issues within their platoon, which prompted a move to BN. However this NCO managed to convince someone higher in the food chain, that because they were married to an “Albanian,” this NCO should be made a member of a Liaison Team. This NCO used the latitude given these units to become a suspect in several legal actions. Prior to charges being filed, the Soldier used a preexisting back issue to REFRAD – the investigations then shelved. This NCO was then promoted to 1SG, where they were assigned to a mobilizing unit. As 1SG, this NCO went back to their old tricks, causing moral and good order and discipline issues within the unit, and back-dooring the commander. As soon as counseling and charges started building against this NCO, they pulled the “back-injury” card again, and REFRAD. As of 3 weeks ago? This NCO is #2 on the SGM list in an MOS that desperately needs SGMs.

What examples have you seen, and what could/should have been done to prevent or fix the issues?