Quote Originally Posted by Jedburgh View Post
A big part of the problem is that it is simply easier to send Joe to the board. When a soldier meets minimum TIG/TIS requirements, his leadership has to begin justifying why he's not being sent to the board. If he's received disciplinary counseling, or an Art 15 etc. that is easy enough. However, if he is just a minimal acheiver with nothing covered in previous counseling that substantiates not sending him - the soldier's leadership can find themselves almost forced to send him to the board (dependent upon the personality make up of the higher chain of command). Properly counseling and documenting each individual soldier's strengths and weaknesses, goals and objectives for professional development can be labor intensive for a young SGT/SSG; just as it can be labor intensive for the PSG to make sure all of his NCOs are doing their job in this regard - but it is absolutely necessary.

Taking the time not only to develop the soldier, but to adequately document his professional development strengths and weaknesses, goals and objectives, is a fundamental responsibility of NCO leaders. However, it tends to be one of those things that falls by the wayside. Pressure to do the right thing needs to be continuous from the NCO leadership - CSM, 1SG, PSG. We are training, developing and mentoring soldiers in a time of war to be future leaders. This is not the time to just be checking the block.

You're right. But if Joe is dumber than a sack of hammers then his NCO should be telling him that at the end of each month. And if it goes in the monthly counselling, along with the other reasons why he won't be going to the board that month, then things work themselves out. Also, few Commanders have figured out how to properly administer the "bar to reenlistment" 4187. It's too easy and can be done for just about anything.