Purpose of Counseling
The purpose of this counseling is to inform you of the need and requirement to use the chain of command.
Key Points of Discussion
On 4 April 2012, you were not at work even though you were scheduled to work. The only person on-duty, due to a scheduled class, was SGT Sullivan. This is not acceptable for several reasons.
First, one person cannot do the job alone. Because of your absence, we are behind on work orders and the other shifts are going to have to sacrifice to catch up.
Second, working alone is a safety hazard. I filled in intermittently when I could but I could not assist 100% of the time. Consequently, safety was compromised. Luckily there were no incidents.
Third, I was unaware of your whereabouts and because I knew you were supposed to be at work, I was concerned that you might have been in a car accident or sick.
After several hours of phone calls I finally reached you and was informed that MSG Harm had given you the day off. When I asked MSG Harm about this, he said you approached him and asked for time off to move and he assumed you had already cleared it with me. This was incorrect procedure for both you and MSG Harm. Because you did not follow the proper procedure, a chain of events was put into motion that crippled our section for the entire day.
To make this clear, you must follow the chain of command. You must clear any absences with me (or whoever your supervisor is) and not the next supervisor in the chain of command. The next person in the chain of command does not know what our schedule is or what I might have planned on a day to day basis. It doesn't matter if I am not working that day. You must clear any actions with me by phone or wait until I work again.
Failure to follow the chain of command is failure to follow orders. If you fail to follow the chain of command again, it will be my responsibility to formally document your actions on DA 4856. I am confident though, that, based on your above average day-to-day performance, this has been a learning experience for you and there will not be a repeat of this behavior.
______________________
SSG Wells, USA
______________________
SGT Reed, USA
Reference: AR 600-20, Army Command Policy, Para 2-1.c. Chain of command
c. Proper use of the chain of command is vital to the overall effectiveness of the Army. Commanders must acquaint all their Soldiers with its existence and proper function. Effective communication between senior and subordinate Soldiers within the chain of command is crucial to the proper functioning of all units. Therefore, Soldiers will use the chain of command when communicating issues and problems to their leaders and commanders.
2-19. Noncommissioned Officer Support Channel
a. The NCO support channel (leadership chain) parallels and complements the chain of command. It is a channel of communication and supervision from the CSM to the 1SG, and then to other NCOs and enlisted personnel of the unit. Commanders will define the responsibilities and authority of their NCOs to their staffs and subordinates. This NCO support channel will assist the chain of command in accomplishing the following:
(1) Transmitting, instilling, and ensuring the efficacy of the professional Army Ethic.
(2) Planning and conducting the day-to-day unit operations within prescribed policies and directives.
(3) Training enlisted Soldiers in their MOS, as well as in the basic skills and attributes of a Soldier.
(4) Supervising unit physical fitness training and ensuring that unit Soldiers comply with the weight and appearance standards of AR 600-9 and AR 670-1.
(5) Teaching Soldiers the history of the Army, to include military customs, courtesies, and traditions.
(6) Caring for individual Soldiers and their Families both on and off-duty.
(7) Teaching Soldiers the mission of the unit and developing individual training programs to support the mission.
(8) Accounting for and maintaining individual arms and equipment of enlisted Soldiers and unit equipment under their control.
(9) Administering and monitoring the Noncommissioned Officer's Development Program and other unit training programs.
(10) Achieving and maintaining courage, candor, competence, commitment, and compassion.
(11) Fostering initiatives through the NCO support channel that encourage first-line and junior leaders to take responsibility for building a team in a climate of respect and trust.
b. DA Pam 611-21 and TC 7-22.7 contain specific information concerning the responsibilities, command functions, and scope of NCO duties.
(1) Sergeant Major of the Army. This is the senior SGM grade and designates the senior enlisted position of the Army. The SGM in this position serves as the senior enlisted advisor and consultant to the SECARMY and CSA, and advises senior Army leadership on matters affecting manning, equipping, training, quality of life, and other policies and programs that may affect the Army.
(2) Command sergeant major. This position title designates the senior NCO of the command at battalion or higher levels. They carry out policies, enforce standards, and advise the commander on the performance, training, appearance, and conduct of enlisted Soldiers. The CSM administers the unit Noncommissioned Officer's Development Program.
(3) First sergeant. The position of 1SG designates the senior NCO at company level. The 1SG of a separate company or equivalent level organization administers the unit Noncommissioned Officer's Professional Development Program.
(4) Platoon sergeant. The platoon SGT is the key assistant and advisor to the platoon leader. In the absence of the platoon leader, the platoon SGT leads the platoon.
(5) Section, squad, and team leaders. These direct leaders are the NCOs responsible at this level.
c. NCO disciplinary policies are shown below:
(1) NCOs are important to maintaining discipline in the Army. The policies prescribed in this subparagraph should be considered together with the provisions of chapter 4 of this regulation, AR 27-10, and the MCM.
(a) NCOs have the authority to apprehend persons subject to the UCMJ pursuant UCMJ, Art. 7; RCM 302(b); and chapter 4. 23 AR 600-20, 6 February 2025
(b) NCOs may be authorized by their commanders to order enlisted Soldiers of the commanding officer's command or enlisted Soldiers subject to the authority of that commanding officer into arrest or confinement pursuant to UCMJ, Art. 9 and RCM 304(b).
(2) NCOs do not have authority to impose nonjudicial punishment on other enlisted Soldiers under the MCM (UCMJ, Art. 15). However, the commander may authorize an NCO in the grade of SFC or above, provided such person is senior to the Soldier being notified, to deliver the DA Form 2627 (Record of Proceedings under Article 15, UCMJ) and inform the Soldier of his or her rights. In cases of nonjudicial punishment, the recommendations of NCOs should be sought and considered by the unit commanders.
(3) As enlisted leaders of Soldiers, NCOs are essential to furthering the efficiency of the company, battery, or troop. This function includes preventing incidents that make it necessary to resort to trial by courts-martial or the imposition of nonjudicial punishment. Thus, NCOs are assistants to commanders in administering minor nonpunitive corrective actions as found in AR 27-10 and Part V of the MCM. "Nonpunitive measures" are not "nonjudicial punishment."
(4) In taking corrective action with regard to subordinates, NCOs will be guided by and observe the principles listed in chapter 4. d. NCO prerogatives and privileges are shown below. NCOs will:
(1) Function only in supervisory roles on work details and only as NCOs of the guard on guard duty, except when temporary personnel shortages require the NCO to actively participate in the work detail.
(2) Be granted such privileges as organizations and SCs are capable of granting and consider proper to enhance the prestige of their enlisted troop leaders.
