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Situational questions are a huge part of army soldier of the month boards and promotion boards. Particularly promotion boards. The board members want to see your leadership ability, not just your ability to memorize facts. How harsh will you be? How forgiving? Do you know which situations require Army programs, or the help of higher leadership.
We recommend a 3-phase framework that will help you think through any situational question like a leader:
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The first and most important step is to take care of the Soldier. Physically, emotionally, and professionally. This means listening without judgment, ensuring their immediate safety, and showing empathy. Whether the issue is personal, disciplinary, or performance-related, your first responsibility as a leader is to recognize that Soldiers are human beings with complex lives. Leaders who prioritize their people build trust and maintain unit cohesion. This step reflects the Army value of Selfless Service and lays the foundation for everything that follows.
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Handling issues at the lowest level promotes discipline, accountability, and leader development. This step emphasizes using your chain of command, open communication, and professional counseling techniques before escalating a problem to higher authorities. It doesn’t mean ignoring serious issues, it means you, as a team leader or squad leader, take initiative to correct behavior, solve problems, and provide mentorship within your authority. This approach empowers junior leaders and prevents unnecessary command involvement in problems that can be solved early and effectively.
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When a situation goes beyond what you can manage within your team or platoon, the Army has structured programs designed to support Soldiers. Whether it's behavioral health, financial counseling, SHARP, EO, or the Army Substance Abuse Program (ASAP), these resources exist to assist in recovery, accountability, and readiness. Knowing when and how to connect Soldiers to these programs is a mark of a competent and caring leader. Using Army programs appropriately not only helps the individual, it also strengthens the unit by addressing root causes and reducing repeat issues.
SHARP Situational Board Question:
Your Soldier is in crisis. She may be physically hurt, emotionally overwhelmed, or both. The first thing you do is ensure she’s in a safe environment. If she’s in immediate danger or needs emergency medical care, you call 911 or take her to the nearest emergency room. Stay calm, listen, and reassure her that she’s not alone. Let her know you’re there for her and that you take her seriously. This is not the time for administrative action, it’s a time for compassion, presence, and protection.
This doesn’t mean keeping it to yourself or covering it up, it means doing your duty as a leader without unnecessary delay. You are her first-line leader, and under Army policy, that makes you a mandatory reporter. Once a Soldier discloses an assault to you, you are legally required to report it. Even if she asks to file a restricted report, that option is no longer available because she spoke to a mandatory reporter. At that point, you must inform your commander and notify the SHARP SARC. That initiates an unrestricted report. This ensures the case is investigated properly, the alleged perpetrator is addressed, and your Soldier is protected from retaliation. You can’t handle this quietly or independently, but you can handle it responsibly, professionally, and with empathy.
Here’s where your knowledge of SHARP really matters. Once the report is unrestricted, your Soldier is entitled to a full range of support: a SARC, a SHARP Victim Advocate, Behavioral Health, legal support through the Special Victims’ Counsel, and medical care. One of the most important medical tools available to the Soldier is the Sexual Assault Forensic Exam, or SAFE kit. This exam must be conducted by trained medical professionals, and it’s designed to collect evidence that can support an investigation and possible legal action. Timing is critical, the exam is most effective when conducted within 72 hours of the assault. It’s essential that you advise the Soldier not to shower, change clothes, or clean up before the exam. These actions could destroy vital evidence. If she’s already changed clothes, tell her to bring the ones she was wearing in a paper bag, not plastic. Your tone should be respectful and gentle, you’re not giving orders, but helping her understand why this matters. You, as a leader, are not conducting the exam or asking for details, you’re making sure she’s medically safe, preserving her ability to get justice, and connecting her with trained professionals who can support her fully. Throughout the process, continue to check on her, ensure her safety, and protect her dignity.
“If one of my Soldiers called me crying and said she had been sexually assaulted by our squad leader, my first priority would be her safety. I would stay on the phone and assess whether she needed immediate emergency medical help. If she did, I’d call 911 or get her to the emergency room. I would remain calm, let her know she’s not alone, and stay by her side if she wanted. Since I’m her first-line leader, I know that I’m a mandatory reporter. I would let her know that I’m required to notify the SHARP SARC and the chain of command, and I would do so immediately to initiate an unrestricted report. I would also encourage her to avoid showering or changing clothes to preserve evidence and let her know about the SAFE exam, which can be critical in collecting evidence and supporting justice. I’d escort her to medical and help get her in contact with the SHARP team, the SARC or a Victim Advocate, and offer support through Behavioral Health or legal services. I would check in with her consistently and make sure she’s supported throughout the process. My job is to lead with compassion, protect her rights, and uphold the Army’s standards.”
Leadership Situational Board Question:
A low GT score can limit a Soldier’s career options, and many Soldiers don’t realize it until it’s too late. This is your chance to help early. First, have a genuine conversation with your Soldier. Find out if they’ve ever been told about the impact of their GT score. Do they know it can block promotions, limit re-enlistment options, or stop them from changing jobs? If not, you need to educate them. This isn’t about punishment or paperwork, it’s about helping them build a successful career. Make sure they understand that you are invested in their future, and you want them to have every opportunity.
You don’t need to immediately kick this issue up the chain. This is something you can act on right now as their first-line leader. You can counsel them, you can develop a plan, and you can follow up regularly. You should be the one to start the process. You don’t need to pass this off to your squad leader or platoon sergeant unless you need support setting up resources.
A low GT score isn’t permanent. Many posts offer GT improvement classes, often through the Education Center. You can help your Soldier enroll in these classes, and once they complete the course, you can ensure they schedule a re-test. Make sure this progress is documented in their records. Helping your Soldier through this process is a great way to show that you know how to apply Army resources, and that you’re actively invested in your Soldier’s development.
"If I was counseling a new Soldier and noticed they had a low GT score, my first step would be to take care of them by having an honest conversation. I’d explain how a low GT score can limit career options like promotions, re-enlistment, and even eligibility for certain schools. I’d make sure they understand that improving their GT score could really open doors for their future. I would handle this at my level by personally counseling the Soldier and helping them develop a plan to raise their score. I would help them sign up for a GT improvement class through the Education Center and make sure they schedule a re-test when they’re ready. Once the Soldier retests, I’d ensure their improved score is updated in their records. Throughout the process, I would stay involved, follow up, and make sure the Soldier knows I’m invested in their growth."
H2F Situational Board Question:
A failed AFT might be more than a physical issue. It could be tied to stress, injury, sleep problems, nutrition, or family concerns. Before jumping into corrective action or counseling, talk to your Soldier. Ask what’s going on. Show that you care. If there are underlying issues, like behavioral health concerns, sleep deprivation, or family emergencies, make sure the Soldier gets support. That might mean connecting them with the Chaplain, Behavioral Health, or their Primary Care Provider. Your priority is the Soldier’s well-being. No program or policy matters more than their safety and stability.
You as an NCO are required to flag this soldier, so it's not a situation that you can sweep under the rug and handle on your own. However, developing a plan to improve is on you. This is your Soldier. Develop a plan together. That might include creating a fitness improvement plan, arranging one-on-one PT sessions, or adjusting their sleep or nutrition. Document the counseling, track progress, and follow through. Leading from the front means investing in your Soldier’s growth, not just processing paperwork. Your higher-ups may want to step in, but be ready to be in charge of this soldier's progress without getting in the way of your leaders.
The Performance Readiness domain of H2F, Holistic Health and Fitness, offers strength coaches, dietitians, and performance experts. Behavioral Health might help if the root of the failure is emotional or mental stress. If nutrition is a factor, reach out to the installation dietitian. And don’t forget the Army Body Composition Program and your Master Fitness Trainer. Mentioning these shows that you know your resources and are willing to use them to help your Soldier succeed.
“If one of my Soldiers failed the Army Fitness Test, the first thing I would do is talk with them privately to find out what’s going on. I want to make sure they’re okay, both physically and mentally. If there’s a deeper issue, like stress, sleep issues, or injury, I would help connect them with the appropriate resources, whether that’s Behavioral Health, a provider, or the Chaplain. Next, I’d handle the issue at my level by flagging my soldier, letting my squad leader know, counseling the Soldier, and creating a plan to improve. That might include remedial PT, mentorship, and weekly check-ins. I’d also look to use available H2F resources, like strength coaches or a Master Fitness Trainer, to support their improvement. My goal is to help them meet the standard while showing that I care about their development and success.”
SHARP Situational Board Question:
In this situation, the Soldier could be in immediate danger. They are confused, possibly still under the influence of drugs, and unsure of what happened to them. The very first priority is to ensure they are safe. You should stay on the phone with the Soldier. Confirm their exact location and assess whether they feel safe where they are. If they are in any kind of immediate danger, help them call emergency services right away or get to a safe place. Even if they feel okay, arrange for someone you trust to pick them up immediately. Once they are in a safe location, encourage them not to shower, not to change clothes, and not to throw away anything from the scene. This preserves any forensic evidence. Encourage them to get a Sexual Assault Forensic Exam, or SAFE kit, as soon as possible, even if they aren’t sure whether they were assaulted. The exam is time sensitive. Taking care of the Soldier’s physical and emotional safety is the priority. Make sure they know they are not alone, they are supported, and they are believed.
You are the Soldier’s leader, and they called you first for a reason. You don’t need to immediately pass them off to someone else. Stay with the Soldier and support them through the next steps. This means informing them about their reporting options. If they want to file a restricted report, they must speak to a SHARP representative, a healthcare provider, or a Chaplain. You as a leader cannot take a restricted report. If they want to file an unrestricted report, you can help with that process. Since you are now aware of a potential sexual assault, you have an obligation to report the situation to your SHARP representative or law enforcement if the Soldier chooses an unrestricted report. You can also encourage the Soldier to speak with their SHARP representative to fully understand their options. However, at this point, your job is to support, not to force decisions. You should offer to accompany the Soldier to medical, to SHARP, or to wherever they need to go. Do not leave them to figure this out alone.
This situation is exactly why the SHARP program exists. If the Soldier wants to report the incident, connect them with the SHARP representative as soon as possible. Also, Behavioral Health is an essential support here. The Soldier may be dealing with trauma, fear, or confusion, and they need to know that Behavioral Health is a safe place. You can also offer the Chaplain’s support for confidential counseling. If the Soldier is under the influence of drugs, they may need medical attention quickly. Medical providers can test for substances and provide care, so make sure they get that care without delay. The Soldier needs to know about all the support available to them, and your leadership is key to guiding them through it.
“If I received a call from my Soldier at 0600 on a Saturday morning saying they woke up in a strange bed next to a stranger and believe they were drugged, the first thing I would do is ensure they are safe. I would stay on the phone with them, confirm their location, and make sure they feel safe. If not, I would help them contact emergency services right away. I would send someone I trust to pick them up and make sure they get to a secure location. I would encourage them not to shower, change clothes, or throw anything away to preserve evidence. I would explain the importance of getting a Sexual Assault Forensic Exam as soon as possible. I would let them know they have reporting options, both restricted and unrestricted. If they wanted to file a restricted report, I would connect them with a SHARP representative, healthcare provider, or Chaplain since I cannot take that report. If they wanted to file an unrestricted report, I would help them through that process and notify the proper authorities. I would stay with my Soldier throughout, making sure they are supported and not alone. I would also offer Behavioral Health and Chaplain support to help them through this difficult time.”
Leadership Situational Board Question:
Being late for formation is a problem, but this is not life-threatening or dangerous. The Soldier called to let you know, which shows honesty and accountability. Your first priority is to make sure the Soldier gets to formation safely. They might be rushing, panicked, or driving recklessly. Make sure you tell the Soldier to calm down, get there safely, and not to make a small mistake worse by getting into an accident. You should also ask how they are doing. Sometimes new Soldiers struggle to adjust to unit life and may have other concerns that are not immediately visible.
This is your Soldier, and this is a first-time offense. You should counsel the Soldier on the importance of being on time and help them develop strategies to prevent this from happening again. This might include setting multiple alarms, moving their phone across the room, or asking a battle buddy to check on them in the mornings for the next week. You do not need to elevate this to higher leadership right away. Handle the correction, document the event, and use it as a teaching moment. The Soldier is new, and your job is to develop them.
If this issue becomes a pattern, Army programs like the Sponsorship Program or a Battle Buddy System can help new Soldiers adjust. If the Soldier is struggling with sleep, it could also be tied to stress or poor habits, so resources like Behavioral Health or Holistic Health and Fitness might be useful later. For now, the priority is direct leadership and mentorship, but you should know these programs in case this becomes a repeated issue.
“If my brand-new Soldier called me 20 minutes before formation and said he just woke up and would be late, I would first make sure the Soldier is safe. I would tell him to calm down, not to speed, and to get to formation safely. I would thank him for calling and being honest. Once he arrives, I would talk to him privately to see how he is adjusting to the unit and to make sure there are no bigger issues going on. I would handle this at my level by counseling the Soldier, explaining the importance of time management and being on time, and helping him build better habits like setting multiple alarms or using a battle buddy to help check in. I would document this as a first-time offense and make it a teaching opportunity. Since this is not a repeated issue, I would focus on mentorship, but if the problem continued, I would consider using the Sponsorship Program or reaching out to Holistic Health and Fitness or Behavioral Health if I thought the Soldier was struggling in a bigger way.”
Wear & Appearance Situational Board Question:
If you’re watching live footage and see that the protest is turning violent or chaotic, then the Soldier’s immediate safety becomes a top concern. In that case, you should try to contact them and tell them to get to a safe place. But if the protest is peaceful, safety is not your main priority. Your focus needs to shift to understanding the damage this could cause, to the Army, to the unit, and to the Soldier themselves.
In this case, you can’t handle it by yourself. This is not a private mistake. A Soldier in uniform at a protest can become a public issue fast. It may already be posted online, shared in group chats, or picked up by the media. Civilians, senior leaders, and even political activists could be sharing or commenting on it. That’s why you must report what you saw to your squad leader immediately. From there, work together to determine how far the image or video has spread.
Who’s seen it? Is it linked to the unit or tagged with any Army affiliation? The reach of the video will shape how the chain of command responds. Once that’s done, you still need to talk directly to your Soldier. And this is where leadership really counts, not just correcting the behavior, but teaching them why it matters.
You need to explain that what they did is a direct violation of Army Regulation 670-1 and DoD Directive 1344.10. Those regulations clearly state that Soldiers may not wear the uniform at political events, demonstrations, or protests. But don’t stop at policy. Teach them the “why.”
Soldiers are encouraged to be politically aware. They are allowed to vote, have opinions, and even attend events as private citizens. But the second they put on the uniform, it stops being about them. That uniform represents every Soldier who’s ever worn it. Every man and woman who’s served, fought, and died under that flag. Wearing it at a protest, no matter how peaceful, hijacks that legacy for a personal agenda. And the Army cannot be used that way. We are, and must remain, politically neutral.
That’s not just regulation. That’s trust. The American people must know that the Army belongs to the country, not a cause.
If the Soldier made this decision because they’re under stress, overwhelmed, or emotionally charged about current events, don’t ignore it. Offer help. Behavioral Health, Military OneSource, and the Chaplain Corps are there to support Soldiers who are going through tough times. This could be a chance to correct a mistake while also caring for your Soldier.
“If I saw one of my Soldiers wearing their OCPs at a protest, I would first assess the situation. If the protest looked dangerous or violent, I would try to contact the Soldier immediately to ensure they were safe and advise them to leave. If the protest was peaceful, I would still follow up as soon as possible. I’d report the situation to my squad leader and determine how far the video or image had spread. Then, I’d speak to the Soldier directly. I would explain that attending a protest in uniform violates Army Regulation 670-1 and DoD Directive 1344.10. I’d give them a formal counseling and make sure they understand not just the rule, but the reason behind it. Soldiers are encouraged to be politically aware and active as citizens, but not in uniform. When you wear the uniform, you represent the entire Army, all the men and women who have served and sacrificed in it. You don’t get to use that image to push a personal agenda. The Army has to stay politically neutral, and we all have a responsibility to protect that trust. If I felt the Soldier was under stress or making that decision out of frustration or emotional pressure, I’d refer them to Behavioral Health, Military OneSource, or the Chaplain. My goal is to correct the behavior, report the situation, and support the Soldier.”
Red Cross Situational Board Question:
This is not the time to think about paperwork or policy first. This is a human moment. Your Soldier is in grief. The most important thing is to show care, to listen, and to make sure the Soldier has the space and time to deal with their loss. Make sure they are not in immediate distress or danger. Be present. Help them get to a safe place mentally and emotionally. Do not rush this step. The Army's first priority is its people.
This does not mean ignoring your leadership, but you should not immediately try to pass this up the chain. Your Soldier trusted you. They came to you. You should guide them through what happens next. Help them fill out a leave packet. Walk them through what they need for emergency leave. Contact your squad leader or platoon sergeant to keep them informed, but be the one who helps the Soldier through each step. Being a good leader means being there, not pawning the problem off to someone else.
The Red Cross can verify the death and help process emergency leave quickly. Behavioral Health and the Chaplain are available to provide grief counseling and emotional support. Military OneSource can offer free confidential counseling as well. Knowing about these resources shows the board that you are prepared to help your Soldier in every way possible.
“If my Soldier came to me and told me that their father just passed away, the first thing I would do is make sure the Soldier is okay. I would talk to them privately, give them space to process, and see if they are in any immediate distress. I would not start thinking about policies or programs until I knew they were emotionally stable and not in danger to themselves. Next, I would handle this at my level by helping them start an emergency leave packet, making sure they know what paperwork is needed, and walking them through the process step by step. I would also let my squad leader and platoon sergeant know so the Soldier can get the support they need from the entire team, but I would remain their first point of contact. I would reach out to the Red Cross to help verify the death and make sure the leave is processed quickly. I would also offer resources like the Chaplain, Behavioral Health, or Military OneSource to make sure the Soldier has someone to talk to during this hard time. My priority is to take care of the Soldier while helping them through the next steps.”
Equal Opportunity Situational Board Question:
This Soldier has done his best to stop the harassment, but it keeps coming back. He’s confused, frustrated, and has dealt with this for months. As his leader, you must listen carefully, take his concerns seriously, and make sure he knows he’s supported. Reassure him that retaliation is against Army policy and will not be tolerated. If this situation has affected his mental health, offer to connect him with Behavioral Health, the Chaplain, or other support services. Taking care of the Soldier means ensuring he feels safe, supported, and protected from further harm.
The Soldier has already done that. He confronted his peers and tried to resolve the issue on his own multiple times. When those efforts fail and the harassment keeps coming back, it is no longer something that can be handled informally. Now, as his leader, you must help him move forward with the formal complaint process. These complaints are made in writing on DA Form 7279 and are designed for exactly this type of situation where repeated behavior does not stop. As the leader, you should guide the Soldier through the process, explain the steps, and help him connect with the MEO professional to make sure the complaint is filed correctly.
In this case, the formal EO complaint system is the correct path. Explain the process to your Soldier and assist him with getting started. Make sure he knows that the EO professional will track the complaint and that the chain of command is responsible for resolving it quickly and fairly. Throughout the process, you must protect your Soldier from retaliation and continue to monitor the situation. A Chaplain or Behavioral Health can help the soldier not only deal with any trauma or unresolved feelings the soldier has had up until this point, but can help prepare them for what is ahead.
“If one of my Soldiers approached me after duty and said he was considering filing an EO complaint because his battle buddies have been mocking him, I would first take care of my Soldier. I would listen carefully, make sure he feels safe, and reassure him that retaliation will not be tolerated. I would check if he wants to speak with Behavioral Health, the Chaplain, or other Army support services. Second, I would recognize that this is no longer something that can be handled informally. The Soldier has already made multiple attempts to solve it at his level, and the behavior has continued for months. I would advise the Soldier to file a formal EO complaint using DA Form 7279. I would help him through the process, explain each step, and connect him with the MEO professional to ensure the complaint is properly submitted. I would also inform my squad leader so the chain of command is fully aware and can support the process. Throughout, I would continue to check on the Soldier and make sure he is protected from retaliation. My priority is to support my Soldier, make sure the harassment stops, and follow Army policy.”
Equal Opportunity Situational Board Question:
Even though the Soldier being mocked appears unaware, this situation is unacceptable and can quickly damage morale, trust, and unit cohesion. Mocking a Soldier’s accent is a form of discrimination based on national origin and is directly prohibited by AR 600-20, Chapter 6. Even if the target doesn’t hear it now, if this behavior continues, it will likely cause harm. As a leader, you must immediately stop the behavior. Pull the mocking Soldiers aside, away from the group, and counsel them firmly. This isn’t about punishment first, it’s about protecting the dignity and respect of all Soldiers and upholding the Army values. It’s your responsibility to prevent the creation of a hostile work environment.
This is a teaching moment. Your goal is to correct the behavior, not just to punish. You should counsel the Soldiers involved and ensure they understand that this behavior is discriminatory and violates Army policy. Document the counseling. Make it clear that future behavior like this will be escalated and will not be tolerated. You don’t need to immediately pass this situation to higher leadership unless the behavior continues or escalates.
You can use this opportunity to arrange refresher Equal Opportunity training for your squad or platoon. This shows the board you know how to use Army resources to prevent future incidents and strengthen your team’s understanding of dignity and respect. Contact your unit’s Equal Opportunity Leader (EOL) or your Equal Opportunity Advisor to set this up. You may also use this to assess the unit’s climate and, if necessary, involve your chain of command to improve the overall environment.
“If I saw Soldiers in my platoon mocking a foreign Soldier by speaking in his accent, even if the Soldier being mocked did not appear to hear them, I would take immediate action. I would pull the Soldiers aside, separate from the group, and firmly counsel them. I would explain that mocking someone’s accent is a form of discrimination based on national origin and is against Army policy under AR 600-20, Chapter 6. I would make sure the Soldiers understand that this behavior is unacceptable, and I would document the counseling to make it clear that this is a serious issue. I would handle this situation at my level by using it as a teaching opportunity, but I would also let them know that further incidents would be escalated. I would reach out to my unit’s Equal Opportunity Leader to set up refresher EO training for the section to reinforce the importance of dignity and respect in the workplace. My priority is to protect all Soldiers and to maintain a positive and cohesive unit.”
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This website is an extension of The Board Questions Podcast. I created the podcast first because I was ejected from my first board. I was brand new to the Army, just sent on rotation to Germany after OSUT, and my squad leader had it in his head that every one of his soldiers would attend a soldier of them month board. I knew nothing, got chewed up and spit out, and failed. I refused to accept that as a final result.
I decided to build something that I needed. I gathered the questions, studied the regs, and used an AI voice to create The Board Questions Podcast. I used the podcast the study up, I won my battalion's Soldier of the Quarter board, and have worked hard to help as many soldiers as possible prepare.
Not everyone learns from audio, so I built this website. However, if you'd like to suppliment your studies by listening to the podcast as well, each of the topics by difficulty episodes covers the exact same questions that are covered on this site. The podcast even has explainations for each answer, some additional memorizational guides, and repetition chapters to help you go over it while your ear and mind are free, like commuting, playing video games, or doing chores.
Feel free to listen!
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