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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 make sure your Soldier is ok, or just go straight into action? Do you know which situations require Army programs, or the help of higher leadership?
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"Your Soldier comes up to you crying and says he was sexually assaulted. What steps do you take as his team leader?"
Main Points To Memorize:
Drive to his location and physically be there with him. Make sure that his assaulter is not still nearby. Have a battle buddy get to his location if you are not nearby. Do not hang up on him, and place him on hold ONLY to contact necessary people (listed below).
Call the police, your chain of command, and the SARC. Ask the SARC to get in contact with a VA, the Chaplain, Medical Responders, MFLC, and any other resources your Soldier needs so you can spend your time helping the Soldier.
A Sexual Assault Forensic Evidence (SAFE) Kit is crucial for any sexual assault. You MUST remember this point to get a go in most boards. A SAFE Kit contains DNA evidence that proves the person that assaulted your Soldier was actually the one that committed the assault. Without this, the case becomes a "he said/she said" case, and your Soldier deserves better than that. Tell the Soldier to NOT wash the clothes they were wearing, do NOT shower, and collect anything that may still have any of the assaulter's bodily fluids.
The Soldier just went through something traumatic. Every time they have to explain what happened, they have to relive that trauma. Do not make them relive it more than once. Questions like "What happened?", "Why did she do that?", or "Why didn't you do ________ sooner?" can make them relive the trauma without actually helping you. Ensure your questions are focused on the present and near-future steps, such as "Would you like to talk to the Chaplain?", "Are you hurt?", and "How can I help?".
Work with the SARC to make sure that the Soldier, the VA, and YOU go together as a team to each location they need help with. This typically will include places such as the Hospital, a Chaplain, Behavioral Health, an MFLC, the Provost Marshall's Office (MP police station), an attorney's office, and more. Be there with them physically, either in the waiting rooms of each appointment or in the meetings (depending on the wishes of the Soldier).
Since you are in the Soldier's chain of command, and the Soldier disclosed the sexual assault to you, you are required to conduct an unrestricted report.
Example Answer:
"If my Soldier was sexually assaulted, I would first make sure he was safe. I would keep him on the phone, drive to his location, make sure his assaulter wasn't still nearby, and advise him to run if they were. If I could not get to him quickly, I would ask my Soldier if there was a battle-buddy nearby that he trusted, and place my Soldier on hold to call the battle-buddy and get him to the location as quickly as I could. I would also call the police, my chain of command, and a SARC. I would ask the SARC to coordinate with the VA, the Chaplain (if my Soldier wanted to visit them), the Hospital, Behavioral Health, and any other Army Programs that my Soldier needs on my behalf so that I could be there for my Soldier. I would then take the Soldier off hold and advise them to preserve evidence for the SAFE Kit. Don't shower, keep the clothes and anything else that may have the assaulter's bodily fluids, and keep any evidence that proves who assaulted him. I would avoid questions that would make him relive the trauma he had just experienced, and escort them to all of the medical, emotional, and legal offices that he needs to visit."
Common Mistakes
What Would Change If...
If you aren't in their Chain Of Command, and you weren't otherwise a mandated reporter for some other hyper-specific reason (you're an MP, etc.), then the victim would be able to file a Restricted Report, as long as you didn't also notify anyone else that were a mandated reporter.
You would still do the right thing and follow the steps above, but make sure that it skipped your Platoon Leader on the way up the Chain of Command. Personal Courage is one of the Army Values, and you should have the courage to do what is right, even if someone above you might get in trouble.
Nothing. Female and Male Soldiers both deserve to be protected from Sexual Assault, and should receive the same quality of help.
A fantastic Soldier would NEVER commit such a heinous violation of the Army Values, let alone human decency. There are no positive traits that a Soldier could possess that would justify the negative of being capable of a sexual assault. Sexual assault destroys the trust and confidence that units need to be able to rely on each other on the battlefield. It also destroys the trust and confidence that Soldiers have in their leadership if leaders sweep severe misconduct under the rug and fail to protect their Soldiers. Sexual assault is intolerable.
"As a team leader, you show up to first formation (PT) 15 minutes early, and your Soldier doesn't. After some time passes, you call, and receive no answer. What do you do?"
Main Points To Memorize:
If the Soldier has roommates, ask them if they have seen your Soldier up and moving. Coordinate with fellow team leaders to see if others are also missing. Tell your squad leader your Soldier is missing, inform them of your next steps, and ask permission to execute.
Leave the formation (before flag call if your squad leader is ok with it), and get to their location ASAP. Make sure they are not going through a medical or emotional crisis.
Get your Soldier to the help they need. Offer to drive them, don't let them go by themselves. If they insist they go with a spouse/other adult you trust, follow up with that person to ensure your Soldier is ok. Let your Chain of Command know what is going on.
If this is a first-time offense, and the Soldier is genuinely a good Soldier that simply made a mistake, a verbal counseling or corrective action is typically appropriate. You don't want to damage the rapport and Esprit de Corps of an honest and hard-working Soldier over a one-time mistake. If this has happened before, or the Soldier consistently makes mistakes, that shows a pattern that needs to be corrected. Get it on paper, counsel them, and make sure that in the event you need to recommend an Article 15 or Chapter, you have evidence proving that this Soldier needs it.
Example Answer:
"If my Soldier was about to be late to first formation and wasn't answering, I would ask his roomates or barracksmates if they have seen him. If he lives with a spouse, I would call them. If no one knew where my Soldier was or if they had already gotten up, I would inform my squad leader and recommend that I leave to track them down and make sure he was ok. Pending my squad leader's permission, I would leave ASAP and get to their barracks room or home. I would make sure they weren't hurt, in a mental crisis, or some other emergency situation. If they were, I would take them to the hospital or BH. If they simply slept through their alarm or something, I would either give them a verbal counseling if it is a first-time offense and they are genuinely a good Soldier that made an honest mistake, or a written counseling if it were a repeat offense. After 2 or 3 written counselings, I would recommend an Article 15. If that wasn't enough, and the Soldier continued to fail, I would recommend that Soldier be court marshelled or chaptered out of the Army."
Common Mistakes
What Would Change If...
If your Soldier is brand-new, chances are that it's going to take him a little longer than normal to get their bearing. A lot of this is new to him, he might have never lived on his own before without a drill sergeant, and he is probably nervous and making small mistakes. You have to remain firm with him so that he knows what to take seriously, but he likely needs guidance more than to be broken.
This is no longer a "your-level" problem. A missing Soldier is a 1SG-level problem, and should be pushed to them. Follow the direction of 1SG, who will likely file a missing person report and will ask all platoons to ask around to see if anyone has any info on where the Soldier might be.
A sudden change from your Soldier's baseline (normal way in which they act) is a sign of mental distress. Check in with your Soldier to make sure he doesn't need Behavioral Health or MFLC.
"You receive a phone call at 0200 on Saturday morning. It is one of your Soldiers who says that he has been out drinking and needs a ride home. How do you respond?"
Main Points To Memorize:
First, make sure that the Soldier is safe. Make sure they are not hurt, they aren't so inebriated that they could be a danger to themselves or others.
Second, offer them a ride home. If you are not nearby, ask a trusted battle buddy to go in your place. Get them home safe.
Before you talk to them about the importance of having a plan, getting their side of the story, or anything, wait until the next day to talk to them. They are not in the right state of mind to retain or understand what you need to instill in them.
All Soldiers should feel that they can go to their leadership in a time of need. Harsh punishment for seeking help in a time of need will ensure they do not go to you when they need help, which cripples you as a leader. Be there for your Soldier at least once. However, talk to them if they failed to plan an adequate way to get home. Let them know they should go with buddies, have spare money for an Uber, or have some other plan before going out. If they consistently call you in "crisis" because they don't plan ahead, stop that pattern of behavior by counseling, and move on to more severe punishments after that.
If simply talking it out and counselings aren't enough, or the Soldier's relationship with alcohol was affecting their job performance or personal life, recommend ASAP. Alcoholism is beyond your level to try and help them through, you need professional help at that point.
Example Answer:
"If my Soldier called drunk needing a ride,I would give him one. I would make sure he is safe, drive to his location (or ask a battle buddy if I was out of town), pick him up, and bring him home safe. I would wait until they were sober, and talk to them about the importance of planning ahead. I would emphasise I would always be there as a last-resort, and that they should never resort to driving drunk. However, if it happened e, and the Soldier failed to develop a better plan to get home, I would counsel them, and eventually recommend ASAP."
Common Mistakes
What Would Change If...
Underage drinking is a crime, and that is not a your-level problem. Push it up the chain of command, who may push for an Article 15, UCMJ, or choose to be more lenient.
"Your Soldier walks up to and gives you his Xbox, saying that he doesn't need it anymore. What do you do?"
Main Points To Memorize:
This is a common sign that they are planning on committing. A Soldier that doesn't plan on living for much longer will often give away their prized possessions to those close and dear to them. Knowing this sign is crucial to helping those around you. It's important to note that any sign of suicidal behavior needs to be compared to the Soldier's normal behavior, or baseline. If this particular Soldier is normally giving away Xboxs for some reason (lets say his hobby is fixing broken Xboxs, and fixes dozens a month for his friends), and that hasn't changed recently, this is likely not a sign of suicide. If a normally grumpy Soldier is grumpy today, it's likely not a sign of suicidal ideation, that's just their baseline. Some common signs of suicide are:
Don't just hold it in, don't walk away and plan what you should do, ask. Ask directly "Are you ok? Are you struggling with thoughts of suicide? Do you have a plan?" rather than indirect questions like "You good?"
Show the Soldier that you care about them by active listening, asking follow-up questions, and responding appropriately. Be there for them.
Physically go with them to whatever resource is most appropriate for their situation, which may include the Chaplain, an MFLC, or Behavioral Health. Don't let them go alone, don't have them schedule it for another time, physically escort them and be by their side. This is beyond your level to handle on your own, help them out.
Example Answer:
"If my Soldier showed any signs of suicidal ideation, I would ask them directly if they were ok, if they were struggling with suicidal ideation, and if they have a plan. I would listen to them, show them I care about them, and escort them to the Chaplain or Behavioral Health. I wouldn't let them go alone, and I wouldn't let them schedule it for later, I would go directly with them."
Common Mistakes
What Would Change If...
This could be a sign of suicidal ideation, or not. You would need to ask them what changed, and if they have a valid reason to suddenly be happy (e.i. their spouse's cancer went into remission, or they finally figured out the right dosage for their anxiety medication), then it's not likely suicidal ideation. However, if they are unable to give you a solid answer and seem guilty upon being asked, they might have decided to end their life. This is due to the fact that they were carrying some sort of heavy burden, and now they feel like they won't have to carry that heavy burden any more, since they plan on ending their life.
"One of your Soldiers was born in a foreign country and has a heavy accent. He comes up to you one day and says that his teammate sarcastically talks in his accent from time to time. It bothers him, but he doesn't know if he should file a formal report or not. What do you do?"
Main Points To Memorize:
Such violations impact different people differently. It's important that you take a tactical pause and ask him how the violation has impacted him. If he's at his breaking point, you may need to take him to BH, a Chaplain, or MFLC to make sure he doesn't hurt himself or others. This is also a chance to evaluate how much of an impact this has had on the Soldier. The impact that EO violations have on the victim are weighed more importantly than the intent of the person who committed the violation, whether or not the violator was malicious in intent or just trying to goof around.
A formal report is a formal process, and requires paperwork, and investigation, and formal timelines that have to be strictly adhered to. An informal report is a valid way of handling minor infractions at the lowest level possible, and is more flexible in its application. Make sure the Soldier knows the differences between them before making a decision.
It's also important to note that Policy Memo 24-011 says that formal complaints are to be used if informal methods prove ineffective (or if the violation warrants an official investigation), so if the Soldier has not yet attempted ANY informal methods (e.i. asking them to stop or telling them that it bothers him), you can suggest that you or he try asking them to stop before filing a formal complaint. Don't just jump straight to formal complaints without letting the violator know they have caused harm. If they have already been asked to stop, and they continue the behavior, a formal complaint is typically warranted.
Your job is not to decide which report is best, as you were not the one who was impacted. You should refrain from nudging or forcing the Soldier one way or another. This is important, because if it comes to light later that the Soldier wanted to file a formal report and he perceives that you tried to block him from filing that report, you can get in trouble. If he is still uncertain, and asks specifically what he should do, you can tell him what you might do if you were in his situation, but reemphasize that it is his decision, not yours.
If your Soldier chooses to file a formal complaint, immediately take the matter to your EO rep. Follow their advice, which will typically include filling out a DA Form 7279, collecting witness statements (you will have to write one), and more.
First, bring the violation to the attention of the person who committed it. There are 3 main methods to go about this according to AR 600-20 Chapter 6:
Direct Method: Walking up and talking to them directly.
Indirect Method: Write a note or other method of communication and give it to them.
Third-Party Method: Have someone else (preferably you) address the matter on the behalf of the victim.
If they came to you, chances are they want your help in dealing with the situation, so you should offer to be the intermediary using the third-party method.
Once it's been addressed individually, you can also address it as a group, and reaffirm with your team/squad that such behavior is not acceptable. You can also suggest to your chain of command a refresher EO training to make sure new Soldiers learn the standard, and old Soldiers are reminded of the standard.
As time goes on, check in with your Soldiers to make sure they are all being treated with respect.
Retaliation takes many forms, and one of the most common ones is ostracism. A common worry amoung young Soldiers is that if they don't tiptoe around a whistleblower, that the wistleblower will go haywire and report them for little things. If they feel like, they may naturally (or even subconciously) avoid them out of fear. Talk to the troops if you see this happening, and make sure everyone in the squad/platoon knows what is and isn't acceptable behavior, which behaviors could get them an EO complaint, make sure that those are offended by something reach out the person that offended them first and give the offender a chance to correct it before it becomes a problem, and that everyone needs to include those that report with the same level of inclusion and respect as before.
Example Answer:
"If my Soldier came to me and said that his battle was making fun of him, I would first make sure he's mentally ok. These things affect people differently, and if he's unstable and a threat to himself or others, I want to make sure he gets the help he needs, which could include BH or the Chaplain. I would listen to him and figure out what level of impact that had on him, as the impact it had on him is more important than the intention of the offender. I would let him know the differences between informal and formal complaints, and if he hasn't attempted any informal intervention yet, and the offender was unaware that they had caused harm, I would recommend that either I or he talks to the offender. If that talk has already happened and the Soldier failed to correct their action, I would teach him about informal and formal complaints, and ask which one he personally feels is the best course of action. If he has no idea what he wants to do, even after being taught, and wants me to make a decision for him, I would tell him it's up to him, but this is what I would do and why. If he decides a formal complaint is warranted, I would take him to the EO rep and help start a DA Form 7279, provide a statement for the investigation, and assist the EO rep however they need. If they wanted to handle things informally, I would suggest the direct, indirect, or third-party approach, and offer to be the one who intermediates the third-party method if he wants. As time went on, I would make sure my Soldier doesn't experience ostracism, or any other type of retaliation, from his peers or his chain of command."
Common Mistakes
What Would Change If...
An informal complaint is no longer acceptable, a formal report is required. Make sure that you get the Soldier to the EO Rep immediately, and that the two Soldiers remain separated during the investigation.
Senior NCOs and Commanders still need to be held to the same standards, regardless of rank. However, informal complaints that involve rank can be intimidating. If you need additional support, talk to your EO rep for further guidance. EO reps can help with more than just formal complaints.
"Your Soldier comes up to you and announces she is pregnant, and she doesn't know what steps to take. She is also concerned about how this will affect her career. What do you tell her? What steps do you take?"
Main Points To Memorize:
Her medical needs are important, and making sure that her primary care provider is in the loop and giving her the medical help she needs is crucial. The primary care provider's assessment will also be important in getting the proper profile and Army Programs set into place.
Let your Soldier know that she will be marked as non-deployable during the duration of the pregnancy and 1 year after the end of the pregnancy.
Chapter 8 of AR 635-200 "Active Duty Enlisted Administrative Separations" states that pregnant Soldiers can be voluntarily seperated from the Army once a medical provider confirms she is pregnant. If she is OCONUS, she will have to return to the continental US to complete the seperation.
Notify her that she will not be required to take AFTs (for record or diagnostic) during the pregnancy and 1 year after the end of the pregnancy. She will also not be required to pass height and weight, and is not subject to the ABCP.
P3T is a modified PT plan that is centered around maintaining physical fitness while protecting the well-being of the mother and the baby. Your Soldier will be eligible to forgo normal unit PT in the morning to participate in P3T not only during the pregnancy, but also 180 days after. Soldiers that feel they are ready to return to unit PT before the 180 days are up are allowed to waive their P3T time and return early.
After she receives her profile from her primary care provider, your Soldier is authorized to wear the pregnancy variations of the ACUs. If the duty day calls for a Class A or Class B uniform (such as promotion boards, payday activities, etc.), she will NOT be required to purchase or wear new AGSUs. She may still participate in the activity in the maternity ACUs.
To ensure that at least one parent is home with their child, all birthparents (Soldiers who physically give birth) are deferred or excused for 365 days after the birth of their child from all continuous duty events that are in excess of 1 normal duty day/shift, such as deployments, mobilizations, field trainings, rotations, overnight ranges, PME courses, and other forms of TDY. If both parents are military, the mother may transfer this over to the spouse or co-parent (if operationally feasible). Soldiers may temporarily waive a portion of their year without it ending early, but that time is not added to extend the end-date. If the Soldier is still lactating by the end of the year, they may get 3-month extensions (no more than 8 extensions) through their doctor.
Just because she is non-deployable does NOT mean that she is less valuable to the Army. Although there will be adjustments in her training during and after the pregnancy, it will not negatively impact her long-term career. She can still train, learn, sharpen her skillset, and pass on her knowledge to Soldiers assigned to her. Let her know that, as her leader, you have her back and want her to keep killing it.
Example Answer:
"If my Soldier came to me to help better understand what to do next, I would assure her that I would help her through the process and that it will not negatively impact her career. I would tell her to schedule an appointment with her primary care provider first so that she could get the proper care and profile in place for the subsequent steps. I would let her know she would not be required to take AFTs or be placed on ABCP for up to a year after the pregnancy, but advise her to follow her primary care provider's advice on exercise and diet to ensure she can return to fighting shape and ability in the proper time. I would let her know she is non-deployable, and that she will not be required to participate in overnight trainings for 1 year after birth. I would advise her to purchase maternity OCPs when her other OCPs no longer fit, and let her know she will be able to go to promotion boards in them if she desires to promote. I would direct her to P3T for PT in the morning. I would assure her that she is still a valued member of the team, and that she can continue to be an inspiration and guide to those she is in charge of, and a great help to her battle buddies."
Common Mistakes
What Would Change If...
Soldiers that are pregnant and didn't qualify for BAH or on-post housing, then they will become eligible for it before the baby is born (typically 20-28 weeks into the pregnancy, depending on the installation and situation) so that the Soldier will have time to establish the household and prepare it for the birth.
The Soldier would immediately become non-deployable, and would be sent back stateside. There would also be an investigation to determine if any fraternization policies had been broken. If they were, she would face UCMJ action.
If she had a miscarriage, make sure she gets the help that she needs, which could include Emergency Room, Medical, Behavioral Health, MFLC, or the Chaplain. She would still be authorized to wear maternity ACUs, be exempt from the ABCP & AFT for 1 year after the miscarriage, and attend P3T for 180 days after the miscarriage.
TriCare only covers abortions in the case of rape, incest, or if the mother’s life would be endangered if she would carry to term. If she wanted an abortion outside of those conditions, it wouldn't be covered, and she would have to pay out-of-pocket. She would still be authorized to wear maternity ACUs, be exempt from the ABCP & AFT for 1 year after the abortion, and attend P3T for 180 days after the abortion.
She can't use Chapter 8 if she is already being discharged for a different reason, so the Bad Conduct Discharge would still apply.
She would not be seperated from the Army. The pregnancy must either last for the duration of the seperation process, or at least 16 weeks into the pregnancy. If she had the abortion after 16 weeks, she woud have the option to continue the seperation, or be retained.
She can withdraw her request, formally in writing, and be retained.
She can still be seen by military maternity healthcare professionals at the Army's expense (she must provide her DD214. She is NOT allowed to see a civilian doctor at the Army's expense.
"Your Soldier walks up to the PT formation stumbling, slurring his words, and clearly not of sound mind. It appears he is drunk. What do you do?"
Main Points To Memorize:
This is not something you should investigate in public. You should handle this matter privately. Try to preserve the dignity of not only your Soldier, but the group as a whole.
Give your Soldier the opportunity to come clean and be honest. You need to ask directly so there is no room for misinterpretation, especially since he is not of sound mind.
People sometimes turn to substance abuse when their life is falling apart. As their leader, you need to make sure they are psychologically ok. If there was a major life event that impacted them, you might need to bring your Soldier to Behavioral Health, the Chaplain, or Hospital.
This is not something you can handle on your level. Let your squad leader know, suggest your best plan of action, and let your chain of command make the final call. You'll need their permission to miss PT to take them to the resources needed.
When you talk to your squad leader, recommend that you take your Soldier to ASAP or SUDDC (or BH if psychological issues are present). Bringing solutions to your leader rather than just problems shows your leadership ability.
You can't effectively counsel or reason with Soldiers while they are drunk. Wait until they are sober before teaching them.
Example Answer:
"If my Soldier showed up to PT drunk, I would separate them and ask them directly if they were drunk. If they admitted to it, I would ask them if they were going through something, and make sure they don't need Behavioral Health for any major distress from their personal life. I would push it up to my squad leader and recommend that I take them to Behavioral Health, the Hospital, ASAP, the MP Station, or their barracks room to sober up. I would follow my squad leader's direction."
Common Mistakes
What Would Change If...
You wouldn't treat your leader as you would treat your subordinate, but you still have a responsibility to your unit to do the right thing. Report your suspicions to the next person in your chain of command, and let them handle the situation.
This would become a criminal charge since marijuana is not allowed on military installations. Proceed as normal, but you must recommend getting the MPs involved, and a chapter is significantly more likely.
Underage drinking is a crime. Push it up the chain of command, who may push for an Article 15, UCMJ, or choose to be more lenient.
"Your Soldier just failed the AFT. What steps do you take?"
Main Points To Memorize:
First thing you should do is ask the Soldier what happened. This can happen before or during the counseling, but how you approach the issue will depend on what happened. Some examples could include:
1) Temporary Factors That Influenced The Failure
Maybe something completely unrelated to the Soldier's physical fitness got in the way. One Soldier got hit by a car on accident during their 2-mile. I once failed the pushups because I misunderstood my drill sergeant's guidance on technique and did them wrong. Maybe they had to cut the plank short because their stomach was rumbling from some bad yakisoba noodles the day before. These types of failures are typically an easy fix. Just have them retake the AFT, and make sure that whatever caused them to fail doesn't happen again.
2) Injury
If a Soldier accidently sprains their ankle during the Sprint-Drag-Carry, but otherwise is in great shape, you may just need to wait until the injury is healed before trying again. If the injury is severe, you may need to take them to sick-call to have it documented.
3) Subpar-Physical Readiness
Some Soldiers are just weak. This is a longer fix, but not overly complicated. You need to make sure they are eating right, getting the right type of PT for the event(s) they failed, and are consistent.
4) Desire To Get Chaptered
This is one of the hardest problems to fix. You, as their leader, still have influence over your troops. Ask them why they joined in the first place. Figure out what has changed. Remind them of their "why" for joining. Inspire them if they feel like they don't have what it takes. Remind them of the consiquences of taking the easy way out. Instill confidence in them. There will be some people who you can't reach no matter what, but those are few and far between. As a leader, it's up to YOU to provide purpose and motivation.
Treating each and every AFT failure the same no matter what goes against one of H2F's core principles: individualization.
As their leader, you MUST counsel your Soldier after an AFT failure. During the counseling, you should identify the problem that you identified earlier that caused the failure. You also have to notify the Soldier of the consequences of failing an AFT, which include being flagged, being barred from favorable action (including schools, awards, promotions, etc.) and possible separation if they fail again.
The plan that you develop should be based on the problems identified in Step 1. The Soldier should have some input, because giving the Soldier back some autonomy over their lives tends to help them feel more motivated to execute the plan. However, you as a leader need to ensure that the plan is sufficient enough in intensity, executability, and measurability. If what they want to do won't help them reach the standard, you need to step in and educate them on why it won't work, what needs to be tweaked/eliminated/added. If they resist due to an unwillingness to put in the work required, a more supervised and heavy-handed response is warranted.
Humans in general become discouraged when they have a difficult task ahead of them and they have to do it alone. Put in the work with them. Be an accountability buddy, an inspiration, and figure to look up to, and someone they don't want to disappoint. If the plan requires them to run 2 miles every day after work, run it with them. If it requires they lose weight, and you have some weight to lose too, diet with them. If they need to hit the weight room, hit it with them. If their needs are diametrically opposed to yours (for example if they are overweight and you are underweight), work on different goals together. Perhaps go to the gym with them and do heavy weight lifting while they hit the treadmill. Not all leaders are willing to do this, this will set you apart.
You have to schedule an AFT Re-Test at least 90 days after the initial failure. Do diagnostic AFTs every 30 days between those two to make sure they are making progress. If they fail the re-test, they may become separated from the Army.
Example Answer:
"If my Soldier failed an AFT, I would immediately ask them what happened. I can learn a lot about what needs to be fixed by how they respond. I would counsel the Soldier, informing them that they are barred from favorable action, cancelling any schools they were going to, any awards they would receive, and any promotion opportunities. I would let them know that they could be separated from the Army if they don't pass within 90 days. I would develop a plan with them to fix their specific issue, which would likely include remedial PT, weight loss goals, or injury recovery. I would go with them to remedial PT each day to help motivate and keep accountability of their efforts, working out alongside them so they know I am there for them. I would conduct diagnostic AFTs before their 90 re-test to measure progress."
Common Mistakes
What Would Change If...
You would need to tailor each Soldier's training plan to their needs. One likely needs to eat more, one likely needs to eat less. One needs to do more cardio, one needs to lift more. You will need to lead these Soldiers differently, but still fairly.
If you are in the Sergeant Major's chain of command, and you lead them, you need to hold them to the standard. Sergeants Major have an even greater responsibility to uphold the standard than the average Joe. The consequences of a Sergeant Major failing an AFT are greater, but every Sergeant Major should know this. PT was their individual responsibility, and if they can't meet the standard, how can they expect to enforce the standard. Flag the Sergeant Major, and help them get back into good standing.
Have an honest conversation with the Soldier. Ask them why they joined in the first place. Figure out their "why" and what got in the way. Did their "why" change over time? Did they become disillusioned because the Army wasn't what they expected? Has their needs changed? Get to know your Soldier on a deeper level, and you will be able to help them in a more substantial way. If they became disillusioned due to poor leadership, become a leader they need. If the day-to-day bullshit broke their spirit, remind them of why they are fighting, and that those people/things that they are fighting for matter. If they don't believe in themselves and think they can't make it, put in the hard work with them and show them that it is possible.
This is a problem above your level as a team leader. Push it up the chain of command and recommend that you (as a company) re-take it in a week. Don't have them redo it same day, as they are already exhausted from 4 max-effort events, and their scores will not reflect their physical fitness accurately if they redo it immediately.
"Your Soldier is hard-slotted to attend BLC, and sleeps in and misses the hit time to attend. What are the consequences, and what should you do?"
Main Points To Memorize:
Get in contact with your Soldier and ensure that they are not dealing with an emergency. If they are, get them the help they need, notify chain of command, and deal with the aftermath afterwards.
If there was not medical emergency (or other legitimate reason), counsel the Soldier. Let them know that missing any Professional Military Education (PME) is a serious violation, and is considered refusing a lawful order. There are serious consequences to such a violation, up to being barred from re-enlistment. This is typically beyond a normal counseling, you may need to fill out a Memorandum For Record (MFR), which would follow the Soldier beyond a normal counseling.
If you believe the Soldier should be given a second chance to attend BLC (if this is an isolated event and there isn't a pattern of insubordination), you can't just have them re-apply for BLC. You need to get the approval from the next General Officer (Brigadier General or above) in order for the Soldier to reapply. Work with your chain of command to seek this approval.
If you get approval, you will need to fill out a new Personnel Action Request (PAR) using a 4187.
Example Answer:
"If my Soldier slept in and missed BLC, I'd first call or drive to them to make sure that they were ok and not in crisis. If they weren't, I would counsel them and write a Memorandum For Record letting them know how serious of a violation this was, let them know they disobeyed a lawful order, and may face a bar from re-enlistment. I would hear their side of the story, take into account the Soldier's character, determine if they deserved a second chance at BLC, and push my recommendations up the chain of command. If we believe they deserve a second chance, we would need approval from the next General Officer in our chain of command. If they gave it, I'd fill out a PAR and get them re-enrolled in BLC."
Common Mistakes
What Would Change If...
I would counsel the Soldier, make sure they know clearly what standards they failed to meet, and come up with a plan to train the Soldier up to be able to meet those standards before seeking O7 approval. Document their progress on such things through counselings to create evidence that they are working hard and progressing.
If they don't want to go to BLC, you as their team leader probably shouldn't try to force them. Counsel the Soldier, ensure they understand that the consequences of refusing to progress will mean they will be barred from re-enlistment, and keep them at the level they are until their contract ends. Ensure that you continue to encourage the Soldier to make progress, but accept that not all Soldiers are leader material and some may not make that progress.
If there was a legitimate medical emergency, be there for your Soldier, push it up chain of command, and document what happened so that you can prove to the O7 that the Soldier deserves to go to BLC, but had something legitimate going on.
This is something that should have been communicated and dealt with way before the morning of. If they do bring this up beforehand, work with them and allow them to go during a time that would allow them to achieve both their degree and BLC. If they didn't mention it until the day of, that's now created a big problem for everyone, and should be dealt with similar severity as if they had just slept in.
"Your Soldier fails a urinalysis. What steps do you take?"
Main Points To Memorize:
This is more of a legal situation, and although it will be handled by commanders and lawyers rather than you at your level, you as a team leader should understand what The Limited Use Policy is, and be able to generally tell your Soldier whether or not it will apply to them.
The Limited Use Policy are legal protections where the typical punishments associated with drug use (such as criminal charges, UCMJ action, and discharge from the Army) can't or won't be applied. In other words, the Soldier may be able to stay in in certain scenarios. Those scenarios include:
1) Command-Directed: If the drug test was classified as a command-directed test (aka "unit sweep" or extra drug tests that don't count towards the unit's 10% required monthly testing).
2) Voluntary Referral: If the Soldier voluntarily admitts to drug use while seeking help, such as medical, clinical, or psychiatric help (including SUDCC). If they seek help immediately after finding out there is a drug test in an attempt to get out of the consequences of the test, the Limited Use Policy doesn't apply.
3) Accident Investigation: If the drug test was conducted due to a safety accident and collected for mishap investigatory purposes only (not law enforcement purposes).
4) Medical Identification: If the Soldier was found to be on drugs during routine or emergency medical treatment. Medical identification is considered "voluntary referral" and protected. This only applies if the Soldier informs their commander of the drug use before the medical treatment. It doesn't apply if the injuries were sustained during a crime or traffic accident.
Counsel the Soldier and tell them whether or not The Limited Use Policy applies to them. Let them know that the commander will counsel them (if they have not already), explain the SUD evaluation, the ADAPT class, and the possibility of them being separated from the Army. Chances are your chain of command will let you know what should specifically be in the counseling based off of what they plan on doing. If not, seek their help in developing this counseling.
The SUD (Substance Abuse Disorder) Evaluation is a clinical test given by Behavioral Health within 5 days of the commander’s notification of the incident (it's the first step of being admitted into SUDCC, if SUDCC determines you actually do have a disorder). The clinic will interview the Soldier, have you write out questionnaires detailing your history of drug abuse, check your vital signs, and diagnose whether the Soldier is dealing with an addiction, a medical disorder, or both.
ADAPT (Alcohol and other Drug Abuse Prevention Training) is a motivational and educational course that Soldiers are forced to take after being caught with a drug or alcohol problem. They must be enrolled in the course no later than 5 duty days after the commander’s notification of the incident, and must complete the course no later than 60 days after the commander’s notification of the incident (minimum of 12 hours of training).
At the end of the day, no matter what your Soldier did, they are a human being and need a support system. There are about to be a lot of "what ifs" and uncertainty about their career's (and their personal life's) trajectory. It's likely going to be one of the hardest and darkest chapters in that Soldier's life. Be there for them through it.
Example Answer:
"If my Soldier failed a drug test, my first question would be what specific drug test? If it were a unit sweep, a voluntary referral into SUDDC, or a test during a medical emergency, it would likely be covered under the Limited Use Policy, and his future doesn't look as grim. I would counsel the Soldier, letting them know of the consequences and next steps, including the commander's counseling, the SUD evaluation and ADAPT that needs to get started within 5 days, and the reality that life is going to get really complicated for a while and a discharge is likely. I'd be there for my Soldier emotionally as they navigate the uncertainty about their career and life as they go through the process of potentially being chaptered out, and getting the help that they need to overcome the substance abuse."
Common Mistakes
What Would Change If...
This drug test would be considered "voluntary referral" since the drug test was the result of him seeking medical help at the hospital (as long as the Soldier was honest and forthcoming about the fact that they sought medical help due to drug use, doesn't count if they pretend they were just sick). The Soldier would be protected by the Limited Use Policy, and they could seek help through ASAP rather than immediately initiating separation.
Caffeine is allowed, you can't be punished under the UCMJ for using it.
There may be additional criminal charges present, you or someone else in your chain of command will need to pick your Soldier up from the MP station, and it will likely not be protected by The Limited Use Policy unless the evidence was improperly handled (which happens frequently, contact a lawyer).
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"You are a safety at a range, and your Soldier has a weapons malfunction. He looks puzzled. What do you do?"
Main Points To Memorize:
Yell loudly enough for the Soldier to perform immediate action. If he is still confused, tell him to tap the bottom of the magazine, rack the charging handle back and release it, and reassess the weapon buy firing it in a safe direction (at the target). Wait for the Soldier to finish immediate action.
If immediate action didn't clear the stoppage, have the Soldier perform remedial action. Slow down, look at the weapon, and try to diagnose what is causing the malfunction. Look at the safety to make sure it isn't on safe, change magazines to ensure that isn't the problem, look through the ejection port for a double feed or stove pipe, move the charging handle to ensure there isn't a bolt override, and if all of that fails, look for something else that may be causing it.
If remedial action fails, you're not going to fix this weapon on the range. You'll likely need to disassemble the weapon, and that's not something you should do on a live fire range. Stay safe, and wait until it is safe to leave the range.
Simply wait until iteration is over, and exit the range once it is safe to do so. Turn over leftover ammo and magazines to the proper spot.
Find a safe spot to disassemble and fix your weapon. If you are unable to find the problem, ask someone more experienced or your chain of command. Clean and lubricate the weapon as needed.
Once you feel like the weapon is ready to fire (or as ready as it's going to get), send the Soldier to retry the lane. If the problem continues, it may be an armorer problem. If the Soldier is new or rusty, you can conduct remedial training to ensure your troop knows how to fire it correctly. Worst comes to worst, have your troop reattempt the lane with another M4.
Example Answer:
"If my Soldier had a weapon malfunction on the range and froze up, I would yell at them to perform immediate action, or "rack, tap, and reassess". If that failed, I would have them perform remedial action, looking at the safety, the magazine, the ejection port, and the charging handle to try and fix any common malfunctions. If either of those work, I would have them continue the lane. If it didn't, I would have them place the weapon on safe, keep it pointed in a safe direction, and wait until the iteration was over. I would have them leave the range safely, turn their ammo and mags in, and disassemble their weapon to fix, clean, and lubricate it. If they were new, I would retrain them to ensure they knew how to fire the weapon. I would have them retry the lane, and if it failed again, I would have them attempt the lane with my M4."
Common Mistakes
What Would Change If...
Immediately call cease fire, remove the weapon from the Soldier, apply a tourniquet, and get them to the medic to get them to the CASEVAC/Hospital.
Ensure the weapon stays in a safe direction, and attempt to take the weapon from the Soldier. Whether it's confusion, fear, or not being able to hear you, you need to make sure that weapon is not pointed at anyone at any time, using the least amount of force necessary. Get them off the range safely, wait for them
"Your Soldier is considering reenlisting, and doesn't know when her window opens up. She knows nothing about the process, and wants your help. What do you tell her?"
Main Points To Memorize:
Knowing your Soldier's ETS date is crucial for this, as this is what the reenlistment window is based off of. The window opens 15 months and closes 90 days before her ETS date. Outside of this window, the Soldier won't be able to reenlist, so make sure you don't start the process too late.
You, as her team leader, should already be tracking any bars to continued service. These are placed on a Soldier when the Soldier "whose immediate separation under administrative procedures is not warranted, but reentry or continued service is not in the best interest of the Army." -AR 601-280. In other words, they aren't so bad they are worth firing, but we're not gonna hire her again. Bars are placed for misconduct, failures of certain programs like the ABCP or AFTs, or other situations. If you're unsure if a bar is currently placed on a Soldier, you can check iPerms for a DA 4126-R, speak to your Career Counselor, or S1.
In order for her to reenlist, she will have to get approval from the commander. The commander will evaluate her using the "whole person" concept, which means they will consider everything about you before deciding if you should stay in the Army. Some things they are required to consider are any recent nonjudicial punishment, repetitive nonjudicial punishment, aptitude area scores, any patterns of disciplinary incidents, low evaluation reports, rank progression (especially if it results from bad conduct or performance, potential for continued service, competency and duty performance, leadership potential and her adherence to standards).
Reenlistment is one of the few times Soldiers have leverage to move their career in the direction they want. Your Soldier can get the most out of their reenlistment if you know what she wants and what is available. Is there a specific duty station she wants to go to? Does she want to go to Airborne school? A reclass? Stabilization and stay where she is stationed? A 4-day pass for her birthday? Be sure you know Options 1-5.
QTIP (Quality Tiered Incentive Program) is the Army's way of categorizing Soldiers based on merit. In other words, the best Soldiers are placed in Tier 1, where they get the best bonuses, and the worst Soldiers are placed in Tier 4, where they get little to no bonuses. Soldiers are evaluated as "good" or "bad" in QTIP through three categories: physical fitness, technical expertise, and command assessment. Physical fitness is simply your AFT score, technical expertise measures how many schools, badges, and certifications you've gotten in your career, and command assessment comes from your commander's evaluation.
Know the name of your unit's career counselor, as well as where their office is physically located. Those two pieces of info are critical to answering this question correctly.
Example Answer:
"If my Soldier wanted to know more about reenlistment, I'd start by asking when her ETS is, and make sure we're within the 15 to 3 month window to reenlist. I'd check her iPerms to ensure she doesn't have a Bar to Continued Service. I would explain the commander's evaluation, and let her know her options and bonuses are influenced on how the commander perceives her through the "whole person" framework. I'd figure out which of the 5 options she's interested in, explain the QTIP tier system and let her know the commander's evaluation, her PT score, and her technical expertise are going to affect what she gets. I would answer any questions she has, and when she's in her window, I would take her to the career counselor, SFC Counselorperson, located at battalion near the water fountain on the first floor."
Common Mistakes
What Would Change If...
Just because she doesn't have a bar to continued service does not mean that she's going to get approved for reenlistment. Her eligibility to reenlist is up to the commander's evaluation. If they have shitbagged the entire contract, there's a high likelihood that the commander won't approve that she reenlist.
Not everyone will reenlist, and if they have really good options on the outside guaranteed, then power to them. However, a great team leader would ask the Soldier why they joined in the first place. Finding out that Soldier's initial "why" can be powerful. If she joined to serve her country, she may need that spark rekindled. She can also join the Reserves or National Guard to keep the momentum on the experience she gained up to that point, feel the pride in the uniform she felt while pursuing her civilian dreams, and keep the benefits she's enjoyed.
If she's just leaving because she hates everyone around her and doesn't really have a plan, you're setting her up for failure if you fail to help her. You could let her know about Option 4, where she could get an overseas duty station. Sometimes getting out of a bad unit can change the way a Soldier sees the Army. If she's not interested, make sure she puts in the work to make transitioning to civilian life successful, and doesn't end up homeless.
Know what the 5 options are. They are:
Option 1: Regular Army Reenlistment (needs of the Army).
Option 2: Current Station Stabilization Reenlistment (stay at your current duty station).
Option 3: Army Training Reenlistment (reclass or get a school of your choice).
Option 4: Overseas Assignment Reenlistment (duty station of your choice overseas).
Option 5: CONUS Station of Choice Reenlistment (duty station of your choice in the US).
She's ETSing. Too late. Meet with a recruiter when you get home.
"You are watching TV, and see a political demonstration you disagree with. Suddenly, the camera goes to a live feed of your Soldier, in uniform, stating that the Army and Soldiers within it agree with the politics being demonstrated. What do you do?"
Main Points To Memorize:
Political events can be very emotionally charged, and the safety of people involved can change rapidly. This is especially true when people see a Soldier misusing their uniform to support a political movement. Call them, state clearly that you are giving a lawful order to get out of that area, and get to their location (if feasible).
This is beyond your level as a team leader to handle. Push it up. The level it gets pushed to typically depends on the publicity, severity, and intensity of the demonstration. Don't try to push this under the rug, the chances of the clip going viral and being pushed to your chain of command are high. Bad news doesn't get better over time, and it certainly doesn't get better if your commanding general happens to see it on TV before it's pushed up.
Chapter 3 specifically states:
"Wearing Army uniforms is prohibited in the following situations: (1) In connection with the furtherance of any political or commercial interests, or when engaged in off duty civilian employment..."
It's the very first situation that is prohibited. AR 670-1 is punitive, meaning that the Soldier can be criminally charged based on the discretion of their commanding officer.
Specify that they are not going to be punished because you personally disagree with their viewpoint, they are being punished because they publicly took a stand on a political issue. This is not a small offense. Doing so essentially hijacked a symbol of the entire Army, every single service member who served and died in that uniform, and used it for your own. It is a dishonor to everyone that came before you. It degrades the trust that people have in the Army, thereby dishonoring all those that will come after you.
This is typically handled on a case-by-case basis, and is evaluated based on the intensity, publicity, and intent of the offense. In small cases, the punishment may be as small as an Article 15. It can go all the way up to a Court Marshal, and can lead to a bad conduct discharge.
This will be out of your hands after this point, let your chain of command handle it. Make sure you document where you initially encountered the footage of the demonstration, and try to get your hands on a copy of that footage in case it needs to be used in a court marshal later on.
Example Answer:
"If I saw my Soldier on TV in uniform protesting at a political event, my first step would be to call them and order them to stop, get somewhere safe. Rallies can sometimes become unsafe quickly. I would get to their location if possible. I would push the situation up the chain of command, as this is a violation of AR 670-1 that is beyond my authority to deal with. I would tell my Soldier that this is a big deal, as they are hijacking a symbol of the Army, an organization that the public should be able to trust to be impartial, and disgraced everyone who has served in it. I would let them know they will likely get court marshaled (or an Article 15 if they are lucky), and a possible bad conduct discharge. I would assist my chain of command as they dealt with the proceedings, giving them my account of events, and potential video evidence of the infraction."
Common Mistakes
What Would Change If...
You, as a Soldier, should still do the right thing and report it. If this Soldier were to get emboldened by getting away with it once, they could take this stunt to bigger levels, and if it were discovered that you didn't squash the problem while it was small, you could be punished too. The consequences of it would likely be smaller for a small event, and they may walk away with an Article 15.
Nothing. The violation isn't that the Soldier disagreed with you, it's that they hijacked the uniform and used it as a symbol for a political interest. Any political interest.
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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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