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Leaders often make the mistake of measuring their units importance based on its level of activity. The packed calendar, the stress of training events, and the surge of taskings make it easy to overlook the personal moments that matter most for the Soldiers involved. Leaders put the Army in conflict with their personal lives and leave it to them to sort it out. Soldiers do indeed sort it out, but too often its years down the road when it comes time to reenlist. Who knows whether that new father had been told to come to work or if his supervisor was simply not aware. Regardless, situations like that can be immensely destructive to the familys loyalty to the Service and continued commitment to serve. If we can send Soldiers back from overseas deployment to be home for childbirth (which Ive coordinated many times), then there is not one reason to bring a Soldier back to work in the 5&7&or even 14 days afterwards.If the intent is to cancel that reenlistment date years in the future, disregarding significant personal milestones is a good way to do it. The same goes for times of personal crisis. Its tough to argue that the job cant be filled by someone else while a Soldier deals with the situation. The unit might sacrifice a few days of efficiency, but we might earn years of devoted service.
Here are a few other situations that leaders should strongly consider showing compassion when responding to:
- A complicated childbirth that will require numerous medical appointments
- Illness or death of a family member, including extended family and grandparents
- An unexpected financial hardship like a car crash or stolen identity
- Times of spousal relationship difficulty or severe challenges with children
- A Soldiers move to a new duty station, where having adequate time to get settled sets the tone for the familys time in the unit. (Come on, leaders, you do not need that Soldier at work the day after he signs-in to post. Figure out a way to manage without him for 10 days of Permissive TDY.)
- During scheduled leave, when Soldiers and families have been planning and looking forward to the time for themselves
- After an unexpected career shift, like not being selected for promotion, receiving individual deployment orders, or being found medically unqualified for service.
Soldiers know that personal sacrifice is an inevitable part of military life&but everyone has a threshold. Leaders can go a long way towards keeping Soldiers and families away from that threshold by paying attention to the moments that matter, by being pragmatic about unit priorities, and by treating Soldiers with the same compassion the leaders themselves would hope to receive. In a very literal sense, the future of the Service depends on it
Paying attention to military training makes it to where you never come to the situation when you look at your nco or first sgt or commander saying I shouldn’t receive this article 15 this negative cousling for this and that because i was not well informed on the matter, no soldier, you just weren’t paying attention and now you are receiving punishment
SHARP
72. Chain of command responsibilities Commanders and supervisors will
- a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment.
- b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local commands commitment to the Armys policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate all complaints of sexual harassment. Either resolve the problem at the lowest possible level or, if necessary, take formal disciplinary or administrative action. Do not allow Soldiers to be retaliated against for filing complaints. Continually monitor the unit and assess sexual harassment prevention policies and programs at all levels within area of responsibility. Ensure all leaders understand that if they witness or otherwise know of incidents of sexual harassment, they are obligated to act. If they do not, they themselves are also engaging in sexual harassment. d. Set the standard.
73. Policy
- a. The policy of the Army is that sexual harassment is unacceptable conduct and will not be tolerated. Army leadership at all levels will be committed to creating and maintaining an environment conducive to maximum productivity and respect for human dignity. Sexual harassment destroys teamwork and negatively affects combat readiness. The Army bases its success on mission accomplishment. Successful mission accomplishment can be achieved only in an environment free of sexual harassment for all personnel.
- b. The prevention of sexual harassment is the responsibility of every Soldier and DA civilian. Leaders set the standard for Soldiers and DA civilians to follow.
74. Definition
- a. Sexual harassment is a form of gender discrimination that involves unwelcomed sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature between the same or opposite genders when
- (1) Submission to, or rejection of, such conduct is made either explicitly or implicitly a term or condition of a persons job, pay, career, or
- (2) Submission to, or rejection of, such conduct by a person is used as a basis for career or employment decisions affecting that person, or
- (3) Such conduct has the purpose or effect of unreasonably interfering with an individuals work performance or creates an intimidating, hostile, or offensive working environment.
- b. Any person in a supervisory or command position who uses or condones implicit or explicit sexual behavior to control, influence, or affect the career, pay, or job of a Soldier or civilian employee is engaging in sexual harassment. Similarly, any Soldier or civilian employee who makes deliberate or repeated unwelcome verbal comments, gestures, or physical contact of a sexual nature is engaging in sexual harassment.This was taken from AR 600-20 on the responsiblity of commanders and the rest of the chain of command when it comes to sharp, the policy, and the definition of sexual assualt
The army does a damn good job on keeping an open ear and eyes on sexual assualt and sexual harassment with I.A.M STRONG and the SEE SOMETHING SAY SOMETHING policy now even though the army is really good at keeping sharp problems at bay they still happen thats why we keep having annual sharp training every year
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