SECTION A

TABLE OF CONTENTS

SECTION

Preparing for the Board Appearing before the Board Biography of Audie Murphy The History of the Sergeant Audie Murphy Club Sergeant Audie Murphy Sergeant Audie Murphy Club

Preparing for the Board

You should, at very least, be able to answer all of the questions in this packet, and be extremely familiar with applicable reference.

Use regulations, field manuals, and soldier training publications as your primary references for the subject areas.

Personally visit each family/soldier support agency (AER, ACS, ASAP, Chaplain, BOSS, EO/EEO, EFMP, Red Cross, Safety Office, etc.) on Carlisle Barracks asking for an overview of the installation- specific operations. This will give you the exact location and procedures for the specific offices, as well as points of contact and phone numbers. Put them in your leader book.

Appearing before the Board

Entrance: When you are ready to enter the boardroom, knock firmly and loudly enough to demonstrate your confidence and determination. Three or four taps should be enough. Wait for the invitation to enter and march in the most direct route towards the president of the board. Halt approximately two steps in front of the president and execute a facing movement if necessary. Execute a hand salute and report, “Sergeant Major, Sergeant (your name) reports.”

Initial Inspection: Remember you are being examined for proper execution of the salute and proper uniform so you may be holding the salute for a while because of the inspection. After the president of the board has dropped his/her hand, then drop your salute. After the salute, you will probably be given some facing and marching movements. Make sure that your arm move at a natural rhythm with your marching movements.

Finding your Seat: In most cases, the president of the board will move you directly to the chair via marching movements. In any case, make a mental note of where the chair is located when you are making your marching or facing movements. When the president tells you to take your seat, sit at the position of attention: heels and knees together, feet at a 45-degree angle, and hands resting on top of your legs. Keep your arms to your sides, your head upright, and your eyes looking at the person that is speaking to you. When the president introduces each member of the board, acknowledge each member in turn.

Specific Areas of Discussion: The first thing you will probably be asked is for you to tell the board a little about yourself. Practice your responses several times prior to going to the board while seated before a mirror or another person.

You should be prepared to explain:

• Why you feel you should be inducted into the SAMC? • Why you want to become a member of the SAMC? • What you feel you will contribute to the organization? • What qualities of yours are similar to those of Audie Murphy?

You should be able to recite the Audie Murphy story and be able to tell the board about Sergeant Audie Murphy.

You should be prepared to give a brief background of yourself and you may consider covering the following:

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• Your family • Military Service-assignments, duty positions, education, achievements • Civilian Education • Community Service • Short and Long Term Goals

Be prepared to answer situational questions such as:

• You have a SSG assigned as your subordinate. He and his wife are out at local recreation area fishing, and he has been drinking alcohol. On the way home, he gets stopped and gets a DUI. He has been a stellar performer, takes excellent care of his soldiers. You are now making your recommendation to your BN CDR on your recommendation for punishment under the UCMJ. What are your recommendations? • Now, this same SSG and his wife have been fishing. He has been drinking alcohol, but she has not. She is the designated driver. However, she gets bitten by a poisonous snake. He gets a DUI while rushing her to the hospital. What would your recommendation be now?

Responding to Questions: Always begin your answer with the title of the person who ask the question and a brief restatement of the question. For example: “Sergeant Major, the publication that governs the wear of the uniform is AR 670-1. Remember to speak clearly, confidently and firmly. The board has to decide if you are a worthy soldier. A board is usually impressed with a soldier who acts and speaks with assurance and tact.

Leaving the Board: When the president of the board is finished with you he/she will say, “Dismissed.” Come to the position of attention, move to a position that is within two steps of the president and salute. Wait until the president’s hand is down before you drop your salute. In the most direct route, execute marching movements towards the door, exit, and close the door behind you.

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The Biography of Audie Murphy

Audie Leon Murphy was a legend in his own time. A war hero, movie actor, writer of country and western songs, and poet. His biography reads more like fiction than fact. He lived only 46 years, but he made a lasting imprint on American history.

Audie was born on a sharecropper’s farm in North Texas on June 20, 1924. As a boy, he chopped cotton for one dollar a day and was noted for his feats of derring-do and his accuracy with a gun. He had only 5 years of schooling and was orphaned at age 16. After being refused enlistment during World War II in both the Marines and Paratroopers for being too small (5’5”) and underweight (110 lbs), he enlisted in the U.S. Army a few days after his 18th birthday. After basic training at Camp Wolters, Texas, and advanced training at Fort George G. Meade, Maryland, Audie was sent overseas. He was assigned to the famous 15th Infantry Regiment of the 3rd Infantry Division where he fought in North Africa, Sicily, Italy, France, and Germany. He earned a battlefields commission for his courage and leadership ability as well as citations and decorations including every medal for valor that America gives. He was also awarded three French and one Belgian medal. Lieutenant Audie Murphy was the highest decorated soldier in American history.

Discharged from the Army on September 21, 1945, Audie went to Hollywood at the invitation of movie star James Cagney. He remained in California for the rest of his life and was closely associated with the movie industry, both as an actor and a producer. He acted in 44 films, starring in 39 of them. His best known film was “To Hell and Back,” adopted from the bestselling book of his war experiences by the same name. Most of his movies were westerns. In 1955, Audie Murphy was voted the Most Popular Western Actor in America by the Motion Picture Exhibitors. Audie wrote the lyrics to 16 country and western songs, the most popular of which was “Shutters and Boards,” written with Scott Turner in 1962. The song was recorded by over 30 pop singers, including Jerry Wallace, Dean Martin, and Porter Waggoner. He was an accomplished poet; unfortunately, only a few of his poems have survived. In 1950 Audie joined the 36th Infantry Division (“T-Patchers”) of the Texas National Guard and served with it until 1966. He was a Mason and a Shriner and belonged to several veterans’ organizations. Audie Murphy was killed in a plane crash on a mountain top near Roanoke, Virginia on May 28, 1971. Fittingly, his body was recovered 2 days later on Memorial Day. Audie could very well be the last American war hero. He was the greatest combat Soldier in the 200 plus year history of the United States.

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The History of the Sergeant Audie Murphy Club

The original club was started at Fort Hood, Texas early in 1986. There were several key people at Fort Hood - officer, enlisted, civil service, and a Killeen civilian - who were instrumental in getting this club up and running.

Leading the effort was Lieutenant General Crosbie Saint, then the III Corps commander; his Command Sergeant Major George L. Horvath; III Corps Awards Clerk Jean Crisp, who is now Test and Experimentation Command (TEXCOM) awards clerk, and Don Moore, a Killeen artist who assisted with designing the logo and club awards.

In 1991, then III Corps Commander Lieutenant General Pete Taylor and Command Sergeant Major Richard B. Cayton expanded the Fort Hood installation club to include all of III Corps. This included Fort Riley, Kansas; Fort Sill, Oklahoma; Fort Bliss, Texas; Fort Polk, Louisiana; and Fort Carson, Colorado.

In 1993, CSM Cayton was voted into the Sergeant Audie Murphy Club by the membership and then became the Forces Command Sergeant Major. Soon thereafter, the club became Forces-Command (FORSCOM) wide, including the Reserves and National Guard.

In 1994 at a Sergeant Major of the Army conference, the Sergeant Audie Murphy Club spread Army- wide, to all commands with installations retaining the selection process for their own NCOs. In 1998, it was estimated that the club membership was over 3000 soldiers and was steadilly increasing.

Sergeant Audie Murphy

1. Where and when was Audie Murphy born? • Kingston, Texas - June 20, 1924

2. How many years of schooling did Audie Murphy have? • Five years

3. At what age was Audie Murphy orphaned? • 16 years old

4. Where did Audie Murphy do basic training? • Camp Wolters, Texas

5. Where did Audie Murphy do advanced training? • Fort Meade, Maryland

6. What unit was Audie Murphy assigned to during World War II? • 15th Infantry Regiment, 3rd Infantry Division

7. Where did Audie Murphy fight during WWII? • North Africa, Sicily, Italy, France, and Germany

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8. What was the Service Number of Audie Murphy? • 01 692 509

9. Name five of the U.S. awards that Audie Murphy earned during WWII?

• Medal of Honor• Distinguished Service Cross • Silver Star (1 OLC) • Legion of Merit • Bronze Star (w/V, 1 OLC) • Purple Heart (2 OLC) • Good Conduct Medal • Distinguished Unit Emblem (1 OLC) • American Campaign Medal • World War II Victory Medal • Army of Occupation Medal (w/Germany clasp) • European-African-Middle Eastern Campaign Medal (1 Silver Star, 4 Bronze Service Stars) • Name the six foreign awards that Audie Murphy earned during WWII? • Medal of Liberated France • French Fourragere in colors of the Croix de Guerre • French Legion of Honor, Grade of Chevalier • French Croix de Guerre (w/ Silver Star) • French Croix de Guerre (w/Palm) • Belgian Croix de Guerre (1940 Palm)

10. How many movies did Audie Murphy act in? • 44

11. Name five movies that Audie Murphy acted in.

40 Guns to Apache Pass Seven Ways from Sundown A Time for Dying Showdown Apache Rifles Sierra Arizona Raiders Six Black Horses Bad Boy Texas, Heaven and Brooklyn Battle at Bloody Beach The Cimarron Kid Beyond Glory The Duel at Silver Creek Bullet for a Badman The Gun Runners Cast a Long Shadow The Guns of Fort Petticoat Column South The Kid from Texas Destry The Quick Gun Drums Across the River The Quiet American Gunpoint The Red Badge of Courage Gunsmoke The Texican Hell Bent for Leather The Unforgiven Joe Butterfly The Wild and the Innocent Kansas Raiders To Hell and Back Night Passage Trunk to Cairo

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No Name on the Bullet Tumbleweed Posse from Hell World in My CornerRide a Crooked Trail Gunfight at Comanche Creek Ride Clear of Diablo Seven Ways from Sundown

12. How many songs were written by Audie Murphy? • 17

13. Name five of the songs written by Audie Murphy.

Shutters And Boards 1962

When The Wind Blows In Chicago 1962

Please Mr. Music Man Play A Song For Me 1962

Foolish Clock 1962

Leave The Weeping To The Willow Tree 1962

The Only Light I Ever Need Is You 1962

Go On And Break My Heart 1963

Willie The Hummer 1963

My Lonesome Room 1963

Elena, Goodbye 1964

Big, Big Day Tomorrow 1964

If There Is A Short Cut To Nowhere (I’ll Take It) 1964

Pedro’s Guitar 1964

Round And Round She Goes 1965

Rattle Dance 1966

Dusty Old Helmet 1969

Was It All Worth Losing You 1970

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14. What movie star invited Audie Murphy to Hollywood? • James Cagney

15. What movie was adapted from the book of Audie Murphy’s war experiences? • To Hell and Back

16. Which unit of the Texas Army National Guard did Audie Murphy join in 1950? • The 36th Infantry Division (“T-Patches”)

17. What is significant about the year 1955 for Audie Murphy? • That was the year his was voted as the Most Popular Western Actor in America by the Motion Picture Exhibitors

18. Was Audie Murphy a member of any fraternal organizations?

• Yes, he was a Shriner (Mason)

19. When and how did AUDIE MURPHY die? • AUDIE MURPHY was killed in a plane crash on a mountaintop near Roanoke, Virgina on May 28, 1971. His body was recovered 2 days later, on Memorial Day.

Sergeant Audie Murphy Club

1. What regulation(s) cover the Sergeant Audie Murphy Club Program? • FORSCOM Regulation 600-80-1, Sergeant Audie Murphy Club (SAMC) Program

2. According to FORSCOM Regulation 600-80-1, what is the purpose of induction into the Sergeant Audie Murphy Club? • The SAMC is a means of recognizing those NCOs who have contributed significantly to the development of a professional NCO Corps and combat ready Army. Members exemplify leadership characterized by personal concern for the needs, training, development, and welfare of soldiers and concern for families of soldiers

3. According to FORSCOM Regulation 600-80-1, what is the Sergeant Audie Murphy Club? • An elite organization of NCOs whose demonstrated performance and inherent leadership qualities and abilities are characterized by those of Sergeant Audie Murphy

4. When and where was the original Sergeant Audie Murphy Club started? • The original club was started at Fort Hood, Texas early in 1986

5. Who designed the SAMC logo? • Don Moore, a Killeen artist, assisted with designing the logo and club awards

6. Describe the SAMC Crest. • The crest depicts the symbols of the majestic American Bald Eagle superimposed over the olive branch-wreath, saber, and lighting bolt. In front of the eagle are the U.S. Army staff sergeant stripes. The eagle firmly clutches in both claws a powder-blue banner, the color of the infantry. On the banner are displayed words Loyalty, Caring, Discipline, and Professionalism

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7. What do the three stars separating the S*A*M*C in the crest represent? • The Be, Know, and Do for the NCO

8. Why is SSG rank insignia included in the crest? • Reflects Audie Murphy’s highest enlisted rank

9. What does the eagle represent? • Our national bird and symbol of freedom, and the intent of the club to be nationwide

10. What does the laurel represent? • Represents the individual achievement of the NCOs in the club

11. What does the lightning bolt represent? • It represents the swift and decisive action taken by the NCO

12. What does the sword represent? • The sword is a historical reference, a tool for the NCO to cut to the heart of the matter, to lead the charge

13. What do the streamers represent? • The streamers indicate upon which the club bases their philosophy-Loyalty, Discipline, Professionalism, and Caring

14. What is the SAMC motto? • “You lead from the front,” Audie Murphy

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TABLE OF CONTENTS

SECTION SUBJECT

A SOLDIER SITUTATIONS AND SOLUTIONS

B EXAMPLE BOARD QUESTIONS

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SECTION ATABLE of CONTENTS

Chapter Introduction

Marital problems:

1. The soldier’s spouse is running around with another person.

2. The soldier has not heard from his/her spouse or relatives in over a month.

Financial problems:

1. The soldier has no money to buy food for his/her spouse and kids.

2. A soldier has a pay problem that has been recurring for several months.

3. Your soldier approaches you with a Red Cross message notifying him/her of a death in his/her immediate family.

4. Your soldier has overextended themselves on his/her monthly bills.

5. You have a soldier that is having a problem trying to get enough food for his/her family.

6. You have a spouse of new soldier that wishes to learn more about the Army because his/her soldier will be deploying soon.

7. Name some instances for which your soldier would receive an AER loan.

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8. Name some instances for which your soldier would not receive an AER loan.

Medical problems:

1. The soldier’s spouse complains about poor hospital treatment.

2. The soldier complains that army doctors do not provide adequate treatment.

3. The soldier attempts suicide while deployed. Discrimination problems:

1. The soldier complains about restaurant and tavern discrimination.

2. A soldier has an inability to communicate in the English language, his/her native language is Spanish.

Service Adjustments:

1. The soldier cannot adjust to the military environment.

2. The soldier becomes a conscientious objector.

Problems with Soldiers

1. The soldier with the “must go home now” syndrome after deploying to Kuwait.

2. The soldier complains that the food in the mess hall is unsatisfactory.

3. One of your soldier’s, who recently has a child, approaches you with questions about car seats and infant care.

Army Physical Training

1. One of your Soldiers has a temporary profile that is longer than 90 days that does not allow the Soldier to take the 2-mile run portion of the APFT.

2. During PT, one of your Soldiers complains of muscle cramps in his extremities, cramping of the abdomen, excessive sweating, and thirst.

First Aid FM 21-11

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1. Your convoy hit by an IED, evacuated all soldiers to a safe area, you find that one of your solders, who caught in the blast, is unconscious. What action do you perform?

Sponsorship AR 600-8-8

1. You have just selected an appropriate sponsor for an incoming sergeant. What do you tell your squad leader?

2. What Army regulation covers the Sponsorship program? AR 600-8-8

3. You have arrived at your new gaining units airport what do you expect from your sponsor?

4. Your family is due to arrive within two weeks while your unit is in the field, what actions does your unit take?

5. What is the purpose of having a reactionary sponsor? A reactionary sponsor is one assigned to an incoming soldier who has not had a sponsor assigned.

Safety

1. You are doing a vehicle inspection of one of your Soldiers. You notice that his right tire is bald.

2. You see a Soldier driving a motorcycle off post. He is not wearing a helmet.

3. You are a platoon sergeant stationed at Ft. Huachuca, AZ. You have a Soldier who is planning to drive to Washington State on leave. ASMIS-2 Risk Assessment, Counseling Statement, POV Inspection,

Maintenance Management

1. You are spot-checking your vehicles to ensure that they properly dispatched. What forms are you checking for in the equipment records folder / logbook? 5988’s, Operators Safety Checklist, Dispatch Request Form, Risk Assessment, QAQC Form, Copy of Operators Ft. Huachuca Drivers License,

2. You are supervising some of your soldiers in the motor pool as they are completing their PMCS on their assigned vehicle, when the newer of the soldiers ask you about 3rd Shop. GO ASK THIS QUESTION AT THE MOTORPOOL

3. You are assigned a new soldier that does not have a driver’s license yet, what procedures will you take?

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4. You have been tasked to plan out a 10-vehicle convoy that will cover back roads, and portions of I-10. How do you plan to be positioned, how to plan to maintain communication?

Chapter Introduction

The following is a list of common problems that all leaders face at one time or another. Each problem stated followed by a background, suggested solutions, and references. Not all problems you may face are listed and all solutions listed are going to be the answer. The important thing to remember is that you are not the subject expert. You need to seek advice and get the soldier to the proper agencies.

MARITAL PROBLEMS

1. PROBLEM: The soldier’s spouse is running around with another person.

BACKGROUND: No two cases can be handled the same. The solutions will be as varied as the individuals involved will. The spouse may desert her husband while he is deployed or in CONUS. Children may be involved and require care. The case is potentially explosive, as you cannot predict the actions of your soldier. She/He may go AWOL or physically attack the spouse, other man, or children. She/He may be reluctant to bring the matter to your attention because of his/her embarrassment.

SOLUTION:

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a. Take a personal interest in the problem. Show the soldier that you care.

b. You must have an “ear to the ground” to pick up information that this situation exists. c. Your first concern is to reduce the soldier’s anger and prevent his/her illegal or unproductive responses.

d. Talk to the soldier. Your initial contact with the soldier must be conducted so that he/she believes you are sincerely interested in helping him/her and not just prying into his/her personal life.

e. Get the facts to the degree that you can. Keep the information confidential.

f. Beware of reacting to gossip.

g. Early counseling by the chaplain may assist in defusing the tensions.

h. If children are involved, their care and well-being must be assured.

i. The soldier needs to be given an appointment with the legal assistance officer where he/she will be advised of legal remedies such as divorce, separation, child custody, and change of allotments.

REFERENCES: None

2. PROBLEM: The soldier has not heard from his/her spouse or relatives in over a month.

BACKGROUND: The soldier spent most of his/her free time writing letters to his/her spouse and nearly every day found a letter from his/her in the mail. They were closely attached to each other. After his/her, induction the spouse followed and remained by him/her at various stations until they began to have severe financial problems and the spouse went to stay with their parents. Things went fine for a while, but suddenly the letters stopped. For over a month, he/she heard nothing from his/her in spite of repeated inquiries on his/her part. He/She did not know where to turn for help and in time grew increasingly anxious and depressed. He/She was tense, unable to sleep and gave people the impression he/she did not care if he/she lived or died. Yet he/she seemed to latch on the hope that things could be straightened out if only he could get back home.

SOLUTION:

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a. Talk to the soldier, make him feel at ease. He/She verifies the fact that he/she has no mail from spouse and relatives in over a month; he/she does not know why.

b. He/She would like to go home to see his/her spouse and relatives, but he has no accrued leave time. He has no money to pay for such a trip. However, this is all you can get out of him.

c. Call American Red Cross and request they send an urgent message to find out what may be the causes for these strange circumstances.

d. Ask the soldier give you the last known address of his/her spouse and write a quick letter yourself. Perhaps this will produce an explanation.

e. If the soldier has religious feelings, get him an appointment with the appropriate chaplain. The chaplain may be able to get more information about the family circumstances.

f. Finally, make an appointment for the soldier to see a servicing psychiatrist ASAP. For his/her underlying emotional problems, he/she will need help as expediently as possible.

REFERENCES:

a. AR 600-8-10, Leave and Passes

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FINANCIAL PROBLEMS

1. PROBLEM: The soldier has no money to buy food for his/her spouse and kids.

BACKGROUND: A young PFC reports to you. His/Her spouse lives in his/her own apartment in Detroit. He has no savings and according to a recent letter from his/her spouse, she is having trouble making financial ends meet. Rent is due at the end of the month and she is worried about not having enough food left until payday. He needs help right away he/she says, or his/her furniture could be repossessed and his/her spouse put him out on the street.

SOLUTION:

a. Take a personal interest in the problem. Show your soldier that you care.

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b. Talk to the soldier and get as much information as you can.

c. Take the soldier to American Red Cross or send him with a mature first-line supervisor in his/her chain of command.

d. Request that a home study of family circumstance be conducted be the American Red Cross Home Service for making a realistic assessment of the family needs.

e. Check the soldiers’ records. Does he have an allotment? If he does not, start one.

f. If the ARC verifies an emergency does exist, request an American Red Cross or Army Emergency Relief grant or loan. Measures to relieve the money problem must be instituted rapidly.

g. Have the soldier make a budget. This must be a long-term budget so that it can provide for future family needs as well as correct the current crisis.

h. Suggest to the soldier that his/her spouse get a job or have asked his/her relatives for help.

REFERENCES:

a. AR 930-1 b. AR 930-4c. AR 930-5

2. PROBLEM: A soldier has a pay problem that has been recurring for several months.

BACKGROUND: The JUMPS system used by the army today is a highly refined system that was designed to eliminate the problems of the old system. However, as you know with or without JUMPS, pay problems arise and present a serious morale problem. This is particularly true when the problem continues over several months.

SOLUTION:

a. Pay problems that are repeated over several months result from several causes:

(1) Erroneous entry on a pay voucher.

(2) Non-deduction of allotments.

(3) Non-payment or over-payment of special duty pay, housing allowance and separation allowance.

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(4) Non-payment or over-payment of BAQ

(5) Non-payment or over-payment for promotion or reduction.

b. There is a standard procedure for handling pay problems. First, the problem must be identified. This is normally done when the soldier gets a DA form 702, Leave, and Earning statement.

(1) Once identified the company first sergeant must be notified immediately. A pay inquiry must be filled out and sent up to the servicing finance.

(2) The servicing finance will take corrective action to include preparing a local payment for the service member, if necessary.

c. If these actions do not meet with satisfactory results or the soldier is in a serious financial bind, you may want to escort the soldier to the servicing finance with another pay inquiry.

d. If the soldier is in serious nee of money and your actions at finance could not help the soldier right away, you will need to take the soldier to ARC, or AER to receive a loan or grant.

REFERENCES: a. AR 37-104-4, Military pay, and Allowances Policy

3. PROBLEM: Your soldier approaches you with a Red Cross message notifying him/her of a death in his/her immediate family.

BACKGROUND: The soldier’s family is in Virginia, and he/she does not have the monetary means to fund the trip. What should you do to assist this soldier?

SOLUTION:

a. The soldier and his/her first line supervisor should go see Christy Leavitt at the main desk of ACS. She is the information, referral, and follow-up (I & R) representative for the Fort Huachuca ACS. She will sign you in and refer you to whatever AER representative is available to assist you. The soldier will need to provide the Red Cross Case number, or in the event that this cannot be obtained, the Unit designated representative can verify the emergency on the AER financial assistance form (Block 18). A DA form 31 with Emergency or Ordinary under Emergency Conditions must be checked and shown to the assistance officer. The soldier must also provide an itinerary with flight costs, or registration and proof of insurance if driving, ID card, and EOM LES. If the emergency is after hours, the local Red Cross Emergency Service Center can

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be notified for assistance. The soldier will then complete the DA form 1103 and the AER Financial Information Work Sheet. These will be used by the AER Officer to determine interest free loan or grant status. Upon completion of this, the soldier should be offered any further assistance from the first line, such as ride to airport, help with luggage, etc. that will expedite the process of getting the soldier to his/her destination.

4. PROBLEM: Your soldier has overextended himself on his/her monthly bills. The Soldier does not wish to go through the AER Officer for the loan for reasons of confidentiality. How can you still assist this Soldier in getting an AER loan to cover his/her bills without subjecting him/her to the questions and budget worksheets of the AER Officer?

SOLUTION: Effective 17 November 2005, active duty soldiers may request an AER loan, for up to $1,000. They need to submit a completed DA Form 1103 to their immediate Commander. If the Commander feels that the need for the funds is justifiable and needed, he/she fills out Block 19 of the DA Form 1103 and writes “Commanders Referral” next to the approved block. The form will be taken to AER with a current LES for check issuance and repayment arrangements. There can be no more than two of these per soldier per year, and, combined with any other AER assistance cannot exceed $2,000.

REFERENCES:

*The default answer for any Soldier Support Activity question is to go see the people at the front desk of the ACS building on Post. The sole purpose of the person at the desk is to guide soldiers to the correct agencies associated with Army Community Services. If you don’t know what to do, go there and talk to them and they will talk you through what steps need to be taken in order for you to assist your soldier*5. PROBLEM: You have a soldier that is having a problem trying to get enough food for his/her family.

BACKGROUND: The soldier is currently having pay problems, but they will not be corrected until the following month and he/she will be financially stable, but still needs food assistance for this month. What steps do you need to take to ensure this soldier receives food for his/her family for the month?

SOLUTION: The first thing you should do is take the soldier to the Chapel for assistance. The Chapel Food closet is the first option. This needs to be done prior to receiving an AER loan. AER will not give you financial assistance for food if you have not first taken the soldier to the Chapel Food closet first.

6. PROBLEM: You have a spouse of a new soldier that wishes to learn more about the Army because his/her soldier will be deploying soon. The spouse does not understand Army acronyms, how to read an LES, or where to go if they need assistance and cannot get in touch with an FRG member. What should you do to assist the spouse?

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SOLUTION: You should direct the spouse to the ACS Building on post. If the spouse soldier does not know the location, you can escort them there. Once they get to the ACS office, they will link up with Cheryl Patterson, the Army Family Team Building coordinator. Ms. Patterson will instruct the spouse to sign up for a level I class, where they will teach them the basics of the Army rank structure, acronyms, how to read an LES, programs for assistance, and more good to know info for military spouses.

7. PROBLEM: Name some instances for which your soldier would receive an AER loan.

SOLUTION: Non-receipt of pay, Loss of funds, Medical, Dental and Hospital expenses, Help with rent, Security Deposits, Pay for food and Utilities, Repairs for POV if Essential transportation, Pay Funeral expenses above and beyond those allowed by the government, Emergency travel expenses, Fire or other disaster.

8. PROBLEM: Name some instances for which your soldier would not receive an AER loan.

SOLUTION: Divorces, Marriages, Ordinary Leave or Vacation, Liquidation of Debts, Business Ventures or Investments, Civilian Court fees, and Legal fees, Goods or items for Convenience, Comfort, or Luxury, Continuing assistance, Funds to replace those overdrawn from your bank account, Abortion except when written from a medical doctor says it's essential to the persons health.

REFERENCES: a. AR 930-1b. AR 930-4c. AR 930-5

MEDICAL PROBLEMS

1. PROBLEM: The soldier’s spouse complains about poor hospital treatment,

BACKGROUND: This very important problem must be handled properly since such complaints can undermine the confidence in army medical care. Experience shows that most of these complaints arise from simple misunderstanding or poor communication between medical personnel and patients. The only person who can adequately evaluate these problems is a physician. The best qualified is the doctor who provides primary

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medical care for the soldier whose spouse voiced the complaint. After examining the spouse’s health record and discussing the complaint with them, they can contact the medical personnel involved and thoroughly evaluate the validity of the complaint.

SOLUTION:

a. Talk to the soldier whose spouse has voiced the complaint. Get all of the facts as he/she relates them.

b. Demonstrate a personal interest in the case.

c. Take the soldier to the hospital liaison to register a complaint and request an investigation.

d. If the liaison finds that the hospital personnel are hostile a do not cooperate, or the complaint is valid and corrective action must be taken, they will send a report of the investigation to the command doctor for further action.

e. If you feel that the liaison did not investigate the case to your satisfaction, talk to your commander and initiate a command letter. This will insure that an investigation of the case will be brought to satisfactory conclusion.

f. When results of the investigation are recognized and corrective actions taken, arrange a meeting with soldier, his/her spouse, and the liaison. Explain the outcome of the investigation and the actions taken to correct the problem.

REFERENCES: None

2. PROBLEM: The soldier complains that Army doctors do not provide adequate treatment.

BACKGROUND: This attitude is usually directed toward the doctor in the local dispensaries and is a product of overuse of medical facilities by soldiers and apathy on the part of some physicians. The general medical officers have recently completed medical school and internships in large hospitals where serious challenging illnesses are everyday problems. They step into the Army and begin seeing a population of healthy men and women, some of who seek medical attention for trivial problems to escape work. Most Army doctors, however, continue to remain alert for serious medical problems and treat them vigorously with assistance from specialists as needed.

SOLUTION:

a. You must demonstrate a personal interest in the case and discuss the matter with the soldier who complained. Get the facts. Let the soldier give you the specific instances on which his /her allegation happened.

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b. Talk to the surgeon and get their side of the story.

c. If there is a reason for complaint, you should talk this over with your battalion commander and initiate a command letter up the chain of command.

d. Chances are, however, that after you take to the surgeon, your soldier’s complaint will have no basis in fact. In this case, you should talk to your soldier and point out that:

(1) The doctor concerned has been trained in the American hospital system, which is one of the finest in the world.

(2) Consultation with a specialist can be made available if indicated.

(3) These doctors have reached the highest level of training in their fields today and they are prepared to handle the most difficult medical problems.

REFERENCES: None

3. PROBLEM: The soldier attempts suicide while deployed.

BACKGROUND: There are a few occasions when you mat be confronted with a soldier who has attempted suicide. Generalizations about this type of soldier are difficult to make, and the precipitating factors are as barred as the forms that the attempt may take. However, in all cases the soldier is desperate, unless he is playing games. Usually acting in frustration and out of irrational impulses, he views his/her position as one without hope. By the very circumstances involved, these individuals are emotionally laded, over react to minimal stimulus, and must be viewed as temporarily out of control.

SOLUTION:

a. You must act rapidly, an evaluation of the urgency and need for immediate medical intervention, as a life saving measure is necessary.

(1) First aid assistance must be given on the spot and cases of suspected ingestion must be taken to the dispensary immediately. Time here is of the essence.

(2) In the more superficial cases when the individual has “gestured” and just simply scratched his/her wrist, less hasty action needs to take place. However, definite follow up is necessary.

(3) The most important thing you must remember from the very start is that any display of lack of control in the surrounding compounds the picture, postpones the necessary support that must be given, and precludes a systematic understanding of precipitating factors.

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b. Clearance through the local dispensary must always be part of handling of such cases and the doctor there will asses the degree of depression and makes the appropriate recommendations. Usually the soldier is referred to mental hygiene and additional psychiatric care or hospitalization may follow immediately.

c. If the soldier is hospitalized for prolonged medical and/or psychiatric intervention, you will be advised of the recommendations made through medical channels. Either the soldier will be returned to your unit or he will be evacuated to CONUS for further observation, treatment, or final disposition.

(1) If the soldier will be evacuated to CONUS, you must take care of the installation and unit clearance for him.

(2) If the soldier is returned to duty, he will probably continue to receive outpatient treatment at mental hygiene. In this status, it is most obvious that you asses the local stresses on the individual and attempt to relieve them when is reasonably possible.

DISCRIMINATIONPROBLEMS

1. PROBLEM: The soldier complains about restaurant and tavern discrimination.

BACKGROUND: Most restaurant owners rely primarily on their regular customers to maintain a successful trade. Owners of these reputable establishments are not likely to refuse entry or service to a guest, regardless of who they are. Unfortunately, some businesses refuse entrance to service members because of their racial background, national origins, or some other reason.

SOLUTION:

a. Take a personal interest in the problem. Show your soldier that you care.

b. Talk to your soldier who complained and get the facts. Any one of the circumstances listed below could have caused the incident.

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(1) Was he alone, in a small group, or in a large group at the time he refused entry? Large boisterous groups of Gi's drive out the owner’s group of regular customers.

(2) What time was it when he was denied entrance? All taverns have a closing time established by law and it is strictly enforced.

(3) How was the owner dressed? In some eating or drinking establishments, certain standards of dress (e.g. coat and tie) are customary.

(4) What type of business was it? Some of them are of private clubs or associations that cater to members only.

(5) Was the tavern “off limits” to military personnel? If so, the owner was right to refuse entry.

c. Explain to your soldiers in a class or informal meeting that the majority of tavern incidents can be traced to two basic causes, too much alcohol, or a dispute over a girl. After soldiers drink too much, talk too loudly, or make a pass at a girl, a brawl begins.

d. Tell your soldiers that incidents in taverns are particularly bad from a public relations viewpoint because they normally involve soldiers and locals. They are usually reported extensively in the local news media.

e. Convince your soldier that most eating and drinking establishments serve food and alcoholic beverages at reasonable prices.

f. If it is determined that the restaurant does indeed practice discrimination, initiate a report up the community chain of command so the establishment can be placed off limits.

REFERENCES: AR 600-21, Equal Opportunity, and Treatment of Military Personnel

2. PROBLEM: A soldier has an inability to communicate in the English language, his/her native language is Spanish.

BACKGROUND: A soldier arrives in your unit who lacks a basic understanding of the English language. He/She is an American citizen, born in south Texas of Mexican parents. Spanish spoke through his/her youth and he/she attended schools (to high school level) where the classes conducted in Spanish. Even though he/she is qualified in his/her MOS (19K) and his/her bearing is acceptable, he simply cannot be put into a tank because of the language barrier.

SOLUTION:

a. Take a personal interest in the problem. Show the soldier that you care.

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b. This soldier must be given time off to go to remedial classes in English which are given at the local education centers. These programs are updated to take advantage of modern techniques that will insure a minimum amount of time away from his/her duty station.

(1) Talk to this soldier, through an interpreter if necessary. Is he willing to learn the English language?

(2) Is it possible that he really understands but does not want to?

(3) Is he dissatisfied with his/her present assignment because of other circumstances?

c. If a Spanish-speaking noncommissioned officer is present in your company or battalion, assignment to this section or platoon may help the individual.

d. Contact the education center to arrange a test to determine this soldier’s fluency in English. If his/her fluency is limited, remedial English classes should be set up for him.

e. In case this soldier resists all efforts to learn the English language, be prepared to recommend that this soldier needs to be separated under the appropriate regulations.

References: AR 635-200, Personnel Separations.

SERVICE ADJUSTMENTS

1. PROBLEM: The soldier cannot adjust to the military environment.

BACKGROUND: There are several possible causes of a soldier’s inability to adjust to the military environment. In some cases, it is not really the ability to adjust to the military, rather a reaction to mediocre leadership. Sometimes the inability to adjust is a manifestation of the desire to shirk service. In others, the inability is caused by a simple lack of aptitude or an emotional disorder.

SOLUTION:

a. Take a personal interest in the problem. Show your soldier that you care.

b. Initially, your counseling session with this soldier should be designed to get the basic problem out. This is most successfully done by simply listening to the problem soldier and encouraging him to express his/her feelings.

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c. From the first counseling session you should have an indication on whether the soldier is poorly led, shirking, emotionally disturbed or inept.

d. In follow-up counseling sessions, if required, you must point out to the soldier his/her specific deficiencies and indicate necessary corrective actions.

e. It is very important that you make an informal memorandum for record of these counseling sessions as to what was discussed and what corrective actions were elicited.

f. If it turns out that you have a leadership problem and the soldier is not really at fault then the person in the leadership position must be counseled or replace at all due speed.

g. If it turns out that the soldier really cannot adjust to military life you must initiate action under the Qualitative Management Elimination program for E1 and E2. For grades E3 and above you must initiate actions under provisions of AR 635-200 for unsuitability.

h. If it turns out that the soldier is deliberately shirking or that he is a disciplinary problem, you must initiate action under the provisions of AR 635-200 for unfitness.

REFERENCES: As above.

2. PROBLEM: The soldier becomes a conscientious objector.

BACKGROUND: The whole issue of conscientious objection has been complicated by regulation changes, delicate definitions, and court decisions. It is wise if you do not make hasty decisions based on prior knowledge and do not preconceive that your soldier is trying to “pull something”. Your soldier may have developed a conscientious objectors stand while in the service without prior history and it may be genuine. Everything hinges on what a person believes, how they came to believe it, and the consistency that they hold the belief as demonstrated in practical ways.

SOLUTION:

a. The chaplain is the only staff officer who makes recommendations as to the sincerity of your soldier’s belief.

(1) Do not make blind statements and do not get emotional with the soldier.

(2) Do not dismiss the soldier as a fake, do not get suspicious immediately.

(3) Make objective conclusions only.

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b. Make an appointment for the soldier to see the chaplain. Chaplains are furnished with detailed guidelines in interviewing applicants for conscientious objection.

(1) If your soldier has become a member of a church that teaches and counsels members to become conscientious objectors, the chaplain first checks to see if this is true of the church mentioned.

(2) The chaplain then follows up with written correspondence to determine if the soldier is a member or has active affiliation with the group mentioned.

c. Send you soldier to the chaplain as early as possible, so the chaplain can make recommendations based on objective and factual information. The chaplain will keep you informed as to these recommendations so that they can be implemented and final disposition of the soldier can be decided.

REFERENCES: AR 635-20, Subject Conscientious Objection.

PROBLEMS WITH YOUNG SOLDIERS

1. PROBLEM: The soldier with the “must go home now” syndrome after deploying to Kuwait

BACKGROUND:

a. Frequently, soldiers receive news from home that is of such a nature that their first reaction is “I must get home immediately”. Examples are; “my spouse is running around on me”, or “my kid brother is on drugs and I am the only one who can straighten him out”. Many times the soldier’s concern is genuine, however, often it is only an emotional reaction and transfer, or leave to CONUS is out of the question.

b. There is another type of “I must go home now syndrome” and that is the soldier who suffers cultural shock when they arrive in a foreign country and becomes very homesick, or merely that the soldier feels that the army should cater to the soldiers needs.

SOLUTION:

a. Take a personal interest in the problem. Show the soldier that you care.

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b. As opposed to the soldier who is healthy in all respects, this soldier has a serious morale problem and suffers.

c. You must examine and consider each case on its own merits. Talk to the soldier, has there been bad news from home? (1) Is it of such a nature that it justifies ordinary leave?

(2) Is it necessary that you request assistance from the Red Cross?

(3) Is the matter so serious that emergency leave would be appropriate?

d. Your investigation into the problem may reveal that the soldier has grounds for a hardship discharge or compassionate reassignment. If so, you must take positive action to help the soldier to submit the request for personal action.

e. You will find out that many cases turn out to be a temporary emotional reaction on the part of the young soldier and leave or reassignment cannot be justified. Your soldier may be very distressed; the key then is proper counseling and your personal interest in the soldier’s problem.

(1) Your soldier needs mature intelligent counseling. You can do it yourself or it may be better to send your soldier to the chaplain or some other appropriate counselor.

(2) Alleviate the soldiers concerns.

(3) Make the soldier understand that the problem although serious now is a common problem and cannot be resolved by leave, discharge, or transfer.

REFERENCES: None

2. PROBLEM: The soldier complains that the food in the mess hall is unsatisfactory.

BACKGROUND:

a. Ever Since there has been a military dinning facility, soldiers have complained about the quality of food being served. While in many cases the complaints of the soldiers are justified, the cause is usually not the type or quality of food, but the method in which it was prepared at the dinning facility level. The factors behind this situation are many and include an inadequate number or poorly trained cooks, improper supervision by the mess steward or mess officer, lack of emphasis or concern by the unit commander, limitations imposed by the facilities and a failure to adhere to army recipes.

b. Though not directly related to the problem of unsatisfactory food, a contributing factor is the décor and atmosphere of many of our dinning facilities. In many cases, the interior arrangement and the attitude of the mess personnel are sufficient to dampen the appetite of even a hearty eater. Under these circumstances’ complaints will result and will usually indicate that the food was unsatisfactory when in fact the real cause was the dinning facility décor and atmosphere. Who wants to go through a chow line, which is thrown

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together, frequently short of items listed on the menu because mess personnel are inattentive and where disgruntled, unpleasant individuals who could not care less about serving an attractive plate serve food? After being subjected to such an ordeal, there is little wonder that complaints are lodged. It all comes back to the necessity for detailed capable supervision at the dinning facility level.

SOLUTION:

a. Take a personal interest in the problem. Show the soldier that you care.

b. There is no one solution to the common complaint of unsatisfactory food.

(1) You must show a definite interest in the dining facility. However, you are not an expert on the kitchen, your presence and interest will go a long ways toward ensuring that your mess personnel turn out a professional product.

(2) Insure the snack meal concept is implemented as completely as facilities and equipment will permit.

(3) Establish or insure the establishment of meal hours with the wishes of the soldiers. On weekend’s meal, hours can be adjusted toward the desires of the troops. Extended meal hours or the splitting of the supper meal into an early and late serving period are ideas that have paid off.

(4) Keep in touch with your units dinning facility representative to insure that the dinning staff is hearing the complaints of the soldiers. These meetings are open to anyone concerned.

3. PROBLEM: One of your soldier’s, who recently had a child, approaches you with questions about car seats and infant care. What should you do to help the soldier with his questions?

SOLUTION:

You should direct the soldier to the Family Advocacy section of ACS. Family Advocacy offers Parents University and Car Seat Inspections. If it is just an issue with car seats and their safety, can contact the Sierra Vista Police Department to find out when they offer free car seat inspections and advise. The current coordinator is Ms. Pamela Allen.

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Army Physical Training

1. PROBLEM:

One of your Soldiers has a temporary profile that is longer than 90 days that does not allow the Soldier to take the 2-mile run portion of the APFT. Your Soldier is scheduled to take an APFT. Is your Soldier authorized to take the APFT, and what events can he take?

SOLUTION:

A Soldier with a temporary profile that is longer than 90 days is authorized to take an alternate event, to be determined by the commander with guidance from health-care personnel. In this case, the Soldier can take the push-up and sit-up portion of the test, and conduct one of the alternate events for the aerobic portion.

2. PROBLEM:

During PT, one of your Soldiers complains of muscle cramps in his extremities, cramping of the abdomen, excessive sweating, and thirst. What is the probable diagnosis, and what would you do to provide first aid to this Soldier?

SOLUTION:

The Soldier is experiencing heat cramps. You should move him to a cool or shady area, loosen his clothing, have him drink at least one quart of cool water, and seek further medical aid should the cramping continue.

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First Aid

(The main purpose of this question is the proper treatment of a sucking chest wound and arm fracture. The board member will read everything in bold when prompted by questioning from the candidate)

1. PROBLEM: Your convoy hit by an IED, evacuated all soldiers to a safe area, you find that one of your solders, who caught in the blast, is unconscious. What action do you perform?

SOLUTION: Evaluate a casualty. Check responsiveness. (The casualty is not responding, but is breathing) Examine the body for bleeding. (The casualty has a chest wound on the left front chest that is bubbling; the soldier also has a fractured left arm.)

Treat the sucking chest would first. Expose the wound unless the clothing is stuck, Tear open the plastic wrapper using as much of the wrapper as possible to create a flat surface. Place the wrapper Over the Wound. Place the inside surface of the plastic wrapper directly over the wound when the casualty exhales and hold it in place. If tape is available, tape three sides of the plastic wrapper to the chest wall to provide occlusive type dressing. Apply the dressing and tie the tails into a square knot in the center of the dressing after the casualty exhales and before he inhales. Then position the casualty on his injured side or in a sitting position, whichever makes breathing easier.Now, treat the arm fracture. Position the casualty for splinting. Cover the wound with a field dressing before applying the splint. Pad the splint and tie it in place above and below the injury. Use square knots and tie them away from the casualty.Treat for shock.Reassure the casualty.Seek medical attention.

Sponsorship

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1. PROBLEM: You have just selected an appropriate sponsor for an incoming sergeant. What do you tell your squad leader?

BACKGROUND: The squad leader you selected to sponsor the new soldier expresses that he has never done this before and he would like to know what initial steps he needs to take to get started.

SOLUTION: Forward a welcome letter to the incoming soldier or civilian employee within ten calendar days of appointment, telephone the incoming soldier, if possible, and answer follow-up correspondence from the incoming soldier within ten working days of receipt of correspondence.

2. PROBLEM: We all know or have heard of the Army’s Sponsorship program, what Army regulation covers this program? When you arrived here, did you have a sponsor? Let’s put this into perspective; today you received word (via ako, phone call . . .) that you are, in fact, on orders to PCS within 90 days. How does DA Form 5434 get initiated? In a eutopic world the 5434 arrives to the gaining unit and a chain of events occur, walk me through this?

SOLUTION:

AR 600-8-8, 21 October 2004; Chptr 2, Section 1, para 2-1a – DA Form 5434 is used to transmit sponsorship requirements to the gaining commands. The Soldiers completes this during the initial reassignment interview (levy brief). Chptr 1, para 1-8c – Within ten calendar days following receipt of the 5434 either the Commander (for Officers) or the Command Sergeant Major (for Enlisted Soldiers) will send a welcome letter. Standards are to forward DA Form 5434 received by higher echelons within three working days of receipt; to appoint sponsors, unless the soldier declines, within ten calendar days of receipt of DA Form 5434; and to forward the sponsor welcome letter and information within ten calendar days of appointment. Sponsors will respond to correspondence within ten working days o receipt.

3. PROBLEM: Now you have arrived at the gaining destinations airport without your family because of housing issues and will have them follow at a later date. You meet up with your sponsor and are heading to the unit, what might you expect from your sponsor?

SOLUTION:

Chptr 2, Section 1, para 2-1d, e, and f; When possible the sponsor should plan to greet the incoming Soldier and family if with the Soldier. Specifics should be worked out

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prior, for example, in the past in Europe, all Soldiers had to ride a bus to the gaining Installation / Kaserne / Barracks. The sponsor should familiarize the new Soldier to the unit and community, including an early visit to ACS. This general orientation should be done in addition to the formal orientation briefings during in-processing. Remember, the sponsor does not conduct in-processing, only assists when necessary.

4. PROBLEM: After arrival, your new unit had been gearing up to conduct the second of three field exercises in preparation to a deployment. You find out your family is due to arrive within two weeks while your unit is in the field, what actions can you take if any? You have deployed what actions will your unit take?

SOLUTION:

Although this is going to be a case by case basis, Chptr 2, Section 2-15b; Commanders will provide the new arrival with adequate time for in-processing. This should include minimizing family separation during the period the family is settling in at the new duty station (that is, avoid field duties, temporary duties). For example, while in-processing, housing states they have housing now and will initiate amended orders for your family travel. Keep your command informed and they can adjust fire to accommodate the rest of the in-processing required. Glossary, Section II; Rear detachment sponsorship – Sponsor support provided family members of Soldiers whose unit is deployed from an installation and is scheduled to return to that installation.

5. PROBLEM: What is the purpose of having a reactionary sponsor? Have you ever had any sponsor support while out-processing an installation? What would that be called and would you describe it for me please?

SOLUTION:

Chptr 2, Section 2-2b; Reactionary sponsorship will be offered to all Soldiers in ranks private through colonel, who arrive at an installation without an assigned sponsor. This action would have started by the Soldier declining a sponsor at their losing station indicated during their levy brief. Chptr 2, Section 2-8b: If no sponsor is desired, a welcome letter form the Commander and / or the Command Sergeant Major will still be sent. However, no further sponsor action will be taken until arrival. Chptr 2, Section 2-2c; Every departing soldier will be offered out-sponsorship assistance which is, Glossary, Section II; Sponsor support provided departing soldiers from an installation after reassignment notification. This includes assistance in clearing transportation obstacles or providing information on items of interest, such as application for use of transient quarters, use of banks, use of medical and other supporting facilities.

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CUSTOMS andCOURTESIES

1. PROBLEM: You and your Soldiers are at a graduation, and the National Anthem played. What are the proper actions to take?

SOLUTION: When the National Anthem is played indoors, officers and enlisted personnel stand at "Attention" and face the music or the flag if one is present. They do not salute unless under arms.

2. If your Battalion is having a dining in, and you overheard NCOs complaining about having to go and pay $35, what would your actions be?

3. Why is it so important to always set the right example with your Soldiers?

4. According to AR 600-20, what is the Army’s language policy?English is the operational language of the Army. Soldiers must maintain sufficient proficiency in English to perform their military duties.

SAFETY1. PROBLEM: You are doing a vehicle inspection of one of your Soldiers. You notice that his right tire is bald. You inform the Soldier that he needs to replace that tire. Upon your next vehicle inspection, you notice the Soldier has not replaced the vehicle tire. What are some of your options?

SOLUTION:

Explain to the Soldier that according to AR 190-5, driving on post is a privilege not a right given by the post commander that is further delegated to unit commanders. Counsel the Soldier for failing to follow an order and have the commander suspend his on-post driving privileges until he has the tire replaced.

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2. PROBLEM: You see a Soldier driving a motorcycle off post. He is not wearing a helmet. You stop him on Fry Blvd. He tells you he is a Soldier but he is a resident of AZ and the law in AZ states that 18 years of age do not require helmets. What do you do?

SOLUTION:

Explain to the Soldier that according to AR 385-55, any Soldier who is operating a motorcycle or moped must wear a properly fastened, approved helmet. This includes riding on and off post.

3. PROBLEM: You are a platoon sergeant stationed at Ft. Huachuca, AZ. You have a Soldier who is planning to drive to Washington State on leave. He is driving by himself and is taking leave for two weeks. What actions would you have the Soldier take for this trip?

SOLUTION:

Complete a safety inspection of the Soldier’s vehicle. Ensure that the Soldier has a proper license, registration, and insurance. Ensure that the Soldier has had the vehicle

maintained properly. Have the Soldier complete a vehicle risk assessment on the US. Army Combat Readiness Center website (ASMIS-2). Ensure that the Soldier understands

the risk assessment and abides by the conditions set on the assessment to minimize his risk. This includes sticking with prescribed number of driving hours a day and the

requisite number of rest stops during the day.

MAINTENANCE MANAGEMENT

1. PROBLEM: You are spot-checking your vehicles to ensure that they properly dispatched. What forms are you checking for in the equipment records folder / logbook?

SOLUTION:

Although differences do occur from station to station and post to post, these are the basic required documents an operator should have inside the equipment records folders:

(1) ULLS generated Motor Equipment Dispatch.

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(2) Equipment Inspection / Maintenance Worksheet (DA Form 5988-E) and 2404 if required.

(3) Paragraph 2-7, extract from AR 385-55.

(4) DD Form 518, 2 each.

(5) SF 91, 2 each.

(6) Equipment load plan.

(7) Completed Dispatch Request.

(8) Equipment Identification Card (DA Form 5823).

(9) Current equipment -10 level TM.

(10) Risk Assessment / Management

2. You are supervising some of your soldiers in the motor pool as they are completing their PMCS on their assigned vehicle, when the newer of the soldiers ask you about 3rd Shop. They commented on that because the motor sergeant indicated that the vehicle next to them is going there. They want to know what the 3rd shop is? What is required of them prior to their vehicle going to the 3rd shop in the future, what do you tell them?

3. You are walking down the hallway when the First Sergeant calls you into his/her office. When you walk in, you see a new soldier, and will be assigned to your section. When you and your soldier start walking out of the office the First Sergeant states that the soldier doesn’t have a driver’s license yet, what procedures will you take?

Solution: For a military Drivers License I would contact the Units Master Driver,Do a Drivers Interview Checklist, Drivers Pledge, DA Form 348, Provost Marshall,Eye Exam test at TMP. Enroll the soldier in a Drivers Safety Class at the Motorpool.

4. You have been tasked to plan out a 10-vehicle convoy that will cover back roads, and portions of I-10. Part of your planning strategy is conducting your Risk Assessment. What risks do you for-see and how will you manage them? Where will you be positioned in the convoy and how do you plan to maintain communications with your serial?

Solution: I would use PRC 127’s to maintain communications, I would mark the lead vehicle with a CONVOY APPROACHING PLACKARD, and the trail vehicle with an END OF CONVOY PLACKARD. I would place my five tones or LMTVS in the middle of the Convoy, with HMVWW’s at the front and back. I would put my most experienced drivers at the front and rear of the convoy.

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5. DA Form 2404, DA Form 2401, DA Form 2765-1. Showed Soldiers each form and asked them to describe its use and who would use it.

6. Describe a Class 2 leak.

SECTION BTABLE OF CONTENTS

1. Chapter Introduction

2. Uniform and Appearance

3. Weapons

4. Land Navigation

5. Nuclear, Biological and Chemical

6. First Aid

7. Battle Focus Training

8. Preparing Defensive Positions

9. NCOER

10. Counseling

11. Supply and Economy

12. Army Program

13. U.S. Government

14. Audie Murphy Leadership

15. Leadership

16. History of Noncommissioned Officer and Army

Chapter Introduction

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This chapter intended to help the study process. These questions listed may or may not be asked on the board and are not all encompassing. The answers are not listed; you will have to go out and do the research and learn for yourself. This will also keep you abreast of any changes that have occurred since this information packet was assembled. Do not use this chapter, as your only means of studying. The only of preparing yourself is to read FM’s, AR’s and to go out and talk to the local agencies.

UNIFORM AND APPEARANCE

1. Why do we wear a helmet?

2. What is the purpose of inspections?

3. Explain the purpose of the in-ranks inspection?

4. Explain the purpose of the quarter’s inspection?

5. Explain the purpose of the full field inspection?

6. Explain what a showdown inspection if and what is its purpose?100% inspection of Personnel and Clothing

7. How many ways can your poncho are used?

8. What regulation governs the wear of civilian clothes by enlisted personnel on duty?AR 670-1, AR 700-84

9. Who may prescribe the uniforms to be worn in formation?

10. Under what conditions is the wearing of the army uniform prohibited for all army personnel?

11. How do you care for and maintain shoes?

12. How do you clean canvas equipment?

13. How do you care for web equipment?

14. What AR covers haircuts, mustaches, and describes appearance?

15. What AR covers decorations, awards, and honors?

16. How many rings are authorized for wear while in uniform?

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17. Your company is having a party during duty hours and the commander requires civilian clothing as the uniform. One of you soldiers shows up with an earring in his ear, what actions do you take?

18. Are wigs or hairpieces authorized for wear while in uniform?

19. Are built up soles on footgear authorized?

20. Name all the items on your uniform and their proper placement.

21. Is an ID bracelet authorized for wear while in uniform? WEAPONS

1. Describe the M16 rifle.

2. What are the five types of ammunition the M16A2 uses?

3. Describe the barrel rifling of the M16A2?

4. What is the cyclic rate fire of the M16A2?

5. What is the maximum range of the M16A2?

6. What is the maximum effective range of the M16A2?

7. What is the battle sight zero distance of the M16A2?

8. Define sustained rate fire for the M16A2?

9. What is the sustained rate of fire for the M16A2?

10. Describe stoppage.

11. Describe SPORTS.

12. What is immediate action for the M16A2?

13. What is the first step before disassembling the M16A2?

14. Describe the three types of stoppage.

15. Each click of elevation on the M16 raises the round how much at 100 meters?

16. In what position should the rear sight of the M16A2 be set when zeroing?

17. What steps should be taken with the elevation knob when battle sight zeroing the M16A2?

18. How should elevation changes be made with the M16A2 when zeroing?

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19. What is the purpose of zeroing your weapon?

20. When firing a weapon, what does the term trajectory mean?

21. How do you identify tracer ammunition?

22. Name three things that could cause a malfunction on the M16A2?

LAND NAVIGATION

1. What must be done before you can plot an azimuth on a map?

2. What is the fastest and most accurate way to orient the map?

3. Give two rules to always use when using a compass.

4. Can the lensatic compass be used at night?

5. Where does the arrow on a compass always point?

6. How many sights does a compass have?

7. How many degrees are there in a circle?

8. What kind of dial does a compass have?

9. What is meant by the UTM grid system?

10. What is elevation?

11. What is a topographic map?

12. Define relief?

13. What are military symbols?

14. What is meant by declination?

15. What is vertical distance?

16. If a map is to be effective, what information is to be consulted?

17. Where is the legend found on map?

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18. How is a lensatic compass held?

19. What is the outside border called?

20. At an easterly GM angle, how do you convert from magnetic to grid?

21. What is the fastest way to orient you?

22. What are the three norths?

23. If you are traveling on an azimuth of 90 degrees, what direction are you traveling?

24. What is your pace count? When did you last verify it?25. Timed event: Describe the major terrain feature located at 947463.

Answer: Saddle

26. On the map, what is the ground distance between point A and point B? What is the distance between point D and point F? Follow up questions on which would be easier to navigate based on a map recon.

27. In a tactical situation, how would you get from point C to point E to avoid detection?

NUCLEAR, BIOLOGICAL AND CHEMICAL

1. What does “NBC” stand for?

2. What are the four basic steps to take if you suspect an NBC attack?

3. What are the four toxic chemical agents?

4. What is the standard allowable time for a soldier to mask when the alarm is sounded?

5. What are the standard hand and arm signals for giving the alarm for chemical attack?

6. What is mission oriented protective posture (MOPP)?

7. What are the five levels of MOPP?

8. What is worn or carried in each of the levels of MOPP?

9. What three types of NBC warnings are there?

10. What piece of TA-50 can be used for overhead protection during a chemical or biological attack from the air?

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11. What type of attack does the M-8 alarm warn you?

12. When under a chemical attack do you give the alarm before or after you mask? Why?

13. When must you change the filters in your mask?

14. What is color of the triangle marking a biologically contaminated area?

15. Where would a biological attack be most effective?

16. Name the three types of biological microorganism. 17. What is zooneses?

18. What causes the most casualties in a nuclear attack?

19. What are the symptoms of nerve agent poisoning?

20. How should an area suspected of contamination be crossed?

FIRST AID

1. What is the unique feature of type O blood?

2. When should a tourniquet be used to stop bleeding?

3. What should you do prior to leaving an unconscious casualty?

4. What is the carrier of the rocky mountain fever?

5. What is the carrier of malaria?

6. What cold weather injury is also a hot weather injury?

7. You are platoon has been given the task to setup a field latrine. How you would construct, locate, and maintain it?

8. You have tasked second squad to give up a name for a combat lifesaver. The squad leader thinks this is an important responsibility. The squad leader asks, “What’s the role of a combat lifesaver and why it is necessary”?

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BATTLE FOCUS TRAINING

1. What does the abbreviation “AAR” stands for? After Action Review

2. What is an AAR? The AAR is a structured review process that allows training participants to discover for themselves what happened, why it happened, and how it can be done better.

3. Describe the training principles. 1. Commanders are responsible for training 2. NCOs train individuals, crews, and small teams. 3. Train as a combined arms and joint team. 4. Train for combat proficiency

-Realistic Conditions-Performance-Oriented

5. Train to standard using appropriate doctrine 6. Train to adapt 7. Train to maintain and sustain 8. Train using multi-echelon techniques 9. Train to sustain proficiency 10. Train and develop leaders.

4. What are three types of training plans? Short Range, Long Range, Near-Term

5. How much time does a long-range plan cover.

6. What are three types of training? 1. Demonstration (Most Preferred Method) 2. Conference 3. Lecture (Least Preferred Method)

7. NCOs are responsible for what type of training? Training individuals and Crews

8. A training objective consists of what? What the goal of the training is

9. What are the three colors associated with the training under the time management system?Green, Amber, Red

1. Green - Training focus primarily on collective tasks with individual and leader tasks integrated during multi-echelon training.

2. Amber - Small unit, crew, leader and individual soldier training emphasized. 3. Red - Sub-organizations take advantage of all training opportunities to

conduct individual, leader, and crew training.

10. An AAR consists of how many parts? Three…What was supposed to happen, what happened, and how training can be improved

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11. Who is responsible for leader training? Senior Leaders

12. The Non Commissioned Officer Education System falls under what program?

13. What is the purpose of the company-training meeting?

14. Describe the requirements for the training execution.

15. What FM assists leader in the development and execution of realistic training programs?FM 7-0, FM 7-116. What is Battle Focused Training/ Training in Peace as you will fight in War

17. What does “METL” stand for? Mission Essential Task List

18. What is the lowest level unit to have a METL? The Company

19. What are the four types of evaluation? Informal – when a leader conducts training with his unit or when a leader visits

ongoing training. This type provides real time feedback on the training environment and the proficiency resulting from training.

Formal – are resourced with dedicated evaluators and are generally scheduled in the long-range or short-range training plans. To the maximum extent, headquarters two echelons higher conduct formal external evaluations.

Internal – are planned, resourced, and conducted by the organization undergoing the evaluation.

External – are planned, resourced , and conducted by a headquarters at an echelon higher in the chain of command than the organization undergoing the evaluation or a headquarters outside the chain of command.

Any Combination of the above listed evaluation types.

20. What is the army is training mission? To train in peace as we will fight in War, and to produce soldiers who will win on the battlefield and survive to tell about it.

21. Define war plans. Critical element of METL development.

22. What are the four human needs?Physical needs, Security needs, Social needs and Higher (religious) needs.

23. Leadership is largely developed by what?

24. How many of your soldiers are married and live off post? 25. How much input do your soldiers have on sergeant’s time?

26. What is general military authority and whom does it apply to?

27. What is the leader’s responsibility concerning conduct?

28. Who is ultimately responsible for any decisions that are made?

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29. What are two reasons why today’s soldiers are more challenged to lead?

30. What is the key element to professional development?

31. How do you personally insure compliance with orders without undue harassment?

32. What are five things that affect a unit’s morale?UCMJ, Billeting, the DEFAC, Mail, Leave and Pass

33. What is management?

34. What type of actions or attitude do you take when dealing with civilians or civil affairs?

35. How do you develop initiative among your soldiers?

36. What is the concept of leadership in the U.S. army based on?

37. What is the objective of leadership?

38. What are military ethics?

39. What is discipline?

40. What is the first step in solving a problem?

41. What is prejudice?

42. What are the types of inspection?

43. What is the purpose of a health and welfare inspection?

PREPARING DEFENSIVE POSITIONS

1. Upon arriving at your proposed defensive position what is the priority of work for the platoon?

Establish local securityPosition anti armor weapons, machine guns, and squads and assign sectors of fire.Position other assets attached to the platoon.Establish the CP and wire communications.Designate FPLs and FPFs.Clear fields of fire and prepare range cards and sector sketches.Coordinate with adjacent units—left, right, forward, and to the rear.Prepare primary fighting positions.Emplace obstacles and mines.

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Mark or improve marking for TRPs and other fire control measures.Improve primary fighting positions such as overhead cover.Prepare alternate positions, then supplementary positions.Establish a sleep and rest plan.Reconnoiter routes.Rehearse engagements, disengagements, and any counterattack plans.Adjust positions or control measures as required.Stockpile ammunition, food, and water.Dig trenches to connect positions.Continue to improve positions.

2. What is “dead space”? Name three ways to deal with it.

Dead space is space where friendly Soldier cannot engage an enemy with direct fire weapons due to terrain. Dead space can be dealt with by the use of mines, grenade launcher fire, or indirect fires.

3. Describe a fighting position’s primary and secondary sectors of fire. Explain why we set them up that way.

Leaders use sectors of fire to assign responsibility and ensure distribution of fires across the platoon and squad front. Sectors should always overlap with adjacent sectors.

4. You are currently deployed in Iraq. During your rotation as Sergeant of the Guard on QRF, you are instructed to have three defensive fighting positions constructed on the Eastern portion of the perimeter. Explain how you would have this task completed.

a. Assign the location of the position and the sector of fire. The soldier constructing the position should emplace sector-of-fire stakes. Ensure the soldiers partially clear fields of fire within their sector and dig a hasty hole for minimum protection, being careful not to destroy natural camouflage around their positions. They should save sod, grass clumps, and so forth, for use as camouflage later.

b. Ensure the soldiers dig a hole that is armpit deep. If they have a natural frontal parapet, the dirt from the hole should be carried away and camouflaged; if not, it should be used to make a frontal parapet.

c. Ensure the soldiers get into the firing positions and check their fields of fire. They can now complete a clearing field of fire, clearing only what is necessary.

d. Ensure the soldiers camouflage their positions using available materials (such as sod, grass clumps, foliage) blending the positions with the surrounding area. The

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camouflage should be checked from about 35 meters to the front; if the position can be spotted easily, more camouflage work is needed.

e. Ensure the soldiers construct overhead cover after all of the above have been accomplished satisfactorily. They should use logs and planks, 4 to 6 inches thick, that will support at least 6 or 8 inches of dirt (logs and dirt should total 12 inches), and dig a cave-like area big enough to get under.

f. Ensure the soldiers begin to improve their positions upon completion of the overhead cover. Items to check for include grenade sump, drainage trench, and elbow holes, night firing stakes, range cards, and camouflage.

NCOER

1. As a platoon sergeant, you are preparing to write an annual NCOER for one of your squad leaders. The only problem you have is that a month ago, your squad leader had admitted himself into the Army Substance Abuse Program (ASAP). His work performance was never substandard because of his addiction and you never suspected it until he informed you of his admittance into the program.

Q: How would you prepare the NCOER reflecting his admittance into the program?

A: An NCO who voluntarily enters the Army Substance Abuse Program (ASAP) for an alcohol or drug abuse problem that has not been detected by his or her chain of command should not be penalized by mention of ADAPCP participation in his or her NCO-ER.

2. You just received a new SSG into your platoon. He has arrived from recruiting command and tells you that he has an issue with his last NCOER from that assignment. How would you help this NCO?

3. Explain the NCOER redress and appeal process.Commander’s or Commandant’s Inquiry, Evaluation Appeal,

4. You may be given a scenario that requires you to look at and correct an example NCOER.

COUNSELING

1. What are five types of counseling? Event Oriented, Performance, Directive, Non-Directive, Combined.

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2. What is counseling? Counseling is subordinate-centered communication that produces a plan outlining actions necessary for subordinates to achieve individual or organizational goals.

3. What are the requirements of successful counseling? Establish communications. Get the person to feel at ease. Listen to the problem. Don't put the person down by showing him his problem is common. Develop confidence between the counselee and yourself.

4. When should initial counseling be completed on NCOs? Upon Reception and Integration

5. What are the five steps of problem solving?1. Identify the problem 2. Identify facts and assumptions 3. Generate alternatives 4. Analyze alternatives 5. Compare the alternatives 6. Make and execute your decision 7. Assess the results

6. What are the three parts of the counseling process?1. Identify the need for counseling. 2. Prepare for counseling. 3. Conduct counseling. 4. Follow up.

7. Should written counseling records be kept? Yes

8. How often should NCOs be counseled after their initial counseling? At least quarterly

9. Are leaders required to counsel soldiers? Yes

10. Should a leader make decisions for subordinate regarding personal problems?

11. What is active listening? Feedback, Eye-contact, Questioning, Caring

12. What is a “reflective statement”? 1.A discussion of the leaders core beliefs about ….2.A statement about the specific goals 3.The match between overall philosophy and specific goals.

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13. Give some examples of reflective statements.

14. What are some basic skills of counseling?1. Active Listening 2. Responding 3. Questioning

15. What are three approaches to counseling?Directive, Non-Directive, Combined

16. What FM covers military counseling? FM 22-100

SUPPLY and ECONOMY

1. What is a DD Form 1150 and how long is it good for? Request for issue or turn in, How long is it good for2. What is the purpose of clothing allowance? The purpose of a clothing allowance is to provide for the purchase and/or maintenance of uniform components3. What is it meant by supply economy? Stopping haste, waste, and abuse of supplies, use only what is necessary4. Who is responsible for supply economy? All individuals who deal with Army supplies

5. What are we trying to accomplish with supply economy? Save the tax payer money

6. Name ways you can help with supply economy? Use only the necessary amount of supplies, re-use items whenever possible, ensure all supplies are accounted for and secure

7. What is the difference between a statement of charges and a report of survey?Report of Survey: A document/investigation for recording the circumstances concerning the loss, damage, or destruction of Army propertyStatement of Charges: When equipment is lost or damaged and a soldier is required to pay for it.

8. Name four ways you can be relieved from accountability of property?Report of Survey, Statement of Charges, Cash collection voucher, Turn-In

9. What is a DA Form 4697? Department of Army Report of Survey.

10. What form is used for a clothing showdown inspection for E-4 and below? DA 4886Issue-In-Kind-Personal Clothing Record - Enlisted Men/ Women11. What publication covers accounting for lost, damaged, and destroyed property?

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12. What records do you use to assign responsibility of property? AR 735-150

13. In reference to military clothing, what does initial issue mean to you? The initial clothing and gear that the Army issues a soldier at basic training, accountability of this gear should be kept throughout the career of a soldier.

14. What should every soldier do with their personal and military clothing, prior to going on leave if they do not plan to take it with them? Lock it up (secure it)

15. What is a DA Form 2062 and how long is it good for? Hand Receipt, forever.

16. What are expendable supplies? Supplies which are consumed in use, such as ammunition, paint, fuel17. How many organizational sleeve insignia should be issued to each newly arrived soldier? Five

18. When a soldier signs their clothing records, what line should they check prior to signing?

19. What is the first thing you do prior to signing a hand receipt? Inventory all item, check for serviceability

20. Name a few supply economy practices we all should be striving to do. Use less, reuse if possible, waste not…

21. You are issuing a lensatic compass, a pro-mask, and an M16A2 rifle to a Soldier going to the field. Here is a DA Form 2062. Talk me through how you would fill it out.

22. How many classes of supply are there? What is Class 5/8/1?I -SubsistenceII- ClothingIII -FuelIV- ConstructionV- AmmunitionVI- Personal DemandVII- Major WeaponsVIII- Medical Supplies IX- Repair Parts

X- Non-Military

23. Scenario: Your Soldier is driving a bus and gets into an accident. (Detailed description of the event). What do you recommend to the commander in terms of statement of charges/report of survey? Why?

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ARMY PROGRAMS

1. What is the Foster Care Program?

2. How does the American Red Cross help soldiers?CPR instruction, Blood drives, Swimming lessons, Communication services (by wire), Financial assistance, Counseling and referral services, Transplantation services, AIDS education, Health and safety services.

3. Who screens personnel for the EFMP? Each POST has an EFMP Coordinator, but the screening is conducted by Medical Personnel. On this POST it is …..

4. What is a Family Care Plan and what regulation covers it? The Family Care Plan, established in Army Regulation (AR) 600-20, is the means by which soldiers provide for the care of their family members when military duties prevent them from doing so.

5. What is PRIMUS? Where are they located? PRIMUS was a system of outpatient clinics, owned and operated by private medical contractors, that treated minor illness and offered emergency treatment to eligible beneficiaries. The clinics were located near large military installations to relieve pressure on military hospitals.

6. What are some reasons a soldier would use drugs?

7. What regulation covers the Army Education Center? AR 621-5

8. What is AER? Army Emergency Relief

9. What regulation covers the Army Emergency Relief? AR 930-4

10. Who is eligible for AER? Soldiers (active and retired) and their families.

11. How does AER provide relief? AER provides emergency financial assistance to soldiers (active and retired) and their families in time of distress.

12. What is the AER motto? "Helping the Army Take Care Of its Own"

13. How is AER funded? By Donations

14. Name seven army programs available to military dependents and retired personnel.TRICARE, CHAMPUS, DEERS, AER, ACS, ARMY RED CROSS, AFAP

15. What are some Red Cross activities? CPR instruction, Blood drives, Swimming lessons, Communication services (by wire), Financial assistance, Counseling and referral services, Transplantation services, AIDS education, Health and safety services.

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16. What army regulation covers the Red Cross? AR 930-5

17. What are some of the services that the Red Cross provides? CPR instruction, Blood drives, Swimming lessons, Communication services (by wire), Financial assistance, Counseling and referral services, Transplantation services, AIDS education, Health and safety services.

18. What does AEREAP stand for? " Army Emergency Relief Educational Assistance Program . "

19. What does AEREAP do?

20. What is the PLUS program all about? Parent Loan for Undergraduate Student

21. Who is eligible for PLUS loans?

22. What is the motto of ACS? Self-help, service and stability.U.S. GOVERNMENT

1. Who would assume the presidency if the president and the vice president were to be killed in a plane crash on the same day? The next in the presidential line of succession isThe Speaker of the House (Dennis Hastert)

2. How does the house and senate overcome a presidential veto?By obtaining a 2/3’s majority in both Houses.

3. What does GOP and D.N.C. stand for? Grand Old Party. Democratic National Committee.

4. What state is Washington DC located in? Not a state at all…the District of Colombia

5. What are the different branches of our government?Executive, Legislative, Judicial.

6. What is a veto? The way in which a president rejects legislation, and forces the House and Senate to reconsider the proposed law.

7. How can a presidential candidate receive a majority of votes in a national election but not win the election? Due to the Electoral College

AUDIE MURPHY LEADERSHIP

1. You have a SSG assigned as your subordinate.  He and his wife are at local recreation area fishing, and he has been drinking alcohol.  On the way home, he gets stopped and gets a DUI.  He has been a stellar performer and takes excellent care of his soldiers.  You are now making your

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recommendation to your BN CDR for punishment under the UCMJ.    What is your recommendation?

The NCO broke the law period. Regardless of his performance he will be prosecuted by civilian authorities to the fullest extend of the law concerning his DUI. The Army has a zero tolerance policy with drinking and driving so my recommendation to the BN Commander is to prosecute the NCO fully under UCMJ. 

Now, this same SSG and his wife have been fishing.  He has been drinking alcohol, but she has not.  She is the designated driver.  However, she gets hurt and cannot drive.  He gets a DUI while rushing her to the hospital.  What would your recommendation be now?

This NCO was wrong to mix Alcohol and Water-sports as covered in our weekly safety brief . Also, If he had a cellular phone he should have alerted 911. My recommendation would be to minimize the UCMJ due to the circumstances, but still prosecute the Soldier because of his error in judgment.

2. You are the First Sergeant of a large Headquarters Company. You have been hearing rumors about the unprofessional sexual activities of your female Training NCO.   How would you handle this situation?

I would counsel the Soldier (with another Soldier in the room) about the rumors and impart to her the need to be professional at all times. “No one is more professional than I…” and “… I will at all time conduct myself so as to bring credit upon the Corps, the Military Service and my Country…” If the rumors were substantiated, the counseling would reflect that and corrective action taken.

3. Your assistant Squad Leader fails to show up to formation. Following formation, your Platoon Sergeant tells you to go find out why the NCO was late. You go to the barracks and knock on the door a few times, but no one answers. You knock on the door again then you open the door and call out to the NCO. After calling the NCO, he and a female Lieutenant from the company come from under the cover half-naked. There are empty alcohol bottles all around the room, a large pickle jar that is filled with a yellow fluid, and rolling papers and ashes on the dresser. What do you do?

I would stay in the area to secure the scene. I would alert Staff Duty to have the situation logged. Then I would alert the Command and the MP has to begin an investigation.

4. You have two soldiers in your squad that do not get along with each other. During PT you notice that the soldiers continue to stare at each other. The soldiers both just received new tattoos. The white soldier has a swastika and the black soldier has a black fist. What actions do you take?

Racist tattoos of any nature are not allowed in the Army. These Soldiers would be required to get the tattoos removed. I would schedule rigorous team building events such as Combatives or Rappelling. In addition, I would schedule Consideration of Others and Equal Opportunity Training.

5. You have a soldier that comes up to you scared and tells you that he is a homosexual and is scared that the other soldiers in the platoon are going to hurt him. What do you do?

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Separate the Soldier from the platoon into a sterile environment and begin processing the Soldier for separation as he admitted to being a homosexual. Two days before this incident, your platoon received a warning order to deploy in support of Operation Enduring Freedom. What actions, if any, would you change?

Continue with separation as the Soldier has lost respect, trust and confidence of his platoon mates.

6. Your platoon just received five new soldiers. Four of the soldiers keep saying that the other soldier is homosexual. The soldier speaks like the “stereotypical homosexual.” What actions do you take?

Squad Leader: There is no stereotypical homosexual. I would schedule CO2, EO and POSH training. Inquire from the Soldiers as to why they say that the other Soldier is a homosexual. In addition, I would try to foster trust in the squad through tough, realistic training i.e. Combative.

7. You are in town wearing civilian clothes when you see a soldier in the Class A uniform arguing with a civilian and about to get into a fight. What actions do you take? While correcting the soldier, he gets belligerent with you. Now what do you do?

Identify myself as a DS and try to mediate the situation and acquire as much information about the incident as possible. If the Soldier continues with belligerence, I would alert the civilian authorities and the Soldier’s Chain of Command.

8. Tell me everything you know about Audie Murphy.

9. Where did Audie Murphy fight during WWII?North Africa, Sicily, Italy, France, Germany.

10. Describe the SAMC Crest.The crest depicts the symbols of the majestic American Bald Eagle superimposed over the olive branch-

wreath, saber, and lighting bolt. In front of the eagle are the U.S. Army staff sergeant stripes. The eagle

firmly clutches in both claws a powder-blue banner, the color of the infantry. On the banner are displayed

words Loyalty, Caring, Discipline, and Professionalism.

11. Tell me something about Audie Murphy that was not in one of his bios. Tell me something you found out during your research.He was a member of the NRA

12. Tell me about the history of the Sergeant Audie Murphy Club. The original club was started at Fort Hood, Texas early in 1986. Leading the effort was Lieutenant General Crosbie Saint, and Command Sergeant Major George L. Horvath.In 1991, then III Corps Commander Lieutenant General Pete Taylor and Command Sergeant Major Richard B. Cayton expanded the Fort Hood installation club to include all of III Corps. In 1993, CSM Cayton was voted into the Sergeant Audie Murphy Club by the membership and then became the Forces Command Sergeant Major. Soon thereafter,

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the club became Forces-Command (FORSCOM) wide, including the Reserves and National Guard. In 1994 at a Sergeant Major of the Army conference, the Sergeant Audie Murphy Club spread Army-wide, to all commands with installations retaining the selection process for their own NCOs. In 1998, it was estimated that the club membership was over 3000 soldiers and was steadilly increasing.

LEADERSHIP

1. What is your job? How many Soldiers are in your platoon? How many are NCOs?There are 218 soldiers in my Platoon. There are 30 NCO’s

2. What are plans for the future?I plan to finish my time as a DS and start working on my Masters Degree. I plan retire from the ARMY and coach childrens hockey.

3. How do you plan for the future of your Soldiers? What do you tell them they need to do?

I tell them they need to save and invest. I talk to them about the importance of Civilian Education, Credit, Finding the right Spouse (not just the available Spouse).

4. Counseling exercise: You will be provided a counseling challenge. You will be provided a leader scenario and will be asked to counsel the board member as if he or she is the Soldier in question in your leader scenario. Below is an example of such a scenario.

Leader: You are Staff Sergeant Hawkins, a platoon sergeant. Yesterday, you received information that Sergeant Johnson did not perform his assigned duties up to established standards. During a field training exercise, Johnson's squad was uncrating and storing ammunition in the ammunition supply point. Sergeant Johnson failed to ensure that the trash and crating material were properly disposed of, and as a result, a fire broke out. Prior to this incident, Johnson had performed his duties in an excellent manner. You have notified him that you wish to speak to him about yesterday's incident

Soldier: You are Sergeant Johnson, squad leader. Your platoon sergeant has called you into the office to speak to you about the fire at the ammunition supply point yesterday. You recognize that you may have been responsible for the fire because you did not properly supervise your men. However, you have had some personal problems, and you cannot keep your mind on the job. Two weeks ago, Mr. Shick from the Citizens Loan Company called you about a loan, which you co-signed some 18 months ago. Your brother needed the money to finish his last two semesters in college. At the time, you thought that helping your brother finish college was a reasonable thing to do. Since then, however, events have raised some doubts. For example, when Mr. Shick called, he told you that the account was three months in arrears, and he was unable to contact your brother. He further stated that his company would insist on immediate redressment of the account. You managed to get another week's postponement and tried numerous times, unsuccessfully, to contact your brother. You were reluctant to return Mr. Shick's call because you could not see a solution. You did not tell your wife about it because she is seven months pregnant and easily upset. Now the situation is even grimmer because, on the day you were in charge of the ammo detail, you had to leave early. Your wife had called you, extremely upset. It seems Mr. Shick had called your wife and informed her that the remaining balance was due, arid if not cleared immediately, and the company would seize your furniture. Now you are facing a real dilemma. Your small savings is insufficient to cover the debt. Your budget is already stretched, your parents cannot help, and you cannot afford a lawyer.

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NOTE: It is important to the success of this role that you do not reveal your financial problems until the counselor asks the proper questions to bring out this information

5. Relying on the 11 principles of leadership as a reference, what have you done for your Soldiers today?

Know yourself and seek self-improvement.

Be technically and tactically proficient.

Seek responsibility and take responsibility for your actions.

Make sound and timely decisions.

Set the example. I set the example Daily for my soldiers.

Know your soldiers and look out for their well being.

Keep your subordinates informed.

Develop a sense of responsibility in your subordinates.

Ensure the task is understood, supervised and accomplished.

Build the team.

Employ your unit in accordance with its capabilities.

6. Define Leadership. Leadership. The process of influencing others to accomplish the mission by providing purpose, direction, and motivation." “while improving the organization”)

What have you done recently to improve your organization?

7. Scenario: Could be AWOL Soldier, could be drinking underage, could be a Soldier committing suicide. Looking for ability to analyze a problem and come up with a course of action.

8. Is Military history important? Name one Medal of Honor winner, besides SGT Audie Murphy.COL James Doolittle (Raid on Tokyo

9. What are the two types of counseling?

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Event oriented and Performance/Professional Counseling.

History of Noncommissioned Officer and Army

1. Tell me about the history of the NCO creed. Written by NCO Subcommittee of Leadership Committee at Ft. Benning probably in 1973.

2. What is the importance of the three first lines of the NCO creed?

3. Who was the first Sergeant Major of the Army? SMA Woolridge

4. Who was the last SMA? The one before him? The one before him?SMA HallSMA TilleySMA Preston

5. Von Steuben’s “Blue Book” recognizes 5 different ranks of NCO. What were they and what did Von Steuben set forth as their duties?

CPL- Train, Lead, Neatness and Appearance of Soldiers, SanitationSGT- Train, Lead, Neatness and Appearance of Soldiers, Sanitation1SG- Discipline, Duty Rosters, Morning ReportQuartermaster Sergeant- Proper Loading and Transport of Regimental BagageSMG- Roster, Details, Discipline, Assisted the Regimental Adjutant

6. The “Blue Book” was replaced by what and when? FM 3-21.5 Drill and Ceremony. When?

7. Tell me the history of the chevron.Chevron is an architectural symbol for a roof or a castle.In Mid-evil times Knights wore the Chevron to represent that they had taken a Castle or town. From 1820 to 1903 Chevrons were worn point down, after 1903 they were worn point up.

8. Tell me the history of the NCOES.In the last half of FY 1971 the Army implemented the Noncommissioned Officer Education System. This progressive system is designed to educate NCOs on subjects and skills needed by them to enhance their performance and abilities. At first NCOES consisted of three levels of training: Basic Noncommissioned Officer Course (to provide basic leadership skills and a knowledge of military subjects needed at the squad and team level); Advanced Noncommissioned Officer Course (to provide the student with advanced technical and leadership skills); and the Sergeants Major Academy (which prepared senior NCOs to perform duties as sergeants major at the division and higher headquarters).

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