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Kansas Army National Guard Leader's Handbook

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Kansas Army National Guard Leader's Handbook Kansas Army National Guard Leader’s Handbook Office of the Inspector General Kansas National Guard 9 October 2012 PREFACE “The day Soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” -Colin Powell This handbook can be used as an effective and informative tool to assist leaders concerning day- to-day Soldier issues. When using this handbook, keep in mind that it does not supersede or replace any Army or State regulation. Leaders should know that this guide is not designed to be an “off-the-shelf,” one- size-fits-all,” cookbook. Rather, it is a starting point and all of these potential actions encompassed in the guide are fact driven. Each situation is unique and specific facts will determine the right process or procedure to follow in that situation. The most important factor in resolving any issue is the Leader’s judgment. No matter what the contemplated action is, the Leader must eye-ball a situation and decide what is the right thing to do, then bring all of his/her maturity, experience, and background into play. As of the publication date, the information in this handbook is current. However, regulations are subject to change. Before taking any final action, Leaders must refer to the appropriate regulation. The Inspector General Staff 2 Table of Contents SECTION I Leadership References 6 Purpose 6 Scope 6 What is a leader? 6 What is an Army leader? 6 What makes an Army leader? 6 Character & Integrity above all 6 Things Leaders Must do 7 Things Leaders must NOT do 7 Things that get Leaders into Trouble 8 Leadership vs. Command 8 Principles of Leadership 8 Ten Commandments of Leadership 9 IG Tips for Leaders 9 Our Army Values 10 The Code of Conduct 11 SECTION II Inspector General Overview Reference 13 IG System Overview 13 Kansas National Guard IG Overview 14 What Can the IG do for You? 15 Ten Steps to Success with the IG (Setting Expectations) 16 Issues that are NOT IG Appropriate 17 Soldier’s Right to see the IG 17 SECTION III Topics Topic Proponent/ SME Page Absent Without Leave (AWOL) SJA, G1 and HRO 18 Administrative Separations SJA, G1 and HRO 23 Army Board for Correction of Military Records SJA, IG 28 (ABCMR) Army Substance Abuse Program (ASAP) Substance Abuse Program Coord. 30 Awards G1 33 Bars to Reenlistment SJA, G1 and HRO 36 Command Supply Discipline Program G4 41 (CSDP) Corrective Training Commander, CSM 43 Counseling SJA and CSM 45 Equal Employment Opportunity EOR 48 Evaluation Reporting Program G1 and HRO 50 Family Care Plans G1 58 Financial Liability Investigations of Property Loss G4, SJA, USPFO 64 (FLIPL) FLAGs G1 68 (Suspension of Favorable Personnel Actions) Gifts SJA 73 HIV Testing MEDCOM/Surgeon 76 Incapacitation Pay (INCAP) & Active Duty Medical Extension (ADME) MEDCOM/G1 79 Indebtedness of Military Personnel SJA and USPFO 84 Leaves and Passes G1 and HRO 87 Line of Duty Determinations (LODs) MEDCOM/G1 92 Medical Boards MEDCOM/Surgeon 99 Medical Readiness MEDCOM/Surgeon 103 Mental Health Evaluations MEDCOM, IG, SJA 112 of Members of the Armed Forces Military Uniform Wear and Appearance Commander, CSM 115 Non-judicial Punishment for Minor Offenses SJA 121 Nonsupport of Family Members Commander, SJA, IG 127 Official Use of Government Vehicles G4, SJA 131 Physical Fitness Training and Testing CSM 136 Profiles MEDCOM/Surgeon 140 Promotions Enlisted G1, CSM 143 Officer G1, Officer Personnel 145 Recruit Sustainment Program Recruiting and Retention 149 Reenlistment R & R, G1, CSM 152 Relationships between Soldiers of Different Rank Commander, SJA 157 Reprisal against Whistleblowers SJA/IG 160 Rights Warning Procedures SJA, TDC 163 Serious Incident Reports J3/Safety 165 Sexual Assault Prevention and Response UVA, SARC, SJA, Chaplain 171 Sexual Harassment EO/EEO/SJA 175 Social Media PAO 177 Standards of Conduct SJA 181 Suspension of Access and Reporting Derogatory Information J2 Weight Control Program MEDCOM/G1 186 Accident Reporting, Investigating, State Safety Office 189 and Recordkeeping Composite Risk Management (CRM) State Safety Office 194 4 SECTION IV Organizational Inspection Program OIP 199 Principles of Army Inspections 200 Basic Elements of an Inspection 200 Command Inspections 201 Staff Inspections 201 Staff Assistance Visits 202 Commander Responsibilities 202 SECTION V Intelligence Oversight General Information 203 Intelligence Oversight Monitor 204 Compliance Inspections 204 Reporting Violations or Questionable Activities 204 Commander Responsibilities 205 SECTION VI Common Duty Appointment Orders Personnel 206 Intelligence/Security 207 Operations and Training 207 Logistics 207 SECTION VII Bulletin Board Posting Requirements/Suggestions Safety 208 EO/POSH/Labor 208 IG 209 Political Activities 209 Extremist Groups 209 Job Announcements 209 Policy Letters 209 Miscellaneous 209 SECTION VIII Frequently Used Websites 210 SECTION IX Useful Phone Numbers 212 5 SECTION I LEADERSHIP 1. References. a. ADP 6-22, Army Leadership, September 10, 2012. b. FM 1, The Army, June 14, 2005. c. ADP 3-0, Unified Land Operations, October 10, 2011. d. FM 7-22.7 (TC 22-6), The Army Noncommissioned Officer Guide, December 23, 2002. 2. Purpose. To ensure all leaders / commanders within the Kansas Army National Guard have a basis of understanding for what leadership is and does. The topics presented in this section include a review of leadership doctrine and principles, leader character and attributes, leader core competencies, as well as our shared Army Values and those things a leader must and must not do. IG tips for leaders and major trouble areas for a leader are also provided. 3. Scope. The information provided in this section is primarily for use by Army leaders assigned to the Kansas National Guard but most, if not all, of the information can be beneficial across components and services. 4. What is a Leader? A leader is a person who has a vision, a drive and a commitment to achieve that vision and the skills to make it happen. A person who has the ability to inspire and influence others; one who does not search for consensus but proactively molds consensus. 5. What is an Army Leader? Anyone by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate others both inside and outside of the chain of command to pursue actions, focus thinking and shape decisions for the greater good of the organization. Army leaders must set the example, teach, and mentor, be able and willing to act decisively. Army leaders recognize that organizations, built on mutual trust and confidence, successfully accomplish peacetime and wartime missions. 6. What makes an Army Leader? Character / Integrity / Strong Ethical & Moral fiber. Competence / Skills. Army Values & the Warrior Ethos / Spirit. Desire / Drive / Catalyst of Change. Decisiveness. Standard Bearer. 7. Character and Integrity above All. A leader of character and integrity internalizes our Organizational Values, lives by our Professional Military Ethic, reflects the Warrior Ethos/Spirit, and displays a genuine empathy towards Soldiers/Airmen, Families and those people affected by the unit’s actions. Character is central to a leader’s core identity and integrity is the cornerstone of character. In our profession, competence places an individual in positions to lead; character makes him, or her, an effective leader. Character is essential to successful leadership. Character determines who we are and how we act. Character helps determine right from wrong and then to choose to “Do the Right Thing” – ALWAYS! Integrity in all things is a must. Those you lead should never have to question your integrity. Genuine Empathy towards others is key to being a successful leader. “People don’t care how much you know, until they know how much you care.” -John Maxwell 8. Contributing factors in determining our character as a leader. a. Things Leaders MUST Do. Lead by Example. Show You Genuinely Care. Treat everyone with Respect & Dignity (Golden Rule). Keep Everyone Informed. Do the Right Thing (no matter what) – ALWAYS! Be Passionate About Your Role. Be the Standard Bearer & Catalyst. Be Fair and Honest. Provide Top Cover for Your Subordinates. Think of Others First. Keep an Open Mind in ALL Things. Be where your Soldiers are. Do Your Fair Share and Then Some. Think Before you Talk. Keep Your Emotions in Check. Stay Firm in Your Decisions. b. Things Leaders MUST NOT Do. Be a Jerk, Tyrant or Bully. Be Self-Serving. Expect everything to be done for them. Fraternize or Play Favorites. Hold a Grudge against a Soldier. Make Everything a Priority. Hoard All the Information. Be Easily Offended. 7 Wear Their Emotions on Their Sleeve. Say it Can’t Be Done (without trying). Exclude Those They Don’t Like. Dress Down Someone in Public. Cut Corners on Values or Standards. Continually Make Ultimatums. Neglect Personal & Professional Growth. Break Out of Their Role for Convenience. c. Things that get Leaders into Trouble. Fraternization / Favoritism. Sexual Misconduct / Harassment. Improper Use of Resources Failure to Investigate Allegations. Failure to Take Corrective Actions Failure to Provide Due process. Unfair Awards Policy or Processing. Selective Enforcement of Standards. Failure to Forward Actions to Appropriate Authority. 9. Leadership versus Command. a. Leadership is the process of influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization. b. Command is the authority that a commander lawfully exercises over subordinates by virtue of rank or assignment. Command includes the leadership, authority, responsibility and accountability for effectively using available resources and planning employment of, organizing, directing, coordinating and controlling military forces to accomplish assigned missions. It includes unit readiness, health, welfare, morale and discipline of assigned personnel (FMI 5-0.1) 10.
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