WEBVTT

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Mhm .

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Hello and welcome to SmH talks a

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monthly series where Sergeant Major of

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the army , Michael Greenstone discusses

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important topics that directly impact

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the day to day business of the U . S .

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Army this month . Our topic is N . C .

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O . Authority throughout the U . S .

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Army's history . Officers have

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empowered N . C . O . S . To take

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action and enforce standards . But what

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does that mean in 2020 ? Sergeant Major ,

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thank you so much for being here .

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Thank you for having me . I'm really

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excited about this series and this

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topic , it's really important for army .

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So thank you for having me here today .

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And S . M . A . How has N . C . O .

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Authority changed since you've been in

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the army ? Well , I don't think the

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policy , it doesn't feel like the

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policy has had a lot of changes since

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I've been in the army , although I've

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been in the army for a long time about

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33 years now . It just feels when you

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look at the policy it feels like all

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this policy really has changed but it

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really didn't . Someone was there . Uh

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and at some point it got a little bit

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harder to find . But that's why we're

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trying to bring some of that policy

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back forward . N . C . O . S were very

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aggressive when they came in the

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military there . They really took a lot

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of pride in it and we were just growing

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as an N . C . O . Corps . You know , I

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came in about 10 , 12 years after the

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the end of the Vietnam war . So we had

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this rebuilding of the N . C . O .

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Corps . It wasn't that the N C . O . S

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were bad in Vietnam , they're actually

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very good , but a lot of them were

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killed in combat . So 12 years later we

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had to rebuild that N . C . O corps and

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we took a lot of pride in how we looked

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at ourselves and our uniforms and

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everything that we did . And as we

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rebuilt the core for that In the early

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90s , we were adamant that we , no one

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was more professional and I and we were

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pretty aggressive and I think maybe at

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some point we may have been a little

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extra aggressive and then we kind of ,

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I think the pendulum at some point kind

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of swing over this way and then we're ,

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what we're trying to do now is kind of

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bring that pendulum back , not to be

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hazing and bullying , But we still need

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to be able to have the ability to take

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action . And I think that's what's

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happened over the last few years . And

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how does the recent update to a R

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600-20 ? What does that mean to N . C .

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O . S and the commanders is trying to

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get back to that middle point . You

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know , what does it mean ? You know for

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commanders is we really wanted to put

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in something that allows an N . C . O

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to take an action and what most people

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would read in there , they say , well ,

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I can use some physical training for

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corrective action , but it's more

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important that we just allow R . N . C .

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O . S . To take a visible action . So

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it's okay to do a small minor

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push ups for a corrective training so

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that R . N . C . O . S . Learn on a

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daily basis . It's okay for them to

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take an action . And that's what it

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means for the commanders is empower

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your N . C . O . S . And give them

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those authorities that they can take

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some action and they don't have to

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always go to the commander , the first

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sergeant to do something . Can you

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elaborate a little bit Sergeant Major

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on the difference between hazing and

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corrective training most of the time as

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I look back in my career , I clearly

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remember when I was hazed it was

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usually pretty obvious to me and

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normally to everybody around . Um So

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corrective training is is built to

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actually correct the training or to

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do a minor attention getter and that's

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why the push ups are important . Let's

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get your attention . But if I'm leaving

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you down there for two hours or I tell

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you to grab a pole , hang on it upside

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down for about an hour or 30 minutes .

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That's probably going over the point .

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You know , you're doing some amazing ,

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I just want to get your attention and

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then so that you understand and we're

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gonna correct the action and that's

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what's the difference . Sergeant Major .

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I've heard you talk about an example ,

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you use traveling across the US about N .

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C . O . Authority . Can you share that

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with our viewers ? Okay . Sure but

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let's role play . Let's see let's see

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if you get it right okay you ready ?

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Okay good . So your squad leader um and

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you can ask questions and I'm a soldier

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and I come running up and I'm 10

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seconds late . What do you do at first ?

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I'd give you a verbal counseling but

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you can talk to me you gotta say what

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are you gonna do ? What are you doing ?

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What are you 10 most ? Why are you 10

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seconds late ? How did you oversleep ?

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My alarm didn't go off . What ? You

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don't have a backup alarm ? Yeah that

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didn't go off either . Your roommate

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didn't didn't wake you up ? No that's

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why I'm late So we're gonna have to fix

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this . So from now on I need you here

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at least 15 minutes prior to formation .

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You can't be late again . So let's

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change one variable about this

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situation . One variable . Okay you're

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the drill sergeant And I'm the private

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and I come running up and I'm 10

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seconds flight . What would you do ?

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Start pushing you tell me to do push

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ups ? Yeah why is that different ? Um

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And that's the the analogy and the

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story that I use is that it shouldn't

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be different . It should be one

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standard . That's what we teach our

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soldiers when they come in the army .

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That's what we expect our N . C . O . S .

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To do . We and we actually say you know

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the drill sergeants that's that's the

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perfect example of what N . C . O .

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Should be . So that's the analogy that

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I've asked for years now and I said why

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why is it so different ? Why do we have

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different , why does it feel like

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there's a different authority for the

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drill sergeants and it is for the other

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N . C . O . S . And that's what I'm

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trying to get after . I'm trying to see

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that N . C . O . S . Can take charge .

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They can be role models and it's okay

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to take a visible action because if we

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don't take some visible action and we

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don't teach our N . C . O . S . On how

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to do this on a daily basis . How can

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we expect our N . C . O . S to get it

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right when it's really hard when it's

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really bad . And the the second part of

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that scenario usually goes if you're on

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the CQ desk and a soldier comes

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in there's a male and a female and both

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of them are drunk and they're walking

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back to the room , are you going to

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feel comfortable taking action in that

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scenario ? You should be we want you to

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stop him but we haven't given you any

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chance to practice that because you

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know we didn't have the authority or

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you didn't feel like you have the

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authority . You may actually have to

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physically take some action in that

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second scenario . So I think we have to

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give you the small ways to learn how to

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do that on a daily basis . And

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something as simple as saying Do 10

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pushups get you in the habit . It's

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about taking an action so that when you

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get to the harder ones the more

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difficult situation you've practiced it

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over and over on the simple things

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you're comfortable with it . And then

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when something really we really need to

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physically jump in and stop that . What

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could be a sexual assault or sexual

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harassment you're comfortable doing it

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and we taught you how to do it . So

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taking those visible actions as you put

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it is about building that experience

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and building that confidence to be able

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to step in when you need to remain

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absolutely . And what I haven't said in

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that other scenario is hopefully

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there's a platoon sergeant behind you

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backing you up and making sure that you

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don't go to hazing or bullying . We're

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saying okay you did the right thing and

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then if you didn't they'll pull you off

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and coach you into those things . So

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there's so much more to that little

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simple scenario but that's there's a

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lot more to it and that's what I really

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need the N . C . O . S . To do is to

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take some action . Well speaking of

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having a platoon sergeant having your

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back um How can chain of command and

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the N . C . O . Support channel help

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boost those Junior N . C . O . S . Um

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into enforcing standards . I think it

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starts with leader development and I'll

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give you two scenarios that I've used

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throughout my career . I thought this

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was well done and this is the first one

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wasn't just N . C . O . S . The brigade

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commander and I when I was a brigades

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are major . We we got all the leaders

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in a room and said here's your

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authorities and we went down and here's

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what you could do for corrective . We

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here's what we expect you to do for

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corrective training . Here's what you

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should do when this and it it wasn't

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about the exact thing you would do in

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this situation because sometimes they

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would say oh that's undue command

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influence but just giving some examples

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of what to do because a lot of times we

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tell people you can't do this and you

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can't do that but we actually don't

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explain to them what can you do . And

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that's what we did as a brigade command

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team . We said here's your authorities

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for corrective training . Here's what

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you you know here's an action that's

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probably gonna be punishable under the

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uniform code of military justice . And

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we have these open and honest

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discussions . We didn't talk a specific

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scenario but we we sit down and said

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here's what we think you know it's an

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appropriate action at a certain time

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and that gave him the tools on what to

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do . And then the second thing uh that

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I did was as it brigades are major . I

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took about three days and just said

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here's the classes that I think we need

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to go over and here's corrective

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training . Here's what i how I

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interpret the the army command policy A .

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R . 620 . Here's how I think you should

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do until you are so taking the time for

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du leader development and personal

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involvement into your N . C . O . S .

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Authority . This is not somebody else's

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N . C . Authority is our responsibility

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to teach it to our junior N . C . O . S .

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And what right looks like and give them

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some left and right limits so that they

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understand where they can operate and

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not just say oh you can't do all this

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give them some tools on what they can

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do and that's what it really that's why

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it's it's important for our N . C . O .

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S . First Sergeants battalion see SMS

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and platoon sergeants to do that leader

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development . So we teach our N . C .

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Is what they can do instead of just

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saying here's all the things you can't

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do . Thank you for being here . S Emma .

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It's been my pleasure . Thank you and

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thank you to those watching online

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right now next month's topic of

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discussion will be financial literacy

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and readiness and if you have any

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questions for the Sema or ideas for

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future episodes please leave them in

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the comments section or use hashtag smh

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talks on twitter and instagram ,

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mm hmm .

