DEPARTMENT OF THE ARMY A Co, 32ND SIGNAL BATTALION LSA ANACONDA, IRAQ 09391 AETV-SBR-AC MEMORANDUM FOR RECORD

SUBJECT: Supply Sergeant Initial Counseling 1. Purpose: To identify and define the priorities, standards and expectations that I will hold you accountable for during your time as Supply Sergeant for 11th Engineers Forward Support Company. 2. Responsibility. You and I are responsible for all supply operations in FSC. a. Prepare Standing Operating Procedures for supply operations in your shop. Provide me with a copy of the SOP NLT 1 June 2012. b. Property Book. By now you know the commander takes property very seriously. Every month, as you know, the commander must re-sign the property books. We will make sure every item has been signed down to the sub-hand receipt holders. The property books must be scrubbed by you (or your clerk) and corrections made NLT the 10th of every month. At that time, you need to brief the commander on any corrections that were made. Maintain a copy of the all paperwork for a period of 6 years and 3 months as per regulations. c. Sensitive Item Inventory. This is also completed monthly. Coordinate with the PBO for accuracy. Be sure to maintain a copy of the inventory for a period of 6 years and 3 months for future reference. d. Cyclic Inventories. Once you receive the monthly inventory, give myself a copy along with the commander. I will prepare a schedule of when it is necessary for inventorying the equipment. Again be sure to maintain a copy of the inventory for a period of 6 years and 3 months for future reference. e. Lateral Transfers. Copies of all completed lateral transfer paperwork must be given to both the commander and me. You must also retain a copy. All transfer will be done in a timely manner. It is expected that there is no late turn-in for paperwork to the PBO for losses or gains. Be sure any new equipment gets added to the property book with-in 72 hours of coming into the company. Then hand receipts must be updated the same day. This will keep the property book current and up to date. If any issues address arises see me as soon as possible so we can resolve it. 12 January 2006

f. Equipment turn-in. When you turn in excess equipment to DRMO, copies again must be given to the commander and me. You will also retain a copy of the paperwork. g. Batteries. Coordinate with the Motor Sergeant to ensure there are enough batteries on hand for all equipment we have. h. Office Supplies. There are certain items we should never run out of. We should never run out of toilet paper, paper towels, and office supplies. Have a routine monthly supply list handy for all operational needs. Any items that we use in day to day operations should be stocked in the supply room. i. Supply Requests. Before processing any supply requests from the platoons, the memorandum must first go through me. The supply request will be looked over and then you can process it. Train the platoon sergeants to proper command supply discipline for their ordering needs. j. Hand Receipts. It is your responsibility to maintain the most up to date signed hand receipts. If there is an unsigned hand receipt, equipment, or items that should be assigned to the platoons and are not, I need to know so I can make sure that these issues are resolved as soon as possible. 3. Organization. a. The supply room must be organized and stay organized. No items can be lying on the ground. All items can be stored in wall lockers or on shelves. b. A monthly inventory must be completed on the supplies in the supply room. The inventory must be completed NLT the last Friday in every month. This will allow you to track what items you have and what you are short in. An inventory of the items must also be posted on each wall locker (DD 1750s or similar forms). You will maintain a supply room binder where the monthly inventories will be maintained. c. The supplies/shortages that come in for the sections/platoons must be picked up within two business days. No excess supplies will be sitting on the floor waiting for someone to pick it up. Once you have accounted for all supplies, the platoons must be notified to pick up their items. 4. Expectations. a. Walk the talk lead by example. Be there with your Soldiers and be there for your Soldiers. Get to know them so you know what they feel and how they work. b. Be a good example. This applies to everything both on and off duty. Drink carefully and do not abuse alcohol; under no circumstances should you drink and drive. Always stay in control of your finances.

c. Do the right thing always. Mistakes will happen. We can fix honest mistakes, but I will not waste my time fixing a willful wrong; that is negligence and I dont have time. d. Be disciplined, train discipline, and enforce discipline everyday in every task. Discipline must be a part of our normal daily business. 1. Discipline and Self-Discipline: Disciplined Soldiers and leaders do their duties promptly and effectively in response to orders, or even in the absence of orders. Soldiers and leaders with self-discipline do what they ought to do regardless of supervision, stress, exhaustion, or other conditions they do the Right Thing Always. 2. Areas that provide immediate and obvious discipline indicators are: a. Military courtesy and bearing b. Uniformity enforce standards; right time, right uniform, right place for everybody c. Motivation sound off, love Soldering, have fun e. Mental and Physical Fitness: You must be smart enough to have a basic knowledge of your equipment and what your Soldiers do. Learn something new everyday. 1. Your APFT goal is 300! You can always strive for more. Ensure you and your section sergeants have an aggressive PT program and no Soldiers time is wasted. The goal for the company PT average is 270. You will also meet the proper height-weight standards. f. Soldier Development: You are responsible for training and development of your Soldiers. 1. Be proactive. 2. Always lead from the front. 3. Set the example: PT, uniform and appearance, attitude, ethics, warrior skills, weapons qualification. 4. Know your Soldiers and their different jobs. a. Performance counseling on Soldiers monthly (every 28 days). Your Soldiers deserve to not only have your input for their improvement but also recognition of their success. Your goal will be to write two positives statement for every negative you give them in their counselings. I also want a copy of their counselings monthly to review your success in your section. We will discuss them on your quarterly reviews.

b. Inspect the living areas of Soldiers. Be sure any repairs that need to be made are completed and do not let any safety deficiencies go un-repaired. c. Monitor the status of Soldiers to include birthdays and anniversaries. Be sure their personnel records, shot & medical records, dental exams, family care plans, ID cards and ID tags are all up to date. d. Submit promotion and award recommendations for those Soldiers who deserve it. g. Safety and accountability: You must protect and maintain accountability of your Soldiers. You must maintain their warfighting ability by keeping the Soldiers healthy and motivated. Each and everyday begins with an exact accountability of your Soldiers. h. Accept every task as a mission and accomplish all missions. I assume every mission given to you will be accomplished. If your mission is in danger of failing, tell me right away so we can adjust the plan. i. Do not miss a suspense or SP time without telling me first. 1. Insist on being 10 minutes early to meetings and formations. If you know you are going to be late, let someone know in advance. 2. Missing suspense shows a lack of time management, no sense of urgency, and less than professional behavior. No such behavior will be tolerated. The excuse I forgot will get you nowhere. j. If something looks wrong it probably is. Do not accept thats the way we weve always done it as a standard. Your sections standard is a reflection of your own personal standard. k. You are expected to take initiative in completing projects and tasks even if no further instructions are available. Do not wait to be told everything you need to do. Research and find the solution. If you come to me with an issue, come to be with a solution to resolve it for approval. l. Attain results. Do not waste time perfecting a solution. I would rather see 10 good products rather than 2 great products and 8 products late. m. Communicate effectively whenever you are putting out information or explaining tasks to your subordinates. Ask for feedback. Learn from any mistakes you make. n. Be loyal to your supervisors and your Soldiers. If you cant say something positive or good about someone, keep your thoughts to yourself. o. Self-discipline is a must when setting the example. Be in total control of your actions. Control your emotions and push yourself to your limits.

p. Remember that your Soldiers are watching everything you do. Never do anything that is questionable. Maintain a proper hair cut. Be sure you are in the proper uniform. Your example must be right before you can correct a Soldier. q. You must earn the respect of your Soldiers. You are responsible for the finest men and women our country has to offer. Treat them first as men and women and then as Soldiers. Treat them with dignity. 5. Remember: a. Care for your Soldiers; give your Soldiers first class training and leadership, give them a perfect role model; mentor them and listen to them. Know your Soldiers, their cares, concerns, issues, gripes, suggestions, and ideas. b. Keep your Soldiers informed. Ensure that they know what is going on and when, and what the uniform is. c. Ensure all Soldiers are administratively straight: data sheets updated, counseled monthly, no outstanding pay issues, and PCS awards are submitted on time. Create a leaders book. d. Take care of your family and your Soldiers families. This is a priority for me. Be sure I know about family problems ASAP. 6. My pet peeves: a. Lack of discipline, lack of military courtesy or a lack of respect at any level. No tolerance. b. Uniformity, cleanliness, and neatness of Soldiers and Soldier areas. c. Laziness, lack of effort, and negligence are unacceptable. We do not have time for this type of behavior. d. Not being informed or out of the loop. 7. Unacceptable: a. Lying to or misleading me or another senior leader. Integrity. Be clear concise; identify what you dont do. b. Embarrassing or discrediting our platoon, company or battalion. c. Drugs and alcohol incidents. No tolerance. I am honored with being the headquarters platoon leader and executive officer. I have high expectations for our platoon. This counseling statement is a guide to get us started and will evolve

with time. Do remember you are a very integral part of this platoon. I am personally counting on you to serve your Soldiers, our platoon, the company and the battalion well. Supply Sergeants Signature: JUNGLE CATS, FORWARD!! Date:

RUSSELL D. GORDON 1LT, OD Executive Officer