Chosen Soldier - Dick Couch [73]
The first task before the board is to cut the men and their training record into three piles. First, there are those whose performance and evaluations are too weak on too many levels for them to be selected. Then there are those whose performance is marginal, but could be considered for selection after meeting with the board. And still others are pretty much good to go, but the board wants to take a final look at them. Often, this is to address an attitude issue of a capable candidate. That said, I’ve seen men in the first category selected because of their comportment at the board or a spirited endorsement by a cadre sergeant, and I saw one candidate whose arrogance before the board cost him selection. All of these men have passed land navigation and none of them have quit. Anything is possible. The board is guided by two criteria; first, what’s good for the force; second, what’s good for the man.
Procedurally, all of the men slated for consideration by the board will appear personally before the board. Prior to a candidate’s appearance, his training record is brought under review. One or more cadre sergeants addresses the board on his personal observations of the man’s performance in a team environment and in a team leadership role. One or more of the psychologists is on hand to speak to the candidate’s profile with respect to his intellect, personality, and social behavior. If the psych evaluation suggests a man may be a training risk in one or more of these areas, the board will then have to decide if the candidate’s positive qualities justify the risk of sending him to Phase II. After a general discussion of the individual’s potential and deficiencies, the candidate is called into the room. He salutes, stands at attention, and reports to the board.
As the board wades through these candidates, the atmosphere in the room, which is the front portion of one of the two large classrooms at the Rowe Training Facility, is tense. Lieutenant Colonel Jackson directs the deliberations, and he’s careful to canvass the opinion of each member. He especially wants to hear from Captain Carson and First Sergeant Sarno, and allows the cadre sergeants who observed the candidate to fully speak their minds. When the candidates are before the board, they’re asked to speak to their performance, or lack of performance. Some of the questions they hear from the board:
“Your performance is marginal in several areas; why should we select you?”
“We’re an interdependent community, and your teammates have rated you very low in the peer review. If you can’t work with your peers, how’re you going to work with people from another culture?”
“You led poorly in the team events. In Phase II, you’ll have to show that you can lead in a tactical situation and under stress. Tell us why you think you can do this.”
“Your psych exam says you’re something of a loner. Your cadre sergeant saw that as well. We’re a family in Special Forces—a brotherhood; we share each other’s problems. You earn your beret every day by helping others. Is it in you to be a good teammate?”
“If you were to go forward in training and someday join an ODA, what would you bring to that detachment?”
Most often, the candidates are questioned by the board, then sent from the room while their case is discussed. These discussions invariably invite input from a cadre sergeant who observed the candidate firsthand. The individual who directs much of the questioning and often speaks for this board is the senior