Label Enclosure I Enclosure I Enclosure III Exhibit 1 Exhibit 2 Exhibit 3 Exhibit 4 Exhibit 5 Exhibit 6 Exhibit 7 Exhibit 8 Exhibit 9 Exhibit 10 Exhibit 11 Exhibit 12 Exhibit 13 Exhibit 14 Exhibit 15 Exhibit 16 Exhibit 17 15-6 Investigation Index BG Gregory S. Bowen, Investigating Officer Description 10 Findings and Recommendations Memorandum and DA Form 1574 Investigating Officer appointment Memorandum Chronology Extension Approval Email DA Form 3881, COL Kathryn Spletstoser DA Form 2823 Swom Statement off NHC) USSC DA Form 2823 Sworn Statement of "716 US8e eau eee SESE DA Form 2823 Sworn Statement of HOUTHCTUSSE DA Form 2823 Swom Statement off PU7CIUSSE ‘Written St ERENTACV USS DA Form 2823 Swom Statement off P1OCTUSSC (EVENTNCVUSSE DA Form 2823 Swom Statement of TBVENTNCTUSSE DA Form 2823 Swom Statement of| DA Form 2823 Swom Statement of] PH°M7X0) USC ONE TNC USS DA Form 2823 Swom Statement o: DA Form 2823 Swom Statement of[P%€}710) USSC TENERTNCTUSST DA Form 2823 Swom Statement of| DA Form 2823 Swom Statement off HOMICTUSSC DA Form 2823 Swom Statement off 17X61 USS DA Form 2823 Swom Statement off PMTIETUSSEExhibit 18 Exhibit 19 Exhibit 20 Exhibit 21 Exhibit 22 Exhibit 23 Exhibit 24 Exhibit 25 Exhibit 26 Exhibit 27 Exhibit 28 Exhibit 29 Exhibit 30 Exhibit 31 Exhibit 32 Exhibit 33, Exhibit 34 Exhibit 35 Exhibit 36 Exhibit 37 Exhibit 38 Exhibit 39 Exhibit 40 DA Form 2823 Swom Statement of DA Form 2823 Swom Statement 0} DA Form 2823 Sworn Statement o! DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of (EEL TNCTUSSC BENNO USET (BReNTTCV USE TOEHTNCT USES (ERE TRCVUSSC DA Form 2823 Sworn Statement of | %7HETUSSE DA Form 2823 Swom Statement of DA Form 2823 Swom Statement o} DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of COL Kathryn Spletstoser DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of DA Form 2823 Sworn Statement of DA Form 2823 Swom Statement of[Y97KC) USSC Certified Transcript- COL Kathryn DA Form 2823 Swom Statement of DA Form 2823 Swom Statement of [°X°}X0) USSC (BREVTWCTUSSE [PRELTREV USEC [BTENTNCT USEC OREN TCV USE EVENT USES DVELTNCV USEC (OVER TCVUSSE (OTENTNRCVUSSE TEKEKONCVUSET Spletstoser interview BROLTHCVUSSC Email from COL Spletstoser to CAG with attached article Email to from COL Spletstoser to CC with CAG counselings COL Spletstoser NotificationExhibit 41 Exhibit 42 COL Spletstoser Rebuttal Packet: includes TAB 1, TAB 2, and Enclosures A,B,C, andD Legal ReviewUSSTRATCOM/DI3 9 February 2018 UM FOR: MG Daniel L. Karbler, USSTRATCOM Army Element Commander, MEMORANDI 901 SAC Blvd, Offutt AFB, NE 68113 ‘SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the Spletstoser Commander’s Action Group (CAG), COL Kathryn 1, Background. On 11 January 2018 I was sppointed as an investigating officer pursuant to AR 15-6 in order to determine the facts and preliminary inquiry conducted by[(¥8.(710) Ussc directed to determine whether CAG working conditions or failures. Finally, I addressed allegations during (X60) Specifically, I was directed to focus the inquiry on allegations of toxic leadership and Thostile work environment within the CAG and bullying by COL Spletstosex. Fates 1 Twas ‘impacted operations a pe lor fmvussc eT pence int etney ince 2. Summary. There has been a hostile work environment within the CAG; however, the environment has been trending in a positive direction over the past several months. COL Spletstoser has bullied her subordinates and others within the Headquarters. While the environment in the CAG has suffered, the officers working there remain dedicated and ‘continue to deliver positive support to the Commander. COL Spletstoser’s bebavior and ‘Tanneriams have created significant friction between the CAG and other offices within the ‘both an “insensitive driven achiever” tad a oxic secenteed abu” x deeibd in AR 600100 paragraphs | 11¢(3) and (4), Further, her behavior is in violation of SI items above. Finally, seer. S held accountable for the POVSHBNB} THC) USSC advisor (OV@.0KC) USC environment within the CAG. Multiple witnesses 3. ioe er Cape esis a ced IAW AR 15-6 and | was anit by my legal of one-on-one interviews ‘The investigation consists with pest and present members of the CAG, members of the JO staff, and the J-Directorate (J- Diz) principles (all are General or Flag Officers or Senior Executive Service). Additional evidence includes emails sent by COL Spletstoser that parport to illustrate the indicated that it was the CC’s intent that COL. ways accompanied him on TDY [(P15) USSC ‘Spletstoser alway [ere usc For the purposes ofthis investigation, Tam defining the “font office” as the people who directly support theFOR OFFICIAL USE-ONLY USSTRATCOM/DJ3 ‘SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the ‘Commander's Action Group (CAG), COL Kathryn Spletstoser ‘Commander, Deputy Commander, Chief of Staff, Command Senior Enlisted Leader, as well as the public affairs and protocol offices. There were rs in my investigation: ‘weather releases on 11 and 22 January 18, and 1 had|orssPonsve [Ror=Po{1 was unable to interview one planned witness [OIE (HCTUSSC STBTATRE) USS Thave no indication that|"}61/"CTq ald be dispositive one way oF : 4, Summary of Relevant & Material Facts. a. Overview. The preponderance of evidence substantiates the allegation that COL Spletstoser’s leadership style meets the definition of “toxic” as described in AR 600-100, resulting in 2 hostile work environment within the CAG and has negatively impacted the relationship between the CAG and other offices within the USSTRATCOM headquarters. 1. The preponderance of the evidence also supports the allegation that COL Spletstoser hhas bullied some of her subordinates in the CAG as well as some people outside the CAG that are of lower military rank than her. Furthermore, her demeaning and disrespectful approach to ‘verbal communication has caused some level of friction with most of the J-Dirs. Her treatment of the personnel in the CC’s front office, especially as it relates to planning CC travel, has caused constant friction between the front office and the CAG. COL Spletstoser admits there hhas been friction with the front office, but attributes it to poor performance by the personnel there, along with their resistance to changes the CC directed in how his travel will be planned and executed. 2. Inher interview end her swom statement, COL Spletstoser indicated morale in the CAG was very bad when she took over, but through personnel changes she initiate, it has greatly improved and is now supporting the CC at a high level. While the evidence does show an improvement in the CAG environment over the past several months, COL Spletstoser “left a trail of bodies in her wake” while trying to achieve these results. (Encl. 24). That said, there remains a significant negative impression of morale and the work environment by several ccurrent and recent CAG members. a COL Spletstoser categorically denied bullying or treating people in a demeaning ‘way; rather, she said she treats everyone with dignity and respect. She denied possessing or exhibiting any elements of toxic leadership and described this investigation as a “fishing expedition.” (Encl. 35). ‘The preponderance of the evidence does not support her conclusions. Her interview left the clear impression that she is not self-aware in terms of how her ‘communication style and interpersonal skills are interpreted by others. She is completely convinced that she is treating people with dignity and respect, while most of the people I interviewed disagreed. b. Hostile Work Environment in the CAG. Ten (10) current and past CAG action officers/Deputy Directors were interviewed. Six (6)[@X®) XC) USSC 2FOR OFFICIAL USE-ONLY USSTRATCOM/DI3 SUBJECT: Findings and Recommendations for Amy Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the Commander's Action Group (CAG), COL Kathryn Spletstoser [PXEM7XCTTS of those indicated a hostile work environment. (See Encls, 6, 8, 10, 20, 22, 37). the command climate within the CAG as “bi-polar and toxic,” (Enel. 6}, and “hostile, toxic.” (Encl. 8, 10). All five of them attribute the hostile work environment to COL Spletstoser’s demeaning treatment of people, her outbursts of anger, vulgarity, and bullying. Eze, 6, 8, 10, 20, 22, 37). 1. The remaining four witnesses] PHEM7ICTUSSE }had generally 2. COL Spletstoser acknowledged that she was been verbally counseled about her vulgarity, and said “I stop[ped] cussing—and this was over three months ago.” (Encl. 35). However, multiple witness statements indicate that she continues her use of vulgarity on a regular basis Enels. 8, 20, 22, 25, 27, 32). Two witnesses said they have noticed an improvement, but her Janguage is “common profanity, public beratings, and backstabbing” (Encl. 37). She also indicated her technique to make corrections is to “wire brush [personnel] a little,” and “have a discussion” on what needs to improve. (Encl. 35). While some of the officers interviewed ¢. Bullying by COL Spletstoser. There were multiple, corroborating statements regarding COL Spletstoser’s bullying behavior. IAW AR 600-20, para. 4-19a(2), “/bjullying is any conduct whereby a Servicemember or members, regardless of service, rank, or position, intends i ‘Savi fm i negative performance reports (Eacls. 6, 8, 25), threatening to “ruin their career” (Encls, 10, 26, 28), and public shaming (Encls, 11, 15, 28). The ten (10) witnesses who observed this behavior contradict COL Spletstoser’s belief and ‘assertion that she does not “beat up” on her subordinates, (Excl. 35). ‘Her public belittlement of CAG officers could also be considered bullying, but that behavior will be covered in paragraphBOR-OFFICIAL-USE-ONEY USSTRATCOM/DI3 SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the Commander's Action Group (CAG), COL Kathryn Spletstoser Sd. The preponderance of the evidence substantiates the allegation that COL Spletstoser did. engage in bullying. ¢. Toxie Leadership. SI 400-06 expressly forbids toxic leadership within USSTRATCOM. ‘$1 400-06, para. 2.6, states “{alll good leadership is based on setting the proper example, This includes setting the highest standards of professionalism and treating subordinates with dignity, Similarly, OOO, pr 1 describes core leader competencies expected of Army leaders, and discusses five destructive leadership styles that are not acceptable. Of those five, the evidence supports the application of two to COL Spletstoser: Insensitive driven achiever ‘nd Toxic self-centered abuser. (Italics in original). I will analyze the evidence through the lens of these destructive leadership styles as defined by AR 600-100. (1) Insensitive driven achiever. “These leaders are usually bright and energetic and ‘consumed by the need for unit accomplishment and its attendant recognition. They often provide impressive short term results, but create a frenzied, micro-managed climate. They are frequently inattentive to the morale of their organization”. (AR 600-100, Paragraph 1-11¢(3)). (2) Toxic self-centered abuser. “These leaders are usually bright and energetic, as well as goal-oriented and boss-focused. Capable of producing spectacular short term results, ‘but are arrogant, abusive, intemperate, distrusting, and irascible. They are typically distrusting micro-managers never burdened by introspection.” “AR 600-100, Paragraph 1-1 e(4)). 3) Analysis of destructive leadership attributes. @ Bright and energetic, ‘Witnesses describe COL Spletstoser as possessing “extraordinary talent and experience” (Encl. 6), her “experience and knowledge are a benefit to the command” (Enel. 9), an “exceptional staff officer, but straggles with inspiring a team or building consensus” (Encl. 8), “smart and strategic” (Encl. 10), “bright, motivated, energetic, driven” (Encl. 11), “good at her job” (Encl. 13), “high 1Q and very knowledgeable” (Encl. 20), “amazing grasp of subject matter” (Encl. 21), and “very knowledgeable and has planning and strategy experience /capsbilities that are valuable to the command and leadership” (Encl. 33), Clears, COL Spletstoser can be considered bright, knowledgeable and energetic. (b) Need for unit accomplishment and its attendant recognition. In her interview, ‘COL Spletstoser said she thinks the CC is happy with what he's getting from the CAG, and has expressed his pleasure and thanks publically. (Encl. 35). Further, she says the CAG is a team effort, not the “Kathy show,” and she empowers the CAG members to send things directly to 4FOROFFICIAL USE- ONLY USSTRATCOM/DI3 SUBJECT: + Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the Commander's Action Group (CAG), COL Kathryn Spletstoser the CC (Encl 35). However, there is contradictory evidence indicating she takes the credit Personally. Several witnesses stated COL Spletstoser would take credit for the ori thinking of others by stripping their names off emails and sending ideas to the CC as if they were her own. (Encls. 10, 11, 16). Several discussed her directives that nothing from the CAG ‘was allowed to be seat directly to the front office without her prior approval. (Enels. 6, 17). This evidence, coupled with statements indicating she closely controls access to the CC and always wants to be near him, (Encls. 17, 25, 28, 29), suggests that COL Spletstoser is more concerned about personal, vice unit, recognition by the CC. (©) Impressive/spectacular short term results. COL Spletstoser testified that she was hired to fix the CAG, which she described as “disloyal, had no integrity, no character, and disrespected him [ADM Haney].”(Encl. 35) She also stated the CAG performance is now “really solid. Not spectacular. But itis trending toward spectacular” and that the CC is pleased with what the CAG is producing for him. (Encl. 35). The evidence supports this, as most of ‘the J-Dirs interviewed think the CAG is serving the commander well. (See Encls. 4, 9, 23, 24). Thus, she has achieved impressive short-term results in terms of improving CAG performance, if her assertion that the CAG was dysfimctional when she took over is true. Ihave no way of assessing the performance of the CAG prior to her term as the Director to make a comparison. (@) Frenzied, micro-managed climate. Given the duties of the CAG and the micromanagement, the CC’s travel planning, to include the minutiae, is noteworthy. Witnesses observed her as “obsessed” with the CC’s travel arrangements (Encls. 25, 19), having “made sweeping changes from previous plans” (Encl. 17), and that she “maintains the most extreme level of control over the smallest details of the travel agenda. .to as small as who is riding in which vehicles, and in Which seats” (Encl. 28, 10), As discussed in paragraph Sa, her involvement in CC travel is a ‘major point of friction with the front office. In terms of micromanagement within the CAG, several witnesses observe her exerting an extreme level of control oa anything sent to the front office (Encls. 6, 10, 22), and that the front office was the “enemy” (Encl 25). Based on the reponderance of the evidence, COL Spletstoser has fostered a frenzied, micromanaged climate within the CAG and the front office, on CC travel planning specifically. (©) Inattentive to morale of their organization. As noted in paragraph 5b, six of the ten CAG personnel interviewed indicated poor morale within the CAG due to the work eavironment created by COL Spletstoser, which is substantiated by several witnesses from other offices stating that CAG officers complained to them about the morale in the CAG office. 5FOR-OFFICIAL USE. ONLY USSTRATCOM/DI3 SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work enviroment by the Director of the ‘Commander’s Action Group (CAG), COL Kathryn Spletstoser (Gee Encls. 11, 33). Conversely, four of the current CAG members did not perceive a morale problem, and multiple statements indicate an upward trend (sce paragraph 5b). Based on the evidence, I cannot conclude that COL Spletstoser has been completely inattentive to ing my authority,” “bomom fifty percent lea” (Etc! 3S), and that “the command group was horrible. And still do think that it is toxic to a degree.” (Encl. 35). (© Atogmt. Numerous examples of COL Spletstser speaking people in con high level stafis, or “the big leagues,” as she put it while denigrating service in USSTRATCOM (Enel. 8), and discrediting people who had not been in combet (Encl. 8) or bada’t attended a “Tier-1 school” (Enel, 10). She described a fellow 0-6 as “useless” (Enel. 29), There are also examples of her using her position and access to the CC in order to inappropriately speak to senior officers, as if she were “wearing the stars herself” (Encl. 11; also, see paragraph Se(1) for a further discussion on this). (g) Abusive. During our interview, COL Spletstoser said she had never berated anybody in big aie fom slight wire brush,” that she always praises in public and leads ‘with humility, and has never treated a subordinate in a manner in which she would not want to ‘be treated. (Encl. 35). Not only does the evidence contradict this, but there are numerous ‘examples of her abusive behavior. She publically demeans her subordinates and others, often ly atacking them for their perceived shortcomings. One witness quoted her as saying 'snot like you are fucking working? Don’t give either, this is staff work 101, Jesus Christ none of clearly establishes a pattem of abusive behavior. (See Encl. 6, 7, 10, 13, 15, 20, 22, 25, 26, 28, © 29). (b) Intemperate. COL Spletstoser frequently and rudely speaks out of tum in the presence of, and sometimes directly to, senior officers and she seems to lack self-control in situations where she does not agree with something. (Encl. 4, 9, 13, 16, 18, 24). She is not affuid to publically, and disrespectfully, disagree with senior officers and will frequently “talk cover them” to get her point across. (Encls. 4, 7, 8, 9, 13, 16, 18, 24). ‘In some cases, this behavior is displayed in the CC’s presence; though he docs not correct her, perhapsFOR-OFFICIAL-USE-ONLY USSTRATCOM/DI3 SUBJECT: dings rn Recommendations fr Amn Reguaon (AR) 15-6 Inexgntn no allegations of bullying, taxic leadership and a hostile work environment of the ‘Commander's Action Group (CAG), COL Kathryn Spletstoser ‘exacerbating the problem because she appears to have his tacit approval. Based upon the preponderance of evidence, COL Spletstoser is intemperate. @ Distrusting. her interview, COL Spletstoser said she tells the members of be CAG to send things the © delta ae tae tems aad docant cet ne ter work ahead of time, but wants to be copied on what they send. (Encl. 30). However, evidence contradicts this statement. One CAG member stated “COL S might have an ancurysm if, for example, the latest draft of a trip book was coordinated with the front office without her review,” and “we were ORDERED not to go direct to the front office on anything.” (Encl. 6). Another said “COL Spletstoser is very controlling and has great difficulty trusting people to do their jobs.” (Encl. 10). "A member ofthe font office sid “COL Splemtocer ald her aff not fe provide a 1y information to the Front Office Staff w/o her approval because ‘they were the yy.” Gadd 25). It is possibic that COL Spletstoser trusts some people more than others, tris particule sensitive about some topics such as CC travel, Another indicator of distrust is ‘when COL Spletstoser looks at the work on people’s desks in the front office when they are not there, or does it surreptitiously when they are present. (Encls, 25, 28). Overall, the evidence proves she is distrusting of subordinates and some peers. G) Trascible, Dictionary.com defines “irascible” as “easily provoked to anger; very irritable” or “characterized or produced by anger.” The evidence indicates that COL ‘has bouts of anger, and frequently losing her temper both in the CAG (see Encls. 6, 8, 10, 19, 20, 22) and with others. (Encls. 15, 28, 29, 33). Within the CAG, these episodes are described as “episodes of yelling, expletive-laden outbursts at the CAG staff over some ‘administrative or soemingly trivial matter” (Enc. 6), “blowing up” (Encl. 8), “...loud outbursts and uses that is: ‘belittling, sarcastic, . (k) Never burdened by introspection. COL Spetstoser stated that she is familiar with AR 600-100, and that she adheres to it. ‘She also stated she “treats military and civilians with dignity and respect” (Encl. 35), Yet th evidence ceny shows that the majority of the people she deals with find her behavior disrespectful, offensive, and uncalled for in. professional setting. (Encl. 4, 6, 7,8, 9, 10, 11, 13, 17, 20, 22, 25, 26, 28, 29, 33,37. coL Splettoer also sited that inher 38 yea emer, a an else Selden a non-commissioned officer, and es a commissioned officer, she’s never been counseled or mentored about her behavior, “I mean never” (Encl. 35); rather, she feels this is ‘who are out to get her. This feelings sro. ont to statement is contradictes [ibN6). (PC) USST fad tat i 's0 many people, it would be a good idea to look in the mirror,” and that 7FOR OFFICIAL USE ONLY USSTRATCOM/DI3 ‘SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the ‘Commander's Action Group (CAG), COL Kathryn Spletstoser (OKENIKC) USS] Tati in aaa outbursts, to which she responded that “sometimes it’s necessary to make your point.” (Encl. 8). COL Spletstoser has repeatedly stated that she’s done nothing wrong and others should be ‘blamed for the current investigation. She has been mentored and subordinates bring, ‘concerns to her sttention, but she has failed to accept that her a Two of fee nee io Spetionafoeruee ial jens} uSsC the preponderance of the evidence clearly confirms that COL Spletstoser is not burdened by introspection. Summary. Aftcr comparing the evidence in the statements, to include her own written and verbal testimony, with the attributes of destructive leadership styles as discussed in AR 600-100, my conclusion is that COL Spletstoser exhibits elements of all of the attributes discussed to one degree or another. Based on this analysis, I conclude that COL Spletstoser meets the definition of a Toxic self-centered abuser, end displays most ofthe attributes of an Insensitive driven achiever. 4. CAG interactions with J-Dirs and other offices. (0) E-Dirs. As directed in my appointment orders, | interviewed all of the J-Dir principles, except the J-1 (Manpower and Personnel) and J-10 (Reserve Directorate). One of the reourring themes in these interviews is that COL Spletstoscr inappropriately interrupts or contradicts senior officers and civilians in an unprofessional manner during meetings. (See Encls. 4, 7,9, 13, 16, 18, 24). She is also publically critical of the work their Directorates do ‘when she does not agree with them or when she finds their work below her standards. (Encls. 4,9, 13, 16). She often times does this in the presence of the CC and he does not correct her, therefore the J-Dirs assume the CC values her input, regardless of her style. (Enols. 4, 9, 16, 2A). Since the CC has given tacit approval for ber behavior, none of the J-Dirs have ‘proached him on it, but it was a point of contention with each one I spoke to. None of them appreciated being spoken to unprofessionally by an 0-6, but they want to support the commander. Most, (see Encls. 4, 9, 13, 24), agrec that she is competent and is value-added to the command, but some have decided working with her is 100 difficult and they find a way to work around her.” (Encls, 7, 29). Pechaps the best summation from the J-Dirs describes her 1s “.,.totally dedicated to supporting the commander, but that she ‘leaves a trail of bodies in her wake’.” (Encl. 24). The preponderance of the evidence establishes that COL Spletstoser's unprofessional method of disagreeing with senior officers and civilians has created frictionFOR OFFICIAL USE- ONLY USSTRATCOM/DS3 SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 investigation into allegations of bullying, toxic leadership and @ hostile work environment by the Director of the Commander's Action Group (CAG), COL Kathryn Spletstoser ‘between the CAG and the J-Dirs. (2) Front Office, Toe no dipsing tat hr i Bision borwomn the COL, Spletstoser and the CC’s personal staff; essentially, everyone involved in, exceating the CC's travel cod fiction (encls 15,17, 25 26, 28, 29,30) COL Splettoner attributes this friction to two sources: first, she believes some in the front office don’t like the fact that the CAG was elevated into the front office; and secondly, in her view, they were “literally as dysfunctional as manly possible” when it comes to planning the CC’s trips, and their work often doesn’t mect her standards. (Encl. 35). The others attribute the friction to COL Spletstoser’s demeaning trestment of them, along with her micromanagement of the CC's ‘tavel and her propensity to blame them for mistakes. (Encl. 15,25, 26, 28, 29). There is probably some truth to both views. The CC had expressed his displeasure regarding some aspects of his travel, and communicated this to COL Spletstoser (Encl. 35) and to the travel ‘team during a meeting with him on his Halifwx trip Encl. 15, 28). After the CC left that meeting, COL Spletstoser kept the travel team in the room, and, according to her, “explained the requirements” calmly to the team. (Encl. 30). Other team members present described a far different scene, with COL Spletstoser “lashing out” (Enel. 15), and “impersonated the voice of General Hyten's[ (V6) ic USSc tbo wa presen) Encl 22 25, and “exploded in a tirade” (Encl. 28). COL Spletstoser’s behavior with the travel team has resulted in a deep distrust. She reports their mistakes in a disparaging manner to the CC {Gncls, 15,17) siles through some of this desks when the ee aot present (Enel, 25, 28), and ‘them (Encls. 25, 26, 28, 29). In sum, there have been mistakes made in CC travel ps tte ete ne COL Sper ren eh es aha to said mistakes and has resulted in a hostile environment, rife with ‘nvr and Biouon beeneen he CAG aad the evel eas ¢. Positive impact on CAG operations. COL Spletstoser stated that she took charge of a “failing” CAG and was tasked to “clean that up" by ADM Haney. (Encl. 35). She said she had previously worked in CAGs at CICS, CENTCOM and SOCOM, so she knows how a CAG should function. (Encl. 35). She felt the personnel in the CAG were substandard, and, having replaced them, feels like the CAG is now doing Combatant Command level work, and that their work is “really solid ...trending toward spectacular.” (Enel. 35). Many of the people I interviewed did not dispute the fact that she is a very competent officer and that the CAG does indeed suppor the CC ad the command wel (See Ene. 4, 9,23, 24), Sever ofthe Dis ‘very complimentary about the quality ofthe CAG action officers that they interact with. ae 24 33) However, the damaged relationships between the CAG and some of the J-Dirs remains, with some members of the CAG spending a considerable amount of time “repairing damage.” (Encl. 6, 8, 20). While the evidence reveals that overall, the CAG is currently serving the command well under COL Spletstoser’s leadership, the ends don’t justify the means, £[ORUSSC eisyusseFOR OFFICIAL USE ONEY ‘USSTRATCOMDJ3 SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the ‘Commander’s Action Group (CAG), COL Kathryn Spletstoser [exsyUSST 4g, Summary and concerms. The evidence regarding COL Spletstoser's level of toxic leadership and her negative impact on the people who serve, both under and with her, is very convincing. ‘Yet, she adamantly denies that she’s done anything wrong, and asserts that she treats everyone with dignity . While she is adamant that she has never been accused of anything like this before, [¥°./X©) USgpecifically contradicts her, stating that COL Spletstoser had a reputation for causing friction and blames everyone else for her problems. Enel. 12). ‘My impression of her during the interview was that she is completely convinced. everything i setting you up to fail?” (Encl. 38). Given the timing and circumstances, this appears to be ‘another attempt to blame others, and further demonstrates COL Spletstoser’s lack of self- ‘awareness. Finally, COL Spletstoser claimed that none of her subordinates had ever expressed ‘concems about how she treated them. On her own initiative, she sent me an email containing ‘counseling she had each of them do; one of the questions was “what would you change or improve in the CAG if you were in charge?” (Encl. 39). None of the responses included any ‘concerns about her behavior; however, I find this consistent with the working environment given COL Spletstoser’s bullying behavior (see paregraph 3c) and the fear of reprisal (Encl. 2Q). 5. Findings. After careful consideration of this entire case, I find that a preponderance of the evidence establishes the following. a COL Spletstoser has fostered a hostile work environment within the CAG, but it has been improving over the past several months, b COL Spletstoser has bullied people junior to her in the CAG and other offices. c. COL Spletstoser does display the attributes of a toxic leader and has a destructive leadership style IAW AR 600-100 and is in violation of $1 400-06. Her leadership style has negatively impacted operations within the CAG.FOR OFFICIAL USE-ONLY USSTRATCOM/DI3 SUBJECT: Findings and Recommendations for Army Regulation (AR) 15-6 Investigation into allegations of bullying, toxic leadership and a hostile work environment by the Director of the Commander's Action Group (CAG), COL Kathryn Spletstoser d. The working environment within the CAG, particularly COL Spletstoser’s behavior and leadership style, have had a negative effect on the CAG’s ability to effectively work with other Directors and Headquarters J-0 elements. ©. COL Spletstoser has had a positive impact on CAG performance and the CAG's support to the Commander has been generally positive. However, this positive impect has come at ‘great expense of the CAG working environment and how the people there and elsewhere on the staff aro treated. £. COL Spletstoser{ 19) SSC OVE USSC 6 Recommendations. After careful consideration of the evidence in this case, I make the following recommendations. . COL Spletstoser should receive a General Officer Memorandum of Reprimand for her toxic leadership style, bullying, and the command climate she fostered in the CAG. b. COL Spletstoser should be removed as CAG Director and receive a relief for cause Officer Evaluation Report. (OTE. BHC USSTE «COL, foreveverussc 7. ‘The point of contact for this memorandum is the undersigned at DSN og (BxehKe) USE TENeUSSC Pipa Com USA Investigating OfficerREPORT OF PROCEEDINGS BY INVESTIGATING OFFICER Noe, Competed forma may contain pareanaly Kiedable ormaton and reques handing ma set forth in AR 340-2. Fort fh ee, a At 164 gory TAG SORE SPACE TS REGURED BI FILING OUT ANY PORTION OF THiS FOR, ATTAG? OT Se (Minch encloere 1: Later ot appointment or sun ocr! appotrenent eet) (Sea part -18, AR 15-8) 20180110. 20180110 2, The veetigutngoficerftshed gumverngIneerng evcence 1165 on 20140208 rd compte ‘cing and recommantatons Encionres are 3-13 AR 154) Are the Solong ecioned ee rurbored consecutvety win Roman rumeras: (Atco atc) Al chet welin conmnanioatons to of for te appomtng 1 Pivacy Act Salamerls(Cortcte, ¥taterent provided rai? Explanation bythe Frente ofr of ry ural lays, tices, Frogdarice, oF eer prbiee wacoursred (2.2. aDeanoR frat winesaes)? Ay er egrtent papers (oar Dan eisance aang > saraniseavesapech of ier? Are coples, descriptors Gepicors (Fabled for real or documestary evidence) the cignal evidence cated? ‘Tes dencipona o Gagrara tcutod of lose woke’ Dj ea reesei stew Append CHAR 1587 Tr each win apo ached on eH ned each oral pation eer reduce to wing and mad an exOR or‘©. COL Spletstoser has fostered a hostile work environment within the CAG, butt has been improving aver the past several mouths. '. COL Spletstoser has bullied people junior to ber in the CAG and other offices. © COL Splettoser docs display the atributes of «toxic Leader and has a destructive leadership style IAW AR 600-100 and isin violtion ‘of SI 400-06. Her leadership style has negatively impacted operations within the CAG. 4. The working environment within the CAG, particularly COL Spletsioser’s behavior and leadership style, have had a negative effect on the CAG's ability to effectively work with other J-Directors and Headquarters J-0 elements. '& COL Spletstoser has hed a positive impact on CAG performance and the CAG's support to the Commander has been generally positive. | However, this positive impact has come st great expense ofthe CAG working environment and how the people there and elsewhere on the aff are treated, #. COL Splestosed HETUSSCinvestigation resuts can be used as @ training tool] 4. COL Spletstoser should reczive a General Officer Memorandum of Reprimand for her tonic leadership style, bullying, andthe ‘comnuand climate she fostered in the CAG. '. COL Spletsoser should be removed as CAG Director and receive a relief for cause Officer Evaluation Report. TOTSHENGTUSSE c. COL Spletstosel rere) (oN6) US'SEGTION VW- AGTION BY APPROVING AUTHORITY Gare 28 AR 150) gang ca oe: (1) The folowing trcngs of fact ae acca: (2) The towing tings of fact re modited e lew: (2) The towing recommendations ae asectleed: (4 Tre toning recorrmandations sre modiad 3 fofowe: (8) Thm action recommenced n commendation, ‘has been secomplsned by 1s not appropri fer acon by Ue command: however copy ofthe Kwewtgaton i being 9) The repr a (nearest), (embique),(reneous) andr (pect desoncy wth respect to Te, therefore, heey retamed oto 10 for carecive ecton ax fokoweDEPARTMENT OF DEFENSE UNITED STATES STRATEGIC COMMAND Joos 11 January 2018 MEMORANDUM FOR BG Gregory S. Bowen, Deputy Director, Global Operations (J3), a ‘Command, 961 SAC Bot 1, Offutt Air Force Base, oo lel ‘SUBJECT: Appointment as Investigating Officer 1. Appointment. You are hereby appointed as an investigating Officer (10) pursuant to Army Regulation (AR) 15-6, Procedures for Administrative Investigations and Boards of Officers, Chapter 5, to conduct an administrative investigation into the facts and circumstances concerning the allegations of bullying, toxic leadership, and a hostile work environment within the Commander Action Group (CAGJ004). Your tesponsibllities as an IO take precedence over all other military duties. You have 30 days from the date of this appointment to conduct this Investigation. Coordinate any requests for extensions with me. 2. General instructions. a, The purpose of an AR 15-6 investigation is to elicit facts. You are directed to ‘conduct an investigation into the matters set forth in paragraph 3, below. Your investigation should explore any issues or deficiencies with policy, procedures, resources, doctrine, training, and leadership that might have contributed to this incident. Upon completion of this investigation, you will complete a report of investigation that conforms to the requirements in paragraph 5 of this memorandum and AR 15-8. You will provide your report to your legal advisor, who will arrange for a legal review. . Hf, at any time in the conduct of your investigation, something happens that could cause me to consider enlarging, restricting, or terminating your investigation, or otherwise modifying any instruction in this memorandum of appointment, immediately report this situation to me, together with your recommendations as to the action I should take in response. 3. Scope of Investigation/Specific Instructions. ‘a. You are hereby directed to conduct during a preliminary inquiry conducted by |" are to focus your inquiry on the allegations of toxic leadership, hostile work ‘environment, and bullying by the CAG Director, COL Spletstoser. Additionally, you will interview the J-Directors and the Commander's Front Office in order to determine whether and how the working conditions within the CAG have affected, both positively and negatively, operations within this Headquarters. You should also report whether any personnel should be held accountable for any shortcomings or failures, in addition006 SUBJECT: Appointment as Investigating Officer to any recommendations for improving the work environment, Finally, address the allegations of ‘of PIS) USSC b. During your investigation you will, at a minimum, ascertain the following and (1) Is there a hostile work environment within the CAG? If so, determine the nature and scope of such an environment. Also, determine the source of the hostile work environment. (2) Has there been bullying within the CAG? if so, determine the scope and source of the bullying, (8) Has COL Spletstoser displayed signs of toxic leadership? If so, what are they? How has her leadership style affected the CAG operations and working environment? (4) Has the CAG working environment affected interaction(s) and operations with the other J-Directors within this command? If so, how and to what extent? {5)_Hae COL Spletstoser had « poste impact on CAG operations? 1 80, in what manner and ways? (6) _Has COL Spletstoser|®}*) USSC (eysTUSSC 4. Conduct of the Investigation. a. (WerUssc |the U.S. Strategic Command's Element Staff Judge Advocate, is your legal advisor. You will consult with) ®¥®) USsc before making substantive efforts regarding your investigation. You may request that additional individuals or subject matter experts be appointed, in writing, to accompany you and assist you in your investigation. Coordinate such requests with your legal advisor. b. Evidence Collection. (1) You are to conduct this investigation using the procedures outlined in Chapter 5, and the general guidance provided in Chapter 3, AR 15-6. No individual has been named a respondent at this time. (2) To the extent possible, witness statements will be written and sworn. You ‘should record witness statements on a DA Form 2823 (Swom Statement). If it is 2J006 SUBJECT: Appointment as Investigating Officer impracticable to obtain a written and/or swom statement from a particular witness, you will atest to the accuracy of any transcription or summary of such witness testimony in whatever form it appears within your report of investigation. In accordance with AR 340-21, provide a Privacy Act statement to a witness if you do not use a DA Form 2823 to record the statement of that witness, and your report will be filed in a system of records from which it can be retrieved by reference to the name or other personal identifier of that witness. No U.S. military or civilian witness can be ordered to provide information that may incriminate him or herself. You may order a military or Federal Government civilian employee witness to provide a statement if you believe that they have relevant information that would not incriminate themselves. If, in the course of your investigation you come to suspect a person may have engaged in criminal conduct, you will consult with your legal advisor and inform me. Under no circumstances should you attempt to elicit any information from a suspect without firet advising that person cf his/her rights under Article 31, UCM, or the Fifth Amendment of the U.S. Constitution, as appropriate. Document your rights advisement and witness. waivers of their Article 31 or Fifth Amandment rights on a DA 3881 (Rights Waming Procedure/Waiver Certificate). (3) Should you determine in the context of your investigation that a Soldier's status has changed from favorable to unfavorable, as defined in AR 600-8-2, ‘Suspension of Favorable Personne! Actions, you must notify me immediately and consutt with your legal advisor, to ensure that a flag i intieted againat that Solder. 5. Report of Investigation. a. General. Your report of investigation will be written. Use a DA Form 1874-1 (Repat of Proceedings by investigating Oficor and atach al required enclosures and b. Assembly. Your completed AR 15-6 investigation will include: (1). This memorandum of appointment; (2) A completed DA Form 1574, Report of Proceedings by Investigating Officer, (3) A detailed chronology of the daily actions you took during the investigation; (4) An index of all attached exhibits; (8) Allexhibits, labeled and numbered; (6) A list of the witnesses you interviewed; 3Jo06 SUBJECT: Appointment as Investigating Officer (7). If applicable, proper classification markings for each paragraph, page, and exhibit included within your report of investigation; and (8) Amemorandum with your findings and recommendations. (a) Findings. You will reach your findings by a preponderance of the evidence that you gather. A finding is a clear and concise statement of facts that can be readily deduced from evidence in the record. In your report, develop specific findings and cite the evidence that supports your findings. If evidence conflicts (e.g., conflicting witness statements), make a finding as to which evidence is more credible and why you believe itto be more credible. (b) Recommendations. Based on your findings, make recommendations as to what changes, if any, are needed in terms of policy, procedures, resources, and leadership to avoid incidents of this nature in the future, as well as recommendations consistent with your findings conceming other items your investigation revealed. Each recommendation will cite to the finding that supports it, and should comport with the guidance in AR 15-8. ¢. Submission. Submit your report of investigation in hard copy after you have obtained a legal review. You may not release any information related to this investigation to anyone, other than your legal advisor, without my prior approval. TPRAUSST Major General, USA Army Element CommanderRIGHTS WARNING PROCEDUREMWAIVER CERTIFICATE Fore ff se AR 1900 proponent pen PG (DATA REQUIRED BY THE PRIVAGY ACT ‘Tie 10, Unite Stas Code, Secon 90123) “To provide commanders and ew enforcarantofcola wih meana by wich formation may be acciraely tere. ‘Your Social Securly Number ls wed as an adetionaleteate means of ierttcation to facie fing and reer ‘lacoaur of your Socal Secutly Number volute. FERS Te reaigtar woe rama appear tow dt hae wth th Und as Ary Element, USSTRATCOM. ‘sunrtdts euetan me about x hong Soca) ow em apecuicased: Tonle Ledershlp, in viclaton of S1400-06 and Art 92, UCMU. 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EWA De you wae stan ei tne (te aspect se ye pth qaaoing un habbo has 2 Seep 0 wpa yt eae Mer flog Qutb) "Attain, we you whe ts anc otras) unde meigtan a ‘mala tet wibout linge lewyer and witout hang ape pose ‘wth Your (re mapectncrued yt ep nando and hae Mar ‘ad edi terri sat 0 weber carta on ha Oar eo {tt fom. ine mapecraccued any ou have erred ae ae iar een of waar crate oh oer sit a om) SEAL WESTRUCTIONS (WHEN SUSPECTIACCUSED REFUSES TO SION WAVER CERTIFICATE: ‘sepa erty wes beri bu oan the wah ‘crac, you ray proned wih quavoring Make non o ‘var carta catalase at han rs Nata oh, doesnt wana eer ware to css the fara) wer lnvesigaton ae tien oon wah crt IF WAVER CERTINGATE CANNOY BE COMPLETED IMMEDIATELY: nat ‘hie he weer cricete musta cored ot won a poain. Evy stereo be ede cept wrt crabs ‘useing bogie. weer caro caeet be corte on, 88 ‘nthe cma of went inaepaton colder ay be perry pon, Nowe seu tpt nf oroarctns, PRIORINCRIMINATING STATEMENT {ithe mapectceusd han nde wpartanso xiang ‘ue bate bing propery Svan! oa she stl be ed tue tamara do topes ne awe ‘ure unsonn 2 ta nupactacined was guaetenes 98 Sh ete wou beg \svoed thier thao wre quecton tft as pro he (eat emarert 0 scmoned muntb o svcd. Te fen et trig ‘St ge heron att! be cance reece Sige ‘row gts asa NOTE: 102 tpg th et at bw sepectaccns Was a ‘scarey shuld be fod ne commer et on fw wah (ort an ied by wnpacvnoriend WHEN GUSPECTACCUSED DISPLAYS INDECISION ON EXERGIENG HS medi, ABC pot yu ey queen he wapaclacane oy ‘ncerirg wate he ore dase 0 wiv caunl. The gneoring ty sete used dacoxrge 1 uapectcosad oot easing hah 1m, (for way, dont rat oh cornet ou do yg ‘wr, yo oe ed a aoe‘SWORN STATEMENT For use of his form, see AR 190-45; the proponent agency is PMG. AUTHORITY: PRINCIPAL PURPOSE: [ROUTINE USES: PRIVACY ACT STATEMENT Tile 10, USC Section 301; Tile 5, USC Secon 2961; E.0. 9387 Social Secunty Number (SSN) “Te document potential eaminal acivty Invoing the U.S. Army, ato allow Ary oficial 10 maintain dicks, law and oeder trough investigation of complaits and incksents. Informaton provided may be futher disclosed to federal, state, local and foreign government iaw enforcement ‘agencies, prosecute, couts, child pclecive senices,vichrs, winesses the Deparment of Veterans Afar, and the Ofce of Pereonne Management, Information proved may be used fr determinations regarding juice or punishment, oer adminisiretwe iscpinary acfons,secutty clearances, reerutment, retention. placement, and other personnel acsons. Diseopure of your SSN and other information fe volun. 20180119 = pares, | Rg [exe.7xe) USSC WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: 1 work inthe Deputy Director’ office. My interactions with COL Spletsoser are somewhat limited and in forums where we both are significantly subordinate tothe principals who are present. We have lite to no regula obligations toward one another. She has always been polite and amensble toward me. Thave never personally witnessed her act or treat others inappropriately My general impression of her leadership style is that is results driven "Ti INITIALS OF PERSON WARING STATEMENT fexe.crrcro, (MUST BE INDICATED. "ADDITIONAL PAGES MUST CONTAIN THE READING "STATEMENT OF TAKENAT ___ ATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST SEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT. AND PAGE NUMBER PREVIOUS EDITIONS ARE OBSOLETE,svatemenr oF[ XO. CXO) USSC TAKEN AT STRATCOMHQ __ DATED 20180119 8, STATEMENT (Continued) ee AFRDAVIT TSS Jeo | HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _2_. {FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIATED ALL. CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE TMS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION. UNLAWFUL WESUENGE-O UAL AELL ‘Sianatre of Peron Making Satomen) WITNESSES: ‘Subterbad and swom to Relora me, a person authorized by lw to aaminsteroatts, his 19 dayot_January __._2018 stHQ USSTRATCOM, Offutt Air Force Base, Nebraska owen snegony scorf EXON TRE) USSE ‘ORGANTATION OR ADDRESS ‘Sienatre of Person Admiitorng Oat) BG Gregory S. Bowen _ (Typed Name of Persan Adminiirag Oath) Art. 136, UCM “ORGANTZATION GR ADDRESS ‘ats To Reiter Oa) SON AKNGS. (ONE). (?NCYUSSC}‘SWORN STATEMENT For use of his form, soa AR 190-46; the proponent agency is PMC. PRIVACY ACT STATEMENT AUTHORITY: “Tile 10, USC Section 301; Tie 5, USC Section 2051; E.O. 9307 Social Secunty Number (SSN) PRINCIPAL PURPOSE: To document potential chinal actvty involtng the U.S. Army, and to low Army ofa to mais dscnine, law and order through investigation of complains and inasents. ROUTINE USES: Information provided may be futher closed to federal, site, ocal,and foreign goverment law enforcement ‘agences, prosecutors, courts, cid potecive sences, vchme, winesses, the Department of Veterans Afar, and the Offcs of Personnel Management. Information proved may be use for determinations regarding Mdcial or rondudicial punahmert, cher adairaiatve lacpinary acfons, securty clearances, recrukment, retention, placement ad ethorporsennel actions. DISCLOSURE: Diecosure of your SSN end ober Irformation fs voluntary. a r TNE ALE NONBER OFFUTT AFB, NE 20180126 1130 5 LAST NAME, RST NAME, MIDDLE NAME 6. SoH 7 GRADER [exeN.7NC) USEC (ENE. [s- ORGANIZATION OF ADI ]HQ USSTRATCOM = mmrerasss WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: | was interviewed by BG Greg Bowen on Tuesday, 23 Jan 18, regerding a complaint or series of complaints against COL Kathryn Spletsoser, the HQ USSTRATCOM/CAG. Ihave witnessed COL Spletstoser’s unprofessional bchavior in a few different venues; however, Tve also witnessed her behavior to benefit and advise General Hyten. The first event I witnessed was the aftermath of the commander's European trip [(V6)7KC) USSC wrote a very positive account of the trip regarding meetings and meeting content. COL Spletstoser wrote a seathing and unprofessional email in response, criticizing almost every point made. As it turs out, the criticisms were more logistics related (her responsibility) than content related [ONEL(7KC) USS decided to stay above the fay, remain profesional, and work with COL Spletstoser on improving travel rather than taking offense. Another event I witnessed was during a meeting with General Hyten regarding theTOresren=ve She blurted out something like "I don't understand why you guys ca't et this” criticizing th Non=eeporewe land then . illed people. shought the disruption was odd, and didnt add value to the discussion, especially Ive also seen COL Spletstoser’s brash behavior directly with General Hyten, and he seems to value it. She is very direct with him, saying things like “do you really want to say this, boss, or would this be better?" And he follows her counsel. I've seen her talk [General Hyten away from ditecting a command-wide tasker that seemed large and impossible, so she is effective with him. 70, EXHIBIT Ti INITIALS OF PERSON MAKING STATEMENT fensnirxcy uSse PAGE 1 OF "ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKENAT ___ DATED THE BOTTOM OF EACH ADDITIONAL, PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED, DA FORM 2825, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. TorenSTATEMENT oF [ERICTCUSES_——] 9, STATEMENT (Continued) "Intentionally Blank**** TAKEN AT Offutt AFB, NE 20180126 AFFIDAVIT ([encEse \WaHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _1 HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE. BY ME. THE STATEMENT IS TRUE. I HAVE INITIALED ALL CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THI 'S STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OR UNLAWFUL INDUCE MENT. ‘GRGANZATION OR ADDRESS ‘ORGANGATION OR ADDRESS TITTALS OF PERSON WAKING STATEMENT ‘DA FORM 2525, NOV 2006 (even i7vcyUssC ‘Bpnaiars of Person Mating Saierent) ‘Subscribed and ewom to before me, & perton authorized bylaw to aderister ons, this 26 doy of__January _,_ 2018 ‘a1 HQ USSTRATCOM, Offutt Air Force Base, Nebraska sowercreconr scarf DIO TICTUSSE ‘ipnalre of Porson Adranstoring O3F) BG Gregory 8. Bowen (Typed Name af Porson dminitaring OaBy ‘Art 136, UCM) Hee ~Thatany To Rarer Oaths) ~ PAGE _2 OF 2 PAGES Tora‘SWORN STATEMENT For use of is form, ee AR 190-45; the propanent agency ia PMG. PRIVAGY AGT STATEMENT “Tve 10, USC Sectton 301; Tile 5, USC Secton 2951; E,0. 9907 Social Secunty Number (SSN), ‘To document potential erminal actly ivohng the US. Army. and to alow Ary oficial to maintain diacpine, law ad order trough Inveabgation of complains and incidents. Information provided may be fuser actos to federal, tan, local, and foreign govemment law enforcement agencies, prosecitors, cours, cid protecve serices, victims, wrasse, the Deparment of Veterans Afar, and {he Offes of Preonne! Managemert.infrmaton provided may be used fr determinations regarding judi nonjucidal punishment, ther adraristalve c'scpinary actions, securty deerances,recutment,reteton, placement, and oher personnel actons. ‘Oltosure of your SSN and cher information is voluntary. z i ra FLE OBER 20180123, 1200 ‘MIDDLE NAWE SN 7 GRADERTALE—— (OKO). PRCT USS fs ORGANTZATI ESS USSTRATCOM|X0)XC) e erenmieruss WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Most of my interactions with COL Spletstoser have primarily been positive. However, COL Spletstoser can come across as forceful and alittle abrasive at times. Tim also sometimes taken aback by her language choice (swearing). To not believe she is aware of how she comes across to others. Ido believe she has the mission at heart and is trying to move the command forward and get the |Commander’s Action Group to do things they have not done before. Ihas been upset thet the CAG was taking over trip (Pio question wi le is. Thave also heard [Eidon the direction they were planning to go. Because ofthese perceived conflicts have steered the deputy’s office away from some CAG interaction (specifically any assistance with the deputy’s travel) to avoid any potential/similiar conflicts with our office, 76. EXHIBIT TT IMTALS OF PERSON MAKING STATEMENT [oHe.7NCV USEC ‘ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF _____ TAKEN AT ‘BATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. Wows“AFFIDAVIT (Pemersse WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE 2. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME, THE STATEMENT IS TRUE. | HAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. 1 HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF GENEFIT OR REWARD. WITHOUT ‘THREAT OF PUNISHMENT. AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL NOUCEMENT. [eXELTVC)USSC HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT (Signature of Person taking Satoment) ‘Subscribed and swom to before me, a person authorized by aw to acminibter oaths, tis _29_ dayot_January _,_2018 # HQ USSTRATCOM, Offutt Air Force Base, Nebraske owen cnesony scorr| PREM TNC] USST ‘ORGANIZATION GR ADDRESS (Sigiture of Person Adiinistering Oath) BG Gregory $. Bowen ‘Typed Name of Parson Aarinisoring OoB) Art. 136, UCMI ‘ORGANIZATION OF ADDRESS‘SWORN STATEMENT For use of his form, see AR 160-4; the proponent agency is PNG. PRIVACY AGT STATEMENT. AUTHORITY: “Tite 10, USC Seetion 301; Tie 6, USC Secon 2961; £.0. 8207 Social Securty Number (SSN). PRINCIPAL PURPOSE: To document potential rinal acy involving tbe US. Army, and to allow Army ofa to maintain dscpine, law and order tough iveaBgation of complains ad incigents ROUTINE USES: Information proved maybe further dscosed to federal, state, local and foreign government inw enforcement agencies, prosecutors, cout, child prolecve sendces, vicina, winesses, te Department of Veterans Aa, and the Ofico of Personne! Ranagemert. Information proved may be used for determinations regarding jd or ‘nor udiel punishment, other adminstrave dscipinaryactons, securty clearances reerutment, reenter, placement. end eter peracanel actions. Dieciosute of your SSN ane other infomation fs volutary. BER 20180124 AST NAME RST 3 SN 7. BIGATIC) USSC He NCI USS, iowenaNC}USSC fe [erenirncjussc WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Jon 19 Jan 18 at 1200 PST, I participated in a telecon interview with BG Bowen (USSTRATCOM DI3) regarding an Amy 15-6 tvesution of COL Kathryn Slestorer. Iwas signed tote USSTRATCOM Commanders Action Gro from BNE) THC)USSE land reported to COL. Spletsioser in her postion as CAG Director. BG Bowen asked a series of questions during the telecon interview, my statement will reflect the questions and my answers tothe best of my recollection. 1) ‘What was the command climate in the CAG? COL Spletstoser was restructuring and reorganizing the CAG when she interviewed and hired me into the{(OX6).7KC)USStposition. As par of the reorganization, for example.the Legislative Affairs element was moved into 382, the rer position tumed over and the new speechwriters were moved into CAG spaces, several personnel were deliberately moved out ofthe organization and others who were slated to be moved out [2X6 remained in CAG spaces. Several new members were hired into the CAG...myself included. As an overall scene-setter, this situation and these factors caused tension inthe CAG, The command climate was bi-polar and toxic at times. Taroughout the day there were interactions with COL S that were normal and routine...g. good morning, looks like rain in the forecast. During the seme day, COL § might have an aneurysm if, for example, the latest draf of a trip book was coordinated with the front office without her review or ifthe SECDEF weekly email dida' include some key piece of information that only she knew from a meeting Gen Hyten had in D.C, When COL § was in the office (she traveled on every TDY with the commander) it would not be uncommon for her to have multiple episodes of yelling, expletve-iaden outbursts atthe CAG staff over some adm cor seemingly trivial matter. 1 would expect her to go mental on a daily basis and I made it my responsiblity to keep those outbursts confined t her office or the | SCIF to limit the exposure to the CAG staff or any passers-by in the hallway. Gen Hyten described his redines during his first commander’ call and highlighted to his staff the imperative of treating all members of USSTRATCOM with dignity and respect. 1 started to record instances in my journal where COL S went beyond her normal inappropriate outbursts. 1 wanted to record certain even reparation fora. one-on-one contortion with COL rearing het ine iy and {(ON6).(7KC) USSC al oN dtcusing a Tengih about COL'S Gosiing Gen Hyians relnes and Wow 1 maniage We svaion while preserving the staffs dedication to supporting Gen Hyten, 1 did not discuss the command climate or the situation with other members of the ICAG to preserve solidarity with COL S in carrying out her directives and supporting her decisions. 2) Characterize COL Spletstoser’s leadership style, COL $ has extraordinary talent and experience. She told me when I was hired that she wanted me to iistratively day-to-da management, personnel accountability + care and feeding (reports, LV, decorations, Civilian appraisals. 1 was also the[(OK®)(0X?C)] with other directorates and EVEN ENTRY USEC ata mectngs that were not chaired by GEN Hyten except for the USSTRATCOM CUB (I was the[(OVOh(0)71(C) US She attended key events with the 4star during his duty day and all travel events. I provide that context because the CAG was ofly a shop of 10 people...we were a cohesive team eager to support Gen Hyten. When she engaged the staff, COL S's leadership style was to belligerently order you to get something done and threaten a consequence if timelines aren't met, For example, "Get me a fucking eer 77 ‘STATEMENT fexen7ycyUsse. PAGE 1 0F "ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKENAT ___ DATED PAGES THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. ToryUSE THIS PAGE IF NEEDED. IF THIS PAGE I$ NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. starement oF [OX@)(@KC) USC 20180124 TRTEWENT ore strawman agenda for this trip to Barksdale at the end of the month...1 want that shit today. What the fuck do you fucking do all days ot ike you ae fucking orking? Dont vom ome hoes allt [OHeitpgenda cae, tae Saath 1 tess [Crist none of you kxow wha! you sr doing, You cant accomplish basic shit the os Basie fucking tasks. No onc fucking ives uti get that strwman oda] should bring Your ests in on the weekend becanse you dont do shit uring he weck, ty show ‘the draft strawman to anyone in the front office before I see it, I'll have your ass.” COL S storms out of the office, CAG staff ‘says...we had the strawman for the Barksdale trip done 4 days ago and coordinated through the front office, we haven't pushed it to. {COL'S because we ar 3.5 weeks out. Herleadeship syle was comiealidiculous,curegeouinappropie ural a {could not believe it was happening as daily events unfolded. Talent and experience notwithstanding, her applied leadership style was the worst ‘I've witnessed in my[(0)(4years of service. 3)! witness bullying or unprofessional behavior? During my telecon interview, I said no, but I'd like to share another incident that describes bullying behavior. After a COL S finished her routine outburst with the Specshwniter, COL S observed a ile on my face ex desks map. She asked my why Tae sing, an ins atempeio hon he mood in he office, | answered witha quote fom Buddy the El "Sniling my favor” -shat drew nih ithe CAG. he asked ifT thought this was funny...."Do you think this is fucking funny?" She then yelled..."[ ASKED YOU IF YOU THINK THIS IS FUCKING FUNNY?" | answered, tragically...yes. She Jost it...screamed that I follow her to the haliway..."get the fuck ‘up and take you ass outside...now!" She continued, how dare you...are you fucking serious? Get out here!" | followed her to the hallway. tnd she tur around and sys (aimly. "sometimes you ust nce to ight motherfuckers uh poked my chest wih hr finger fumed around and walked away down tie hal. Tm sil nt sre wht at means hed ose ours sera mesa day. Aidt fea speci, except it was dete at me. 4) id the CAG work environmen: affect ther areas of te stuf or retorts? YES. We worked hard to remedy and repair relationships with Legislative Affairs {(016),(7(C) USSC lafter peated negative interaction wth COL S. Simla, we vewgged to keep song Ges with 153 ierion Public ‘Mars, Protocol, Office ofthe Chief of Staff, and the Front Ofte. There vas dtntely aversion beween 1A CTG) Uetand COL 'S that affected the working relationship between the CAG and the Front Office. This friction potentially st fover[(aye nC). [(eXGN7qdesire to accompany Gen Hyten on a specific TDY, but COL $ was the self-proclaimed authority on who would/would net itod vps withthe CC and also who wold be manifested onthe CC aiteraf. On 21 Apr the CAG Hela staff mesg the wae ‘chaired by COL S...she described the transition period in the CAG to address the low morale and difficulty recruiting talent, but most importantly, she discussed new ROE with the front office due to their "inefficiencies and dysfunction.” She directed “any interactioy withthe front offce before COL S can coordina is FORBIDDEN,” During Gen Hytens congressional testimony essen C0105 [©XE)(7Gheld a CAG/Fromt Office VIC to discuss schedule, travel, read aheads. status, etc. The meeting was scheduled during the actual testimony that COL S was attending, and the CAG was watching ive. Tattended the mesting/VEC wih[ BIEN TNG) Cas directed by the executi Ss mental. She directed me to not attend any meetings with the front office without her consent ec don talk ieennese| USEC] COL § described any intraction with he From Office would ‘Blindside her and was ot alowed. We were to go diet tothe front ofee with anyning, This was challeaging because any request fom the exec wasn suppor ofthe commander. Al tip books and ray MUST be coordinated wit COX ¢ tefore going to the Front Office fora prewector tis wast adjun the agenda, meeting sendecs, fight manifow et fo sut COL S desires. Suffice tot ay, our collective relionshipe with oer drectortes and oMees were alfeaed by COL Ss meracions wih those personnel, and her guidance and drives tothe CAG when celing ns the fo office. 5) Did COL §taciplte TDY feavelforher own benef? COL Stnveed exclsively with Gen Hyten. She insisted on accompanying hin on EVERY, without exception. Duting my hring interview, Lasked COL 8 sbout opporates ‘Gen Hrten on specie ON] ise-and presence may be useful ss the CAG representative, (E)61(71(C) USSC aed TDY shen i, [xeric ingens OY SSSA ec. Sh indeed tat she would conider me fra ip (no guaranes) and abe woul vays ns nf OXTLEICAG OORT ‘on any TDYs with Gen Hyten, my responsibilty was to COL $ would control the aireraft manifest and seating arrangement on every flight. She would routinely bump GOs on the fight to commercial travel if there was a space issue on the et. 6) Di she comply with staff processes? Generally speaking, COL S prided herself on working outside of staff processes, the rules did not apply tothe special status ofthe CAG director...unimpeded access to the commander her ability to monitor his eleewonic correspondence, contol ofthe calendar ~ meeting attendees, access over RAH's and products for the commander gave her an exceptional sense of power. Bchind the scenes, the Ci 12 scheduling Big Rocks and calendar synch, ete, 7) Do you have cone sal? Nol BIG.(NCUSSC |CAG and Gen Hyten signed a superb performance report. was match ‘certainly threatened bad paperwork to members ofthe CAG (including me). Before | departed, she specifically «sub-par performance report when she suspected disloyalty to er asthe director in favor of the Front Office. ‘reminded her that we all work for Gen Hyten on the same team...ogether with the front office. No one was being disloyal to anyone. ‘As you can imagine, my comments weren' received well..COL S had a verbal meltdown. When I interviewed officers for CAG [Sor TR Paetaitoet sina ‘DA FORM 2623, HOW 2006 TET“STATEMENT oF [KOTHO)USSC TAKEN AT DATED 20180124 9. STATEMENT (Contrued) ‘vacancies, COL S told me that she prefered upwardly mobile candidates (need a push for SDEYschool, a DP for Colonel, pending command, ct) specifically to be able to threaten and hold those next steps hostage, I thought she was joking at first. 8) Did she send| any inappropriate emails?) Not to my recollection. 9) Did she have a postive impact on the CAG or any other azeas ofthe command? Again, COL S is very talented and experienced. She wanted the USSTRATCOM CAG to be on par with CSAF, CSA ot Chairman's CAG. ‘She carried herself as if she was wasting her time in ber current role..she Was above being at USSTRATCOM, her duties and responsibilities..this posting was beneath ker. She wasnt afraid to give an opposing viewpoint and that wes a sitength. She has a great network that she uses to her advantage. She stays connected to senior leadership inthe Army. Her good ‘qualities as an officer are éwarfed by her inappropriate outbursts and treatment of personnel, END OF TESTIMONY---{ (enajanls ames) ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL I fexe.crxc) uss lo WITNESSES: AFFOAUT | HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INTIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE. CONTAINING THE STATEMENT. 1 HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘Subvarbed and swom to before me, a person authorized byl to administer oaths. this 24 day o!___January 2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska sowen.cresonv scortf XEN NC) USSE ‘DA FORM 2823, HOW 2006 ‘Sneture af Person Adiinsiring CaP) BG Gregory 8. Bowen (Typed Neme of Person Rainiaring Oath) ‘Ant 136, UCM ation To Rarer Cats)‘TO: BG Bowen, US Army 30 Jan 2018 PROMJERENTNCTUSET SUBJ: Army 15-6 investigation of Col Kathy Spletstoser | witnessed Co! Spletstoser demonstrate unprofessional behavior on numerous occesions that ‘disparaged and belittied other personnel. She used profanity, derogatory language, and would interrupt other people repeatedty when we were in meetings together. When we were repering inputs and sharing our thoughts at planning mestings Col Spietstoser would attend 133 the Director of the CAG. During numerous sessions | ‘her belittle other's ideas or ‘pronounce that “we are not going to do that”. Whether she had subject matter expertise or ‘not, she would pronounce something as dumb, or use profanity to describe it, or talk over the ‘Person attempting to lay out an idea. | notioed this especially on preparing for Congressional ‘Meetings efter the legislative liaison team was transferred to J-8. The team members described the workplace in the CAG as hostile, combative, and intimidating. Kathy described this team as terrible and included several profanities in this description when we were ‘transfering the team and discussing how to coordinate for Congressional visits by the ‘commande. I did not find any of the team deficient in their Personne! prepared the commander successfully for the year|(X6)(70-) USC ‘On one specific occasion, | was meating with[PVE.7C)USSC to prepare goals ‘nd objectives for the commander's second year. Kathy attended the first session and was: very dismissive off®16)(7X0) USY ideas. | told her that we should listen to the ideas before we start rejecting them. ‘This Behavior of rejecting other's ideas before they finished speaking was something she did in almost every meeting { went to with her. She is very combative and possessive of ideas that are going forward to the commander as if she owned them. Her temperament and tanguage were not professional and caused excessive stress and friction for action officers attempting to do their job. | took my observations to MejGen Karbler twice in the spring and early summer of 2017 regarding her behavior. He said that he was working with her to improve her interpersonal skills. | did not see any great change in her behavior in the year that | worked around her. tn the end, | worked around her to get the job done, You may contact me af ORE THETUSSE ifor additional information, BHENHNC) USC‘SWORN STATEMENT For use of his form, se AR 190-45; the proponent agency ie PMG. ‘PRIVACY ACT STATEMENT AUTHORITY: ‘THe 10, USC Section 301; Tie 5, USC Secton 2951; E.0. 9367 Social Secuty Number (SSN). PRINCIPAL PURPOSE: To document potential criminal actly Inovrg the US. Ary. and to allow Amy ofa o maintain dscpine, law and order trough inveagaion of complains and incicents. ROUTINE USES: Information provided may be futher caciosed to federal, state focal nd fren goverment law enforcement ‘agencies, prosecutors, courts, child potecive serces, cbs, winesces, the Deparment of Veterans Affair, and {he Often of Persona Management. Inforraion provided may be used fr determinations regarding judicial or non jus! punishmert, oer administrative iscplnary actons, secunty clearances, reerutment,relarion, placement, and ther personnel actions. DISCLOSURE: Disclosure of your SSN and other information is volutary. DATE PYVVRINED) [3TH ‘7 FLE NONGER (On) (7HC) USSE 20180118 1500 i, MIDDLE NAN SSN 7 foVE}M) USSC [PRE KITRCT USEC PERRO oS 1 ORGANIZATION OR ADDRESS, feone).7xC) USC [OO USSE WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH, In a telephone interview with B Twas asked to issues associated with Col Spletstoser based on my time as|(©X®)(7C) USS Jand most recently|(PNE)(7C) USSC | Qur discussion spanned relations: between Col Spletstoser and the font office; the CAG staff; and other staff directorates, and fs summarized below: While assigned tothe front office, I observed Col Spletstoser from a distance, Soon after she arived, she removed most ofthe civilian employees from the CAG and replaced military officers. Her interactions with others could at times become heated, which communicated that she was a no-nonsense person, firm in her opinions. While aggressive and zough, she appeared to be trying to improve the organization, Her strained relations with the front office were primarily based on her changes to travel planning duties and travel document formats. The format changes were not necessarily bad, but the front office believed that the CAG could have leveraged its time better on substance instead of formats and travel planning, which consumed considerable time. Changes in responsibilities such as the CAG assuming the majority of travel planning duties and the CAG Director becoming the sole Executive Assistant on-tavel left folks wondering what was broken or how they had failed. Based on Col Spletstoser's sporadic, displeased [comments about her staff and my routine interactions with her Deputy, there were indications of climate issues in the CAG. l the CAG, Iwas cone climate and spoke candidly with my predecessors PHL. TNR RS RETIRE AG ceria OE {for 4.1 year assignment in Afghanistan to ravord spending another day working for Cal Spletstoser. [6V6h(7HC] USSC|was onl way out, but was clearly frustrated working for Col Spletstoser. [(X6),(7KC) USSC_ |In my opinion, these folks ido’ fet valued and the environment was oxic Righlighted frustrations with Col Splestose's Headership style. Each cted her comments to thet inadequate sta abilities, writing skills, and lack of combat experience. According to these officer, the comments were personal and by my observation, soured thet loyalty toward Col Spletstoser. 1 can attest to her comments about her combat service and her time spent on high level staffs, what she termed "the big leagues.” These comments were typically subtle jabs atthe STRATCOM Staff and in my view, discredited other peoples’ service due to being outside the realm of combat. While assigned to the CAG, I routinely observed Col Spletstoser reprimand her staff. She would swear and raise her voice, especially if the CC caught a mistake that was overlooked by the CAG. Her frustrations were understandable; her responses were not. Most frustrations occurred when Col Spletstoser was traveling with the CC. Several of her emails seemed to communicate that nothing was good enough; that folks in the rear weren't working as hard as the the travel team or were at worst, failing. A few of her emails were simply unprofessional, but to her credit, if | addressed an unprofessional email with ber in person, she would immediately apologize, provide the missing context, and refrain from doing it again. 70 SBT TINTS TEMENT [bv@1.(7Kc) USSC] PAGE 1 0F PAGES "ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKENAT DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE TOESUSE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM, staremenr oF [PVE.@VE) USC ween ar OKMCKOUSSC | pateD. 20180118 [a STATEMENT (Continued) 1 spoke with Col Spletstoser directly about “blowing up" on the staff. She indicated that sometimes iis necessary to make her point, to which I replied, "itis not necessary..you are a Colonel, and we all know that you are smart. The guys inthe CAG don't need that {type of treatment to be motivated.” In my opinion, she worked to limit this behavior except on a few occasions when perhaps she was particularly frustrated. ‘Regarding relations with other Directorates, Col Spletstoser, from time to time, would anger directorates by her emails or her ‘comments during meetings when the CC was present. My sense is thatthe directorate staffs perceived the emails and comments as "armchair quarterbacking” by someone shielded by privileged access to the CC. I eannot speak for the directorates, but I spent considerable time repairing damage to working-relationships, especially withthe JS directorate, Most of the staff simply accepts her inputs, often rationalizing them, "as long asthe boss is happy." In summary, my observations of Col Spletstoser indicate that she is an exceptional staff officer, but struggles with inspiring a eam or building consensus. She is known to leverage rank and position to enforce compliance among her staff, holding fitness reports ot time off at risk. She clearly understands "Mission First," but falls short in the application of "troop welfare-always.” That said, 1 believe the command climate has significantly improved in recent months and is trending positive. Col Spletstoscr appears to be ‘aware of climate issues and I recently observed visible changes in her demeanor and more positive interactions withthe CAG staff ‘Unfortunately, 1 was asked to comment on any correlation between command climate and Col Spletstoser and itis undeniably true that as the the CAG Director, she bears responsibility for the previous decline in command climate, PASE_2 OF 3 PAGES ‘BA FORM T5I5, NOV 2008 TEATSSTATEMENT oF [CONTRO] USST xen aTOREMTRCTUSSC] paren 20180118 8. STATEMENT (Confined) “AFFIOAMIT [OER ESSE | HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME, THE STATEMENT IS TRUE. [HAVE INTIALED ALL CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EAGH PAGE. ‘CONTAINING THE STATEMENT. I HAVE MADE THIS STATEMENT FREELY WTHOLT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OF NT Fen ee (Signature of Porson Mating Statement) ‘Subserbed and swom to before me, a person authorized bylaw to sinister cetha, his _27__ deyot_Jamuary _ ._2018 t HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen crecony scorf KON NETUSSE ‘Bionare of Person Admistonng Oat) BG Gregory S. Bowen (Type Name oF Pern Aariniwring Oath] ‘Art. 136, UCM Hatori To Aatistor Oaths) RITIALS OF PERSON MAKING STATENE Boers "Da FORM 2823, NOV 2008 TBA‘SWORN STATEMENT For use of ths form, see AR 18048; the proponent agency fs PMG, AUTHORITY: PRINCIPAL PURPOSE: ROUTINE USES: ‘PRIVACY ACT STATEMENT. Tile 10, USC Section 201; Tile §, USC Secon 2964; E.0. 9957 Social Secuty Number (SSN). ‘To document potential ctl actvty volang U.S. Army, and to alow Army offcials to malian dine, Jew and order though Invesbgaton of comlarts and Incident, Information proved may be futher disclosed to federal, stato, loca, and foreign goverment aw enforcement ‘agencies, prosecutrs, cours, cid protective services, vicims, winesses, the Department of Veerane Afar, and {he Office of Personnel Managemet. informaton provided may be used fer determinations regarding judi or "oj punishmert ther acriistratve dscpinary actons, secarty Gearances, reese, retention, placement, and other personnel actions. Disclosure of your SSN and othe Information ie voluntary 20180122 6 SS ml (OK) NC) USE ADDRESS {(0K@MJOFFUTT AFB, NE 68113 feKeNT NO) USEC ]On 17 Jan 2018, BG Bowen interviewed me in th 16) my observations on COL Spletstoser’s interactions with WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH fice at approximately 1600. ‘The purpose ofthe interview was to obtain staff directors during meetings. I stated the following: = COL Spletstoser says things in meetings that could be perceived as disrespectful to senior officers and civilians. |- She interrupts director's, senior civilians, and other senior officers to make her points to Gen Hiyten. = She is blunt spoken and could be more tactfil in getting her points across. - Some of her comments have been derogatory about senior leaders and should have gone unsaid. |= Thave not seen Gen Hyten correct her bluntness nor interruptions to seniors. - COL Spleistoser’s comments and conduct are not mean-spirited. Her objective is to help Gen Hyten make decisions and the | Command meet its missions. - Her previous staff experience and knowledge are a benefit tothe command, |- Over the last approximately 18 months that Ihave been assigned to STRATCOM, COL Spletstoser’s comments have become more pointed and her interruptions more frequent. "8 END OF STATEMENT *** 7 ET Th F STATEMENT feeticreee as SSE PAGE 10F PAGES ‘ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT _ DATED THE BOTTOM OF EACH ADDTIONAL MUST aE INDICATED. FORM 2823, NOV 2006 "BREVIOUS EDTIONS ARE OBSOLETE PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER TOESUSE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. [STATEMENT OF | (RELTTCTUSSE TAKENAT 1030 DATED 20180122, TRIALS OF PERCE ARNG STATEME 8, STATEMENT (Contoed) ferences «id a PAGE 2 OF _3_ PAGES SETS[BKENTNEVUSSE STATEMENT OF| TAKEN AT 1030 DATED 20380122, 9. STATEMENT (Contnuse) 1 [eRoaReTaSSc BFFOAUT . HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \Wwilc+ BEGINS ON PAGE 1, AND ENDS ON PAGE _3 WITNESSES: ‘ORGANIZATION OR ADDRESS FR fexeyrycy uss ‘DA FORM 2623, NOV 2008 TFULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATENENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT. AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OR UNLAWFUL INOUCEMENT. (BIG) ANC} USEC (Signature cf Person Maing Saiement) ‘Swoserbed and sworn to before me, 2 peraon authrized by tata ‘dministeronths, this 21 day of_January _._ 2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen necony scar BNO) THC) USSC ‘Sipalave of Person Aaimirisierng Cay BG Gregory $. Bowen (Typed Name of Person Raining Oo) ‘Art. 136, UCM hort To Aaer Cais) PAGE _3_OF _3_ PAGES TSSWORN STATEMENT For use of nis form, sem AR 190-48; tha proponent agency is PMG. ‘PRIVACY ACT STATEMENT AUTHORITY: “The 19, USC Section 201; Te 5. USC Section 2951: E.0. 9997 Social Secufy Number (SSN). PRINCIPAL PURPOSE: To document potential ciminl atvty Inching the U'S. Army, and to alow Army oficial lo maintain ccple, te aoe order trough investigation of compiaits and incidets. ROUTINE USES: _Informelon provided may be funheraicoeed to federal, stat, local, and foreign goverment law enforcement agence, prosecutors, couts, child protecve services, vicirs, witnesses, he Department of Veterans Afar, and the Office of Personnel Management. Information provided may be uted for determinations regarding just or rorejueical punishment, omer admirisiratve czipfnary aclons, securty earances,recument, retention, placement, and afer personnel actions. DISCLOSURE: Diaclosure of your SSN and omer Information is voluntary te TocanoN TOKE).rNC) USST hostel OVe).C7NC} USEC ie as [ommend WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: submit this sworn statment to dssribe and test othe unprofessional, bullying behavior of COL Kathryn Spestoser hat personally witnessed for one year while serving in|(PX@)(7KC) USSC the USSTRATCOM Commanders Action Group (CAG). In short, her interpersonal interactions with sta up o and including the J-Dis are dysfunctional and abusive, and her behavior creates « hostile, toxic work environment in the CAG and with staff elements across the command, | My motivation for providing this statement is to document and corroborate COL Spletstoser’s unprofessional behavior and its negetive impect on the staff and the command climate. It is my sincere hope that corrective actions are taken atthe earliest possible rime, and respectfully submit that removing her from ber current position as CAG Director is justified, warranted, and long overdue. Background and Summary COL SplettoserOTENTVCTUSST 7 ‘AG Director OHO exer Jcaa [Foal PET T witnessed behavior by COL Spleteover that was wholly and consistently unprofesfonal and inappropriate. T remain Tad appalled by the way she teas the CAG team, the front office staff, and even many ofthe J- Dirs; Iam equally shocked and appalled by how she has successfully hidden this from the Commander and gained his trust and suppor. The three consecutive Associate CAG Directors that served duting my tenure were[ ©X@}(7XC) USSC land [@x61C7NCUSSC each routinely shared with me their grave concems and commiseraied wR me regarding COL Splewtaser! behavior toward them and more importantly, her negative impact on the CAG staff. Each made it part oftheir job to shield the staff from her outbursts of rage and insults and tried hard to create a stable work environment ~ and each was frustrated because it was Impossible todo so, [OLSNCVCIUS] confided thallwas keeping «og documenting the timing and nature of COL Spletsoser’s outbursts and unprofessional behavior (OV6)(710) USEC, [sometimes confronted couldn arom fom her rage end insults, All ofthe CAG staff members confided in me e thc con about her [behavior during this period, knowing that I witnessed and was horrified by the way she treated them 70 TT Th ING STATEMENT mre tee f PAGE 1 OF "ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKEN AT ‘DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INTALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER ‘MUST BE INDICATED. DA FORM 2823, NOV 2006 ‘PREVIOUS EDITIONS ARE OBSOLETE wore‘USE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. ‘STATEMENT oF [DIETICTUSSC “TAKEN ar [OXELTHCTUSS. ATED 20180128, 8. STATEMENT (Contiioedh ‘The remainder ofthis statement provides detail and examples of COL Spletstoser's behavior, which I will describe in three broad (yet ‘not mutually exclusive) categories: (1) Highly disrespectful, eritcal and demanding: (2) Controlling, suspicious and threatening; (3) Self-agarandizing and dishonest. Highly Disrespectful, Critical and Demanding routinely witnessed COL Spletstoser being disrespectful to the CAG team and most everyone at all levels with the command with the exception of front office senior leaders. For the CAG and front office staff, this is an almost daily occurrence, and it is typically delivered directly, loudly, publicly and in a gruff manner. Specifically, COL Spletstoser routinely criticizes and insults staff with loud outbursts and uses language that is demeaning, insulting, belitling, sarcastic, biting and profane. Specific examples that come ‘t0 mind include respor {(PKE)(7XC) Ufduring staff meeting with "what are you in kindergarden”, and {COKE} NC) USSChriten product by stating that he "didn't go to a Tier I school". She once iscussion of plans for CC travel to Australia ata J-Dir staff meeting by yelling out “yeah that ain't Particularly appalling that she routinely refers to people up to and including J-Dirs as "mother fuckers”, (In. fact | heard COL Spletstager use the terms "fucking" and "mother fucker" more times during my one year in the CAG than Ihave ear ding my eel pear peso cae’) ‘COL Spletsoser is highly critical and judgmental about people and products yet offer NO constructive feedback or original contributions. She is demanding to the point of unrealistic, for example demanding that the CAG team prepare a report on a trip that she was on with CC while it was underway, without providing the team with any insights or feedback as to what had transpired ‘These types of demands, coupled with her criticism and outbursts thatthe CAG team has come to expect upon her retur, crate & CAG work environment that is hostile, toxic, frustrating and stressful. Members of the CAG team have come to expect “taking a shot to the face” when she retums from a tip and levies insults and unwarranted attacks, }COL Spletstoser generally over-reacts to situations with behavior and lang. she launched into a loud sereaming trade toward[(OVE)(71C) USSC ICAG that morning. Controlling, Suspicious and Threatening ‘COL Spletstoser is very controlling and has great difficulty trusting people to éo their jobs - from communicating with'scheduling meetings or trips for the Commander down to the smallest travel arrangement (e.g. who sits where in which vehicle). Accordingly, I witnessed ber (1) berate staff and accuse them of incompetence with insults and foul language as described above, (2) demand that certain functions be transferred to the CAG so that she can control them; (3) demand to be ce'd on transmissions; and (4) meddle in J-| Dir responsibilities by engaging and attempting to direct ther staff without J-Dir knowledge. heroutinely accuses CAG siaffof “slacking off" when she i on travel - for example she would often loudly and publicly ac G f spending "2 hours a day atthe gym" when she's not there - and these accusations were completely untrue, COL Spletstoser also threatens and bullies staff to get her way = there were numerous times I heard her state directly to front office staff that they can either do things her way or she “will ruin their career". COL Spletstoser was not as overtly rude to me personally as she was to the CAG and front office staf (other than an occasional sarcastic remark), however she made i clear she did not rust me because [TOX61(7¥) USC ON6.(71C) USSC anil she was corrected by Gen Hyten id rant loudly and publicly with me present that 1[(016).(7XC) USand that she was recommending t CC that he rt forewmneyussc he did not), She we me in CAG work (despite ADM Haney's intenvreason he Brough me ito the CAG In te first place) and consequently the CAG team would consult with me and seek my feedback on their products while she was out ofthe office on travel. As a senior professional {largely ignored the insults that she, dicected at me, but I know that it made the CAG team uncomfortable. I also know that I could have contributed much more tothe /CAG team’s effort if she hed allowed me to do so. ‘DA FORM 2523, NOV 2008 TOESSTATEMENT OF [(OXEM7HC) USC ‘TAKEN at[PREMTNCT USS] pate 20180128 8, STATEMENT (Contiouoe) ‘There were multiple instances where COL Spletstoser took credit forthe original this ‘names of the CAG team authors and forwarding material up the chain to the Commander as if it were her own. Th Kane USC COL Spletsoser has successfully misled the Commander into believing thet she is "above board” and operating in his best interests; 1 have observed that she does so atthe expense of essentially everyone on his staf (to include J-Dirs). She further garners his support by claiming thet she isthe "victim" and is nt respected - when in reality she shows respect to no one. Conelusion ‘COL Spletstose is smart and strategic, but sadly she has used these skills to both hide he abhorrent behavior from the Commander and elevate her personal standing with him and other senior leaders inthe front office a the expense of others, As listened to Gen [Hytens speech atthe change of command on 3 Nov 2016, I was heartened to hear him articulate that one of his two “red lines” is treating others with respec; in that moment I thought of COL Spletstoser and hoped that would would internalize and heed our new ‘Commander’ views - and if not, that he would happen to walk by the CAG and hear first hand the abusive was she teats the team. Sadly, neither came to pass. In closing, will restate that my motivation for providing this sworn staternent is to document and corroborate my personal observations of COL Spletstoser’s wholly unprofessional, abusive and toxic behavior and i's negative impact on the staff and the ‘command climate. I: is my sincere hope that corrective actions are taken at the earliest possible time, and I respectfully submit that removing her from her current position as CAG Director is justified, warranted and long overdue. TEFOAT [RrermTeTUssc . HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE __3 _. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE 8Y ME, THE STATEMENT IS TRUE. IHAVE INITIALED ALL CORRECTIONS AND MAVE IMITIALED THE BOTTOM OF EACH PAGE (CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OR UNLAWFUL INDUCEMENT. fenenrvc) uSse (Signature of Parson Mating Statorment) WITNESSES: ‘Subscribed and ewom to before ma, a parson authorized bylaw to zominister oaths, this 28 deyof__January __._2018 at HQ USSTRATCOM, Offutt Air Force Base, Nebraska sow onecone scon[PNOTNCTUSSC__———] ‘ORGANUZATION OR ADDRESS ‘Biaraure of Parson Administering Oat) BG Gregory S. Bowen ‘ype Name of Parscn Aaatring Oat) ‘Art. 136, UCM ‘ORGANIZATION OR ADDRESS aioe To Aarinitar athe) INITIALS OF PERSON WAKING STATEMENT Tev6).(7KC) USSC DA FORM 2523, HOV 2008 ROE‘SWORN STATEMENT For use ofthis fomn, see AR 180-46; the proponent agency Is PMG, ‘PRIVACY ACT STATEMENT 7 ‘Te 10, USC Section 207; Tite 5, USC Sexton 2961; E.0. 9397 Socal Secutty Number (SSN) ‘To document potential efninal avy invlving the U.S Arr, end to alow Army offias to mainiain dscisine, lar ang orcer through rveabgation of complaints and Wesdere, Information provided may be further dtclosed to federal, sae, local, and foreign government aw enforcement ‘agencies, prosecutors, couts, cit protectve service, vicims, wbesses, the Department of Vetoens Asie, and {Be Offce of Personnel Management. Information provided may be used for determinvons regarding judal or ‘or jui!punishment, oer administrative dcpinay actions, securty clearances, recultmert, reterton, placement, and oer personnel actions. Dieelosure of your SSN and other information i voluntary. Offutt AFB, Omaha, Nebraska 20180126 a. SS x ioreytrie) USC ee omar SEATON ORT US. Swategic Command [X6) 0KCNESS 901 SAC Alva [OER siut AFB, NE 68113 > erMETssC . WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: offer this statement following my interview as part of an investigation under way at U.S. Strategic Command (USSTRATCOM), regarding from my understanding, the conduct of Army Colonel Kathy Spletstoser. I was called for the interview by investigating, officer, Brigadier General Greg Bowen. [have known Kathy as a fellow officer here at USSTRATCOM, lending the Commander's Action Group (CAG), since my arrival in Pe}E)ITNC} USEC 1 believe she arrived just before me. offer this statement with a rather conflicted mindset. One-on-one, as a person, I find Kathy to be ftiendly, personable yet reserved, and intuitive. She has a dry sense of humor and a sharp tongue. Professionally, I sce her as bright, motivated, energetic, driven, and truly caring about her job and mission accomplishment. She is skilled, qualified, andl does good work, She gets results The challenge is that Col Spletstoser's methods in achieving those results are in effect crushing those around her, and there's & general impression, based on both observation and in discussion, that she does not care about that aspect, so long as results are Jechieved. 1 betieve that the weight and impact of her methods are what have led to where we are today with this request for my statement here, a I have been witness both personally and second-band via observation of others in the command. The following are my observations as discussed with Brigadier General Bowen: - While Col Splestoser drives for results, her methods lead to a toxic environment. She is too often overy-flippant and disrespectful, inthe presence of junior personnel, in her discussions about senior leaders here and elsewhere. Oftentimes, Isee it as her cynicism and irreverent humor taken too far with too wide an audience of junior personnel. Her comments are far too often both dismissive and vulgar — which insolation mey be tolerable yet uncomfortable ~ but in a leadership position and often in diseussions| surrounded by more junior personnel, it is unacceptable. In a small group of peers, it would simply be different. |= One ofthe cardinal rues at this command is o treat everyone with respect. Sadly, 1 think this isthe erux of the issue, Col Spletstser does not do so, routinely violating that red line. I have heard many more junior personnel ask how someone so close to senior leadership gets away with such blatant disregard of other people. The challenge is that the disrespect is usually notin the Presence of the senior leaders. I have witnessed such ireverence, which comes in an off-the-cuff manner tha i just part ofthe colonels persona. Around some and in small audiences, Ihave seen that from many people over the years and is mot itself a flagrant issue. Here, it becomes an issue because she is so blatant about it in the presence of so many. 1 Bere 71. INITIALS OF PERSON MAKING STATEMENT [ere.cnicyussc PAGE1OF 3 PAGES "ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKEN AT DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. IRM 2825, NOV 2008 ‘PREVIOUS EDITIONS ARE OBSOLETE. ToveUSE THIS PAGE IF NEEDED. 1F THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. sratement oF [OXE)(71(6) USSC ‘TAKEN AT 1330 DATED. 20180126 3. STATEVENT (Contrved) ~ There is an inflated sense of self with Col Spletstoser that permeates the command climate. Understanding thatthe position equites the need to drive for results that the commander desires, and asa result of knowing what the commander desires far more than most, Col Spletstoser “lays down the law about how things will o in a given situation, based on her own assumptions and without consult with the commander, This in itselfis not an issue ~ its expected, as the CAG director has a close relationship with the commander and would have good insight into what might be expected, just as I{(BN6)71(C]] have a close relationship to advise on matters of my own expertise. But the issue here is that Col S often, in these situations, comes across as wearing the stars herself, as /an inflated sense of self, and often sending a message that there is no need to discuss a matter with the commander, even if you believe you have a solid rationale. In such cases, you are dismissed or verbelly belted in an "I can't believe you'l go to the boss swith that" attude, infront of oth juniors and peers. This has also sometimes been an issue inthe decision-making process for public and media engagements ~ the PA team are the expert in this realm, but are often dismissed or sometimes even left uninformed, treated as subordinate to the CAG rather than equals in their own fields of expertise, and the commander does not get the counsel he should be getting in these matters. = Public sharing is not uncommon. One example clearly comes to mind, when on an bilateral engagement vsit to Australia, Col Spletstoser very publicly reprimanded the generate aide inthe foyer area of the vice chief of defense. was nearby, as were several of our Australian host planners, and other leaders flowing through in the rooms on either side of us. The matter was related to some ‘element ofthe plan for the day (I don't recall the specifics), with which the aide made a decision that didnot sit well with the colonel. Rather than dealing with the issue in a more professional and subdued or Iv! manner, the aide was inappropriately reprimanded in public. Moments later, | made a comment to Col S, something to the effect of "alittle harsh, don't you think", to which the response| was abit ofa shoulder shrug and thatthe aide should have done differently. It became clear 10 me that the colonel did not care about shat interaction and how it may have been perceived by others, or how it may have impacted the aide himself. = Uhave also witnessed second-hand effects of the office environment in the CAG. I had repeatedly seen many members of the CAG ‘who come to my office to "escape" the environment and to decompress. Of note, this has not been the case recently, with no problems noted the last couple of months, These action officers are always respectful and never, in my presence, specifically called lout details. But they would come down and make more general comments about how “rough itis up there" and the need to just come| to someplace where they fee! like they can talk. There were two individuals with whom 1 spoke who were more candid, and who said the work environment was harsh and intolerable, having to hear their coworkers being yelled at and disrespected routinely. T ‘was not witness to this, but was talked to by others, as noted. This is an example of how situations expand beyond the office ~ sihere sta talk across to other staffs, and can impact far beyond your own team and workspace. Of late, the CAG staff have commented on a better work environment. = Lastly, I would note that «challenge is all oo often seeing ideas {have shared with Col S, from my own staff, being taken for action by CAG and with no credit given tothe originator. Overall, it doesn't matter who gets the credit if i's moving the process forward ina postive way. But in reality, there is an impact on command morale if credit isa given where credit is due with the ‘more junior personnel, andi ean stifle idea-sharng, ICs nota big issue in isolation, but is another indicator ofa parte of concera in how people are treated of otherwise not considered. ‘These issues have added overtime, and were nota consolidated problem in my eyes for several months. But other 0-6 officers and I [began to all make similar comments with each other as to these types of issues, bearing witness fo comments and actions of our subordinates, and it has compounded into a situation where our individual comments to her and to each other seem to have no Ieaning of impact. Most recently, as I was to approach Col S about her treatment of others, I was asked instead to speak to an investigating officer because these matters were already being looked into by command leadership. This brings us to where we are today with this submitted statement, Inthe end, do believe Col Spletstoer es been an effective officer, but lacking asa leader. er support tothe commander has been solid, but her tactics have the risk of puting our leadership ina bad light with respec othe treatment of others, The problem is that in achieving success, het own methods have eft «nogetive mark as to how she ges those results, Ifpeople matter, these methods should matter and should change, with a nod to more respect forall involved, ae ‘DA FORM 243, NOV 2008 Tar[RreTTneT USE TAKEN AT 1330 ATED 20180126 *** No entry on this page *** aFROANT errerass HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT |WHIGH BEGINS ON PAGE 1, AND ENDS ON PAGE 2. IFULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIATED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE ‘CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE OR UNLAWFUL INDUCEMENT. Guwerssa ‘(Signate of Paro Maing Sateen) \WMTNESSES: ‘Subscribed and swom to Before me, a person auhorized by law to ‘administer oaths, is _26 day of_Jamuary __-_2018 at HQ USSTRATCOM, Offutt Air Force Base, Nebraska | {OWEN crecoe score ONE TNCTUSST ‘GRGANTZATION OR ADDRESS ‘Signature ef Porson Aang Oa) BG Gregory 8. Bowen (Typed Name of Person Raministrng Oath) Art 136, UCMS ‘ORGANIZATION OR ADDRESS hatin To Aare Cathy aS TATEENT jexe.crxcyusse ‘DA FORM 2523, NOV 2008 OT PAGE 3 OF 3 PAGES‘SWORN STATEMENT For use ofthis form vee AR 190-45; he proponent agency is PMG. PRIVACY ACT STATEMENT “Te 10, USC Secon 201; The 5, UBC Becton 2851; €.0. 8987 Soca Secu Nuber (SSN). ‘To document pont celina activi inolvig the U.S. Amy, ano alow Army ofc fo maintaln skin, lay ant orde trough Ivesigation of complaints and cise, {nlorraton provided may be fuer daconed to ede, ett, fea, and freign goverment iw enforcement ‘Soencet, posers, Curt, cid petcive mrvice, vcs, winesees, he Department of Vetaran Afr, and {he Ofcs of Personnel Management. Infomation proved may be weed fr deteinatons raring jc Cr onus ‘cher aariiatyve Gecplnary actons, wecuty desrances, recent, rlaton, Placement, ad other personnel scons. [oeRTOR ove). (PNC) USES (CROICUSSE] ERE fexenryciussc “| ___. WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: have an inconmplcte recolletion of our many exchanges, ut will convey here what ememabe. i met Kathy Spletsoser whea I held the postion of (OX8){7)(C) USSC__] She was a newly scquired Stategiav59 who had been passed over for COL. She wes protesting this decisoo, cisiming that the Army never should bave allowed her to bea Strategist if he fimeline would preciude her ability to meet milestones required for promotion. She bas left her basic branch in good measure because se was nota likely select for COL duc to les than optimal block checks while in Battalion Command, (She had fe: she iad not received the ratings abe deserved for persoal and gender reasons vice professional performance reasons and I believe bad rebutted thatthose OERS, a8 well) She was adamant no one eve told her about the Stmtegist COL requirements and that in any event, the fact that she was a bataiion commander inher besc branch should have offet those requirements, She repeatedly sind now rare she was inthe Suategst ranks and that theses ranks needed someone with her operational and leadership credentials. chy is talented. She i also extremely off-putting. Tvemember immediatly talking to mypelf about bow I could not allow her ont the merits of what she was saying. So] listened to ber with an open raind and decided that | would lp her O18 (0K7(C) USS and asst in getting her access my boss, th °X8)(7KC) USC) Th maty hours with Kathy{(0)G)(b)(7X(C) USSC and aking to her. While abort on details, the basic memory ofthat time was ith i ould not sce herself tall, Tdo recall thet most of my suggestion kad to do with fone sor promotion to COL before he decided to become a Strategie, something she could not hear. Secondly, if she was having probleme wit 20 many people it would be a good idea to look inthe mir, that we all needed todo that. Thirdly, Ttold her that her manner was off poting and that emotioral quotient, geting along with other, and hunlity were important in our profession, end increasingly ao as ahe progrewoed in rank. Her reponse was neutral, s if she did't even hear me hat what Thad to say about ete things was not important to her. ended this sequence of events thinking, I do not waat i field. Beeause 1 had not worked closely enough with ber professionally, I ered onthe side of{ "Vy in survival mode right now. You are socing the worst.” After her packet was in, I didat bave steady contact with ber. 1 moved to the{©XONTHCH} do recall her reaching ou to me far assistance on something ese related to a grievance - I simply cant remember -but[ declined. She was not open to socing herself at al. After that last exchange, we pested eachother inthe hallway ofthe Pevtegon and she ignored me, Could be she did not ee me. TONENITNGT US "ADOTTIONAL PAGES MUST CONTAN THE HEADING STA) ‘THE BOTTOM OF EAGH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBERN7NC) USC AFRONT . HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WniiCH BEGINS ON PAGE 1, AND ENDS ON PAGE ___. | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INTTIALED ALL CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EAGH PAGE CONTANNG THE STATEMENT, | HAVE MADE THis STATEMENT FREELY Wirtend.nnea ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUE| ‘Subscibe and sworn to before re, a persn aeiand by to ‘eins cab. te ey of a stHQ USSTRATCOM, Offutt Air Force Base, Nebraska ‘Cipnatir af Porson Ranting Oath, [BG Gregory 8. Bowen, Art. 136, UCM aS Te Ae Oa]‘PRIVAGY AGT STATEMENT “Tite 10, USC Secton 207; The 6, USC Section 2861; E.0. 8987 Socal Secunty Number (SSN). “To document potent! cfinal act Invlng the US. Ary. ante alow Amy of to mantn dap, ay nes ore vou? hwesigaton of conplats and incerta. Information prodded may be futher dacs ofaera, state, lca, wt foreign goverment nw erforcerrent agencies, ‘cous, cid pretschve serdces, vicina, finesse, the Department of Velrana Afi, and the Ofes of Personnel Managemarl. fermaton proved may be used fer detarrinadens regarding kil OF ‘eric punitreert, ar sordriaireve daceanery scons, secur Gearances, recitmen, relate Blecomari. tnd her personel aeons. ‘Dleconure of you SBN ard other informations vlurtay 1 would XE} informed me that be ne day and assured me it would not happen agua, A few mare months after the sitations described above; the) }was presenting a new operational concept to the Commander in Commander's Sitution Room( CSR). Quite frankly the briefer struggled in conveying the intent of the operational concept tothe [Commander. The Comnrander directed some follow-on actions; end tod the briefer ta (iefforts were good just not on target 20 chock fre and re-acquire. L was dlacussing withthe brefiag officer what I wanted him ® do when COLL Spletsoer barged right up to us and yelled; * you are fucking embarrassment as{(°K5).7 officer,” tothe briefer who was[ (ONG). 7)lofficer. 1 gat plased quick; [told Kathy equally as toud thet I owned the brief and it was being corected. COL Spletsoner continued to aiempt wo borate th beifing officer until | stated to her, “this fucking conversation is ove,” at which ie she just walked ny, mumbling but eat." Her delivery and tone were simply "unprofessional." | Sulfice to say that Col Spetsoser is good st her job or she would not be the CAG Director but her professional comportment when dealing with senior officers and civilian is very derogatory and disrespectful.[STATEMENT oF [X8)(71/C) USSC] TAKEN AT USSTRATCOM_ DATED 20180126 9. STATEMENT (Contin FORT TING) ESE HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE 2. FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BYME. THE STATEMENT 18 TRUE. | HAVE INITIATED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE (CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ENE TNCTOSSE Sinetur of Pesan Maliog Sloman Subuetbed and ewer before a, perk etre ys cine ont tis 2604 deyot__lanuary _._0°7;‘SWORN STATEMENT For we ofthis form, s00 AR 190-46; the proponent agency s PMG. PRIVACY AGT STATEMENT AUTHORITY: “Tite 10, USC Secon 304; THe 5, USC Secon 2861; E.0. 9997 Social Seeurty Number (SSN) [PRINCIPAL PURPOSE: To document potertl criminal activ inoing the U.S. Army, and to alow Army offials to maintain esciptne, law and order trough investigation of complains and inctents, ROUTINE USES: Information provided may be fuer dclosed to federal, tate local, ard foreign government law eroroemont tagences, prosecutors, cours, child protactve services, Vcims, winesset, the Department of Veterans Afi, end ‘he Offce of Personnel Management. Information proved may be used for determinations regarding juscal ar Fonjuctial punishment, oer admiisiratve dscipinary actons, escurty clearances, recrulmant, retention, lacament, ana oer personnel actions. Disclosure of your SSN and other informations volutay. GATE (VPYFONEOT — | STRATCOM HO] ONE)7C) UST aiemza ar hai 5, LAST NANE, FIRST NANE, MIDDTE 6 Son if [exe PKC) USEC [PRENTTOV USS, WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: 1 was asked to comment on my experiences with COL Spletstoser where her actions/engagements cause friction among the staff [ offer the following: {have worked routinely with COL Spletstoser since[(®16)(K714 tn that time I have hed frequent interactions with her on 2 variety lof topics. 1 am aware ofthe friction surrounding her engagenients with other members ofthe staf and offer the this amplification: =-My personal interactions with COL Spletstoser are professional but speak plainly and directly in the process. I believe both of us tre comfortable with the tone of our conversations and our professional relationship. 1 do recognize that some people would be uncomfortable withthe frankness and language of our exchanges, I did gt frustrated with COL Splettoser during an email exchange on CAG manning las fall We had changed the CAG pomination process from soliciting nominees via TMT to simply having the 31 pull top performers for the CC to select from. COL Spletsioser was frustrated that wes reaching back tothe J-Dis for thelr sssessmenvimpacts of some ofthe nominees when the CAGICC had already chosen a fil forte billet I did reply tothe email as I figured I could beter resolve in person. We rescived professionally and subsequent fills works smoothly. =] am aware that her engagement with some of the front office staff that pushed them to engage the Chaplain and IG about toxic leadership. Most ofthese events occured around coordinating Commander’ travel plans andthe travel planning process. I also felded one specific engagement for PA afar one of there AOS felt ty we spoken to by COL Spletstose in a unprofessional manner. My characterization of the staff's view was tha she spoke to them unprofessionally and was not shy to criticize them publicly. I spoke with MG Karbler when those occurred. He would speak with Col Spletstoser when those events occurred, TT NTRIS OF STATEMENT l fre usee i "ADDITONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT. AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2006 ‘PREVIOUS EDITIONS ARE OBSOLETE TeensTAKEN AT /(Pemensse - HAVE READ OR HAVE HAO READ TO ME THIS STATEMENT WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE. FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | AVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, ANS WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. [BHEL TNC) USEE “AFFIDAVIT ‘Sinatra of Person Ming Sainon) Sbsctbed and sano before me, a peton authored by lw ta smnistrosbs, is _30__ gayot__January _,_2018 ‘®HQUSSTRATCOM, Offutt Air Force Base, Nebraska sone anesonscor[ VENTS USES l ‘GRGANZATIONOR ADDRESS (Siatre of Person Aainistorng O00) —_————_ Gregory 5. Bowen — (Typed Name of Person Aamiiring Oat) Art 136, UCMI ‘ORGANTZATION OR ADORESS ation Te ‘Oatiay THITIALS OF PERSON MAKING STATEMENT ‘DA FORM 2623, HOV 2008, ote wasSWORN STATEMENT Foruse ofthis frm, 208 AR 190-46; the proponent agency is PNG. PRIVACY AGT STATEMENT AUTHORITY: “ile 10, USC Seeton 201; Tee 8, USC Secton 2951; E 0. 6397 Socal Securty Number (SSN) PRINCIPAL PURPOSE: To document potential chminal actty inciving the US. Army. and to allow Army ficial fo maintain dscpne, law and order trough inveslgaton of complaints and incices. [ROUTINE USES: —_leformation provided may be futher cielosd to fadera, site, ol, and foreign govemment lew enforcement agences, ous, cid protective services, vcs, witnesses, the Deparurent of Veterans Ars, and the Office of Personnel Managemant. Information provided may be used fr determinations regaring just ‘or juclea punihmert, ether adrinsirathe disciplinary actons, seouty clearanoes,recrulment,relerion, placement, and other personnel actions. Disclosure of your SSN and oer Informations wolunay. 20180126 6 SSN HG). 7HC} USEC TBVENITNC) USC] 3. oF JUSSTRATCOM| HE) (NC) USSE ae [orennerussc "your To wien Tm Oude PATIENT SSA OAT (GvE)NETUSSC = (UTeTTICTUSSC J} 1 have works for wo Commander apd have interacted with two CAG Directors. Whi jiral Cecil HANEY was the Commander, (P)6).(7)(C) Us the Director of the CAG. Daring|(OV6.(7KC)USSC ime at USSTRATCOM, I had minimal interaction with him or his staff. I recall only seeing him on two to three misfons i SUppOR of the Commander. The CAG, however would often directly interact with the front office Trip Planner, bas since left USSTRATCOM and been replaced by[ PIEM?HC) USSC_] Adm HANEY’ travel team Seutive Officer or their Deputy, an Aide-de-Camp, a PSA and a Commonicaions Officer (CommO)- This did not aotice the shift in the travel tear until the departure of Gen HYTEN’s Exec,[0X6)(?XC) USSC Once| [OXEM7NC}USEC I noticed Col Kathryn SPLETSTOSER, Director of the CAG, began to bea frequent member ofthe travel ‘OI SPLETSTOSER became a full ime member ofthe travel team starting in Fanuary 2017. During the transition, the Commanders Exec and Deputy Exec changed personnel. Col SPLETSTOSER’s role in the Commanders travel mission increased. It appeared, from my perspective, Col SPLETSTOSER guin more responsibilities in the overall operation of the fron office, trip planner and travel team. At tis point the dysfunction between the front office staff and the CAG became noticeable [@16)(71C) USSC Jroleas the Trip Planner decreased. Originally, the Trip Planner built the tip book, worked ss Slot toe ewe, yi eer an a od car actos ca aera with Col 'STOSER and her staff would bring (bj(qto become overtly upset. recall a fer instances | made in the trip planning due to lack of communication between the CAG staff and|(Y6)(7(C) USS4 Col SPLETSTOSER told Gen | HYTEN a mistake was made and blamed{(®V@)(7\C) USS#irectly. 7 RTT TNS TATEMENT xe)7XC) USS PAGE 1 OF DATED "ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKENAT ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON WAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. TemenosUSE THIS PAGE IF NEEDED. IF TH\$ PAGE I$ NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. ‘STATEMENT oF [POL7KC) USEC ‘TAKEN AT USSTRATCOM|OIPM ate 20180126, sy memory isthe Half Intemational Seurty Forum, Halifee, Nova Seoia Typical mission planning begine months in With this mission, arangements were made fr lodging by [STOIC USSD] Staff at the Security Fora infared[ R21 NC 5] odgng arangements were made for Gen HVTEN an tor rember of ‘staff to stay st The Westin Hotel in Halifax, NS. Room availability limited Gen HYTEN and his staff to three to four rooms. The ‘full travel team, including the advanced echelon team, was nine personnel Who required lodging. This was briefed to the team and discussion for who would be required near the Commander began. It was determined the PSA, CommO and Aide-de-Camp would seed to be edged at The Westin withthe Commander. The remaining team members would vay ata nearby hotel and apo The Westin to suppor the Commander during the duty day. Once Cl SPLETSTOSER was notified she woul ot ay in The ‘Westin, she became angry, The next day, Col SPLETSTOSER walked directly into Gen HYTEN's office to discuss the lodging siaron. Col SPLETSOSER briefed Gen HYTEN his security posure wes dnineddac to the soptign ois seer en ‘between two hotels. It was believed by the front office and travel team, that Col SPLETSOSER was fine with the lodging srrangements until she was told she would have to stay ina separate hotel. A meeting with the travel tear was called where Gen HYTEN briefed the team to never separate the team. lodging preparations. Once Gen HYTEN’s portion of the brief was complete, the personnel in the room stood up and Gen HYTEN exited. Prior to him completely leaving the room, Col SPLETSOSER asked the tele o sity behind. At this point, Col SPLETSOSER begun lash ea a the teal ta fr allowing the separation of the team. I personally fet she was attempting to blame me for allowing the team to be lodged in separate locations. | understood it to be the responsibility of the CAG staff and trip planner to make the lodging arrangements, 1 asked Col SPLETSOSER if could respod, lng her I worked with ibe situation Iwas giving byte plating aT mit epads ods: 1 panned to asume th isk of having my scary team separated between the two hots dureg nonty hour, Col SPLESOSER ‘Stated she was the Mission Commander, making her responsible for all mission movements and functions. Addi ally, she is responsible for the security team, communication operations and all of Gen HYTEN’s engagements. If Gen HYTEN. Tequested Col SPLETOSER be the Mission Commande or ulimae authority forall ip movement it was not expressed oie Tava Teans Prior to the team meeting DHOD7NCTUSSC [Gen HYTEN’s Aide-de-Camp and 1 went down to the USSTRATCOM. cafeteria for lunch, While wi USSto purchase his items, | noticed|(was called over by Col SPLE: [SOSER wha was talking to Major General Daniel KARBLER, Chief of Staff, USSTRATCOM, I stood back and waited for] N6)(7XC) USS talked to Col SPLETSOSER. ‘{TTAOUE one vay fom ‘conversation, saw a look of confuston oa [(X@)(7XC) mentioned Col SPLETSOER 101d Rim, “I don't chase aroun Both were unsure ofthe meening ofthis or want prompied it /END OF STATEMENT/ j PAGE_2 OF 3 PAGES ‘DA FORM 2825, NOV 2008 OATsrareuent or [ORMPHCTUSSS Taken AT USSTRATCOMIOTT ate 20180126 9. STATEMENT (Continued) ARROATT (ERIKA ese HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENOS ON PAGE _3_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY WE. THE STATEMENT IS TRUE. | HAVE INTIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OR UNLAWFUL INOUCEMENT. BVS}7IC} USC ‘Siratre of Paracn ating Sater \WITNESsES: ‘Subscribed and sworn to before me, a prton autherzed by law to ‘ominiter oaths, tis _26 cay ot_January 20 ‘HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen cneconr scar PNM THE) USES 1 ‘ORGANIZATION OR ADDRESS . = - BG Gregory S. Bowen ~~ Fiypid Name of Person Administering Oa) Ant. 136, UCMS | ‘Cthoity To Adinator Oath) | —_ ‘DA FORM 2823, NOV 2008 TEESSWORN STATEMENT For use of fis form, se® AR 18045; the propanent agency e PMG. PRIVAGY AGT STATEMENT AUTHORITY! Tile 10, USC Secton 901; Tie 5, USC Section 2051; E.0. 0367 Sodll Secunty Number (SSN). PRINCIPAL PURPOBE: To dooumert potential ctmina! acy Invoking the U.S, Amy, and ta alow Army offils to maletan dip, {a and order through investgation of complaints and incents. ROUTINE USER: information provided may be further closed o federal, sae, local, and foreign government aw erforcement ‘agencies, prosecutors, courts, chidprolectve services, cis, wineases, the Department of Veterans afters, and {he Offce of Personne! Managemart. Information provided may be used for determinations regarding jd or nonjudal punishment, other adnstrative dscpinary acne, ecurty dearances,recratmen, retention, ‘lacement, and other personnel actions DiscLOsURE: Disclosure of your SSN and other Infrmation is wolntary. 7 TOCRTION HQ USSTRATCOM, Room[®X®}oftus AFB, NE sas na TAME, WOBL= WANE YHOO, 20180124 [0oxe.7mg ORGANTZAT USSTRATCOMPHEL THC) see UeSe . WANT TO MAKE THE FOLLOWING STATEMENT UNOER OATH: My interactions with COL Spletstoser (CAG Director, 1004) are[XEVOXTIC) U3 meetings we attend together with the USSTRATCOM Commander. Those mestngs most often involve USSTRATCOM senior leadership (Directors at GO/FO/SES leve). have been uncomfortable with her professional bearing in these meetings routinely intemupting and providing counter arguments to inpus from the senior staf. While it's importnt to foster a climate of tank discussion, | find her comments to be jumecessrily blunt and without che noma professional courtesies when addressing or refering to senior offical. Te served i Postion in the past and am used to supporting staff providing such comments in private. However, it appears this behavior s encouraged andor tolerated by her senior rating chan of command (CS, CD, and CC) Apart from professional bearing, 1 have personally witnessed multiple instances of COL Spletstosee waiting until the CC declares his view and then piling on with her supporting view. For example, if the CC is unhappy with a staff product, she tends to blame the staff when often the direction/guidance was provided tothe staff by the CAG. If the CC likes a staff product, she tends o take credit as ifher view or guidance was the deciding factor. I don't believe I've ever seen her publicly own up to providing poor guidance to the staff that resulted in a significant redirection from the Commander later TT WITALS OF PER: ING STATEMENT oye).7XC} USS ‘ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF ~~ TAKENAT __ DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED, DA FORM 2625, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. TOESsraeMenr oF| OMTICI US TARENAT 9, STATEMENT (Continued) “AFFIOAVT [RTNCTESSS— , HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT ‘WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE. T FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENTS TRUE, IHAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT AIREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWEUL INFLUENCE, OR UNLAWFUL INOUCEMENT. (OHENTNE USES (Signature of Poon Making Sakorent) ‘Subscribed ard sw lo before me, a person authorized by la 0 ‘administer oaths, this _25 day of _January _._ 2018. at HQ USSTRATCOM, Offutt Air Force Base, Nebraska rnowen encgony scar [OENTHE) USST ‘Gignaare of Porson Admristonng Oot) BG Gregory S. Bowen ‘Typed Name of Porn Adrinitorng Oath) ‘Art 136, UCMI ‘Cathy Vo Reiner Oaths) TRITIALS OF PERSON WARING STATEMENT; TBVENTNC] USEC ‘DA FORM 2823, NOV 2008 DEA‘SWORN STATEMENT For use ofthis form, ee AR 190-45; the proponent agency is PMG. PRIVACY AGT STATEMENT, AUTHORITY: ile 10, USC Section 301; Tite 6, USC Sector 2961; E.0, 9907 Socks Securty Number (SSN). PRINCIPAL PURPOSE: To dociment potential criminal acy Involving the U.S. Amy, and to alow Amy oficial to maintan dcptine, lew and order theugh rvesbgain of complaints and ingens, ROUTINE USES: _Information provided may be further lsclotad to federal, tao, local, and foreign government aw erforcement agencies, srosecutre, cours, cid protective services, vcims, winestes, Ube Department of Veterans Aa and {he Offoe of Personnel Management. Information prewided may be Used for determinations regarting jaca or oj! punishrent ther adrcistrative dscpinar actions, scurly deavances,recrutmet, retention, placement, and other personnel actions. Discoeure of your SSN and other Inormatin le volntry cL ALE NOE 20180119 0900 sn 7. rATUS CONE). rNCTOR WANE (CVBJostute AFB NE 68113-6009 WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: [During 8 months of experience in the JOCC, I've observed the behavior of COL Spletstoser as the CAG Director, and noted a egative impact on the working environment, team performance, and a damaging perception of Gen Hyten. 1. {began my job as XEN PHCTUSSC rbye).CrvCyUSSC (WGIWerssd 2. Lwas asked bow I would characterize COL Spletstoser's leadership style (Question 2*), but I do not recognize “leadership” in her behavior. COL Spletstoser emits a very high demand signal for herself to subordinates, and her actions are sometimes insolent and arrogant. As an officer, I characterize this type of behavior as disrespectful and unprofessional. 3. COL Spletstoser’s behavior has negatively impacted the working environment (Question 3°). [have observed her being disrespectful and unprofessional. Some examples of this behavior follow, 3.a, On 08/16/17, COL Spletstoser emailed a helo transport request: 10. . The XO, DXO, Aide~de-camp (ADC), ‘and CAG members were included on the emall, but the travel plannes| Sey Was Ieft off. The next morning, COL Spletstoser was inthe office and | approached her and let her know we don't typically involve Gen Hiyten directly in trivial planning details. T told her XE) (7HIC) USftakes care ofthese requests asthe travel planner. She became visibly upset with me and left the Jofice. Later that day, [went f COL Spietstoser’s office to try and smooth things over and ensure we both understood the responsibilities ofthe travel planner. She again got visibly upset, and scolded me, saying “don’t you ever” interrupt me when I'm talking with someone else. It seemed COL. Spletstoser primarily focused on a perceived ‘imteruption’ and did not care to resolve the original conflict about the travel planner's duties or keeping trivial details off of Gen Hyten’s plate, Since this meeting in August, I ave not tried to engage her inthis format again. 3.b. On 12/08/17, during a PACOM CC Visit IPR withthe CC, Gen Hyten raised a question about one ofthe read ahead fies, |COL Spletstoser responded and deflected blame to another COCOM staf, saying “open kimono” the PACOM staff isa mess end Aisorganized. 1 was disappointed she would blame another COCOM staff and not take responsibilty for the reed ahead package provided by the CAG for this engagement, 3.¢. On 12/13/17, during an end-of-day meeting (also attended by CC, XO, DXO,[PXOKC) USS sand(OX6.PNC)USSC } COL Spletstoser went on a self-described “rant” about not being included on an email. She commented 10 70, ST Ti INTTALS OF PERSG) [ATEMENT peneuse| (VC) USSC PAGE 10° Paces ‘ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT ___ DATED. THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. "PREVIOUS EDIMIONS ARE OBSOLETE TPOLE TIDESUSE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF TH'S FORM. “STATEMENT OF [DIOR TROTUSSC ‘TAKEN AT 0900 DATED 20180119, STATEMENT (Contoed Gx. cont.) Gen Hyten and the staff, “I can destroy you publicly," or you could include me and I can help you fix your mess privately. 1 was surprised she would use this type of threatening language in front of Gen Hyten. COL Spletstoser also suggested people were purposely trying to exclude her. Gen Hyten countered he didn’t think there was any Kind of conspiracy going on and it ‘was probably just an error of omission 4, Concerns about personal proximity and team performance (Question 4*): COL. Spletstoser seems very concemed and passionate about her own personal proximity to Gen Hyten. I think there is a general fear of reprisal if COL Spletstoser isnot satisfied with her proximity tothe CC (meetings, emails, travel). The CAG team often makes an extraordinary effort to ensure COL Spletstoser isnot ‘upset on this issue. Several examples involving her personal proximity concerns follow. 4. On multiple occasions, 've observed COL Spletstoser sip into meetings in Gen Hyten’s office where she was not on the attendee list. This even happened for CC mestngs that were previously scheduled wo be one-v-one, Additionally, personnel responsible for passing security clearances have gone out oftheir way to ensure COL Spletstoser is included in meetings with bi Clearances where another officer in her position would not typically be inefuded, both TDY and at home station (Question 6*). ‘There i a general understanding among the staff to get her access all costs to avoid the backlash that happens ifshe is Kept cut. 4.b, During the summer of 2017, I noticed an increased focus by COL Spletstoser on trip logistics and a correspond deterioration of team performance. COL Spletstoser communicated disparaging comments to Gen Hyten in emai ing the travel planner and the font office about trivial trip planning details. There were multiple occasions where [(BV6)(7VC) USYeravel planner) was left of of ertcal irave-releed emails from COL Splestoser. { forwarded these messages to O¥E}CNCY ohenever{ Nas lef off [PHO Urelg(DNGob was being threatened and was discouraged at work despitd Xtpeteffors 10 coordinate travel logistics with the CAG AOs, 4. During a September 2017 trip to DC, 1 was part ofthe main rave! team with Gen FHyten. [and several other personnel (including COL Sieee ere CS ‘and|(PXEN71C) USSC stayed in a hotel right next to the hotel where Gen Hyten and his | ‘support personnel were lodged (CC, Security, ADC, Comm, and Comm Room). COL Spletstoser raised & concer about needing hotel access keys so she could get to the Comm Room near Gen Hyten because she was not staying atthe same hotel. "During this tp, she expressed dissatisfaction sbout being lodged ata different hotel than Gen Hyten, To me, separate lodging didn't seem to have a negative impact on Gen Hyten or the mission. 44, When cosidesing[@HTUSSE—————ovestion 5,1 find # often don't rust COL Splesiosr's representation of Gen Hyten’s intent and direction. My perception of her behavior is every move | is calculated to advance her own Siting with Gen tc represented as best forthe oss is usually frst best forher, This perception was reinforced during serine clea wit ORONO) the CAG AOS, and COL Spleitose during the tap pep for Hain November 2017 4.d.1 The week of 15 November 2017 PTEN™IET] worked closely with the CAG AOs to 4 the CC because there were limited rooms avalable im Halifax. CC, COL Spletstoser were gone and I was filling in as XO_[[0V61{7¥) Jasked me to prioritize who should be in the hotel a following priority: security, comms, ADC. The CAG AOs were strongly pushing back with] X71) fo bump someone in order to get COL Spletstoser a room inthe same hotel because they knew she would be upset abe was geographically separated. 1 argued that the rooms were limited and Gen Hiyten needed his primary support team in the same location for 24/7 support. 1 could not justify ‘bumping one of the CC's primary support team members for the CAG Director. The next day, COL Spletstoser met with Gen Hyten carly in the morning before I arrived at work. When she walked out of the meeting, she did not offer me or the travel planner any feedback even though her interaction with Gen Hyten had major implications forthe trip planning. Gen Hyten celled me into his office and was upset the planners had not arranged for the waole team to be together inthe same botel, He expressed disappointment ‘we were not able to maintain team integrity, citing security concems, and that it would need to be remedied. 1 do not believe this Concern for team integrity and secutity would have been raised if COL Spletstoser had originally been provided a room inthe same hotel as Gen Hyten. 1¢ who would stay close 10 4.4.2. On 11/15/17, COL Spletstoser ial Planning Review (IPR) with staff for a trip to Halifax. Since I was acting as XO and prepping for another meeting, I sent O16) (7\(C) Uto take notes and represent the front office at the IPR. In this meeting, COL Spl er mad ‘changes from previous plans for this trip, citing “team integrity ~ either stay together or don't go at ai Grom eres) This rasa major shit fom aprevious HP where tas clearly ienifid the eam planed to stay INITIALS OF PERSON WARING STATES Mae TNCTUS DA FORM 2825, NOV 2008STATEMENT OF [ONE). (PHC) USC ‘TAKEN AT 0900 20180119 8, STATEMENT (Continued) (6.42. com.) at separate hotels forthe Halifax tri. 4.c. On 12/13/17, during an end-of-day meeting (referenced above), COL. Spletstoser was visibly and verbally upset about being eft off emails sent to Gen Hyten, although she has access and monitors his email accounts, 5. Perception of the commander: There has been a perception that Gen Hyten knows about COL. Spletstoser’s negative behavior, but effectively tolerates it by doing nothing to correct it. Concems about COL Spletstoser were raised to Senior Leaders last surnmer, but it seemed there were no consequences and in some cases the behavior got worse. When joining the front office team, I expected 8 very high level of performance, teamwork, and professionalism from all personnel supporting a 4-star General Officer. Personelly, I find COL Spletstoser’s negative behavior to be embarrassing and disappointing. Sa. As thq Vhs issue is professionally conceming because it rans counter to Gen Hyten’s two red ryone ‘with respect; 2)Tean handle any news but old news, On 07/27/17, I met with Chief of Staff MG Karbler ang °®)(7X©) bo discuss this issue. Negative behavior continued, 5.b. I would describe COL Spletstosers interpersonal skills tobe unprofessional and disrespectful at times, My perception is she fecls free to act this way because she knows she has the highest of top-cover in Gen Hyten and his support of her. 6. (Question 7*) am not personally concemed about reprisal from COL Spletstaser, but I do think it s possible she may represent ime and others in a negative light to Gen Hyten, “Reference only* Interview questions from 1/19/18 |. How would you characterize the work environment within the CAG? Why? Please provide specific examples. 2. How would you characterize COL Spletsoser’s leadership style? Why? Please provide specific examples 3. Have you ever witnessed COL Spletstoser “bullying” of treating people in an inappropriate or unprofessional manner? 4. How has the CAG working environment affected interactions and/or operations on the ret of the staff? Provide examples. 5. Are you aware of COL Spletstoser manipulating TDY travel for her own benefit? Provide specific examples. 6. Does COL Spletstoser comply with command staff processes?. 7. Are you concerned about reprisal by COL Spetsaser? 8. Has COL Spletstoser ever sent ems that might shed light oa the climate inthe CAG? 9. Has COL Spletstoser made a postive impact on the CAG and/or the command? Provide examples, "AFROAVIT [ONE CHEYUSSC ., HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, ANDENDS ON PAGE _3.__ FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT (8 TRUE. [HAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. TBNE)THG) USSC ‘Signalre of Parson Making Satemen ‘Subseibed and swom to before me, a person authorizes by lato acminsieroatss, tis _25 day of __Jan 2018 ‘HQ USSTRATCOM, Offutt AirForce Base, Nebraska ‘ovien oReaoay.scor XBITHE) USST l (Signatur of Parson Aaminisioring 03) BG Gregory 8. Bowen ‘Typed Name of Person Adriaing CaO Art 136, UCM aony Te Haar Oatray PAGE PAGES ‘DA FORM 2423, NOV 2008 TOTEM‘SWORN STATEMENT For use ofthis form, see AR 190-45; the proponent agency is PMG. PRIVACY AGT STATEMENT. AUTHORITY: “We 10, USC Section 301; Te 8, USC Settion 2961; E.O. 9307 Soclal Secunty Number (SSN). PRINCIPAL PURPOSE: To document potetia! efinal acviy inching the US. Army, and to allow Army offal o maintain dscpne, law ara order rough investigation of complaints and incidents. ROUTINE USES: Information provided may be futher ccloed to federal, tte, local, and frelgn goverment lew enforcement ‘agencies, prosecutor, cout, child protecive senices, vets, witesses, the Department of Veterans Affair, and the Offce of Personne! Management. Infornabon provided may be used for determnavonsregaring jusiial or rom judi! punishment, ober adminaratve olscipinary aclons,secunly clearancea,recrulment,retertion, Placement. and ther peromelacons o1scLosune: Diciour of your SSN an ater ntrmaton evolutay. 7 r r THE USSTRATCOM[®H Bidg 500 [EKER 20180124 1100 TAST NAME, RST NAVE, MIDDLE NAME re Ssh 7 GRA feneninicyussc fone is USSTRATCOM[ONBidg 500 [HED [PRETO USC WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Ihave observed extremely unprofessional behavior by Col Kathy Spletstose. I distinctly recall one meeting in the Commander's imation Rooma (CSR) where she expressed her opinion to the senior leadership in the Command using multiple expletives. In my opinion her use of profanity wes unnecessary, inappropriate for an O6 dealing with GO/FOYSES and created an uncomfortable and hostile environment forthe continued discussion and debate. aeseeanesuesseesnsnsonsseneeeeeNOTHING FOLLOWS" 70 BaBT Ti INTIS OFF STATEMENT @ulgers PAGE 1 OF “ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT _ DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INTIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE. womens‘USE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. “STATEMENT of MNTIODUSST TAKEN AT Offutt AFB. DATED. 20180124 ‘a STATENENT (Cortnved) oe esasenensensetesererseINTENTIONALLY BLANK###+++#+ee¢4¢445 INITIALS OF PERSON WAKING STAI Rar TAe 2 OF 3 Pages ‘DA FORM 2823, NOW 2006 woe‘STATEMENT oF [OKEM?HC) USC TAKEN AT Offutt AEB, NE DATED 20180124 9. STATEMENT (Continued) AFFIDAVIT (fexenexcruss HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \Wniicti BEGINS ON PAGE 1, AND ENDS ON PAGE _3 _. | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. ! HAVE INTIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF BACH PAGE. ‘CONTAINING "HE STATEMENT. HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARO, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. PHELTNC) USS WITNESSES: ‘subse and awe to bere me, a peraon autores by wt ‘minister oat, ths _26 _ day of_Janvary _-._2018 at HQ USSTRATCOM, Offut Air Force Base, Nebraska ea 1 ‘ORGANIZATION OR ADDRESS ‘Signature of Person Administering Oaihy BG Gregory S. Bowen Cape Name 6F Parson Raristarg Cath) At. 136, UCM ‘ORGANZATION OR ADDRESS hater Vo Aaa? Oa) TOES‘SWORN STATEMENT For use of his form, eee AR 190-46; he proponent agenoy is PMG. ‘PRIVACY ACT STATEMENT ‘Tite 10, USC Section 301; Tie 5, USC Secton 2951; E.0. 9987 Socal Securty Humber (SSN). To document potential criminal actly inolng the U.S. Amy. and te allow Army offi to maintain clecpine, law ard order through investigation of complaints and incidents Information provided may be further dlscoaed to federal, sate, local, and foreign government law enforcement agencies, prosecutors, cours, chi protective services, victims, winesses, the Dapartmentof Veterans ARI, and the Office of Personnel Management. Information provided may be used for determinations regarting judi or onjudilal punisrmert. ther acminitratve dseipinary actions, socrly arances, recrutmert, retention, Pacomert and other personnel actions. Dietosure of your SSN and other infomation is voluntary. 20180116 = oN \[bmmnersse _ WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH In regards to the command climate in the CAG and the front office: | do not feel that there is a toxic environment within the CAG or the front office. Ihave been at USSTRATCOM since Jan 2014, and I believe 1 have experienced the most professional development during my time at USSTRATCOM while in the CAG. Part ofthat is [due tothe job and its responsibilities, but a good portion oft is due to level of performance expected of me from COL Spletsioser (COL 5). My best development often comes when I am pushed outside of my comfort zone. {hat there arg sme within the CAG and font office that have an issue with COL S. I specifically know that [OME 7NC] FEXEN7AC)US}nave an issue working with COL ve openly stated it nthe CAG office. Ihave personally ot |seen any inappropriate interaction between COL S and either XE)Jorf ON8).(71 Thave no issue with the way COL S performs her job as the CAG director. I believe COL S rightfully holds an extremely high standard forthe performance of those working in the CAG and the products produced forthe commander. When performance or products are nat meeting the standard, she is very direct in Jeting you know and ultimately rectifying the situation, She does not mince words and can come off as abrasive in her approach o correcting missteps. There have been several times where COL S has aggressively notified me that my work has been sub par. Immediately efter making her point, she returns to normal operations. ‘Additionally, COL S will often miccomanage the staff with trip planning and product development. COL S refuses to allow for ‘mission failure if itis within her control to fix it, I do not teke any of this personal or have issue with how she has trested me. All planning and products are for the ¢-star commander, and I expect to be driven hard and held to a high standard, ‘As an Army officer, COL S is not my first supervisor to have an aggressive leadership style. I can see how other services and civilians may not be accustomed to this very direct and sometimes abrasive style have personally only seen one occurrence where COL S lost her composure and went little over the top. It was in 2A8 where she held about 8 people after a mecting. These people spanned military and civilian from senior to fairly junior. She was visibly flustered and took a very aggressive tone while re-calibrating the team’s priorities. With some ofthe junior military and civilian personnel Present, I fee] she should have tampered down her approach, (Continued on next page) 10, EXT om KN [ex6).KC) USEC “ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT. AND PAGE NUMBER MUST BE INDICATED. DA FORM 2825, NOV 2006 ‘PREVIOUS EDITIONS ARE OBSOLETE OEMSUSE THIS PAGE IF NEEDED, IF THIS PAGE 18 NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. starement oF [CKEMTNC) USC TAKENAT 1542 ATED 20180116, STATEMENT (Cordinved) en first came to the CAG, there was a clear attitude of "us vs. her perpetuated by the deputy CAG director at the time[RELOK TN6).(7KC) US} believe this isolated COL S, and degraded the cohesion of the team. Sincel(OX6).(77C) USMleR and most ofthe older ‘CAG members have turned over, the attitude within the CAG has greatly increased. I personally feel the CAG and front office perform better because of COL S's influence, "Nothing further**** PAGE 2 _ OF _3_ PAGES ror[PRONTHEVUSSE TAKEN AT 1542 20180116 FRONT HAVE READ OR WAVE HAD READ TO ME THIS STATEMENT enicsse \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3_. IFULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIALEDALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. 1 HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD. WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWPUL INOUGEMENT, YHTNESSES: OHENTNCTUSSE (Sipratars of Porson Mating Sateren) ‘Subserbed and ewom to before mo, a person authorized bylaw to ‘administer oaths. ths _17_dayot_January _,_2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen oaecoRy scr] [BRONTVCVUSST ‘GRGANZATION OR ADDRESS ‘GRGANZATIONOR ADDRESS (Sipnatire of Parson Aariistoing Oat) BG Gregory 8, Bowen (Typed Name of Pers Adimiieing Oa) ‘Art. 136, UCM Pathan To Remiiter Cathay TETAS‘SWORN STATEMENT Fe use ofthis form, wee AR 190-45; the proponent agency is PMG. ‘PRIVACY ACT STATEMENT AUTHORITY: “Tie 10, USC Section 201; Tie 5, USC Secton 2951; E.0. 9397 Socal Secuty Number (SSN). PRINCIPAL PURPOSE: To document potertialciminl activity Invcvng tha US. Army, and to alow Array ofc la mainian disci, law ard order tough Investigation of complaints and incidents. ROUTINE USES: _Infoston provided maybe futher cecoted to federal sat, local, and foreign goverment law enforcement sgences, roseovtrs, cuts, cd protecive sorioas, victim, witnesses, he Dapartnent of Veterans Aas, and {he Ofc of Personne! Managemert. Information provided maybe used for determination regarding jis or ‘on;udcel punishment, cher adrinistratve discptnary actone, secny cearances, rectuitment,reieniton, placement, 2nd ofer personne! actions. DDiaclooure of your SSN and other information is voluntary CE NUH 20170118 5 Sen i ‘GRADERTATUS, (Ove) rNCY USE rs RROLTVCT USEC | WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH 1 arived in the Commanders Action Group (2F8) on/about|@X®171C) Jove the past [EVE Juonths, I have wimessed consistent unprofessional behavior by Colonel Kathryn Spletstoser in the form foul language, publ , caustic leadership, and micromanagement, which has negatively impacted the relations with other offices inthe HQ. On routine occasions, she has openly rebuked her subordinates in public and in avery loud voice with expletives. She exhibits very erratic mood swings and condescending/lib attitude, which couse the office to be on edgs es we don' know what to expect from minute to minute. She bas poor sel.contvol and restraint, She has lack of remorse and is callous and lacks empathy, Frankly, itis some ofthe worst leadership T have seen in my Piyears of Active Duty. She severely lacs te basic interpersonal skills that results in very offensive and off puting language. She speaks in tones that disrespect others and is dehumanizing. My first few months inthe CAG was spent building bridges with ther offices that she burned. When she criticizes and publicly rebukes, we ise confidence and become filled with self-doubt and fer..and morale drops. She is very unpredictable inher emotions. She isthe definition of toxic leadership that he Army bas ben yng tract fr years, Into words, I would summarize er ledersip syle ws “Aggresive Nai. She clearly has a high 1Q and is very knowles wor Skis oat things doe. In my opinion, thik sb O¥9)@Y0).@KC) Use RE HBXGLTHCH USSC Ti INITIALS OF PERSON MAKING STATEMENT [ONE 7NC} USC. PAGE 10F ‘RDDTTONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT ___ DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2008 PREVIOUS EDMONS ARE OBSOLETE ry‘STATEMENT OF 8. STATEMENT (Continued) BFFOAVT sferereTerussc HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT HICH BEGINS ON PAGE 1, AND ENDS ON PAGE _1_ | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCENENT. [ov @).CrNCyUSSE Bipalare of Person Making Satereny wrNesses: ‘Subscribed aed sworn to bofore me, a person suorized by tw to aamnister oats, tis _18_ dayot_January_,_ 2018 ‘at HO USSTRATCOM, Offutt Air Force Base, Nebraska ‘2oneN creaoay scor| PROM TIC) USSC ‘ORGANIZATION OR ADDRESS Seana a BG Gregory 8. Bowen ‘Typed Name of Porson Aamiiaring Oa) AM SSI RGANIZATION OR ADDRESS ny To Rear OoFT‘SWORN STATEMENT For vee of is form, see AR 190-45; the proponent agency is PMG. ‘PRIVACY ACT STATEMENT “Tile 10, USC Section 301; Tee 5, USC Section 2851; E.0. 9997 Socal Seourty Number (SSN). “To document potentel criminal actvty invaving the U.S. Army, and to alow Army cas 1 maintain dice, Jaw and order rough invessgaton of complals and incidents. Informaton provided may be further alecoved to federal, ate, local, and forelgn government law enforcement ‘agences, poseculrs, courts, child protective serdces, vice, winesses, the Deparment of Veterans Affars, and {he Ofica of Personnel Management. Infonration provided may be used for ceternaton ragaring jul Or nor-udicel punishment, other sdmicistatve esapinary acSons, securty dearances, recruitment retention, placement ad other personnel acions, Disclosure of our SSN nd other informations voluntary. USSTRATCOM, Ofte AFB, NE 20180124 ST NAME, FIRST NAME, MIDDLE NAVE 3. SN (VE)7IC) USEC [BNERTNCTUSS| [oven CTOSS [o. ORGANZATION OF |USSTRATCOM, Bldg $00, Offutt APB, NE 68046 eevee uss [WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: on 17 Jan 2018 from 0800-0820 1 was interviewed by BG Gregory Bowen in regard to the work climate in the USSTRATCOM | Commander's Action Group (CAG) and Front Office (FO). During the interview I expressed my opinion that a hostile work environment does NOT exist in the CAG, nor isit fostered by our director, COL Kathryn Spletstoser. Instead, my opinion is that COL. Spletstser isthe type of leaderidiector that our military would benefit from if more leaders were similar. She has an amazing grasp of the subject matter that is important to this command and the Department of Defense, the means to communicate the best way forward in solving complex problems, the wisdom to recognize destructive groupethink when it inevitably occurs in large bureaucratic organizations, the will to direct people to the appropriate tasks even if it's not convenient oF fun, and most importantly she possesses the fortitude to hold people accountable (above and beiow her position of authority) for heir actions andlor inaction ~ even if truffles feathers or rats cages. Asa direct subordinate to COL Spletstoser in the CAG, I witness each day the ways and means by which she manages me and my [cokorts, She has high standards in regard to the quantity and timeliness of the products that the CAG is expected to produce, which is understandable considering we work directly for a 4-star Combatant Commander whose mission has exponentially increased in ‘importance due to the current global strategic security environment. Even with these high expectations, morale is high, respect for each other is not questioned, and I cannot imagine another workspace in Building 500 that I would prefer to work. 1 appreciate the method by which COL Spletstoser directs me and my cohors in the CAG to ensure we understand the expectations placed upon the quality of work we produce. She is forthright, honest, and holds us accountable when the products we produce fall below the standard tht is expected by her and the combatant commander. | Working in the COL Spletstoser’s CAG has been a tremendous learning opportunity. 1 have been surrounded by motivated officers and leaders in today’s military ~ each with different styles and nuances. I believe all, including COL Spletstose, lead effectively, with enthusiasm, integrity, and the well-being of their subordinates always in consideration, She has continuously given me positive suppor in pursuit of my personal and career goals. Last, but not least the CAG has been effective, and that is directly related to ICOL Spletstosers foresight, grit, end personal investment, My thoughts are best summarized in the statement made to BG Bowen upon concluding our interview I do not exvy COL Spetstoser’s eventual replacement in the CAG. The commander has received tremendous benefit from her strategic thought, candid counsel, and unmatched ability to "make things happen”. She wil leave very large shoes to fil — a NOTHING FOLLOWS--- nn 70 ERAT Fi ING STATEMENT THC) USSC “ADDITONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKENAT ___ DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INTTALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER (MUST BE INDICATED. DA FORM 2873, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE ToS‘USE THIS PAGE IF NEEDED. IF TH'S PAGE I$ NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. STATEMENT OF (HENTRCTUSSE TAKEN AT 1730. DATED. 20180124, 3. STATEMENT (Contig) NOTHING ON THIS PAGE“STATEMENT oF [ONENTHCTUSST TAKEN AT 1730. 8. STATEMENT (Continvech “AFFIDAVIT | [PROTEST . HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACK PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘TAREAT OF PUNISHMENT. ANO WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INSUCEMENT. Gaweks ‘Sigrare of Porson Mating Satorerty ‘Subscribed and swom to before me, a pereon authorized by lato ‘éministoroame, tis 25 deyot_Jamuary __,_2018. at HQ USSTRATCOM, Offutt Air Force Base, Nebraska, owen oneson scons PNENTHC)USSC (Signatire of Person Aaraniserig O3P) “ORGANIZATION OF ADDRESS BG Grogory S. Bowen ‘(Typed Nome af Persan Aaimiaaaring Oot) Art, 136, UCM THITALS OF PERSON MAKING STATEMENT reve).7C}USSC ‘DA FORW 2823, NOV 2006SWORN STATEMENT PRIVAGY ACT STATEMENT AUTHORITY: ‘The 10, USC Seaton 301; Tite 5, USC Section 2961; E.0. 6367 Social Securty Number (SSN), PRINCIPAL PURPOSE: To document potential criminal scvy iwolng the U.S. Amy, and to allow Army offcials te marian siscipine, law and order through Investigation of complants and ncgerts, ROUTINE USES: _Infermaton provded my be further decoged to federal, sa, local, an foreign goverment law erforcarert ‘agencies, prosecutors, cout, chic protecive services, victins, winestes, he Department of Vatrens Afar, and the Oftce of Personnel Management. Information provided may be used fer determinations regarding ud or ‘nonjudlil punishmert, ther aominstatve aicpinary action, seculy clearances, racrutment, relanion. placement, and other personnel acne Disclosure of your SSN and other Information e volrtaty, YVR 20180116 SSN erence usse WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Today, 16 Jan 2618, 1 was asked about the "command climate” inthe USSTRATCOM Commander's Action Group (CAG).1 specifically referenced the negative impact thet our CAG Ditector, Colonel Kat of not only the CAG, but the entire font office staff response was “hell yeh, I'm drinking free liquor somewhere!" During the planning process of that same trip, she made another ]comment stating “the only reason I go on these trips isso I can get areal J-O-B." Often times, {feel like Tm planning trips around the conveniences of Colonel Spletstoser, instead of focusing on General Hyten and the strategic objectives of the trip. Colonel ‘Spletstoser doesn't exhibit these types of behaviors, or use condescending language when General Hyten is present. However she ‘frequently boasts about how she's able 1o manipulate General Hyter’s decision process, and makes comments about how she's got |General Fyten “trained”. She says these things openly tothe other members in the CAG. She's also been demeaning towards other }members of General Hyten's staff. Following a meeting with General Hyten, Colonel Spletstoser directed the trp planning team 10 stay in the room. Once General Hyten let the room, she proceeded to lecture us all on how she is the "mission director” for trips, and| she was visibly upset (ic. red in the face, voice shaking, pointing at members in the room). She even impersonated the voice of |General Hyten’s fee reese USSC ae and stated "well we can just put Col S in another hotel because she's not fmportant.” | was personally reprimanded Ta public because asked General Hyten's/(OXB)(71C) USSC ‘Question without clearing it through Colone! Spletstoser firs. This type of behavior within the CAG and the front office, because people are apprehensive to speak or make a decision unless it has Colonel Spletsoser’s blessing, fearful ofthe bacilash that will ensue. PAGE 10F THE SOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER ‘MUST BE INDICATED. ORM 2823, NOV 2006 ‘PREVIOUS EDITIONS ARE OBSOLETE. corrTAKEN AT AFROATT [PHO CKC)O .. HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT |WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _|_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BYME. THE STATEMENT IS TRUE. | HAVE INTIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EAGH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘TAREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT, ‘Tignes of Parson ating Satoor) ‘Siosctbad end swom to before me, a person auorized by aw to ‘edminster ona, tin 18 deyof__Jan_._2018 st HQ USSTRATCOM, Offutt Air Farce Base, Nebraska owen cxecony scom[ OREN THCVUSSE ‘GRGANTEATION OR ADRESS ‘Sionatr of Person AarinatorG Oat) Ba Gregory 8. Bower ee ae ad Rane Pasar Racing Oa) ‘Ant 136, UCMI ‘ORGANIZATION OR ADORESS Thuttorty To Administer Oaths) WITNESSES: TNITIALS OF PERSON MAKING STATEMENT tene).c7ycy USS ‘DA FORM 2423, NOV 2008SWORN STATEMENT Fr use of his form, 880 AR 190-46; the proponent agency ls PVG. PRIVAGY ACT STATEMENT AuTHORTTY: “Tite 10, USC Section 301; Tite 8, USC Secton 2951; E.0. 9387 Sacial Securty Number (SSN). PRINCIPAL PURPOSE: To document potental criminal actly ivolvng the U.S. Amy, and Io alow Ary oflls to maintain ciscipting, law and order hrough investigation of complaints and inidens, ROUTINE USES: Information provised may be further cstosed tc federal, state, local, and fereign goverment law enforcement ‘agencies, prosecutors, cours, chia prorecive services, victns, winessos, the Department of Veterans Mfrs, and {fe Office of Personnel Managemen. Information provided may be used for determinations regarding usa or ‘pondudicil punishert, ther acministrave daspinary actions, s2outy daarances, ecratmert retention, placement, and oer persornelactona,, DiscLosune: Disclosure of your SSN and other infomation ie voluntary, 1 LOCATON ‘DATE (7PYYRIMOD) | 5TME 14S NOWEER Offutt AFB, NE 20180208 84s TAST NAME, FRET NAME, Nave or 7, fene).71(C) USC fexe.xcy use fo. ORGANZATIONOR. USSTRATCOM|(X6)(710) USES e [ere.rKcrussc WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: 1: BG BON Al Perenverv) }Ql: On Friday, 17 November 2017, COL Spletstoser sent you and other CAG officers an email, Subject: Counseling. In the email, she asks for your thoughts on several items and solicited your feedback on, among other things, the environment in the CAG, Do you remember submitting your response o/a Monday, 20 November? |Al: Yes; I submitted my response to her email on Monday, 20 November 2017, }Q2: You did not make any reference in your 20 November response to any ofthe issues and observations you made in your 16 January 2018 sworn statement tome. Why noe? ‘A2; 1 did not find the email on 17 November 2017 to have any direct relationship to the questions you asked me during my in- person interview with you on 16 January 2018 regarding the "command climate in the CAG”. The "counseling” email that Colonel ‘Splotstoser sent the CAG members on 17 November 2017 directed us to provide answers to specific questions about us, as individuals, such as identifying our individual "strengths", *weaknesses', and "goals". She asked how she could help us in achieving those goals. If she had asked the question of "How can I lead the CAG more effectively”, my response would ve highlighted many of the items we discussed during my in-person interview with you on 16 January 2018. ‘Q3: Can you explain the apparent disconnect between your issues and obtervations in the 16 January 2018 swom statement and the 20 November email to COL Spletstoser? }A3: See Page 2 }Q4: Have you raised any of the issues cited in your 16 January swom statement to COL Spletstoser? If aot, why not? |A&: See Page 2 1 BT Ti, INTTALS OF PERSON MARNG STATEMENT [evexmerussc PAGE1OF 3 PAGES "ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT DATED TR BOTTOM OF EACH ADDITIONAL PAGE MUST SEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT. ANO PAGE NUMBER ‘MUST BE INDICATED. ‘DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE coyUSE THIS PAGE IF NEEDED, IF THIS PAGE IS NCT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. [STATEMENT OF [PXEMHCI USEC] TAKEN AT 0845 DATED. 20180208 5. STATEMENT (Contnsod) ‘A3: Referencing my answer to "Q2" above, there was no disconnect in my email response on 20 November 2017 and the swom- ‘written statement I submitted on 18 January 2018, At no point in the 17 Novemnber 2017 email did Colonel Spltstoser ask any {questions directed at "how she's doing asa leader”, or "how we could improve the command climate in the CAG”, which were the ‘emphasized topics during my in-person interview with you on 16 January 2018. The only question Colonel Spletstoser asked in her ‘email that might pertain tothe questions I was asked on 16 January 2018, was "What would you change or improve in the CAG if 'you were in charge?" To address that question specifically, if was in charge of the CAG, the issues I described in my swomn-written Statement on 18 January 2018 would not exist therefore making the questions she asked in her email on 17 November 2017 irrelevant tothe issues I documented in my swom-writen statement submitted on 18 January 2018. ‘Ad: J have not raised any of the isues I described in my sworn-writtn statement on 18 January 2018 with Colonel Spletsfoser. ! do ‘ot believe thet raising my concems to her directly would be well-received. Given her volatile and narcissistic demeanor, 1 would not| expect any positive outcomes from such an interaction, Furthermore, would anticipate reprisal from her if I were to voice my honest thoughts om her behavior, ———— DA FORM 5, NOV 2006 Taree Pace 2 OF 3 PAGESGuworss ‘STATEMENT OF ‘8, STATEMENT (Continued) TAKEN AT 0845, DATED 20180208 FANT [EMOTO BE: | HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \VHICH BEGINS ON PAGE, AND ENDS ON PAGE 2 | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT I8 TRUE. 1 HAVE INTIALED ALL CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT. AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUGEMENT. [ONe).NCT USE "(Signals of Person Mating Statement WITNESSES: ‘Subscrbed and swom lo betore mo, a person authorized by tata ‘minister oaths, this _Sth day ot__February _,_2018 a HQ USSTRATCOM, Offutt Air Force Base, Nebraska sonen cnecony scorfONETNCTUSSO ‘Bisnature of Parson Adminisionng Oat) BG Gregory 8. Bowen ipod Name of Parson Raa OB) ‘A136, UCM ny To Rainer Oat ‘DA FORM 2623, NOV 2008 TET‘SWORN STATEMENT For use of tis form, see AR 190-45; he proponent agency a PMG. PRIVACY AGT STATEMENT ‘AUTHORITY: ile 10, USC Section 301; Tite 6, USC Section 2951; €.0. 9997 Social Seeury Number (SSN). [PRINCIPAL PURPOSE: To document potential criminal att invohing he US. Amy, and fo alow Army ofc to maintain claspine, law and order trough irvesigation of complaints and incidents. ROUTINE USES: information provided may be futher cisclosed to federal, tte, local, and foreign government law enforcoment ‘agencies, prosecutors, cours, child protacve services, vicins, wenesses, tne Department of Veterans Afar, and lhe Office of Persannel Managemert.Inormalion provided may be used for detecrinations regarding jucicil or ‘anu punishment, oneradminssive disctnary acione, securty clearances, recratment, retention, placement, and other personnel actions. Disclosure of your SSN and ater information's volurtary. aE 20180125 coer arenas] _ |” . WANT TO MAKE THE FOLLOWNG STATEMENT UNDER OATH! As a follow-up to my in person discussion with BG Bowen. Would offer that during my 18 months of professional interactions (e.g. mectings, command engagement, temporary duty travel, ..) have not witnessed any actions by COL Spletsoser that I would deem unprofessional, as toxic leadership, ora destructive leadership style. | [OROTNE USS COL Spletstoser is candid, direct, and frank in her deliberations and interactions. As discussed in person, believe being forthright and providing feedback on comraand related activities can potentially lead to miscommunication among certain personnel. ‘Specifically, I would offer the delivery is firs to be judged versus the actual content and character of the message. ‘As mentioned, Iam familar wit he details ofthe personnel inquiry that was previously accomplished by[ XEN THCT USE may intent is not to delve into al ofthe specifies addressed in the inquiry. Iwill broadly offer the leadership and veults COL Splesoser and the Commander Action Group (CAG) team provide the command and commander is significant and consequential, She san elevate thinker who evaluates ites and activities from a strategic level, This i beneficial tit as we as a command move out on jthe CCDR’s vision and intent while contining to evolve as @ global warfighting command. In her role as the CAG Director, her position is ritical to the CCDR as it enables synchronization and the products produced enable the ability to capture the CCDR’s voice to the force and extemal CCMD partners. It is my professional opinion that when she offers perspective and insight itis with the best interests of the CCDR and CCMD in mind. As one ofthe Commander's honest brokers her ability to challenge assumptions and conventional wisdom is helpful [OT advance and evolve the command. Frankly, I believe in the merit ofthis investigation as it offers a valuable tool to get atthe root cause of potential issues. I believe in many cases; issues can result from factors related to communications relationships, and authorities (ie. roles & responsibilities) If an outcome of tis investigation identifies negative behavior, negative trends, lack of clear delineation of roles and responsibilities, or other factors it then affords an opportunity for the command to execute organizational and/or individual LE STATEMENT 70 ST TH. INITIALS OF PERSON WARING STATEMENT oKe) THC) USEC PAGE1OF 1 PAGES "ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT ___ DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE Teo Le as‘STATEMENT OF TAKEN AT oareD 9. STATEMENT (Continued) ANAS SAM AFFIDAVIT ifexeLencyusse HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT WHICH BEGINS ON PAGE 1, ANDENDSON PAGE __. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE. BY ME, THE STATEMENT IS TRUE. | HAVE iNITIALED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE ‘CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INOUCEMENT. fexe).7xc) Ussc (Signature of Parson Malina Statement) WATNESSES: ‘Subscribed and sworn to before me, a porson authorized by law te seministr cate, his _26 _ dayof__Ianuary _._2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen cnsconr scort{ORELTHC) USSC ‘ORGANIZATION OR ADORESS ‘Sioneture of Person Administolig Oa) BG Gregory 8. Bowen (Typed Name of Parson Raining Oa) Art 136, UCM ‘GRGANTZATION OR ADDRESS Try Ts Rainer Oath ‘DA FORM 2823, NOV 2006 WoL‘SWORN STATEMENT For use of tis fxm, s00 AR 190-48; he proponent agency PMG. ‘PRIVACY AGT STATEMENT ‘We 10, U9C Section 301; Te & USC Sucton 2951; E.. 9997 Social Sect Nurber (SSM), Te cuerpo ne clic U3 Ay, dw ahow Ay fia oman om, Inward oer treugh Iveta of completa and polachapieen farp-araipcraarroanyeily nc foreign goverment aw enfooament sgoneies, prosenvors, courts, cid rctacive saris, vctrs, winaases the Dopartrent of Veterans Airs. and Ont Panerai agar aan od nay eed y oars outing} once puniarnent er sgrunirative decpinary eclone, eecurty Gewances,reculer, retaron, placement, tnd ther porwonel ectane. Dlacoaure of your SSN and ater iroration ls volirtary a WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: 1 wes interviewed by BG Gregory Bowen, USSTRATCOM DB3, at 1300 on 24 January 208 regarding my personal interactions and professional opinions with regard io COL (USA) Kathy Spletstose. I provided the following inpats: = Thave 1 courteous and profesional working relationship with COL S Ihave engaged wither on multiple occasions re net ah road” on ace eed to[Rovessonsive —_— laainglarcton and exercsevrnig ventvar games. Each time we have been able to come to an amiable olution which resulted in mission success. tn most cases, Ive been ble to work directly with het CAG AOs to address concerns and have always found the CAG AO tobe extremely professional, remarkabty competent and totally mission focused ~COL Splettoser is direct and demanding in the execution of her offical duties, While Ihave not personally noted her treating people in an unprofessional or demeaning manner, Thave been briefed by my AOs tht she has demanded tobe beated directly behind/adjacent tothe Commander in matiple forums, including exercise pining sessions after action reviews/aot washes, and war games, even when other higher ranking personnel should have been seated in those locations. We have attempted to ccommodets her demands to the maximum extent possible, nt not om all occasions. 1 have personally noted occasions where she interrupted Se Leaders in mectings, both in the presence of the Commander and in meetings where the Commander was not present. [im xware tat such interruptions occur in some situations where an individual thinks the other person was finished speaking and tht she wes free to star new statement, but that isnot the case with COL Spltsoser It appoars tome that sho thinks her poiat is more important tha tht of tho other individual and that she bas the authority to iterrup. {have never sea her be held accountable for her interruptions by either the Contmander ot other Coxncaand leacerhip. Bottom Line: Ihave been able to address issues and resolve conflicts with COL Spletatose professionally and courteously. She is THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED.[ERELTNCTUSST [ENBNPNCY VEST HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT ‘ICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3__ I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE ‘BY ME THE STATEMENT IS TRUE. | HAVE INTIALED ALL CORRECTIONS AND HAVE NFTIMLED THE BOTTOM OF EACH PAGE. (CONTAINING THE STATEMENT. 1 WAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BEAGFTT OR REWARD. WITHOUT: "THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL RDUCEMENT. [exenricy usc : "Rlonatre of Porson Making Siaeriond, ‘Subvctbed and swom ta bets ina a person shored by lew to wininate ouhe, ths ZS cay Yrovntey , ZOB at HO USSTRA’ Nebraska (eye) USC "DA FORM 2553, NOV 2008 —‘SWORN STATEMENT For use ofthis form, see AR 190-45; the proponent agenoy is PMG. 'BRIVAGY AGT STATEMENT AUTHORITY: “Tie 10, USC Section 30; Tie 5, USC Secton 2081; €.0. 997 Socal Securly Number (SSN) PRINCIPAL PURPOSE: To docermert potential crminal atv Ivchng the US. Army, and to allow Amy ofa to maintain escpline, {aw and order tough Investigation of complet and incidents. ROUTINE USES: Information provided may be futher clesosed to federal state. local and ferelgn goverrnent law enforcement ‘gerdes, prosecuiers, courts, child potecive sordoes, vicims, winesses the Ocparment of Veterans Aas, and {Be Ofice cf Personnel Menagemert. ntormation provides may be used fr detenrinations regarcing jul oF ‘on udial punishment, ofer administrative dsipnary actions, secutly Cearancea, recrutment retertion, ‘placement, and oer personne! ations. DISCLOSURE: Disctoeure of your SSN and other Infomation i voluntary. -TOGATION -EORTE (YYYWRNDD) 5 THE Ta FE NOWSER, ERENT) U] 20180118 0900 IE, MIDDLE AE oN 7 av@).7(e) USS ONE CCT 5. ORGAN UssTRATCOM[OXE) IG 8 [erennerussc , WANT TO MAKE THE FOLLOWING STATEMENT UNDER CATE + Shortly, efter the 2017 Deterrence Symposium Thad an opporturity to address my concerns to Gen Hyten about COL Spletstose's toxic behavior, specifically her fouoffensive language (using the Lor's name in vein atthe top of my list), bullying and disrespectful attitude. A conversation [felt was long overdue. I can't count the nurnber of individuals who shared stories of COL Spletstosers blatant disrespect and bullying with me. {knew my conversation with Gen Hytes would be dificult because of how much he iked and respected her. I prefaced my conversation with 2 caveats. First, I spoke of his personal redline (no old news but her said behavior and been going on for months and was getting worse by the dey, soit was definitely old news) and secondly, T knew what Twas about to say would be hard for him to hear since he valued her so much. It is my opinion, tat Gen Hyten was totally surprised by my comments, I stated many examples, most of which are listed below. He listened but defended her witha few main points; stroog women intimidate people, Army trained 1 lead w/fear and lack of respect from people throughout the Command, specifically, all of the J-Dirs. I shared stories about her atacin i Rhostage, the real reason not the one COL Spletstoser provided for why[ PVE) (7X(C) USSC [(EXGH7NC]I told him I felt she was a cancer that had spread throughout the Command. but; Ti hot sure it realy resonated with him. Even though there was only a slight improvement in her foul language, it was hard 10 reconcile the fact, that her most of her behavior remained the same after the conversation, . Throughout the Command, folks began to grasp the fact that Gen Hyten had been made aware of COL Spltstoser’s bullying but no changes were made. +1 personally witnessed her rifting through paperwork/folders on ALL of my coworkers desks when they were away from their desks, She would blatantly ignore me when I ask her what she was trying to find. 10 the Commander’ End of Day meeting withe Front Office Staff and{VEN7NC) USS] COL Spletsoser ‘ranted about not receiving the respect she deserved from people to include the JDirs. She then firmly sated, "T am a JDir and need tobe treated like one!" Earlier inthe week, she stated that she was the "Mission Commander” (whatever that means) and continued to state she was in ge’ ofall ofthe Commander's travel and I witnessed her tli she would go on EVERY trip! That brings me t@X6X(7X (VENTCVUSSC Titally, COL Spletstoser wanted ©%(}to move to the CAG. Part of her strategic plan fo control all ofthe Commanders travel arrangements which she hed become obsessed with, When that artempt flled she proceeded to point cut everything/(bV6) was doing wrong and eventually, dirested_members of her CAG Team to taking over most (oye) 7G) USC 7 See NTS OF TEWENT (oKE)7XC) USSC PAGE 1 OF PAGES "TODTONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TAKEN AT DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2823, NOV 2008 ‘PREVIOUS EDITIONS ARE OBSOLETE‘USE THIS PAGE IF NEEDED, IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. STATEMENT oF{ ONE) (7IC}USSC ‘TAKEN AT 0900 DATED. 20180118 3 STATEMENT (Contnedh (On 31 Aug 17 | scheduled a meeting w[(P)().(71C) for 18 Sep which he requested be Iv. T clearly annotated his request in the A cae tan Cor trea ae ak fine withthe sranyement, As was a fo the meeting, COL Spletstoser walked up and usked me if re was in with the boss. I fld her yes and fora Ivl mecting. The moment I ured my nto Gen Hyte's office ipletstoser fold her stafF not to provide any information to the Front Office Staff w/o her approval because ‘we were the ‘enemy' and if'she found out they did, she would (and | quote) ‘ruin their cage *During another Commanders End of Day meeting, Gen. BIG)KC) pletstoser ga ferew7ryUSSE ‘DA FORM 2825, NOV 3508 rodSTATEMENT oF [PNENTRE]USSC }9. STATEMENT (Continued) 20180118 AFFIDAVIT PRELTIC) USES: , HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT |WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _2_. | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME, THE STATEMENT IS TRUE. | HAVE INTTALEDALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE (CONTAINING THE STATEMENT. 1 HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, ANS WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT, [Pre MTIC USS ‘Sipnalre of Parson Making Satementy wrTncsses: ‘Subscribed and swom to before me, a person authorized bylaw to administer oaths, ie 25 dayot__January _,_ 2018 at HQ USSTRATCOM, Offutt Force Base, Nebraska omen oneaony scot OREN TRC) USSE ‘(Sonate of Person Raistoring 03) BG Gregory S. Bowen ‘Typed fame of Parson Aarnviatering Oath) ‘Art. 136, UCM ‘GRGANTZATION OR AGORESS ato To Retr OBS) lies ced mee ‘BA FORM 2823, NOV 2008 aA‘SWORN STATEMENT For use ofthis form, see AR 190-46: he proponent agency s PMG. PRIVACY AGT STATEMENT AUTHORITY: ‘Wie 10, USC Section 301; Tie 6, USC Secton 2961; £.0. 9397 Socal Socurty Number (SSN. PRINCIPAL PURPOSE: To document potontial rina acy iwolng the U.S. Army, aed to allow Ary cist maintain clacpine, law and order trough investigation of complaints and incon. ROUTINE USES: Information provided may be further dlstosed to federal, stato, aca, are foreign goverrmet ew enforoerert ‘agencies, prosecutor, cours, chid protective sarvices, vitins, witnesses, the Department of Veterans Afar. and the Offce of Personne! Managemert. information provided may be used for determinations regarding asia of ‘onjucial punishment, over administrative dscpinry actors, secuty clearances, recrutment retention, placement, and other personnel actors. DiscLosuRe: Disclosure of your SSN and other infomation is outa roars Me =-FLENOBER [US Strategie Command 20180125 1515 NAVE, MODE WARE 5. SBN 7 (GIGKUIRS I (ONE .ANE) (6. ORGANIZATION OR ADDRESS 901 SAC BLVD STE{OXGJoffut: AFB, ne 68113, e (rmencrissy WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH nf OKE.7XC) USC to the CDR USSTRATCOM for what was supposed to be ato week period walle Th(OTO(7NCT Uf was 60 4 weeks reseive duty andthe fag righter was on 2 weeks leave. Inever had an official changeover, and remained asthe temporary fill because Gen Hyten did't rate a flag righter and the other @X@) NC) USS Jiothe CDR USSTRATCOM. During this tine COL Spletsoser was tying] this is also the time I started feeling like se has a personal ven¢ Tendly to my face But tum around and tell the Commander things that were not true. I love my job but it ‘where I don’t even want to come to work. Every Sunday night I get a feeling of apprehension and sia dreading having o go into wotk Monday morning for fear of what she will say I messed up this time. = Told me I didn’s have enough information (®)6)(7VC) USS@phan when I added additional information at her request she said 1 had [ene NET US too much informatio - Afraid to hit send on emails Beoase I'm seared that I messed something up. = Sid that @VE).7C} didn’t understand] O1@)71) USSq ~ Told the Commander I was keeping her O5's for hours after they shou!d have gone home unscrewing °K°71C)| What she didn’t say was thar her folks were on leave and I was waiting on them so that we could go over the Commanders and thefCHE)(7KC) USEC because ON wanted the identical. = Told meT would be involved in the development of aD TNCTUS| tn Jul 2017, we had an overseas trip to EUCOML 1 spent hours working on the EUCOM[@Y6\(7KC)USSC__}when allalong she had her staff working on the| did't let me or anyone els inthe front office know. Bir félls the Commander the Front office keeps information from ber. There always seems to be an issue when it comes to lodging, On more than one occasion she tld the Commanded X17 WC) Uy TEXEN(7HCTUSSC__|s0 we had o stay at another location away from the venue. On one instance we didn't know we were gotng till the last minute OVO}(7VC) USSC Tbe other instance I worked with one of her CAG members and we decided to place the Commander inthe hotel tat was closest where he as spending the majority of his time while on TDY. The Commander asked why we didn’t stay inthe same hotel asthe rest ofthe speakers and she told the Commandes{X6)(?NC) USSC |= There are a few times when lodging inthe same hotel i impossible, the time that sticks out most is when we went to Halifax, Nova Scotia. Lodging was booked on 20 Aug 17, andthe TDY took place 17-19 Nov 17. The POC in Halifax told me that the Westin [would not accommodate our entire team and we would be split between two hotels. On 20 Aug 17 I relayed this message the |CAG, we were all aware that we would be spit in two hotels and no one had an issue. The issue came when I was able to secure an additional room to make 5 in the Westin. When I didn't place{X8\(7XC) Yn the second hotel and place COL Spletstoser in the Westin with the Commander she went high and tothe righ; telling the Commander he was the only one in the Westin 75, EXHIBIT TNTOIS OF THE BOTTOM OF EAGH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2006 "PREVIOUS EDITIONS ARE OBSOLETE rorUSE THiS PAGE IF NEEDED. IF TH'S PAGE I$ NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. STATEMENT OF [PENT] USSC TAKEN AT 1515 DATED 180125 3 STATEMENT (Continoed) without his security and comms. - Always tres to push the Security team and Comms team away from the Commander to make room for her ard CSEL. = She is always using the line, “the Boss and Thad a one-on-one and this is what he said/wants”. No one questions the validity of that statement because she is always with the Boss and that i the perception, 1. There have been times when I have walked into the CAG and could just feel the tension in the air. 2.1 would characterize COL Spletstosers leadership style as...Leads with fear, She will hold her officers OPR’s and tll them she ean ruin their carier if they don’t do as she 5.1 was inthe CAG with .[CKETTAG going over en upcoming tip when COL. Spletstoser walked in and headed | straight for[(¥6).701C) USfand started belittling front of his subordinates. I cannot remember what she was berating him about; all I can remember is the overwhelming feeling of discomfort and embarrassment. | wanted to get up and walk out but feared if did so she would turn her attention on me. I was extremcly mortified that COL Spletstoser didn’t pull{(b(6).(7(C) US§into her office wo discuss the issue it was totally unprof 4. There was a time when COL Spletstoser told| ©X€)(71C) US| che want{@Njob and will make PR }ook bad to get it. This is about the time she had her staff members withhold information Flo the front office. 5. 1am unaware of COL Spletstoser[(b)(5] USSC However, she did tell me that she willbe on every single TDY unless she tells me otherwise. 6, [take care of COL Spletstosers|(0X6),710) USSC Jand I am not sure why I do. So I went to Legal to see jf should be 1g her[(GX6)(7XC) USSC _Jand was given guidance to go to told me that she is part ofthe! jand my PD is to vague o gored be cong te SAIC Aelita aoe weal be ng the[ @IEMHCH] jor anyone who was on the travel team (i.e. communication team, security tea, CSEL, PA just to name a few). 7 Of course | am concerned about retaliation from COL Spletstoser. She has already mocked me in front of my seniors and peers in ‘a meeting that took place on 16 Nov 17, there is no telling what she will do, It seems that she has crossed every redline that has been placed and is allowed to do it. 8. did stumble across an email that was sent to the Commander in regard to the Front Office and hig(@NEVT have already provided it Bottom line - l have an overwhelming feeling of apprehension daily. I no longer look forward to coming to work. Twice I went 10 my chain of command in regards to COL Spletstoser and twice I got the same feeling that just because Iam a[(bN(1(7H need to suck it up. As a matter of fact I was told COL Spletstoser was brought up in the Army and is rough around the edges and that I need to get thick skin, TRITALS OF PERSON WARING STATEMENT reo a ‘BA FOR IDS, NOW 2008 TESTSSTATEMENT oF [PNONITRET USS TAKEN AT 1515 pate 20180125 8. STATEMENT (Continued) | [enrReresse \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _3._. I FULLY UNDERSTANO THE CONTENTS OF THE ENTIRE STAY BY ME. THE STATEMENT IS TR WITNESSES: aFFDAVT HAVE READ OR MAVE HAD READ TO ME THIS STATEMENT {ENT MADE HAVE INITIATED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. (exe eRCTUSSC ‘Sigature of Pers ng Sarin ‘Scbvctbad and snom to befor me, a person suoted by lw iminsteronta. bis _25 _dayo!__January _._2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska omen anecony scor [EXETKC] USEC ‘GRGANTZATION GR ASDRESS ‘ORGANZATION OR ADDRESS TNITTALS OF PERSON MAKING STAI a) TBNEN NCI USEC ‘DA FORM 2023, NOV 2008 ‘Gipnatare of Porson Adminiring Oo) BG Gregory S. Bowen (Typed Name of Parson Aaimiorig O8P) ‘Art, 136, UCMS hry To Aaa Cara PAGE 3 OF 3. PAGES TLE‘SWORN STATEMENT For use ofthis form, soe AR 190-4; the propanent agency is PMG. PRIVAGY AGT STATEMENT ‘ive 10, USC Seaton 301; Tae 5, USC Section 295; E.0. 6397 Socal Soculy Nurber (SSN). : To document patetaleiinal activ Invohlng the US. Amy, and fo alow Army ofa to maintain dscpine, law and order trough investgation of complains and incivens. information provided may be further disclosed to federal, sae, lca, and foreign government law enforcement agencies, prosecutors, cours, child protective services, victims, wiinesses, he Department of Veterans Aas, and the Office of Personnel Management. Internation provided may be used for determinations regarcirg judil or ‘nonjudielal punishment, ther administrate chscpinary actone, securty esrances,reerutment,retenton, placement, and ther persennel actions, Disclosure of you SSN and other informations voluntary. 20180117, 3 Ca pie) Ke} USSC 5, ORGANZATION OR ABDA United States Strategic Command] ©X6M(7(6) YSSC Offutt AFB, NE 68113 |[PREMPNCYUSSC . WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: | was assigned fo the Commande’s Action Group (CAC [CHOI ely work with COL Spletstoser as & subordinate under her direction. {previously worked in| ®V)(7X¢ During my time in the CAG, Uhave never personally witnessed COL Spletstoser degrade, belitle, or imimidate any member ofthe CAG or Headquarters staff. However, Ihave heard stories from fellow officers as to previous incidents in which she used strong language directed at them. From these conversations, I was led to understand thet the tone and harshness of these public outbursts were beyond what is and should be expected from a senior military officer. ]COL Spletstoser has tested me with respect, commiserate with my ranK/status a(TBTGII7Hoficer and subordinate within her organization. I fel the atmosphere within the CAG is overall extremely positive and productive The use of strong language is not new to me, having spent[VT(7C) USS] However, | also understand that normal/acceptable Innguage and behavior is different when operating in an office environment COL Splestoser uses profanity on a regular bass, but I have never witnessed anyone objecting to its use. I have heard her sey that if something she seys offends you, thet you should say something to her. To my knowledge, no one has ever said anything. BIST USEC ICOL Spletstoser is direct, and to the point. She has a strong personality and likes being in charge. I believe this attitude is what propelled the CAG to perform ata higher level of efficiency and accuracy. ‘COL Spletstoser has never confronted me or threatened me in any way; quite the opposite. I feel she is looking out for my best interests and protects me and the rest of the CAG from unnecessary taskings and staff work. am available for further clarification as necessary. End of Statement 70. ERR TT INITALS OF PERSON WAKING STATEMENT (Ove) THC) USSC "ADDITONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT ___ DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. DA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE Tepes‘STATEMENT OF TAKEN AT ‘8. STATEMENT (Continued) AFFIDAVIT (errrer ssc HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE | _- I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. I HAVE INITIATED ALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE CONTAINNG THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT "THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. [EXEC USEC ‘Sipnatare of Person Making Salomon ‘Subscribed and ewon to before me. a person authorized bylaw to sorrnisteroame, tis 18 dayot_January 2018 at HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen aaccony scorf NENT NC) USEC ‘ORGANZATIONOR ADDRESS (Signature of Person Adminiiorig Oa) BG Gregory 8. Bowen a Art 136, UCMI Tay To heritar Oaths ‘ORGANZATION OF ADDRESSSWORN STATEMENT For use ofthis form, eae AR 190-48; the proponent agency it PMI. PRIVAGY ACT STATEMENT. ‘AUTHORITY: “Tite 10, USC Section 301; The 5, USC Section 2851; €.0. 6397 Social Securty Number (SSN). ‘PRINCIPAL PURPOSE: To document potential cimical actvty insiing tie U.S. Army. and te allow Army ofits to maintain dcp, law ard ardor trough investigation of complas and inert. ROUTINE USES: information provided may be futher daclosed to federal, tate, eal, and foreign goverment iaw enforcement ‘genclea, prosecutor, cours, Nd protective servces, vis, winestes, the Departirent of Veterans Affair, and the Offes of Personne! Management. Information provided may be usec for determinations regarding Uudcial or Fonjudical punishment, cher adminlsrave isciptnary acions, secunty eerances,reerulmert, retention, placement, and ther personnel actions. Dlaclosure of your SSN and other Infertonis voluntary. 7 Te FE ROBE 20180123, 1500 BOLE NAVE, «Sav 7. fs, ORGANIZATION OR }901 SAC Blvd Ste|(©XGoffutt AFB NE 68113 Pe feenmreyusse WANT TO MAKE THE FOLLOWING STATEMENT UNDER O47 1..0n 25 January 2018, | was interviewed by Brig Gen Bowen as part of a commanders directed investigation. Tas first asked to describe COL Spletstoser's behavior and leadership style. My impression of COL Spletstoser’s leadership style was unlike any other officer I had encountered in my career. In my view, she frequently uses her rank and proximity tothe commander to bebave isrptively, deceitflly end 1 contol her subordinates with fear. She has « marked absence of act and discretion. She interrupts foRten and frequently interject the commander raising her voice and shutting-out discussion. She uses profanity in public, and oftentimes does so inte company of hosts while we are guests on oficial travel. Tam commonly embarrassed o be inher company, and left speechless while she berates subordinates and superiors alike. Sometimes, she even snaps a the commander and [Gen Hyten does'says nothing... sometimes he even agrees or smiles. Twas unaware that tis behavior was ever acceptable in 2 military organization, and have never before experienced behavior Like hes in a professionel organization, which has gone uncontested and unckecked since I arrived at STRATCOM in [©X6) (XC) 2. find her absolute control and aggressive behavior tobe stifling and inhibiting. She commonly threatens our hosts with Jcommand-wide implications. On one specific instance, she threatened the Halifax International Security Forum staff that if JUSSTRATCOM support members were not given elevated credentials for access to controlled areas atthe host hotel, nt only would our organization withdraw from the Forum inthe future, but the entire United States Department of Defense would not support the fevent ever again (sated in response to not being offered refeshmentshunch on Saturday, 18 December 2017). Of couree I shared her frustration of not being fed, but would never imagine reaction with comment ike hers. In my experienc, this behavior deters teamwork and instead frees every detail to fit bea suggestion. As a member ofthe commander's travel tam, I have observed that the maintains the most extreme level of control over the smallest details ofthe travel agenda: fom as top-level asthe talking points ofthe engagement and who gets a seat atthe table, to as small as whois riding in which vehicles, and in which seats, She always has to get a word in if there's a decision to be made, regardless of whose responsibility it isto make that decision. Tt causes other planners and travel teammates to fel inhibited and afraid to speak up even if there's risk or danger. 1 oftentimes feel suppressed and fanable to make simple decisions. Our travel team is forced to run everythin by her before committing to a propossl/plan. enna of is ehvr nats ash nei pian CA un fers (PENTACH SE] [HN NC) USEC] and the commander's ave eam (exer comms, commander's protective scour ‘and myself). After an important travel detail was overlooked, Gen Hyten called a meeting to discuss, expeditions and to clarity his postions on crtan dtl, specially reeted tothe presece and proximity of securiy/comm, | maintaining team integrity in lodging overscas, and other items. COL Spletstoser asked the travel team to stay ‘behind after Gen yen departed, at which pont she stood up and exploded in a rade 10 eT TF STATEMENT | E Tone) 7HC} USSC “ADDITIONAL PAGES MUST GONTAN THE HEADING "STATEMENT OF TAKENAT _ DATED PAGE1OF S$ _ PAGES THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER [MUST BE INDICATED. DA FORM 2825, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE:USE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED 70 FINAL PAGE OF THIS FORM. STATEMENT OF[CXENNG) USEC TAKEN AT 1500 DATED. 20180123, 8. STATEMENT (Contnasay ‘She yelled and screamed, her face red and glaring. She said that she was the sole decision authority on all travel planning, and that key members of the commander's team would only be sllowed to submit their ‘plans” for the General's travel and she would be the final decision authority to approve, or not approve, those plans. She emphasized that she had been given complete authority as the “mission commander” for every travel engagement, and that she would be withthe commander everywhere, especially on official travel, I remeraber she went around the room asking everyone if they understood. In sequence as she pointed at us, we responded ‘with “yes ma'am,” 1 felt that by the end ofthis meeting, she was conveying less and less material, and instead simply making sure everyone knew that she was in charge; using her rank, Shor fia downstairs and ate, Got hase ag tree neha ce TI GSRE aT” WIS was Wal Cea Kaa, Wa tppranhed away BO he sonvenaton. “le ETAT she hed me espnded wi, eal de wala hd eh ‘the area feeling embarrassed, frightened and distraught. 4. Further, I was asked if COL Spletstoser complies with command staff processes. At the time of my diseussion with Gen Bowen, I ‘ould not think of any particular instances of her circumvention or disobedience to those processes. However I do want to highlight ‘two particular instances of note: 4a. Fist, on September 10th, 2017, ’s travel to JR Pearl Harbor-Hickam for the COMSUBPAC changeover. Upon arrival to lodging, we found il eT (7X6) USSC rad been assigned a room nextdoor to Gen Hyten.. However, tothe best of ‘my knowledge it isa security rule to have the commander's security detail next door. or as close to the principal as possible, This aud sto ove HONCHTUES safer mam endberd NOORRE e at ne [GNA uty sme equeto ea rotoea saff we complied Ha changeqURy snd ets hes es ‘appropriately (and without the concem of the commander), However, we later learned that this was classified as a complete mission failure afer COL Spletstoser sent a message dteet to Ma} Gen Karbler outlining the mistake and emphasizing our trae! planners" apparent inability to account for these mission-critical dtals. I learned ofthis email after our return to Offutt when Maj Gen, Karbler stopped me inthe hallway and asked [BV)(what really happened in Fiswaii?” I explained as concisely as described above and was shocked to have learned of COL Spleistoser's quickness and impudence, At the time, I felt no requirement to up-channel this minor issue that was corrected on he spot. 4b._ Second, she never completes her own travel authorizations/vouchers and expects th{ NOM NCTUOSC aaa oven rNe} USC. 5. I believe thatthe complexity ofthe climate inthe CAG and front office stems from Gen Hyten's exhibited contentedness and satisfaction of COL Spletstoser’s decisions, behevior, and attention-to-detail. From my perspective, COL Spletstose has a unique depth and breath of staff experience gained from a collection of prestigious assignments at various levels of command staf. She seems to have valuable counsel and advice pertaining o the commander's briefings and engagements. Iam led to believe, based on her own proclamation, that she is an experienced aide, speechwriter and staff officer. She frequently has I-on-1 debates with the 'commander, to what seem to bea fruitful end where the commander is happy that she provides unique perspective and that she readily isegrees a he sisation dictates. As such, my perception of the commander's approval and contentedness of her behavior ‘seems 10 afford her the maneuvering space to act brazen and without respect for rank or position. I have never seen a senor officer correct her, even after openly disruptive ard disrespectful outbusis in professional engagements. I can even personally sez some benefit to Raving an advitor like her close-by, in order to provide disparate opinions and differing perspectives. But | am shocked to see her insubordinate behavior go unchecked and uncontested, ‘6. To.add to this complex climate, her relationship wit seems to her relationship with Gen Hyten. [OVEN7NE (ONC) 7XE)] and COL S commonly stay up late while on travel, drinking together and complaining about their staffs or the current Travel tempo/arangements, I remember special (comaaaders travel to EUCOM in July 2017), | was invited downstairs fo join COL S and 9” a the hotel bar once our official agenda was downstairs ready to discuss lessons learned and ‘DA FORM 2829, NOV 2006 oASTATEMENT OF [CHENTHE) USSE TAKEN AT 1500 ATED 20180123 9. STATEMENT (Continaed} ting the inco 7 Instead they spent two hours high petence ofthe [BYE HCTUSSC embers “combat ineffective”) and Taughing about the wT Suppor provided bf Tadvance travelers and host nafion points of contact. They complained about the inadequate kostnation support and other small details like poor vehicle and comm suppor, or minor luggage inconveniences (their bags not being placed in their rooms ahead of time). COL Spletstoser, on far more occasions than just this one, would proclaim thet the SecDef's eam would never have to check-in themselves. They would never have to handle their own luggage or bring a creditcard tothe front desk. Or that the Chairman's team would always be guarant floor ta themselves om-locetion in a hos-nation. She seemed offended that she wasn't being provided personal suppor, apes 'USS| seemed to agree. Despite sharing some frustrations with small details ofthe trip, I ould not add anything substantial fo Ue Conversation, I was wo inexperienced to know good versus bad suppor at the ime, 1 was however notably uncomfortable with how open and toxic both members were against ntemational partners and our Ow. 'STRATCOM teammates: folks who I believe: ng their best to suppor the commander and the travel team. I believe this close relationship with Gen Hyten and (@V®?XC) USSC]emboldens her such that she fels free to joke/augh/banter with each other and the commander, in what has come to be a jovial threesome, to the point of being awkward and disrespectful to others around them, To this day, COL Spletstoser frequently complains about her perceived level of reduced” personal suppor: she openly admits her disapproval when she is forced to handle her own luggage, check-in to hotel herself, yet her own lunch, orto personally address ‘(what she perccives as) problems with the trip during our planning and execution phases. She has even scolded me wien I choose to purchase lunch sandwiches forthe General Yand® her, citing he hated of certain condiments and that "I should know that by now." of the BTEHTROPUSSE team (PIOTICTUSS| cating one hard to stand up fob} teammaes inthe front office by the command suite, and often goes in and out of the Ger ‘other people's desks and the contents therein. Lhave notes then wander behind] ©X@)(7XC) {and{(OXBM(7HC) ‘Statement continues on additional Form DA 2823. [PREKTRETUSSS | |WHICH BEGINS ON PAGE 1, AND ENDS ON PAGE _5 WITNESSES: ism or complaint about an engagement, meeting or personnel issue inthe office. [feel awful for mulple occasions, she has fought verbally wit WONNCTUS}and{ OOT7NCTU| specifically when thev provide er with (exe with COL Spletstoser. } have witnessed this behavior and her absolute ness to respect professional boundaries, specifically the office space of the support staff and the commanded BXE}(7H When CXE(7KC) USfis notin the offic, she moves freely about ‘when they are not present. [find that behavior fo be disrespectful, rade, unprofessional and invasive. BY ME_ THE STATEMENT |S TRUE. | HAVE INITIALEOALL CORRECTIONS AND HAVE INITALED THE BOTTOM OF EACH PAGE. CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT ‘THREAT OF PUNISHMENT. ANG WITHOUT COERGION, UNLAWFUL INFLUENCE, OR UNLAWFUL INDUCEMENT. 30 tries very soing down to the CAG after an argument and Ting t smooth things out fovevcxeius % office without permissfon_L have also witnessed her investigating nhey read staff packages on K8).(7KC) USSdesk, study her pictures and 'USSkeyboards to get a better view at invitations and other correspondence AFRIOAAT . HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT TFULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE fore rnCT USEC (Signature of Person ‘Subscited and snom fo before me, a peron sutherzd by tow fo serie oabw.tis 24 dayot__January _._2018 HQ USSTRATCOM, Off Air Force Base, Nebrasa onan cnccony scarf OXON PRCT USEC “ORGANZATION OR ABORESS ‘ORGANIZATION OR ADDRESS (Sinaturs of Porson Aaisiring OSB) BG, S. Bowen. (Typed Name of Parson Aaminiiong Oat) ‘Arc. 136, UCM “hatin To alter Ons) rorSWORN STATEMENT For use of his form, sae AR 190-45; the proponent agency is PMG, PRIVAGY AGT STATENENT AUTHORITY: “ile 10, USC Section 30 Tile 6, USC Secon 2851; E.O. 9397 Social Sacutty Number (SSN). PRINCIPAL FURPOSE: To document potential criminal activity Incving the U.S. Army, ant allow Army oficial mainte dacne, law and order trcugh instigation of compares and inckent ROUTINE USES: _ Information proviged may be futher dglogodto fea, state, local, and foreign goverment aw erforcement ‘2gercies, prosecutor, courts, chi protective services, itis, winestes, the Deparment of Veterans Afalrs, and {he Offce of Personnel Mantgement.Infeation provided may be used for Getemingons regarding jdial or on jucci! punishment, the administrative clpnary action, secorty clearances, recvukmaeny,retartion, placement, and ober personnel actions. DiscLosure: Ditelosre of your SSN and otter information i volueary.. 7 DATE TYYVYNDD) [3 THE FLEE 20180123, 1500 [5 TAST NAME, FRET NAME, WIDOLE NAME = SN 7 CR z. (eVe.CHC) UE Pevenonerass, TSS 35 [USSTRATCOM|(ONEN(7 901 SAC Biva[(ENED7] Offutt APB NE 68113 |[bienmncrussc WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Statement continues from previous Form DA 2823: 8. Additionally, I have experienced confusing and deceitful behavior by COL Spletsoser. It seems that in circumstances of limited company, especially absent senior officers and particularly without the commander nearby, she is quick to criticize and demean her Jown subordinates and travel team members. She denigrates her speechwriters by saying that some aren’ fit for certain engagements, Jor that she would never task onc member with a particular engagement due to them being unable to handle the complexity. On other occasions she will deflate the importance of a certain aspect of traveV/engagements (for instance, the presence of protective security Jor comm support). However, as soon as the commander professes his opinion, she quickly matches his owm regardless of her previous position. She'll reverse her original stance slmost immediately. Or, she will laud her staff members amongst the greater audience as ifto try to convince the commander of her exemplary diseretion in choosing her stafT by-hand, She does this overtly and disruptively, drowning out any possible contest in a formal setting. Oftentimes those who heard her previous opinion (just moments ago in a smaller group setting) are left dumbfounded und confused, glancing at each other across the room with blank stares or subtle East-West head-shakes. 9. 1 believe that COL Spletstoser has created an adversarial environment amongst the commender’s staff by antagonizing the front ‘office egsinst the CAG members. [believe this stems from her [ex8).@x)(7KC) USSC PONS). OHLIC) USSC 10. 1 was asked if think COL Spletstoserhas crested a positive impact on the command. 1 will say with confidence that I think the merabers ofthe CAG have made tremendous contributions to the command and tothe commander. I believe they are completely [committed to preparing the commander and making a positive impect onthe command. They work closely and diligently for other directors. They are polite and cordial; respectful and tactfl when dealing with action officers and points of contact at our travel destinations, or with engagement officcs. However, I do not believe any of ths is attributable to COL Spletstoser. Rather, her ‘engagement planners and speechwriter are truly gifted, talented and willing to go far beyond the standard to prepare the commander and see to his success. They take pride in working directly for Gen Hyten, They are honored to have the opportunity to work in his |CAG. However, alto believe they are hugely afraid of criticism by COL Spletstoser, and I perecive a feeling of tension from the JCAG members that they may, at eny moment, lose ther prestigious position due to their director's dissatisfaction with their work quality or apparent failure to adequately prepare the commander/deputy commander. | also want to add that... 77 rT TT. NITALS OF PERSON MAKING STATEMENT ove). (70) USEC PAGE 107 PAGES ‘ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT __ DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INTTALS OF THE PERSON MAKING THE STATEMENT. AND PAGE NUMBER MUST BE INDICATED. DA FORM 2825, NOV 2006 "PREVIOUS EDITIONS ARE OBSOLETE TreasUSE THIS PAGE IF NEEDED. IF THIS PAGE I6 NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM, STATEMENT oF [PRBNITXC] USS TAKEN AT 1500 DATED. 20180123 5. STATEMENT (Cantnueeh . COL Spletstoser oftentimes remarks of how terrible USSTRATCOM is as a command, how inadequate our directors perform, fhow unwilling they are to share information with her, and how different and broken our command operates vice other commands in her experience. She says these things directly to Gen Hyten, in my first-hand experience in End-of-Day meetings, with witnesses around the table being other front office staff members. When she says ths to the commander, and the commander seemingly agrees, I fee! less proud to be a part of this command and I feel saddened that Gen Hyten presumes what she says to be true. In realty, I don't believe what she says is tue ~~ I want tobe proud to be a member of STRATCOM. Her behavior and rhetoric makes itso difficult for me to want to be happy and proud to be a pat of this organization. Infact I feel embarrassed and fess provd overall ‘knowing that she isa forefront representative ofthis command, [believe this isa very strong example of her toxic leadership style. LI. 1 was asked if | was concemed of reprisal by COL Spletstoser. 1 will say that I am less fearful of reprisal because we are in different services and she isnot my boss. [also fee compelled to tell the trth and share my thoughts. Infact have done exactly this with Gea Hyten. He seemed reluctant to accept my position and fold me “you don’t know how some Army officers are. That's just how some Army Colonels act.” I wholeheartedly disagree and I feel that she has crossed one of General Hyten’s redlines: that of disrespect to others, On the other hand, I feel uneasy writing this due to my rank versus hers, and due to both of our proximity to the ‘commander. Additional, 1 personally do not want the commande: to fail and want to support him as best as possible. J am sad to have to describe the commander’s actions in this light because I'm honored and proud to be on bis close support staff. | alsc do not want to bother him with ‘office politics’ or distractions tha shouldcould be handled ata lower level. Having said that, my coworkers and I are concerned and surprised that no one from Gen Hyten's directorate staff (J-dirs or deputy J- Io: Thats what I'm trying to get. SUBJ: I-- I had a conversation with him today where I said I thought it was inappropriate and unfair that you basically took people to a fishing lake with man-made fish and told them to fish. So, by definition, you have biased this saying, hey, I am looking at this person and you've already sort of set the stage whether you're talking to an admiral or another colonel, as a peer of mine, and said something is wrong, what do you think? So now, a natural tendency is for somebody to look at the negative, not the positive. And if they’ ve never had any interaction with me, or very little, or they don’t know what my job is or what I’m supposed to do, that could lead you to be-- Because nobody really understands what it is the CAG does. So not the CAG director role. I found that most people here don’t know that. And it’s a very, sort of, unique thing as, hey, it’s just a little old colonel but it’s a little old colonel who is specifically trained in these areas to provide the best military advice to a four~ star. And, well, if you're a two-star and that’s not what you think or that’s not what you agree with, then you have a misunderstanding of that person’s role. And, so, therefore, maybe I'll view that person negatively because I don’t know and I’ve never taken the time to talk to that person. Even though that person has come to me on a number of occasions, perhaps trying to get advice, understanding, relaying messages and not all of them pleasant, and-- and so that’s the idea. You've put somebody in a bowl with man-made fish and so that’s why I don’t think that aspect was fair. Okay. SUBJ: I just don’t. [2ND OF PAGE] 38Well, the Chief gave me the job and I’ve got to the job. So that’s what I’m doing. And I’m not on a fishing expedition and I am looking at this holistically. Good, bad, and indifferent. I have-~ I have no dog in this fight. I am simply executing my job as the investigating officer, I am going to go where the facts lead me. That’s what I have to do as a professional Army officer. SUBJ: So have you found anything where I'm an incompetent manager? An affable non-participant? An insensitive, driven achiever? A toxic, self-centered abuser? Or a criminal? To be define-- classified as toctiv [sic]-- toxic, the counter-productive behaviors must be recurrent and have a delet-~ deleterious impact on the organization’s performance or the welfare of subordinates. None of the above applies. slevating one’s own status, grabbing power, obtaining personal gain. So that-- I guess my point is-- and by the way, my MSAFs are very good. So I find this a little bit shocking as well. That I’m being accused of something like this. All right. Well, 111 expect a copy of the full, redacted thing as soon as you're done with it. As in line with AR 15-6. And we'll go from there. 10: Do you want to provide a sworn statement? susg: I will. I/1l provide it. Just if you-- Could you send me those questions? 1/11 provide the sworn statement. Um, it will be highly caveated. You've provided me no examples of where I did this, and therefore my answer is no, no, no and still no. And if you want to go ahead and say, well are you sure that on this date you didn’t do this to X, 1/11 be happy to address that at that point. 10: Okay. SUBJ: But that’s pretty much how it will read. Okay? Is that fair enough? 10: That's fair. SUBJ: Okay. Io: And the specific things that I did talk about, um, the Halifax trip meeting and there’s a few other things in there were fairly specific. SUBJ: No, those were specifically addressed and I hope that my answers were very specific. Okay? 39| iO: Fair enough. SUBJ: Yeah, I will definitely get those. ALL right. suBJ: All right. TO: Thank you. SUBJ: Have a good evening. TO: Yes, you too. LEGAL ADVISOR: Ma’am, have a good night. The interview concluded at 1530 hours. (END OF PAGE] 40CERTIFICATION OF TRANSCRIPT The foregoing transcript consists of 40 typed pages. I certify that it is an accurate transcription of the audio provided. I further certify that I am a certified and sworn court-reporter, qualified in accordance with Art. 28, UCMJ, and the regulations prescribed by the Secretary of the Navy on 4 August 2003. /s/ TOVG)PRCTUSET Chief Legalman, U.S. Navy USSTRATCOM/J006 a1SWORN STATEMENT For use ofthis form, see AR 190-45; he proponent agency a PNG. PRIVACY AGT STATEMENT ‘AUTHORITY: ‘The 10, USC Secton 301; Tie 5, USC Section 2961; £0. 8367 Social Securty Number (SSN). PRINCIPAL PURPOSE: To document potential minal actly involving he U.S. Amy, and to alow Army officals to maintain dscpine, law and order trough investigation of complains and cients. ROUTINE USES: _infraaon provided may be further dlacosed to federal slate. local, and foreign government law enforcement ‘agencies, prococutea, cours, chid protacive serdces, vcs, winesses, ne Deparment of Veterans Ars, and {he Offce of Preonne! Managerert. Information proved may be used fr determinations regarding jul or nonjucical punishmert, ther admiisvalve diacpinary actions, eecutty dearances, recrutment, etenaon, ‘placement, and her personnel actors. Diaconure of your SSN and othe nforation Is volutay, E ‘DATE (PYM) —] 57 ENO 20180208 1000 = 55N Te fbiettcttesc UST 3_ORGANTATI USSTRAT [OVE po1 sac Blvd [KO Goguee AFB NE 68113 menrxcrussc | , WANT TO MAKE THE FOLLOWING STATEMENT UNDER OATH: Ihave been assigned to USSTRATCOM/J004 (Commander's Action Group) from[PX@.7XCTUSSC until today. {am the[ NSH] |fK6).(7Kjand directly work for the CAG Director, COLONEL Kathryn Spletstoser embers of the CAG (six ervorinel total) withthe exception of COL Spletstoser. The entire office, including the Director and Deputy Director, works in the same office area and has close and continual interaction throughout the duty day. The mission function of the CAG is tobe the Commander, U.S. Strategic Command's etical-thinking arm. The CAG reports directly to the Commander and aids bim in establishing and establishing his long-term priorities and implementation of his vision. The CAG interacts daily wit the senior ieader staff offices ofthe Secretary of Defense, the Chairman of the Joint Chiefs of Staff, and other Combatant Command [Commanders. The CAG also interacts daily and continually with the Commanders front office staff, and all Component and Fieadquarrs senior leader front offices and staffs. Due to these responsibilities, the CAG operates ina vey high tempo, high stress, ‘but high pay-off, work environment. Prior t being assigned tothe CAG when I was assigned to the USSTRATCOM[O@@C}USSC I my [and T had infrequeat interactions with COL Spletstoser and minimal interactions with the CAG action officers. [During these interactions, Branch members did encounter some friction with COL Spletstoser, specifically in identifying the roles and responsibilities between my Branch and the CAG, On a couple instances, the Branch fet producing a product was the CAG's responsibility and COL Spletstoser pointedly told the Branch, via telephone conversation, that producing the product was aot the JCAG's job and the Directorate needed to produce the product. The encounters were so verbally aggressive that my Branch was very hesitant have any further contact wit the CAG. From my{(6T@H hime in the CAG, have observed a professional and dedicated Seam focused on supporting the Commender. CAG members Dea each other with dignity and respect. CAG members, inching myself, douse profanity on occasion, but never creed at individuals and oy in reference to frustrations with processes and products. During my changeover wth oy pedeseco ROL USEC] ae ronned during private scan of te ineryof« yor end amos ore work enviroment lagely crested by an overy nggressve leadership style of COL. Splestoser. 1 was also told thatthe work environment | was getting much better, partly as a result of the departure of some CAG members and partly as a result off®X8)(7KC) direct, honest, and private feedback (had provided to COL Spletstoser. During my initial and subsequent private discussions with COL, |Spletstoser, she has summarized to me the office climate concerns and that there is an ongoing investigation. She told me she is |making concerted efforts to limit her use of profanity and increase her requests for feedback on her leadership fiom all CAG [[WETfime in the CAG, Thave observed COL Spletstoser on 2 couple of occasions provide verbally aggressive feedback 7 ET Ti NTS HARING STATEMENT (GNC) USSG "ADDITIONAL PAGES MUST CONTAIN THE HEADING “STATEMENT OF TAKENAT DATED ‘THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT. AND PAGE NUMBER [MUST BE INDICATED. OA FORM 2823, NOV 2006 PREVIOUS EDITIONS ARE OBSOLETE EwaUSE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. “STATEMENT OF [CXEMNCTUSSE: ‘TAKEN AT HQ USSTRATCOM _ DATED, 20180208, 9, STATEMENT (Continued) to CAG members, specifically that products were not at a 4sstar standard or that certain factors were not considered that should have been, and that products and planning needed to be re-worked, During this feedback, I did not observe any personal atacks ot personally derogatory remarks; however I could see how some people could become offended due to the public and aggressive nature of the criticism oftheir products and work. Personally, I have received some pointed feedback from COL Spletstoser to change a product or course-correct on planning a topic/event, bt | have never been offended nor felt like I was being personally, verbally attacked. Additionally, during the CAG's daily and continual interactions with the Commander's front office staff, and senior leader offices and| staffs of the Components and Headquarters, including discussions involving COL Spletstoser, I have never witnessed any toxic, unacceptable, or unprofessional interactions or personal attacks of eny kind. Finally, again just in my[©X@}time within the CAG, I have seen 2 decrease in this type of public and aggressive feedback from COL. Spletsoserto CAG members. Ihave also witnessed a reduction in the use of profanity by COL Splestoser and an ineease in her requests for feedback on her leadership from CAG personnel. Overall, Ihave seen an increase in the organization's climate and professional environment over the past few months. TNITIALS OF PERSON WAKING SATEME) (eRENTNCTUSSTSTATEMENT OF [BRENTRCTUSET ‘TaKeN AT HOUSSTRATCOM _ OATED 9, STATEMENT (Continzec) FRAT agen: - HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WHICH BEGINS ON PAGE 7, AND ENDS ONPAGE _3_. I FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BY ME. THE STATEMENT IS TRUE. | HAVE INITIALEDALL CORRECTIONS AND HAVE INTIALED THE BOTTOM OF EACH PAGE ‘CONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD, WITHOUT THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE. OR UNLAWFUL INOUCEMENT. [exe TNCTUSSE ‘ional of Porson Mating Siaiomend ‘Subscribed and ewom fo before me, a person authorizad bylaw to ‘administer oaths, is _8 _dayof__February _._2018 st HQ USSTRATCOM, Offutt Air Force Base, Nebraska owen creconv scort[ PRON TRC) USES ‘GRGANTZATION OR ADDRESS ‘Sinan Raitaog Oa, BG. S..Bowen ‘Typed Name of Porson Aarniniatering Cath) Art, 136, UCM ‘RGANIZATION OR ADDRESS hairy To Aarriaer Ons) ‘DA FORM 2823, NOV 2008 ora‘SWORN STATEMENT For use of is form, #98 AR 100-48; the proponent apeaty i PNG. PRIVACY AGT STATEMENT AUTHORITY: Tie 10, USC Section 30s; The 5, USC Secton 2951; E.0. 8987 Social Secunty Nuber (SSN). PRINCIPAL PURPOSE: To document potantal crminal acthiyinvoNg the U.S. Army, and to allo Ary ofa to martin celine. law and order trough invesigalion of complaints and incidents ROUTINE USES: Information povided may be fue disclose to federal, sate, local, an foreign goversment aw enforcement ‘agences, prosentors, cour, cid protective saves, victims, winestes, tno Department of Veterans Afar, and the Offce of Personnel Management. Information provided may be used for detorinaions regarding uci or ‘onjudiia! punishmert, other administrate dscbInaryactore, cecurty clearances, recrutmert, retention, placement and other personnel actors. Dieeoeure of your SSN and other infermation e voluntary. rE DATE [YYV VRID) [3TH =FIENUWBER 20180208 1400 TE WISBLE NAME 3. SN SORENESS] . WANT7O MAKE THE FOLLOWING STATEMENT UNDER OATH: Tn response to the open investigation involving COL Kathryn Spletstoser, and the climate in which she led her team inthe ‘Commanders Action Group (CAG), I submit the following statement: During my pus STETORTCT athe CAG, Ihave primarily been an observer of what | would characterize s COL Splestoser's ngfesonl upredRBle nd ohn occ bavi ad lndesip syle [HOTTA USEC Yoo her outbursts, bt the common profanity, ble beans and backstabbing fo which she subjected ou Team was wie any Thave ever sen in my past 10 years asa professional, mostly working inthe NEN ENAXCY USS ‘While she never attacked or lit thin the first months of my employment, { heard from a coworker that she thought I was incompetent to[(OX6)(7XC) USSC and thatthe only reason I had been a member ofthe traveling team for| ‘a recent speech/engagement was because of the[ENOI7NC) OM will edmit that after leaving a job where I was well-respected for my ‘work, and coming to STRATCOM because I thought [had competed well for the job and had something to offer, it was a very humiliating blow. From the outset, I learned not to look to her for guidance or support. That incident aside, I believe we've developed a relationship of mutual respect, and we mostly Keep our distance from each other. 1 have come to appreciate the balancing role each of our deputy directors have played, and their efforts to improve morale, as well as the camaraderie among our members. But cannot say that I enjoy working in the CAG, and it certainly has not been the professional development opportunity I had hoped. I believe she sees people as vessels to be used and controlled. J once heard her tell someone she didn’ want a civilian on a certain task, "because she couldn't hold a boot to their neck.” In her defense, she has mellowed out quite a bit within the past three or four months; has used more positive reinforcement; and has reached out to ask how she help us reach our career goals. Also, know she((O¥51(0V6)(7NC)USSC (HBL CONEL7NCTUSEC I understand COL Spletstoser has a demanding job, and has high expectations of her action officers. But I cannot say there is anything redeeming in her profane outbursts or public beratings, if they are meant as a motivational tactic, I gee them as a complete ack of self-control, and failure 1o understand how to produce results or lead a team. 70. ST Vi. INITIALS GF PERSON MAKING STATEMENT rene). ric) ussc “ADDITIONAL PAGES MUST CONTAIN THE HEADING "STATEMENT OF TARENAT ‘DATED THE BOTTOM OF EACH ADDITIONAL PAGE MUST BEAR THE INITIALS OF THE PERSON MAKING THE STATEMENT, AND PAGE NUMBER MUST BE INDICATED. OA FORM 2823, NOV 2008. PREVIOUS EDITIONS ARE OBSOLETE. TorenUSE THIS PAGE IF NEEDED. IF THIS PAGE IS NOT NEEDED, PLEASE PROCEED TO FINAL PAGE OF THIS FORM. HTN USSC sratenent oF ENE TAKEN AT Offutt AFB. DATED. 20180208, "a. STATEMENT (Cantrved) TITIALS OF PERSON MAKING STATENENT, ‘DA FORM BEES, NOW 2006 TBWET CNET USS PAGE_2_ OF 2 PAGES TTSsvaremenr oF | PHEMTNCT USS TAKENAT Offutt AFB bare 20180208 9, STATEMENT (Continued “AFRIOAWT [Pramrcrusse ‘THREAT OF PUNISHMENT, AND WITHOUT COERCION, UNLAWFUL INFLUENCE, OR UNLAWFUL INOUCEMENT. RHE THC} USEC (Sipiature of Person Making Setomen®, emit ontts, is HAVE READ OR HAVE HAD READ TO ME THIS STATEMENT \WnHicH BEGINS ON PAGE 1, AND ENDS ON PAGE _1_. | FULLY UNDERSTAND THE CONTENTS OF THE ENTIRE STATEMENT MADE BYE. THE STATEMENT IS TRUE. | HAVE INTALEDALL CORRECTIONS AND HAVE INITIALED THE BOTTOM OF EACH PAGE SONTAINING THE STATEMENT. | HAVE MADE THIS STATEMENT FREELY WITHOUT HOPE OF BENEFIT OR REWARD. WITHOUT WITNESSES: ‘Susarbed and ewom ta before me, a person autherized bylaw o cay of__February ._2018 ‘a1HQ.USSTRATCOM, Offutt Air Force Base, Nebraska owen orecony scor{ ONOM TNC] USEC ‘ORGANTZATION OR ADDRESS ‘Sonatare of Person Adminisorng Oath) BG Gregory 5. Bowen postesatninnnsasasassasesnesesnsassasnsonsOpeneeeeEESEEODD (Typed Name of Parson Aariniioing Oat) Art. 136, UCM ‘ORGANIZATION OR ADORESS hairy To Rater Oaths) TWITTALS OF PERSO TENG). KC) USSC TWARINGS "DA FORM 2823, NOV 2006 TEESMIT Sloan Management Review Are Your Subordinates Setting You Up to Fail? Magazine: Summer 2009 Research Feature July 01, 2009 Reading Time: 27 min Jean-Frangois Manzoni and Jean-Louis Barsoux Subordinates sometimes make it extremely difficult for thelr bossesto be good leaders. Executives ‘who fallto understand the forces at play may find their careers in jeopardy. ‘The last 15 years have seen an explosion inthe numberof popular books focusing on “bad bosses.” ‘These publications have not only described the “leader rom helt” but also have advised subordinates on howto handle toxicorincompetent managers. More scholarly writers on management have preferred to adopt the perspective of bosses, but much of theirwriting shares the same underlying emphasis on “what managersare doing wrong,” highlighting the many ways that bosses fail toengage their employees, through lack of communication, authenticity, imagination or emotional inteligence. No matter who is doing the writing, the employees are usually portrayed as well-intentioned, competent individuals who, if half-decently managed, willperform well, Theres, of course, some talk about the small proportion of “dead wood” — employees who cannot ‘meetthe company's minimum performance threshold — butthe rest are assumed to have what ittakes to succeed underthe “rightkind” of leadership. Implictly or explictly, subordinates are treated as receptive individuals waiting only forthe boss tooffera productive channel to theirintrinsicenergies. Indeed, much of ourown writinghas highlighted the boss's responsibility for creating unsatisfactory relationships — a phenomenon we labeled the set-up-to-failsyndrome.1 Bosses trigger this dynamic inadvertently through acombination of premature labeling (“Iknow I've been working with him for only three weeks, butitlooks like he won’tbe very effective”); over-monitoring; and cognitive biases (expectingthe employeeto fail, the bosslooks for places where the employee is underperformingand attributes the employee's successes toexternalelements). These three factors distort the way bosses Notice, interpretand rememberevents. ‘Although we initially identified the subordinate’s contribution to this dynamic, we sawit mostly 2s, retaliation forthe boss's actions. We did notsuspect that reasonable subordinates would in some cases playa leading role intriggeringand perpetuating unproductiveand often painful relationships withtheir bosses. Yet, working on boss-subordinaterelationships for more thana decade, we have encountered many situations where subordinates, individually or collectively, placed their bosses in no-win situations. (See “About the Research.”) Bosses need to understand why subordinates would engagein such self- defeating behavior in order to avert or intercept these dysfunctional dynamics — not only tomake sure theircompanies perform well butalso, sometimes, tosave their own jobs.About the Research Our workin the area of boss-subordinate relations started with afield study of 30 boss-subordinate dyads workingin four manufacturing operations of Fortune 100 companies.iThe SO subordinates and theirbosses were interviewed at least twice and completed a questionnaire between the two interviews, in which the bosses evaluated the performance of their subordinates and the subordinates described theirboss's behaviortowardthem. Fast Impressions ‘The appointment of a new boss creates anxiety for subordinates. They feelastrong urge to size up the personto determine what they will have todoto thrive under the new regime. They closely scan the ‘new boss's comments and be havior for signs of what type of boss thisis. Is she here fora while orjust passing through? Is she approachable? Does she listen? Is she consistent? Subordinates rapidly form impressions of their new boss’s competence, judgment, faimess, receptiveness and interestin developing others; these labels guide their interactions with the boss. How fast do subordinates startto make up their minds? Researchers asked employees to rate theirfirst Impressions of their boss, based on questions such as whether they and their boss shared their outlook, perspective and values, or whetherthey expected the boss to dowell in the organization. The findings ‘showed that subordinates’ expectations of the boss measured in the first five days of theirrelationship were strong predictors of subordinate assessments of the quality of their working relationship measured twoweeks, six weeks and sixmonths later.2 The problem with these first impressions, basedaas they are on the slenderevidence of a few early interactions, isthat they serve as a prism for processing ensuing information. Once subordinates suspect that they have a “difficult boss,” they will find the necessary proof — and through their behavior (passivity, defensiveness, aggressiveness) can eventually turn the ‘manager intoa difficult boss — at which point the circle closes and the prophecysfulfilled. Here’show the process unfolds. How Good Bosses Get Mislabeled It is surprisingly easy for an individual oreven a group of subordinates to mistake a good boss or a bad one, thus initiatinga downward spiral. The process may be set in motion because of pre-existing conditions ordevelopmentsafter the boss takes charge. For example: 2. The Boss Walks in Prelabeled. ‘Thiscan occur fortwo reasons: Oversensitive Employees: The way individuals view their new bossis likely to be influenced by how they've been (mis) managed previously. Certain individuals may feel they have never received due credit, or blame their failure toadvance ona previous manager (perceptions that may or may not be totally unfounded). This can breed a strong sense of betrayal and cynicism.3 From day one, these subordinates ‘may be on the lookout for the same kind of disrespect or mistreatment they received (orbelievethey received) fromthe predecessor. For different reasons, former “favorites” may also prove thin-skinned. Never having been challenged on theirshortcomings by an overindulgent predecessor, they may be suscepptibletonegative feedback and may find the incoming boss hypercritical or unfair. New bosses alsoneed to beware of subordinates who were actual or undeclared contenders for the leadership role,or allies of a manager who didn’t get the promotion. They too may enterthe relationship primed to focus.n the new boss's shortcomings rather than strengths. Consciously or not, these individuals may expect — or indeed want — the new bossto fail. Team Preconceptions: The new boss will sometimes be adversely affected by the reputation of his or herpredecessor(s). In one company we studied, the new incumbent was the fourth general managerin three years. Team members had lost faithin bosses and were reluctant toreengage because they dici’t want to be disappointed yet again. The new boss came inwitha “dead man walking” label already hanging overhim. Atthe other extreme, incoming leaders may suffer from the contrast witha much admired predecessor. When the previous boss has created a strong collective view of what the ideal leaderlooks like, it’s difficultfora new leadertomatch that image, regardless of the traits and abilities the newcomer bringstothe role. Research shows that incompatibility between the actual andideal Images of a boss strongly correlates with dissatisfaction with the boss and lower-quality relationships A ‘The circumstances surroundingthe predecessor's departure alsomatter. The more unexpected the event, the more intense the employee emotionalreaction. The new boss may have tocontend with feelings of anger, grief, betrayal or anxiety, especially among those who saw the outgoingleaderas.a ‘mentor, friend orcoach. Research suggests that negative emotions are associated with detailed gathering of evidence that typically leads to unfavorable evaluations of the target. Finally, even before the new boss arrives, team members may tap theirinternal and external social networks for information. Incoming bosses can find themselves preceded by their own reputations — orin some cases harsh nicknames (often awarded for ripping out costs). Carlos Ghosn’s reputation as “Le Cost Killer” preceded himat Nissan MotorCo., as did that of John Mack “the Knife” whenhe movedto Credit Suisse Group. 2. How the Boss Makes Things Worse. ‘Subordinates can also misconstrue the actions of theirbosses. This can happen to new and established bossesalike. New Bosses: Subordinates pay close attention to how their boss behaves, not just toward the team collectively, but especially toward them asindividuals. They are onthe lookout for indications of their relative standing within the group and how well they're doing, They watch their boss interact with their colleagues. They notice who the boss spendstime with, what the boss says or does not say. This extreme viglance, particularly early on, can encourage subordinates to make too much of casval comments, rushed feedback or perceived slights, Routine oversights — suchasthe boss's failingto followup ona suggestion or remarkingon a success without mentioning everyone who contributed — can prompt speculation that the bossisa “phony,” a “hard-ass,” or “plays favorites.” Intheirtushto protect themselves from threats, subordinates may discern false orexaggerated pattems inthe new boss's behavior. Such snap judgments reflectthe "fundamentalattribution error,” where peopletendto latch onto and overestimate dispositional or personality-based factors when explaining the behavior of others, while underestimating situational factors.6 The leader's early decisions will alsobe scrutinized for meaning. Given the new boss’sincomplete understanding ofthe context, some of these decisions are bound to have unforeseen consequences Subordinates often underestimate the time and attention constraints on the new boss, and the cost of delay orof acquiring more ample information. Consequently, if some individuals suffer as result of an early decision, the boss may be assumed to have created the situation knowingly orelse tobe “sending signal.” The decision process may alsocome under scrutiny. The boss's failure to consult orinform one or more subordinates about a decision ‘may be enough to triggeran impression that the boss “doesn’tseem very open.” Atthe same time, the new boss will be looking for areas of potential improvement in some cases, the new leaderwill have beenappointed with an explicit mandate tomake changes. Asa result, the new boss may be temptedto move too fast, underthe mistaken assumption that members of the team are aware of problems and ‘agree on the level of urgency. Very quickly, the new boss can elicit anegative label, branded asthe “clueless” newcomer who wants to “change everything” and doesnot understand orrespectthe culture. Established Bosses: While the mistabeling ofa boss is more common early on inthe relationship, itcan also happen in the midst of previously satisfactory relationships. Established bosses may reach a point where their style starts to irritate one or more of theirsubordinates, who may begintofeel asthough the boss has “overstayed his/her welcome.” A hard-charging style, for example, isterrificwhen the company isin turnaround mode, but an be tiringonce the ship hasbeen righted. Asubordinate’s negative reaction may be the result ofa boss's particulardecision, action orcomment that servesas a “final straw” or it may simply be the resultof residual wear and tearinthe relationship — a buildup of toxins that can no longer be evacuated by the social system. in another case, the leadershipneeds of the situation may be perceived by some subordinates to have changed. Arguably, thisis what happenedto Scott McNealy at Sun Microsystems inc. Well suitedto the mobilizing role required duringthe boom years, he lostthe confidence of close colleagues asthe right person to lead Sun out of the problems caused when the tech bubble burst. Problems also may arise when the boss has ed the teamat an intense pace or pushed througha lot of painful measures and has run out of good will with some or ll of the team. Atthis point, it'sasthougha switch has tripped in subordinates’ minds. They lose both ‘empathy for the boss and confidence that thisisthe right personto lead theminto the next phase. The Peptalks that used to create a buzz and reenergize employees may begin to feel forced and formulaic, and innovative propositions may come across as disconnected from reality. Whetherforan incoming boss or an established one, once anegative label isactivated, the situation tends to gofrombad to worse. Anumber of reinforcing mechanisms kick in, makingitunlikely thatthe negative label willbe overturned. Perceiving the Boss's Behavior Organizations are complex, ambiguous and information-rich environments. Toavoid being ‘overwhelmed, people simplify, quickly de ntifying the most salient characteristics or most plausible explanations and discarding others. While this allows them to reduce information-processi requirements, itleaves them open to well-established errors known as confirmatory biases. These biases Influence the information processing of subordinates in fourways. 1. What They Notice. Organizational reality produces aconstant flow of signals — some observed directly (both verbal and nonverbal), some reported by others and some inferred from data. Withtoo much information to process, individuals in organizations have to focus on what matters most. Labels help peopleto filter out data that seem “less relevant.” Classicexperimentsin social psychology and visual cognition show how people’ sattention is guided by their expectations — and to what extent they can remain oblivious to even the mast discrepant information (like the intrusion of someone in agorilla suit) when they re concentratingon otherthings.7If such blindness can occur on straightforward, time-bound anduninterrupted observation tasks, it'sall the more likely in situations where peopleare underreal pressure, tired, distracted, and have an emotional history with the person they’re observing. Under these conditions, itishardly surprising that subordinates who regard theirboss as meddlingor coercive will tend to notice instances when the bossinterferes orspeaks abrasively, but pay much less attention when the boss acts in a more empowering fashion. 2. What They Make of It. Organizational reality isnotjust rich but also highly ambiguous, leaving considerable room fordifferent readings of the same data. Subordinates who have an unfavorableimpression of the boss are liable to interpret the boss's actions or comments negatively. For example, should the boss favorthemin some ‘way, they will see itas having been forced upon the boss "he had no chcice”);ifthe bossdoesthema disservice, they willexaggerate the intent ("he had lots of alternatives”). One oftthe psychological traps subordinates fall into is “over-intentionalizing” — projecting hidden intent where there isnone. The same actions can be interpreted very differently depending on how subordinates view theirboss. (See “Boss Behavior From Different Angles.”) 808s Behavior From Different Angles Organizations are complicated, overwhelming environments. Tosurvive, sometimes employees oversimplify jumping to conclusions about a boss's behavior based on whether they were already inclined to think the boss was “good” or “bad.” Subordinate interpretation Observed Behavior GoodBoss Bad Boss Gives critical feedback Honest Abrasive Makes a unilateral decision Decisive Autocratic Instructs workto be redone Demanding — Impossibletoplease Imposes performance metrics Disciplined Control freak Works weekends Driven Obsessive Sticks witha dubious course ofaction Persistent Stubborn Ignores his boss's advice Self-confident Arrogant Givesunsolicited advice Helpful Meddlesome ‘Asks specificquestions Informed Micromanager Delays response to proposal Reflective Unsupportive Does not punisha mistake Compassionate SpinelessSubordinate Interpretation Observed Behavior GoodBoss Bad Boss Loses temperin public Passionate Temperamental ‘Manages by walking about Empathic Clueless Breaksa promise Opportunistic Untrustworthy Limitsinteraction times Structured Unapproachable ‘Asa result of these attribution biases, bosses may find thatthey are disproportionately blamed for actions or decisions thathave a negative impact on subordinates, while they don’treceive due creditfor positive initiatives. In one case we studied, the introduction of a new working-from-home policy intended to benefit employees was viewed by some team members as yet another cost-cutting, ‘measure, since it reduced the company’s need foroffice space. ‘3, What They Remember, ‘The tendency to “over-intentionalize” leads subordinates to make negative inferences about boss behavior. Research on memory suggests that those inferences maybe stored awayas likely causes and are laterretrieved as actualcauses.8n other words, suppositions gradually harden up to become facts. ‘Moreover, information thatis stored away does not remain uncorrupted. Itdecays; it gets confused with other memories. Iteven becomes contaminated by information received afterthe behavior has occurred. Research on false memories shows that people can “remember” thingsthat didnot happen but are generally consistent with their viewof how things are. Memory tums out to be a reconstruction of the past, not simply areproduction of it 4, What They Discuss and With Whom, ‘The preceding cognitive biases can be reinforced by subordinates’ interaction patterns. What begins witha single detractor or strained relationship can easily spread to the restof the team. Subordinates compare notes. When they fee! let down or disrespected by the boss, one of the first things they doisto seeka “reality check” witha colleague. Typically, to get such feedback, they turn first to those who may be least inclined todefendthe boss — rather than to the boss's informal lieutenant{s). Research shows that members of the boss's “out-group” spend more time than the “in-group” discussing and analyzing the leader's differential treatment of subordinates. Of course, their choice of informants determines the kind of feedback they get. Their views of the boss are not only corroborated but alsoreinforced by further reports of lapses or misdeeds. Discussions around the coffee machine or water coolerensure ‘that disgruntled team members develop an even more negative view of the boss. Ifthe boss puts @ foot wrong, they will be told about it. Overtime, even subordinates who try to maintaina more balanced view may find themselves caught up in the general negative mood. 10Driving the Boss's Behavior Beyond biasing their perceptions of the boss’ sactions, labels also guide subordinates’ behavior toward ‘the boss — and hence the boss's responses toward them. Consciously or not, subordinates can provoke ‘theirbossesintwoways. Passive Provocation. Subordinates who begin to see theirbossas incompetent (which incoming bosses generallyare for several weeks) ordifficutt may be less forthcoming about problems and less prepared to ask the boss for help. The lackof contact lessens the boss's sensitivity to either the difficulties faced orthe progress made by the subordinate. Italsodiminishes the boss's ability tocontribute to the decision-making, processand to obtain reassurance that the subordinate has things wellin hand. Thislack of contact is likely to raise the boss’sanxiety about being blindsided and frustration with the subordinatewho comes across as evasive or uncooperative. Asa result, the boss may feel compe ied to intensify monitoring and to ask more pointed questions of the subordinate, thus confirmingthe subordinate’s view that exchanges with the bossare generally unpleasant. Similarly, subordinates who find the boss “harsh” or “unfair” may decide to discount the boss's critical feedback on the grounds thatit is driven by the boss's disposition rather than their own performance flaws.11 0f course, on realizing that the feedbackhas beenignored, the bossmay be tempted totum up the volume and issue even more forceful instructions — thus further confirming the subordinate’s negative view ofthe boss. ‘Active Provocation. ‘Subordinates who suspect that the new boss maybe “Just ike” the old one maytestout the new boss, perhaps by bringing up past injustices, including those related to pay or promotion decisions. Such behaviors clearly frustrating for the new boss. Why should he or she be held responsible fororfeel obliged to repairthe alleged misdeeds of others? Yet the aggrieved subordinate isstillliving with the consequences — interms of missed training or career opportunities, diminished status, lower pay and 0 on. Evenif the boss sympathizes with the subordinate, it may be difficult to “put matters right.” Hence, the new boss may be blamed notfor what he or she has done, butfor what he or she “refuses” to do — while the subordinate quicklyacquires a reputation for being “whiny” or “aggressive.” Going ‘one step further, subordinates who view their boss as unreasonable have ways of eliciting reactions from the boss that could be construedas unreasonableor unfair. They may choose to raise issuesthat the boss doesnot want raised (past hiring or promotion decisions) orwhich, inthe boss's mind, have already been settled, Subordinates may make proposals inthe wrong forum orat a time when the boss simply does not have the mental bandwidth to process whathe orshe perceivesas a digressi Subordinates who think that theirboss “never listens” can prove itto themselves and others by making, ‘a suggestion ata time when the boss cannot listen. Although “irrational” fromthe boss's perspective, such behaviorallows subordinates to deflect the blame for this dysfunctionalrelationship onto their “impossible” boss and tolessen their own responsibilty. This behavior can be curlously reassuring for subordinates andis consistent with research into sef-handicapping, which suggests that people's ‘motivation to protect their self-esteem and sense of competence will sometimes lead them deliberately to sabotage thelrown chances of success. 12How Unwary Bosses Get Trapped It’s easy for bosses to get drawn into this process. As they start to sense that they’re not getting through ‘to some of their subordinates, they fall prey tothe very same biases and blinders that afflict their subordinates — Including labeling, selective observation and recall, and biased attributions. Research shows that people are more inclined to make simplistic cognitive judgments when they are overstretched, distracted or pressed for time.13New bosses want to know who they can depend onfor support and will quickly pickup on signals that certain relationships are going to prove complicated or “high maintenance.” The propensity of bosses tostart sorting their subordinates into an “in-group” and ‘an “out-group” is highlighted by a body of research knownas leader-member exchange theory.14Field studies suggest that these distinctions emerge quickly and remain surprisingly stable over time.15Once boss has begunto doubt the attitude or motives of certain subordinates, he orshe will distort the Incoming evidence to match the existing label. The same behavior or actions from subordinates will therefore trigger very different attributions depending on what the boss thinks of the individual(s) concerned. Working long hours, forexample, can be interpreted asa sign of dedication from person the boss regards as “smart,” butas evidence of an inability to prioritize oraslow mind from someone for whom the boss has lessrespect. As bosses develop a negative image of partor all of theirteam, they will tend to adjust their behavior accordingly. New bosses who experience difficulty in engagingwitha mistrustful team may overcompensate in ather directions. They may invest their energies with other stakeholders (their bosses, clients, suppliers, analysts) or may choose to focuson facets of theirjob that they have mastered (strategy, operations, marketing, finance). In other words, they may retreat intoa comfort zone and disconnect fromthe team. Another common reaction when bosses feelalackof ‘engagement from subordinatesisto become more forceful and coercive. Bosses may react especially badly ifthe signals coming backare sufficiently disconnected from their own self-concept. For example, if boss issuspected of bias when she has done everything possible to be transparent oris reproached for not listening when he thinks he has been listening, the boss's response may be aggressive rather ‘than conciliatory: “Youthink!'mbeing harsh?1'll show you harsh!” Atwhich point the subordinates respond, "We rest our case.” Whether they withdraw or become more coercive, bosses typically end up bbehavinginways that match their subordinates’ negative expectations. Whilea subordinate may be primarily responsible for triggering the process, both parties keep it going with their mutual biases — and become locked in a double self-fulfilling process. (See “Causal Map.”) Causal Map I’strue that subordinates will sometimes form an inaccurate, negative picture of theirboss. Butit'salso true that bosses can make the situation worse by the way they respond. Whether they withdraw or become more coercive, bosses typically end up behaving in ways that match their subordinates’ ‘negative expectations. The ultimate result? The negative perception becomesa reality. Because the resulting vicious circles are difficult to interruptand unlikely toself-correct, preventing their occurrence mustbe a priority forbosses. Implications for Bosses ‘Our research shows that bosses must be mindful of, and should explicitly manage, their own labeling, expectations and biases. However, thatis not enough. For boss-subordinate relationships to work,bosses have to mind not only their own mental processes but also those of their subordinates. To avoid acquiring an undeserved negative label, individual bosses must take fourimportantsteps. 1L Understand the Situation. New bosses need tobe aware of what theyare walkinginto, both in business and humanterms. Isthis a turnaround, a realignment oran upholding-success challenge? Prior totaking charge, bosses must find ‘out whether there isa perceived need for change in their organization and, ifso, how widely sharedis that view. Prospective bosses should alsoask how their arrival islikely tobe perceived. What was their predecessor like, and what were the circumstances of the predecessor sexit? Comingaftera weakboss, a tough boss, or someone who has grown stale, the newcomeris likely tobe welcomed and to start out with positive “opening balance.” Conversely, the new boss who comesafter several bad bosses may start out “inthe red.” Similarly, when succeeding awell-iked boss who was removed fornot being. hhardnosed enough, the new boss can expect a cautious reception. Incoming leaders need to figure out where they stand. When Bob Eckert took overas CEO of Mattel inc., he asked histop team to submit, anonymous questions. One question read: “'ve heard youre an in-the-trenches manager who listens to the lowerlevels. Does this mean you'ligo around us and make decisions without involving us?” Eckert realized, “Ihad completely underestimated their wariness... They had done as much homework on me as had done on Mattel.”16 Fortunately, a question-and-answer sessionallowed himtodispel that preconception. 2. Invest Early in Subordinates. New bosses must spend significant time one-on-one with subordinates forthree reasons, ‘To understand them. The new boss needs ofind outhow subordinates see the company’s challenges; how they related individuallyto the previous bossand what they expectof the new boss;and what strengths, weaknessesand ather characteristics they bring to their jobs, ‘To get to know them. Incoming leaders can choose to be eithermore orless involvedin the creation of, theirsubordinates’first impressions. Frequent contactsinthe developmental stages of the relationship help bosses to establish the rules of engagement with their subordinates, clarify their expectations and explain key aspects of theirleadership style. This kind of clarity goes along way toward preventing bad dynamics, whichare so often fueled by unstated expectations and misunderstandings over priorities. ‘Toestablisha rapport. Time is the new leader's scarcest resource. Investing precioustime in individuals signals the boss's commitmentto them. Developinga rapport with subordinates reassures them that employees will be respected as individuals even iftheir performance falls shortof their ownand their boss's expectations. It also helps todecrease anxiety and defensiveness associated with feedback, as ‘well as reluctance to approach the boss for advice 3. Be Mindful of One’s Qwn Behavior. New leaders often overestimate the extent to which their good intentions and good character will shine through. Demonstrating one’s “authenticself” does not mean “being natural.” Rather, itrequires managers to seize everyday opportunities to demonstrate that they are trustworthy, supportive and fai. ‘The subordinate of one outstanding leaderin our study recalled: “When I first started working with him, had the feefing that he was not very open to employeeinput, So! would go: Yes, yes, OK. 'ildothat.Whateveryousay.’ “Youcan push back on me, you know. I'm not always right.’ Sot've tested himonthis overtime, and he’sneverreacted badly.” Managersneedto establish and maintain a positive good will balance with their subordinates, both individually and collectively. They draw on that store of good will every time they ask subordinates for special efforts, impose their will or make “unforced errors.” To be able to afford such withdrawals, managers need to make regulardeposits — especially by taking actions that help subordinatesin theirwork, demonstrating openness to subordinate input orsupporting them in their careers. The timing ofthese deposits also matters. A few well-chosen efforts earlyon inthe relationship will create momentum and help the boss to acquire a positive label. Once team memberssee the leaderthroughabenignlens, everything becomes simpler forthe boss: positive actions receive mare good will credit while unexpected demandsand errors incursmallerlosses. Conversely, as we have seen, earlyerrorscan prove particularly damaging. 4, Intervene Early. When bosses feel that they're not getting the credit they deserve from subordinates or sense that certain subordinates are not engaging, they have to make an efforton two fronts: ‘Seware of labeling. Some subordinates may be more marked by past experiences thanothers and may take longer to come around to the new leader's approach. This puts the onus on the boss to maintain sufficient mental bandwidth to react productively tothe reticence of these subordinates and resist jumping to hasty conclusions about them orwritingthem off prematurely. Bosses must remind themselves why they want to give subordinates — particularly those who had complicated interactions with prior leaders — a real chance to connect, and must realize that this process cannot be instantaneous. ‘Act quickly. Ifin spite of the leader's proactive efforts a malaise seems tobe developing, itis critical to ‘act quickly. Managers often withhold negative feedback atthe outset, assuming that it mightspoil the development of a working relationship. Butif a subordinate is doing something that concerns the boss, that employeeneeds tobe told soonerrather than later. While it may not be pleasant for either party, corrective feedback delivered early can be accepted as part of the normal adaptation process, Delayed intervention only raises the threat and embarrassment attachedto the issue. Itgives the feedbacka Punitive edge and reduces the chances that the subordinate will react constructively. Often, what prevents bosses from entering this discussion isthe assumption that they know what isdriving the behavior oroutcome they perceive, be itlack of skill, judgment or effort. When bosses make the effort to check, they often discoverthat they have misread the situation, misunderstood the subordinate’s conduct or motives, or overlooked mitigating factors (e.g., lack of training, lack of time, too many responsibilities, unclear instructions, or personal circumstances, such as family problems). The fact that the boss s willing to double-check to see if his initial reaction is right gives employees proofthat they will be evaluated fairly. Forewamed Is Forearmed While bosses certainly need to work on their own behavior, the other side of the equation is equally Important: subordinates are not blameless or powerless victims. The factisthat they have collective histories and individual sensitivities, as well as anxieties and mental biases, and that these sometimes can make it extremely difficult for bosses tobe effective leaders. Bosses, therefore, must try tounderstand the interpersonal context they are walking into before they get sucked intoavicious circle with one or more subordinates. As Mahatma Gandhi famously putt: “The moment there issuspicion abouta person's motives, everythinghe does becomes tainted.” About the Authors Jean-Francois Manzoniis a professor of leadership and organizational development at IMD in Lausanne, ‘Switzerland. Jean-Louis Barsouxisa seniorresearch fellow at IMD. References(17) 1L For example, J.F. Manzoni and.L. Barsoux, “The Set-Up-to-FallSyndrome,” Harvard Business Review 76, no. 2 (March-April 1998): 101-113, 2. R.C.Liden, S.J. Wayne and, Stilwell, “A LongitudinalStudy on the Early Development of Leader ‘Member Exchanges,” Journal of Applied Psychology 78, no. 4 (1993): 662-674. Show All References Share through Email Copyright © Massachusetts Institute of Technology, 1977-2018. Allrights reserved. Permissionis required to copy or distribute MIT Sloan Management Review articles. Buy permissions here: https://sloanreview.mit.edu/article/are-your-subordinates-setting-you-up-to-fail/From: [exenTNCyUSEe ‘Ban. Geesor S66 USARMY STRATEOM US) Tor Subjects AW: Loating Hard at Ourodes Date Thurs, rary 25,2018 43614 Ateochments; Lakin ant Cust docs | San Macon Rett | FYSA. here's the latest email that Col Spetstoser sent tothe CAG. The PDF attachment asks the question “Are your subordinates setting you up to fail”. (eRS USEC ‘Sorry to sbsorb your time on this Sir..just thought this was particularly relevant [everery | | vm TBHENTNC UST From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) | Sent: Thursdey, Jauary 25,2018 2:57 PM ‘To: STRATCOM Offutt AFB J004 List JOOS Users {VRVUSST Subjec: Looking Hard at OuseivesTeam, “The ttached articles you may find iluminatng. This is some ofthe stuff[EVETfand | work on worth the Design ‘Team and CS office. would ask you to take avery close ead on ther.. We may have elements ofthat here. Goal is to make things beter, We wort have a meeting on this per se bt if anyone has thoughts or ideas to share fel fee to drop in and discus. ‘Thanks. consPlease let me know your availability to discuss the items below and for me to receive your fitial marching orders 1, Two to three of your strengths fexe} USsc. 2. A couple of areas you feel you can improve on eye) USSC 3. Professional and Personal Goals ioveyussC 4. What I ean do to help yey uSsC [ere ussc PaTG; -—Original Message—— From: Spietstoser, Kathryn A COL USARMY STRATCOM J00# (US) ‘Sent: Montiay, November 27, 2017 7:08 AM ‘To: STRATCOM Offutt AFB 1004 List J004 Users [DVELCTVC) USEC ‘STRATCOM 1004 (US) Subject: FW: Counseling | 5. What weld you change or improve nthe CAGiy0u ware in cage | | | | Team, ‘Thanks to those who filled this out and who I had great discussions with last week. For the rest ofthe tea who dida't return this please complete it this by the cendoof this week and we can discuss next week. ‘Thank you. VR cos —~Original Message——- From: Spietstoser, Kathryn A COL USARMY STRATCOM J004 (US) Sent: Friday, November 17, 2017 9:37 AMTo{ HEL TNCVUSSE ENT RCTOS 2 oT) 7 Team, Beginning next week, schedules permitting, I would like to begin the next round of individual counseling with each of you. Although we discussed the below to varying degrees when you came aboard itis getting time (o do an ‘azimuth check. In order to have a highly productive conversation please send ‘me some additional information via email but don’t reply all to this ema Specifically, | would like to know your thoughts on the following: 1. Two to three of your strengths 2..A couple of areas you feel you can improve on 3. Professional and Personal Goals 4, What I can do to help 5, What would you change or improve in the CAG ifyou were in charge Looking to use this to help you and the team get better. Please send this to me inthe next few days. 1 expect we can stat to meet ‘next week but this may be spread out over a number of weeks based on everyone's schedule, Many thanks. Have a great weekend. ve cosFrom: ‘Sudetsaer. Kato A COL USARMY STRATOOM 2006 (5) To ‘Baten, Geaon $B USARMY STRATCOM 12 (US) Subject: FW: Counselng Dates Friday, January 12,2018 2:41:59 at ‘Attachments: Sir, ‘You may find these useful in your current addtional duty endeavor. ve Kathy From: Spletstoser, Kathryn A COL USARMY STRATCOM 1004 (US) Sent: Friday, January 12, 2018 7:34 AM To: Hyten, John E Gen USAF STRATCOM JOCC (US)[HEMNE VEST Subject: Counseling Sit, Attached are the most recent counseling base documents for your review as the senior rater or reviewer forall CAG personnel. Counseling requirements us you know, vary greatly by services, ete. The attached format I found useful to ascertain what is on people’s minds and facilitates open dialogue and importantly, ying to help people meet both ‘the mission and their own goals. {am sending it to you now in light ofthe fact that mos ofthe team and will role Dav now and summer soit is important for you to have this insight before finalizing any oftheir evaluations, The last document is clled Indicators of Potential vs, Performance. | pushed this tothe eam afterall counseling sessions ‘were completed in order to prepare forthe next set of discussions which is slated to begia atthe end of this month of Feb. I have them provide a self-assessment and I prepare my writen assessment and provide ito them in ‘advance of our in person discussions. The completed ones will bein their evaluation packets for your consideration 2s you make your determination on their evaluations VRFrom: (OUOLRCT USEC Tor ‘Solcser, Satin A COL USAR STRATOON ons 6) ‘Subject Re: Counseng Date: Friday, November 17,2017 1:19:59 4 ‘Terrific, I look forward to it, and safe travels this weekend. —-Original Message—— Prom: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) ‘Sent: Friday, Novernber 17, 2017 12:18 PM. ‘Tos{ (V6). °KC) USSC ‘Subject: Re: Counseling [ETETITVG|yes ofcourse you are included! Thanks forthe quick tum and f lok Torward to discussing this with you, Vr COL $ ‘On Nov 17, 2017, at 2:14 PMICXBLTHIC)USSC [xen rnc) USSC Wie Cols, 1m not sure whether you were planning on a counseling session with me, as well, but my responses to your questions follow, and 1 would appreciate any counseledvice you might offer. 1, Two to three of your strengths reyayussc ZA enuple of areas you feel you can improve on reve) USSC 3. Professional and Personal Goals BVETUSSC “4, What | ean do to hel (eReyUssc 5, What would vou change or improve in the CAG ifyou were in charge (EXE) USSC [BENTHIC USECOriginal Message-— From: Spletstoser, Kathryn A COL USARMY STRATCOM 004 (US) Ser Tol PKe.(7IC)USSC (EHEL CT USSE ‘Sua Coeling Team, Beginning next week, schedules permitting, I would like to begin the next round o al counseling with each of you. Although we discussed the below to varying degrees when you came aboard it is getting ime to do an ‘cimuth check. In order to have a highly productive conversation please send me some additional information via email but don’t reply all to this email, Specifically, T would like to know your thoughts on the follow 1. Two to three of your strengths 2. A couple of areas you feel you ean improve on 3, Professional and Personal Goals 4. What I can do to help ‘5. What would you change or improve in the CAG if you were in charge ‘Looking to use this to help you and the team get better. Please send this to me inthe next few days. I expect we can start lo meet next week but this may be spread out over a number of weeks based on everyone's schedule, Many thanks. Have a great weekend, ve coLsINDICATORS OF POTENTIAL VS PERFORMANCE 4. Thinks two jevete up. Can see ~ or ties to see ~ the bigger piciure. Sees things from other then his ‘position or that of hia Team. Tries to see lesuos from the perspective of his boes when approaching a ‘mission. Doesn't eee other toams as inferior or as lese knowledgeable. 2. Dose more then te expected. Ovean't do just what he is required to do. Volunteers to a things that help the entre organization. Has a very strong work attic or the organtzation's benef rather than hiather ‘own, Gives 110% effort daly with itenaiy and drive, | le eteady and unemotional. The officer can “take the shot Maturely accepts crilam; le not ofensive when behavior, atttude, judgment or arsa ot reeponelbilly are crtqued or corrected. Dosan't fight things that are strange or new or diferent than how he'd fixe to do tha or has done them before. ‘Knows what things are realy Important: integrity eauss versus 2 difference of opinion on how to do things, Remains poskive in the face of adversity. Dovertt let eriotons gat the betier of him: realizes having a positive attude is 2 combet mutter. Does whatever job as best as possible - i all contrbutes ‘1 experience (velfess service). Physicaty and mentally tough; displays matty. 4. Offers solutions to probleme he can't handle, The officer dosen't pass problems to the boss and then walt for new directions or policies, Thie oficer makes meoommendations and displays inkiative and productivity. ‘5. Gets along with and can influence peers. The officer ia sinus iaam player (thie es in with being ‘ble fo 20e the bigger pictures); works well outside of the Taarn; is able to influence pears by being able {compromise and work around personal feelings. Works Hendy and bukis a team; develope: ‘subordinates, 4. Communicate effectively. is able to speak, brief and wrke weil. Can argue a csse objectively and pertussivety, yet not alenate those who disagree, Speaks with candor, 1. Hea Imagination and creativity. The officer ia able io present novel and innovative solutions to problems, Originaias new methods, Kdees, or approaches o existing or new policies or procedures. (iaplaya lexibity while thinking out ofthe bax. Can balence compeling demande; apples common sense, 8, la totally dependable. “Anewers the mai on at missions. Lite things dort sip; attention to detal. ‘Thinks through the implications of general or spectic guidance. Remaine cool under prewwure and uses ‘syatere to get the job done; develops « reputation for getting the Job done. 8. Ready Now. This officer ls mature enough and proficient in his Branch to the dagree where he cous mmadiatety exsume the duties of the nxt higher poskiontgrade: battalion commaniier for a cormpary ‘commander, brigade commander for a battalion commander, division commander fora brigade ‘commander: 410. Loyaity. Promotes he group of subordinates. Selt-ettacing, dogan downgrade others in or outside ‘the group. Loyalty to the unitothers. Generates enthusiasm (etttude) and is respected by peers and ‘subordinates alice,(OVEN RCT USES Sestner.Kathrm A COL USARMY STRATOOM 3004 (5) RE: Counseling Monday, November 20, 2037 2:28:49 > Meam, Sony forthe delay on this, fre UssC- << £@—— (USSE FLERETOSSS exe) USSe IPR USST, — @@ — ——l USSC APR USST yey USSC Gaere VR, Te}. TRCTUSSC Original Message-— From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) ‘Sent: Friday, November 17, 2017 937 AM. ‘To{(ONE). NC) USSC TN).THCY USEC ‘Subject: Counseling Team,Beginning next week, schedules permitting, I would like to begin the next round of individual counseling with each of you. Although we discussed the below to varying degrees when you came aboard i is geting time to do an azimuth check. In order to have a highly productive conversation please send sme some additonal information via email but don’t reply alto this email Specifically, { would like to know your thoughts onthe following: 1. Two to three of your strengths 2. A couple of areas you feel you can improve on 3. Professional and Personal Goals 4, What I can do to help ‘5, What would you change or improve in the CAG if you were in charge Looking to use this to help you and the team get better. lease send this to me in the next few days. 1 expect we can start to meet next week but this may be spread out over a number of weeks based on everyone’s schedule. ‘Many thanks. Have a great weekend, Ve COLSFrom [PRRTACTUSSE we Swlesose: Nation A COLUSA STRATEN OOD Subject RE: Counseing Date: Tuesiey,Novenber 25, 2:7 1:35:39 96 Asmchments: (AG Dil and Reconslle 2036 of Mata, My thoughts 1 Two to three of vour strengths: (mye) USSC 2. A couple of areas you fee you can improve on roveyusse Boma cur oie ETE raverusse [Nanresponaive What woulé improve in a eve) USEC ein the CAG if vou were in che(BRETUSSE Overall this hasbeen a great job forme. Love wing, Coording with the SECDEF Weekly was fun but glad (@YE)(BX7XC)}1 REALLY enjoy the retirements and promotion ceremonies and le( OREN TFin with the more technical or doctine ‘based speeches. Look forward to our chat, Buus Original Message-—- From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) Sent: Monday, Navember 27, 2017 7:08 AM ‘To: STRATCOM Offutt AFB J004 List 3004 Useres{(N@)7NG) USSE STRATCOM J004 (US) ‘Subject: FW: Counseling Team, ‘Thanks to those who filled this out and who I had great discussions with last week, For the rest of the tearn who dida't return this please complete it this by the end of this week and we can discuss next week, ‘Thank you. VR cols Original Message—-- From: Splestoser, Kathryn A COL USARMY STRATCOM J004 (US) ‘Sent: Friday, November 17, 2017 9:37 AM “Tof(OWE).(7XC) USSC. [eX6).(7HC) USSC ER ComnSeT Team, ginning next week, schedules permitting, I would like to begin the next round of individual counseling with each of you. Although we discussed the below to varying degrees when you came aboard its getting time to do an azimuth check. In order to have a highly productive conversation please send ¢ additional information via email but don’t reply allo this email, ally, I would ike to know your thoughts on the following: 1. Two to three of your strengths2. couple of areas you feel you can improve on 3. Professional and Personal Gols 4. What I ean do 10 help ‘5. What would you change or improve in tie CAG if you were in charge Looking to se this to help you and the team get beter. Please send this to me inthe next few days. 1 expect we can start to meet ext week but this may be spreed ou: aver a number of weeks based on everyone's schedule Many thanks. Have great weekend, ve | cous |From: (CRELTNCV USEC To: ‘Shletsinsec Manon ACGOL USARDY STRATED ODA us) Subject: ie: Counseling Date: Monday, December 4, 201713049 PM 1, Strengahs: [b\@) USES 2. A couple of areas you feel vou can improve on (ox6) USC. fessional and Personal Goals (oye) USSC 44, What [can do to help (eye) USSC ‘5. What would you change or improve in the CAG if you were in charge [ere ex7VC) USS Lam ready to discuss whenever you are, VR, [exer rNCTUSSC —Driginal Message-— ‘From: Spletstose, Kathryn A COL USARMY STRATCOM 104 (US) Sent: Monday, Novernber 27, 2017 7:08 AM ‘To: STRATCOM Offutt AFB 1004 Lis J004 Users HTNCTUSSS STRATCOM 1004 (US)Subject: FW: Counseling Team, ‘Thanks to those who filled this out and who I ad great discussions with last week. For the rest of the team who dida't return this please complete it this by the ‘end ofthis week and we can discuss next week. ‘Thank you. VR COL Original Message— From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) Seq Tos (NE). PKC) USEC. or ‘Specifically, woul 1. Two to three of your strengths 2..A couple of areas you feel you can improve on 3. Professional and Personal Goals 4. What I ean do wo help 5. What would you change or improve in the CAG if'you were in charge Looking to use this to help you and the team get better. Please send this to:me in the next few days. I expect we can star to meet next week but this may be spread out over a sumber of weeks based on everyones TNC USES below to varying degrees when you came aboard its getting time to do aa ‘azimuth check. In order to have a highly productive conversation please send ‘me some additional information via email but don’t reply all to this email to know your thoughts on th following: schedule, ‘Meny thanks. Have a great weekend vr cols(OGKUIC: jetsaer_ Kan ACOLUS RE: Counseling Monday, Novenber 20,2017 3:49:33 PM Here you go ma‘am: 1. Two to three of my strengths: BRETUSST 2..A couple of areas I feel I can improve o Dor 3. Professional and Personal Goals: ORE USSE[BREVUSST 4. What I can do to help: OVE USST . What would you change or improve in the CAG if you were in charge (BXEVENTICYUSSE vR BHEHTNCTUSST --—Original Message-— From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) Seat November 17, 2017 9:37 AM. si STAT Me senees verses vee sess eePER reese ssee STEELS STEEL TT) FORONTRCT USS ‘Subject Counseling Team, Beginning next week, schedules permitting, | would like to begin the next ‘round of individual counseling with each of you. Although we diseussed the ‘below to varying degrees when you came aboard itis getting time to do an azimuth cheek. In order to have a highly productive conversation please send ‘me some addtional information via email bt don’t reply all wo this email. Specifically, I would like to know your thoughts on the following: 1. Two to three of your strengths 2. couple of areas you feel you can improve on 3. Professional and Personal Goals4, What Ian do to help 5. What would you change or improve in the CAG if you were in charge ‘Looking to use this to help you and the team get better tease send this to me in the next few days. I expect we can start to meet ‘ext week but this may be spread out over a number of weeks based on everyones schedule Many thanss. Have a great weekend, vr cots(PRENTRCTUSSC Counseling November 2017 Strengths: (BKGUSSC ‘Areas for Improvement: (PEL TBNTNC) USSCTable of Contents TAB 1 - Legal Memorandum TAB 2~ Memorandum for Record - Sworn Statements and Findings Rebuttal Enclosures ‘A— Europe Trip Reports Comments B _erermcyusse Emails CPEs Irhank You NoteDEPARTMENT OF THE ARMY UNITED STATES ARMY TRIAL DEFENSE SERVICE ‘FORT LEAVENWORTH FIELD OFFICE ‘418 CUSTER AVENUE FORT LEAVENWORTH KS. 66027-2313, ATZL-TD 20 February 2018 ERS ORONNNC] USSTOREN HSHMNG) USET(ove oTeTITNV UES(CHSHONO TNC) USS[PYETBNEN RCT USSTEVSTIENBLTNC) USSC ‘Senior Defense Counsel20 February 2018 MEMORANDUM FOR RECORD SUBJECT: SWORN STATEMENT AND FINDINGS REBUTTAL 1. BLUF: This memorandum for record serves as direct rebuttal for the findings and sworn statements made in a very one sided investigation that did not explore the facts and relied upon opinion and hearsay to draw erroneous conclusions about my actions, integrity, and character. The personnel interviewed could not provide specifics to back up their accusations and in some cases their motivations are and were questionable. What follows contains supportable and verifiable facts that counteract the Investigating Offficer’s (10) findings. The sworn statements used by the 1O also indicate that a significant number of subordinates also implicated the senior leadership within STRATCOM. This includes the Commander (CC) Gen Hyten, the (O16). PKC) USEC land the Chief of Staff (CS)MG Karbler who are accused by a number of subordinates, including general and flag officers and members of the Senior Executive Service, of: dereliction of duty to correct problems, complicity, undue familiar relationships, and a range of other smaller issues. If these sworn statements were deemed credible by the IO to base his findings about me then they must be deemed credible for further investigation by the it of Defense Inspector General into the conduct of the commander, the chief of staff, the DHE} 7HC) US land lastly, the senior fficers themselves for their own failures ‘to act. For the record Tam not accusing Gen Hyten or{ ®X®)(7X0) USSC bf anything, their professionalism is unquestioned. ] am concerned about MG Karbler’s roie in many of sworn statements, his handling of this investigation, how it was scoped and carried out, as well as his likely role in pointing the 10 to a retired General officer to make a statement that has no bearing on the facts of this investigation. The fact that he and the command also initially refused to assist in obtaining legal counsel which resulted in a hheated argument is also problematic. It has the appearance of deliberately trying to hinder due process and a fair investigation. 2. There was apparently very little or no mention of the positive things Ido here. Nearly every statement ‘was tailored specifically to address any possible negative : that, have hi red. In fact, several oimyown sociote Oe ven HLTH np they were directed by the TO to only mention the negative aspects despite the requirement to investigate both aspects per his appointment memorandum. There is no mention of them being asked about the positive aspects much less being asked to document them accurately or fairly in sworn statements. 3. On 5 February, after an extension was provided to the 10 I also brought to both MG Karbler and Gen Hyten’s attention that I was extremely concemed about the extensive dragging out ofan investigation based on hearsay without clear facts to back them up. I was also threatened by the IO to submit oan interview at the time and piace of his choosing before the command could arrange for appropriate Trial Defense Service (TDS) legal counsel for me to consult with before that interview took place. This character assassination is destroying my reputation and having a very serious adverse effect on my life, career and future. 28 years of exceptional service doesn't count for anything here where individual hate ‘and jealousy can destroy an innocent person in this command with no actual evidence apparently required. 4. Based on how the investigation was scoped it was designed to go command wide and extended to the flag level to bring in additional opinion vice any facts from people I rarely have direct dealings with and when I do it is on behalf of the commander. There was no need for that and there was nothing substantive tproduced from these interviews. I don’t deserve that. No one does. Every allegation of an interruption or outburst was made in the presence of Gen Hyten and other very senior leaders who not only didn’t react negatively but generally encouraged alternate perspectives. I is my job as the CAG Director to do that, ‘mostly in private, occasionally in public. Ihave not been treated fairly inthis case or treated with any level of dignity or respect and am constantly embarrassed and humiliated by the incessant and repeated revisiting of tong gorie events that were immediately corrected, I clearly admitted where I made mistakes and immediately fixed them but I won’t admit to things I didn’t do. There is a huge double standard in this command. You can sec from these statements it was seriously biased toward digging for negative details and very few specifics were offered or corroborated. I corrected every known issue I was counseled on in a timely manner and that is corroborated in witness statements. There is also clear evidence that the morale and performance in the CAG improved in the last three to four months under my leadership. A long drawn out series of investigations was started based on hurt feelings and clear differences in service culture vice actual facts for how people were treated. 5. [did not bully subordinates as defined in AR 600-20, para 4-19a(2). Bullying is any conduct where a Service member or service members, regardless of service, rank, or position intends to exclude or reject another Service member through cruel, abusive, humiliating, oppressive, demeaning, or harmful behavior ‘which diminishes the other Service member's dignity, postion, or status. I did not make threats against anyone’s career or evaluation, spread rumors, social isolation, or attack anyone physically, verbally, or through the use of electronic media. Ican tel you unequivocally though that I was bullied by members of ‘the Front Office staff and brought this to the attention of both MG Karbler and Gen Hyten on a number of occasions. 6. Specifically [PXE.71) USSC| stomped into my office six times between. and August 2017 over a myriad of issues including travel, scheduling, and legislative affairs where| came in to throw! )4weight around in a huff end puff. I found it extremely rude, offensive, and not how you treat a peer|""/"7also no less than 25 times, walked straight to my subordinates in the CAG while I was in the office to direct them to someting without courte Vis t0 me, their direct line supervisor. I "go straight to ‘someone in the front office ice to anyone there without telling|'“first| foanrteassc| UST also did a number of other thi ta ‘can be viewed as bullying. For example, in (6) 7X0) USSC (HEN ened a VIC with the CAG while Gen Hyten was executing his open Senate Armed Series Commies Posture Heng liv of CSPAN. [directed my cute fea to walch the testimony. vas atthe testimony an E110 24 was not [EVs discuss convening of a VTC with my team without me beforehand and it was inappropriate fox°7®)fo do so behind my back and direct members of the CAG to do things in my absence. It was also unnecessary because we were both in DC supporting Gen Hyten and had ample time to have a discussion on any issue [Eidwanted to discuss {161.7% USSq frequently did this sort of thing which I found disrespectful to me, my position, and a complete violation for how a chain of command works, It was clear to me{@ljwas very insecure in{®X]role and felt envious about the o Thad with each of the commanders (ADM Haney and Gen Hyten) where perhap{@} felt[®)should be the one with those opportunities [@Xjnever treated me as an equal {(V]also micromanaged every single calendar item and was incredibly slow to react to Gen Hyten’s guidance Tor requested changes to trip books and adjustments to roles and responsibilities. It was as if(|was deliberately undercutting that guidance and those decisions to retain some misplaced sense of eafitlement and control. That permeated throughout our interactions during that time and led to Tot of distrust between the two offices who were supposed to seamlessly work as one. [am all about working together but that was extremely unprofessional in all regards. I discussed this with Gen Hyten on at least three occasions and MG Karbler about six times. It got so bad I almost gave up and quit. Ido not know whether these two senior leaders addressed the issue with [¥.(77C) US5{ but I do know that over the last 3-4 months the relationship improved.7.1 outlined] XX) USSClpehavior in my interview point in the restof this memorandum. The same with|" ‘was clear from their statements that they deliberately spread rumors and verbally back not to mention the blatant disrespect on numerous occasions. Every time I attempted to set the record straight or correct their unprofessional behavior it resulted in another false accusation against me. There was no respect for the chain of command, my rank, or position. In what command do we allow that to happen? Apparently STRATCOM. ! will aso highlight here though that despite being assigned to the Front Office the CAG personnel almost never received invites for the command group events typically ‘open to all front office members. Gen Hyten addressed this and ensured one event included all of JO but routinely we are left out specifically on purpose. In my time here they have hosted 10 such gatherings and the CAG was formally invited to exactly one. Gen and[/¥®.(XC)Umade some on the spot invites to at Teast three of these but it was awkward. This was another example of a fractured team. The rest of the Front office was invited to the three CAG gatherings, several they chose not to come to. They deliberately foster the “us versus them” philosophy and are often unwilling to change to more inclusive behavior for the good of the team. 8. The following paragraphs illuminate the inaccuracies, inconsistencies, and misstatement of facts by witnesses in their statements. ~ Exnbit 4 [PRORPVCTUSSC statement ~ is inaccurate. The email trail about the Europe trip is attached containing my response t]%°)USSC rip report and Gen Hyten’s response to itas well. The actual tip report was classified Secret and therefore is not included here. My comments were professional and includes Gen Hyten’s response. At that time the[0X@) USjalso did the logistics arrangements for the entire trip with|®1@) XC) USSChot the CAG, so I really cannot accept the blame for that. At no point did the[X@) USistay above the fray, they routinely didn’t provide information requited as outlined in that email. Furthermore, [°©).7XC) USSC jagreed with my assessment in a lv1 ‘conversation outside of Room 2A in the HQs after the actual small group trip AAR with Gen Hyten who issued his guidance to the personnel he mentions in that email. Not sure why there was an erroneous ‘statement made . The second event{/®igclaims to have witnessed I do not recall at all. Gen Hyten, the senior Space officer in the AF, routinely states that his community doesn’t understand ‘war fighting. Iam not the one criticizing the space community's ability to wage War. I also would never say anything about killing people — I would however say things like warfighting and warfighter but there is nothing specific here but a random memory not connected to anything specific. At some point as a [ONENTNCY eit feit a Colonel was unprofessional) had a professional obligation to say something of correct anything (O¥4didn’t like. [biGnever did. = Exhibit 6 -[PHOMNCTUSSE Btatement -["tates that when[ came into the CAG the command climate was bispolar and toxie at times [°Y|clearly knew the CAG was in the process of rebuilding and understood the dynamic4 "was getting into during a restructuring of the organization {© ‘was part of it. I never had an “aneurysm” about any trip books being coordinated with the front office but routinely questioned why they didn't respect the chain of command and my guidance to talk to me first to shape the trip to ensure we covered Gen Hyten’s intent for engagements. Skipping that step often resulted in reworking plans. We also had a pretty clear set of guidance on the SECDEF Weekly where they would craft. strawman entry on the subject and either I or Gen Hyten would fill in the details. My own office often felt they didn’t need to bother with that step, expecting either the commander or Ito do all the work froma remote computer running off 2 cell network. Disregard of established standards was frustrating, I did not have random expletive laden outbursts either. Inoticed| °X8M7XC) USSC]couldn't provide anyspecific dates or times when these incidents allegedly occurred ye claimed to keep a journal with them included, Odd(4would decline to put them in his statement if that was the case. According to[X6).7KC) USC vas not truthful about not discussing the situation with other members in the CAG[@®) approached me during this investigation and explained that BVEIC7VC] [XED.71C routinely fomented dissent, was extremely disloyal behind my back, and would often disregard direct lawfal orders I gave'®}causing a hostile work environment in the CAG. I didn’t use the “f” word in the manner described[ Moen did. I didn’t use profanity like that when I asked for the agenda to Barksdale either[(\hetf admits thar[feoordinated the agenda through the front office four deys earlier ‘and had it ready yet refused to send it to me at my lawful request when I asked to see it. I never told ‘anyone they couldn’t talk to or work with the front office but I specifically said that when doing so keep. me in the loop and include me on all written correspondence, [PXS}(7XC) USSGwas routinely disrespectful and[@own statement outlines specific events where there were concerted activities done behind my back intentionally that undermined my authority and position. Additionally, in the one incident{] describes where I asked%6]if “this was funny’[Ei{just mocked me and refused to be counseled on the incident. I ‘was pretty annoyed at that. What military doegMserve in where that is okay? I didn’t say any of those things either. I did bring(®/@linto the hall for a quick conversation on{PX}behavior and lef it. Interesting how{(bijclaims they worked hard to remedy and repair relationships with Legislative Affairs (LA). I work closely with them every day and have since they went to the J8. There were growing pains but this is a very healthy relationship with LA. Talso don’t have any concern with[ °°) USS4 going on trips because that is betwee Xélfand Gen Hyten.[°Jusually goes on trips svith[ 7°" pquities. That has no bearing on me doing my job. To be clear, 1 didn’t then, and don't now manifest people on the commander's aircraft but Ido check the manifest to see who will travel for accountability once a trp isin execution. My guidance isto use the seats to the maximum extent possible to save money but I don’t really care who goes. That is a discussion between ine: CHE USE ed feceiay, Gen ten when come to who gets ued ough ado he trip ies, No General Officer or anyone else was ever bumped off a trip when there was space available — that is ludicrous. In reference to the 21 April meet entions that discussed the transition period in the CAG and building morale. The front office going through transitions and they, like the CAG, had a series of inefficiencies and dysfunctions. As one front office collective team it was completely appropriate to discuss the entire range of issues. I didn’t then and do not now, forbid anyone to talk to anyone in any office — in fact we do so every day. It is supposed to be one team not two differént ones. think I adequately addressed the fact that not only do I not insist on traveling everywhere with Gen Hyten, I don’t travel everywhere with him, only when I have a very specific role and responsibility. That is a fact supported by actual travel orders and vouchers |(X6}.(7KC) USSq| was also offered opportunities to travel with Gen Hyten but declined because those trips {Oifpersonal schedule. As far as staff processes go, CAGs nonmally do not adhere to strict staff processes. The CICS CAG doesn’t, the other CCMDs don’t, and so while there is some level of that required for coordination, by definition CAGs operate outside of routine staffing processes in order to run flatter and faster. That is how CAGs are by design. As a supervisor itis also common to check subordinates work before submission to a four star commander. I didn’t micromanage but more often than not, work wasnt checked, and there ‘were some deficiencies, so I did my job and checked it as required. 4I noticed [=ENTKETUS"| mentioned « superb performance report [ifreceived one though in hindsight clearly didn’t deserve it. Mfalso was obsessed with getting one from Gen Hyten and wrote and re-wrote (®ifown report no less than ten times. You can verify the number of times{(iwent back and forth with J} nit. This self-serving behavior seemed ingrained in[™)]! was concerned about it but understood that some of that is simply a part of the((X@)7XC culture. Tnever threatened{°¥] or anyone else’s evaluation ‘report and no one in the CAG under my leadership has ever received a negative or substandard report. I tended to err on giving them better than they deserved based on the fact that most of them demonstrated the stated potential despite some performance flaws. You can pull every evaluation I ever wrote or signed. There is not one unfair one there. There never was and never willbe, I don’t threaten people’s careers or livelihoods. As far as the statement on preferring upwardly mobile candidates for the CAG, that is ‘common sense and Gen Hyten’s specified guidance. I don’t neéd to threaten people as a leader, Ihave served for 28 years with outstanding results, and until now, nothing but rave reviews as a leader. That is a fact supported by my official military records that both ADM Haney and Gen Hyten reviewed. I was thoroughly and properly vetted for my current position. = Exhibit 7-[°UFT ET estement- I thought we had a mutual respectful working relationship|"never mentioned any issues or concems to me and if{Pi\did go to MG Karbler why didn’t [ior MG Karbler discuss any issues with me?[0.(71C) UShwas the one who stated that the Legislative ‘Affairs team was terrible and that{@)]didn’t want them transferred to the((V6\(reluctantly did so because no choice — that was ADM Haney’s guidance|V{only took two of the five personnel at Offutt and the two in the DC office to the[®oecause of it. [PX] also makes an odd statement that I was dismissive of (OR@VTRC) USS 4ideas which is odd as 1 was the one who. encouraged|®19to have the discussion With [PNEN7IC) USGI went to the meeting because|X®.(7NC) U me to serve as top cover for{(0i/6)4) ideas, T valued those ideas and thought for once in this command] "ideas brought the [organization into an integrated line of effort to achieve the \der’s vision. At some point if(Pifas a long serving established member of the[ PH 70) USSC felt a Colonel was unprofessional[}had a professional obligation to say something or correct anything| | didn’t like|/°"“rever did. = Exhibit 8 -[PIE}ICTUSSC]statement 1% pets a lot ofthe wrong, [PHENTHCTUSST was [WHENVC) USSC as a juniog ONS TNCTUY peers didn’t respect Olin fuct, shortly before I arrived @XO)@Vc) USSC in thel EXE and it tore the team apart. EVO.) U5] fortwo eT and vas disrespectful and disloyal to the organization and the CDR [(BV6)(711C) USST it all times and when [Pifdid work[®] averaged about[PX6N(7XCI USC ]had people bel but I received a fair amount of feedback from the[XEN(7N0) USSC PXENTIC) USpever told me I was the so called) CXEHTNCTUSST OHENTNCVUSST credit for] work as evidenced by the[ PN vanks me every other month via emiail for checking up onf I@Jand| well-being as [(Xfcareer choices (See email trail provided). [exeTeKEY TAstatements regarding inadequate staff abilities, writing skills, and lack of combat experience ‘are fot accurate either. I don’t judge people for their combat or lack of combat experience, We have had 5appropriate discussions in the CAG about the need to foster a warfighting culture in the command in keeping with the commander's vision and intent, and this is often done through the addition of personnel ‘with combat of operational experience. It was also a frequent level of discussion between members of the CAG who had and did not have experience in this regard. That was healthy to share disparate experiences ina Joint command in order to better understand each other’s roles and missions on a warfighting team. I professionally remarked and discussed some shortcomings in developing staff ability and writing skills, ‘Normally CAGs are staffed with experienced staff officers with extensive writing experience. The ‘STRATCOM CAG was staffed until more recently wit line officers with litte senior staff experience or senior level writing experience. It required a consistent training effort to get team members up to speed Quickly. 1 used the words “big leagues” on several occasions but notin the context described. As a CCMD CAG we are required to serve and produce strategic level quality staff work and we fell short on occasion, Tuse the term let’s act like we belong in order to motivate teammates to try to improve and excel. It ‘wasn't used in a derogatory manner. | also took time to expiain that the Army Strategist career field afforded opportunities to serve at these levels earlier on in an officer's career in order to obtain experience necessary for success at this level. There was a culture in STRATCOM that it was okay to accept a lower standard and I thought we needed to seriously adjust that culture and we are doing so, and we are successful in doing so, litle by litte, As far as swearing|™OU71)hakes the crown and everything| leveled at me could be said eee then some. I did swear back then as I admitted, was counseled for and corrected. I wonder why|@Kididn’t provide any of the unprofessional emails I allegedly sent[@%also states that there was a clear improvement in the command climate yet throws shade on me for the previous command climate issues. Did it ever occur to anyone that re-building a team takes time, adjustments to personnel, processes, and hard work? I accept full responsibility for all the CAG team does or fails to do and I accept blame for past issues but itis also pretty clear who led the change to the positive direction ~ it was a team effort. = Exhibit 9 -[©X6).7C) USC” | Statement {Gand a number of others talk about interruptions. For the record, [rarely interrupt and almost never speak in any of the senior staff forums unless prompted to by the commander or to provide usually an alternative view for consideration. [also stated these have ‘become more frequent yet cited no examples. We have had a good working relationship so["{thoughts ‘on this are news to me. At some point iff NE)(70C) USSC {felt 2 Colonel was uunprofessional| had a professional obligation to say something or correct anything |[©)picin’t like [VF] never did. ~ Exhpbie 10 -[PRENTICTUSSC Lin short[™qhas a serious ax to grind with evident in| {very opinion driven prescriptive statement which was also based mostly on eanay OE also seemed keen to help in fomenting issues in the CAG. I was hired to be the CAG Director in May 2016 and had no idea V®.(716) USSC working in the CAG. That was ADM ‘Haney’s decision and when the[PEN KC) USEC Jexplained what {role was it was baffling to me, It was baffling to everyone but ADM Haney but I did what I could to make an odd arrangement work [(X8)(?XC) USSC_fypically do not work in a CAG as part of it, they work for the ‘Commander or Chief of Staff and have (PV6)1NG} USSC Jroles and responsibilities were never fully defined or understood within the command. [V®|showed up in the CAG office space expecting| (1S) 7KC]USSC eve venx tae [constantly ried to insert 1O1"Finto every meeting with the senior staff and the CDR [PXONTXCTUSSC Jme and ADM Haney everywhere. It was a truly [BK@L7KCTUSSC also Wied to get into very sensitive planning andpolicy meetings| XN 7NC) USSC se though [PHEN7NCTUSSO a attempted to work around me and undermine me with my subordinates. DespitqQ®¥917K0)| ee vas also incapable of prod [(o) n STRATCOM standard staff work ~ eh 7KC}USSC ‘and others which they resented, OVeLTNCTUSSC fee rxcjusse [Gen Hyten leq OW@NTICVUSST (EKENTNC}USSC In my view[©9also didn’t produce anything useful or actionable for ‘the command, I was the main person recommending[PNS}(71) Us [hroughout{(bi6i71G Perel V4 produced{(BVEN TNC USEC that were interesting and somewhat value added but we ‘could have had[ PXE.7KC] USE [®X6 also fomented discontent with the other CCMDs when[lbitried to go visit each of them and ‘demanded high level meetings with senior leaders there. I would routinely get calls and concerned emails ‘about the purpose and value of the trip. I tried my best to explain what ADM Haney wanted to get out of [PXS}and those visits but I wasn’t real successful. After[ X6)(7XC) USSC routinely came ‘unauthorized into the CAG work space to gossip and stir things up| "9 visits to STRATCOM onl®@) business were still somewhat routine but{(y] finally accepted a new position working with[[OV@1(7N0) US won't be at STRATCOM as often to stir things up. (| tatement is highly embellished and/©X7pdmits to having CAG members confide in[ attempting to ‘supplant and circumvent my role and authority as the Director of the CAG [I] gets both the facts and context wrong inf 1pxamptes I did ask| (PF) US|] was in kindergarten after a joke[Mmade that ‘was funny. It wasn’t belittling nor was it ina tirade. Tnever made a comment to X°)7XC) USS atf YO} didn’t go to a Tier 1 school. cannot remember what schoo![®went to but going to a Tier I school is irrelevant, the ability to do the work is i nt. I did use several of the swear en fions but did not refer to J-Dirs or senior people as{(¥Gputlines. I used that word in an entirely. it context and infrequently. I stopped using those words many months ago. About| V4 ions of being suspicious and threatening - these are categorically false["’®bIso has no idéa what{F@]s talking about. I have never made any threat to anyone here ever about ruining anyone's ‘career. I also don’t have any leverage or ability to do that{)®jallegations that I was rude t(®)Gare completely off the mark [(b/@\ery aggressively approached me on numerous occasions about how much value added[T@was and that the[(PX°1(7KC) USC ]was completely reasonable and that I simply was incapable of understanding/®¥nrue value, I thought it was totally inappropriate to have those discussions in public and shut them down. Ididn’t include/®)]in e tot of the CAG work because most of it was action officer level and[(MJability to contribute to the grind work was minimal based onl{/4unwillingness to produce decision level staff products on[&}Epwn. Involving®4more would have placed an undue burden ‘on the AO who would end up doing most of the work for{/6]I tried many times to get (out of the CAG (both[ PEC) Jand MG Karbler can confirm this) and into a more appropriate location working directly for the Chief of Staff or{ in order to get some[(Or61(7V0) USSC 1 STRATCOM but to no avail. No one wanted to deal with this added requirement fo manage an |At some point if you are o(V@.°XC)USSCho the CDR and felt a Colonel was unprofessional @ professional obligation to say something or try to correct anything [PIR didn’t like {0X4 never did. ~ Exhibit 1 [OMICS statement is odd.[T|talks about a public shaming in Australia which didn’t happen that way. The Aide ((X5.(7(C) USSC_"] was upset and was planning to 7make a bad decision,['came to me and I said let’s reverse course, There was no shaming and if anything it was the[@¥6\(]behavior that was slightly out of line in the environment. My point was we ‘would discuss if off Tine later and notin that setting [VS17NC) USfond I had a good relationship as evidenced by the note®|provide on his departure (included here). [PXS)7NC)USS4pis0 does not mention any other specific issues but offers hearsay and opinion not facts. Our relationship is serviceable but not always smooth. There were hurt feelings when the ahead ussC ‘and back to the CAG where they were original ™ ‘out cause the CAG raya ‘was dysfunctional before I got here and the| (was the stronger entity back then, When the CAG started performing ADM Haney transferred them back from{™ {to the CAG. Gen Hyten made clear that the distinction in roles between his{@¥6)(7%end the CAG was that the CAG formulated the message and (EXENTHCTUSSC— ]Perfect balance but[Mfhas a bad habit of doing their own thing and not integrating efforts. I took over a year for them to produce a simple strategy and they are still working on an integrated plan. I consider us equals but they have this victim mentality. As a result they constantly seek the spotlight by producing separate products outside of the staff standard that are not fully integrated into the rest ofthe staff's efforts. They fee! like if they have their own they will be viewed as adding more value vice following the CDR’s guidance on integrating. That drives a lot of[©|comments on taking credit for other people's work - I don’t and the CAG doesn’t, More than one J-Dir, including[ has a struggle getting out of their stovepipes and into a realm of selfless integration. I have tried hard improve the relationship bu{®has an undisciplined approach that is hard to work with. I try very hard to include[(V@on emails i an included on but{idoesn’t always reciprocate. At some point if [ifes afOT@L.7NCT USC felt a peer was unprofessional{(}fuad a professional obligation to ‘say something or correct anything|}didn't like [(H|never did. = Exhibit 12 -[PROATICTUSSC This statement is truly bizarre. Ihave no idea how PXGlis even relevant to this investigation, MG Karbler mentioned he saw [(V6)(71 yUSSC EXEL) US|and they discussed that we knew each other. I don’t see how{4 is relevant in any way yet the IO used this statemnent to substantiate a finding not based on any facts. I didn’t know{(0l@very well ‘and what I did know was friendly. I first was introduced tol ©\@electronically by a Di Chief in the [N67] who pointed me to[™Xfto ascertain where I would work in the directorate. I never worked for[ PH) HG]did try to get to know me and we had two phone calls in fate [BX6.7NCUSSC_eaims Iwas anew ‘strategist passed over for promotion to COL and that I should have known about the Strategist COL requirements before making a branch transfer buf{'"gets all ofthe facts wrong as well as What we discussed [@V@ admits incomplete recollections but I think{("has me mixed up with someone else, The fact of the matter is prior to arriving in the[(X6(7M] was originally passed over on my primary [ook for promotion to COL which was odd considering I was promoted previously below the zone, ranked as #5 of 26 and #1 of 26 in BN Command both verifiable in my official file. I didn’t transfer to the Strategist career field because I couldn't cut it in my basic branch, the facts were the opposite. Therefore, because being passed over was an anomaly that was inexplicable, the Chief of Staff of the Army, GEN Odierno, directed the Gi of the Army to look into it which resulted in the Department of the Army IG (DAIG) Tooking into it. The DANG uncovered issues with the branch transfer and a LTG and two MGs (one was ‘the Commanding General of Army Human Resources Command) admitted mistakes were made. That outcome was used to make a case to the Army Board for Correction of Military Records (ABCMR) which resulted in a unanimous decision by that bosrd to directa special promotion board where I was selected for promotion to COL with a retroactive date of rank and seven months back pay. Additionally, the Army rebuilt my entire Official Military Performance Fite (OMPF) correcting the error and GEN ‘Odierno personally apologized to me in a meeting in his office at the Pentagon in April 2015. Both ADM He and Gen Hyten were fully aware of my path here and have seen my highly competitive file, Since[(EX6)([CXENTKCTOpnd I never really served together the notion that I had a bad reputation with the people I ‘worked with doesn’t have a lot of merit. I had a very good reputation which was why so many senior leaders including 12 GOs, 5 SES, 25 peers, and 35 subordinates supported me through this two year statement is also somewhat false in that[(X'hays we didn't have contact since[PX°}(7KC) USSC [PX Gn fact we did, we had an[@X8.7XCTUSSC Joftice whil |was on the[OVO.IC)USSS Tang OKe discussed|®™] own issues with the] jand explained the GO promotion process to me in great detail and why[ felt PGwas selected over another G7E,(7AGon that board. Very strange statement from someone who I never actually worked with or for [¥5 departed the[ "jas I was arriving. The conversations we had were via einail and phone before I even came to work there. The idea that I would walk by[BXE.CXCIUSSC without acknowledging "js also just off base. I am rather sure had I seen [PKG surely would have acknowledged and talked tol OVe|This is just bizarre. = Exhibit 13 -[PVEMMCUSST Iremember the incidents[) stated here very differently. 1 never said anything like “that brief was a piece of shit!” I specifically said I didn’t understand why they didn’t use a Mission Analysis brief JAW standard doctrine. I did apologize if{|thought there was a misunderstanditig [Y] explained|®").7"] worked hard on that but didn’t understand the best way to brief the CDR. I explained that was what I was here for and would always be ready to assist get things right in the future. The other inciden{™” Hlescribes in the CSR never happened that way [°!heam didn’t load the briefing slides and "officer never got to brief it. I never said anything about that officer as being an ‘embarrassment as an[®1€i(Jofficer and certainly no expletives were used. I do not denigrate people that ‘way. I also did not interrupt anyone while they were having a conversation, What I did say was “why ¥Glenq| [EEX Gat about thet time MG Karblr came Up an Tspeifcally did tel YEU7NC) Uthat I don’t chase after PEN THCTUSSC land that they could in fact come to see me anytime they Wanted to in order to discuss the trip or anything else on their mind [PXE.(710) U4was, upset over a trivial matter fi en is. A serious issue we have with the Personal Security Detail is that it is comprised of comparatively junior personnel and without the numbers of fully credentialed agents usually found at the CCMD or senior Joint four star level. Our team does great work with what they have but they do not have the extensive experience or maturity level of the tearns I am used to working with end they require some level of supervision, clear communication, and follow up to ensure they comprehensively plan for a myriad of contingencies. I do not overtly get into their lane but do offer top cover and resources where necessary to make their job easier, = Exhibit 16 -[PVEMC)USSC | Other than this is pure opinion without any facts | always owe ‘up to the fact, both publicly and privately, if I provide bad guidance or make a mistake. Before I even relay guidance I caveat it as requiring follow up and clarification where necessary. Interesting but inaccurate analysis in{@iflast paragraph. At some point @@eROUsse (ONE). (7C) USS tt a Colonel was unprofessional (fad a professional obligation to say something or correct anything| [Pjaidn’e like] feng ever did. «= Exhibit 17 -[PVEWTICTUSSC tis very clear that EY@ptatement| PRN PCT USEC statement O¥6)(7V0 USC” |etatement, and[O%@). 70) USShatements were is esseive with o discussed with each other [OV@.XC)USS}s an officer who routinely disrespects me and is adversarial in [@Gkmanner when speaking to me. Additional details are in the transcript of my interview. In[ {statement [WiGirefers to a 8/16/17 event where I did ask Gen Hyten to quickly sign a helicopter for USFK as they needed it by the end of the business day in Korea and[(X6.(7XC) USSC were gone for the day. It took 30 seconds to sign. Had I been able to wait until the next day I would have. The next doy (LETT arged into and interrupted a ion I was having where[®)Gtold me “we don’t ,” [4 had no knowledge of the facts, the context, or why interrupt Gen Hyten with trivial planning detailIdid it.I think I know pretty well what the lanes of the road are as Ihave been here for a while. I was annoyed that [Pjrudety interrupted me and that[ {thought it was acceptable to do so. I gave[(®)@a look but didn’t correct[(Xjon the spot in order to avoid making a scene. Later that day [OX into my office to continue the discussion. I took the time to explain why I did what I did based on the context, I verbally counseled[®™ about{ factions but never threated[Xin anyway. I know what the planners duties are and in this case helped| out. Had time been available I would have let|"\44o the request, [P.TXCTSSIaiso mentions a PACOM IPR where I blamed PACOM for the lack of read ahead. Their Jead planner and I worked through it and he was the one who basically said they couldn't produce one on time, I let Gen Hyten know it would be coming and there was no blame, simply a statement of fact. nthe 12/31/17 ond of day meeting I did go on a self-described Gen Hyten style mini rant about the need for teamwork and inclusion. We struggle mightily with this in the STRATCOM headquarters and it is a recurring theme at the senior level. What I actually said is that it was important to include the CSEL and 6 directors as we are not included to the extent required to successfully do our jobs and provide integrated solutions to problems., There is no way I said anything like “T can destroy you publicly.” Do you think a four star General (Gen Hyten) sitting at the head of the table and the Command’s Senior Enlisted Leader [PX}(7KC) USC} of others would let that go? That is a ridiculous accusation and ‘extraordinarily unprofessional. [PREAACTTSJalso makes wild accusations in reference to my personal proximity to Gen Hyten and team performance. It is my job to backseat him in the meetings he designates. It isn’t a demand, I do not sneak into mectings I am not invited to ~ there is a fundamental misunderstanding of what my role and responsibility is despite Gen Hyten making that pretty clear on a number of occasions, The same roles and responsibilities exist for my peers on the CICS" staff and in the CCMDs, For whatever reasons the people in the STRATCOM headquarters just cannot understand this as the norm because apparently it wasn’t that way before I got here [©X6)(76) US4 has no idea what level of communication | have had with Gen Hyten or others conceming travel. [lefi[CX@.(7¥C) USSG off of emails out of respect for| XSNHCTUSSC |wishes where] would be the one to provide information to[(N@)(7I faithfully honor that request to avoid drama and exacerbating hurt feelings. The fact that[@¥®)(7XC) US4then forwarded these emails is a clear example of internal dysfunction within the front office thereby exacerbating the issue and painting me as the enemy trying to take[[®)Gjob. All are so untrue. ‘Yes, I raised the issue of access to the hotel Gen Hyten was stating at for AFA in order to do my required job in the communications room for staff work on behalf of Gen Hyten. This was a case where we were in ‘wo different hotels across the street from one another. It required floor key access at the Gaylord ‘National which I didn’t have and needed. I didn’t express any dissatisfaction — we had the better hotel at the Hampton Inn where I was staying. It isn’t about comfort or preferences; itis about the mission which ‘most of the front office simply fails to understand time and again, [ have never ever asked for anyone to bump someone else for me for a better position in a hotel, a vehicle, or anything else, They just don’t get it. The CAG AOs push back when guidance isn’t followed as I have instructed them to do. Its always about security, communication, and mission execution, not rank, position, or preferences. I did in fact review logistic arrangements and directed adjustments based solely on those factors IAW with common sense, safety, and the CDR’s guidance. I simply would not in any way violate Gen Hyten’s trust or confidence for personal gain. As an additional note, before(VE)(7KC) USSC_ 1‘was a candidate for the CAG. I did not select” for the CAG for a myriad of reasons incl demeanor and lack of professional military bearing. = Exhibit 18 -[O¥}7VC) USSC |} Strange statement from A(PXEVI really admire [©] didn’t ‘mention the myriad of times where] © me after meetings stating how thankful [Mas I ‘made key points, At some point if [Mas al @N6).71G] USSC felt a Colonel was -unprofessionall(>/@had a professional obligation to say something or try to correct anything [©M|didn’t fike [9 never dic Exhibit 20 SRR TEST can see from both thaf the CAG though >Mhas two strong points, the ability to write personalized speeches for ceremonies and the creative use of multimedia. Despite both[ P)6).(7C) USSC is immature and acts more like af @XON7HCVUSSE In addition to counseling] >rfon[™| tack of maturity and unwillingness to actually lead, I counsel (Glon the inay ef OXS).(EMBVA7HC) USSC BVSTENON TNC) USST m often fails to pay fe attention fo details and Ido have to check| ‘more frequently than other members of ‘own admission that{®l|lacked the moral courage to discuss things[™/didn’t like to me Pt ready to lead af this level. I discussed some of the above with Gen Hyten and on one trip that [ didn't attend asked him to observe[(Nperformance. = Exhibit 22 -[PIVTKCTUSSC statement is categorically false[(XGhvas upset because{(OV] was properly counseled about] XIperformance and temper on at least three occasions, In["{counseling in this packe{(Mfadmits to having an issue with{) (temper. Additionally, [begged to come othe CAG in order to advance[@iarcet.[®X]knew very wellllbiwas entering a position that required ®¥8lo meet high standards of performance [Vhs been improving steadily and has potential but[ are based on hurt feelings not facts. [is the officer along with[PXE)(7XC) UY most prone to gossip and engage in catty conversations with members of the front office and the public affairs office. = Exhibit 24 -[PAOWACTUSSC statement requires some context. Before I got here the CAG never had a seat at most mectings in the command nor did they play in exercises. Since my arrival the commanders require a CAG representative to attend. I never ask for or demand a close seat, just that 1 have a seat somewhere. I am always good with being in the back of the room |Malso claims that she “leaves a trail of bodies in her wake” but doesn’t provide any facts or examples. At some point iff] as a RYE TNCT USES felt a Colonel was nprofessional had ‘a professional ‘obligation to say something or try to correct anything/ "(didn’t like [© never did. = Exhibit 25 -[(°16).\71(C) USSG _ aimost nothing in this statement contains any facts, only hearsay and gossip. I have never attacked \Gabout [Brfjob, I asked|°)4questions every now and then to understand what[PW@did. My interview transcript contains additional details[@%®|makes a wild allegation of holding|®¥6}(7KC) USSCIOPR hostage. That never happened and[Y}received two highly favorable ‘evaluations while serving with me in the CAG which the I1 can provide for review. Until this investigation I never knew the alleged reasor{ YM 71) USSC|didn’t want al PX.(7AC) USEC never conveyed that to me therefore I couldn’t say anything about it one way or another other than I knew 2[EXEL@XETUSSC | have also never went up to anyone’s desk or touched their paperwork in the Front Office. [go to two spots only, the inbox, and invites, both of which are in my lane and I have always had access to, You will not find my fingerprints near anyone's space in the front office because I have avoided going into that space for over nine months based on the negative atmosphere and wha I felt was ‘a hostile environment. I never did any of the things!™claims I did pertaining to[(X@7NC] USSC }The only people obsessed with the commander’s travel are the members ofthat Front Office. Iknow my lanes of responsibility and execute them{(¥@allegation that I gave direction to my staff that the Front office ‘was “the enemy” is completely flse and I never threatened to ruin anyone’s career. This seems to be a recurring theme with identical statements made by bitter personnel who have an agenda who clearly .gossiped and coordinated in this attempt to undercut me with the commander and ruin my career. How do any of these folks know what Gen Hyten did or didn’t do with respect to addressing these issues or ‘counseling me? | already clearly articulated that he brought matters to my attention and that I corrected them. The fact they several accuse him of doing nothing is appalling and unprofessional. - Exhibit 26 -[PX.@YOVUSSC |. Not actually a lot of facts here ether and[PXGhetually has no idea what I discuss with the CDR sq]™’Chllegations are pretty far off base. I generally think highly of [EWEITHC) has a lot of potential and] "Mis an exceptionally nice person, but P4does require ‘training and development. ! wanted "jn the CAG in order to provide that training and to make|4 a part of a seamless team so there are no si ints of failure like we currently have that adds to everyone's stress level. I don't care iff ®X6)(7HC) USSC}s done in the CAG or in the Front office but it really should be normalized and brought under one consolidated team. I proposed that to Gen Hyten but both] PNENCTHE)USSC vehemently argued against it and Gen Hyten went with the status quo as ‘was his prerogative. It was intially a dysfunctional arrangement but itis working well enough now and hhas been since the CAG assumed the more challenging tasks. We have the manpower, top cover, and experience to get things done. Since the CAG took over the bulk of the planning the quality of every trip ‘greatly improved based on a concerted team effort [®X6N770) USSMand I discussed how to deal with [RWC7Gnd due tdWHElfeelings toward me I do not talk to[iqor provide information tol "| unless[ (EXE directly asks, or emai ¥@based on[ "wishes in order to-m eu me eave ne don anything to[(i¥or ever directly said anything negative cet id some concem to Gen Hyten about some areas[){needed to work on but not to the extent[()] thinks | is extremely sensitive but { think{1] fears are misplaced [OFfalso does{ ONE. CVC)USSC because Iam part of the front office and that is and has always been a required part of the Job[PRPOIM. I do not have separate administrative support in my office and the team’s paperwork must be consistent, cr ~ Exhibit 28 [HUTS statement is inaccurate and| "Mis a very interesting officer ‘who requires a lot more maturity [ox@|first paragraph is filled with unspecit Hions and|(X4 of what happened in Halifax is blatantly false (see my rebuttal to[X®)(7XC) USSClstatement). Every member of the travel team has clear discretion to make decisions in their lane but{(J and others almost always feel they can jump into my lane without having a discussion. I prefer a more disciplined approach while operating at a high level of mission command, We have had so many silly staf fratricides here that having a more disciplined approach with periodic checks and frequent communication eliminate. I already explained what happened with[™ Glin the cafeteria, [©'assertion with what happened in Hawaii and how handled it were off base. What I discuss with MG Karbler isn’t particularly relevant but suffice it to say it continues to baffle me when we as a team, make some simple mistakes over and over again as if there is xno muscle memory for easy tasks. 13[PXEMPNCTUSHis a talented officer but[™is also very two faced and sucks up incessantly to Gen Hyten to his face and does a range of things, including denigrating[(™®1(7N)] behind both of their backs. I verbally counseled| (iJon this at least three times worked on it. I can tear up every paragraph off OH .ent if necessary but part of the problem seems to be that a lot of people just don’t know what my roles and responsibilities are. [have asked both the Commander and the Chief of Staff to codify this in our STRATCOM Standard Operating Procedure in writing to eliminate confusion and drama. ‘One other thing that a former member of the CAG[®®}7X°) US| brought to my attention is that [X80] (©X6)74would often come into the CAG and make demands that{Yclaims came from Gen Hyten to include[(®VGas an attendee in very high level meetings. The most recent one brought to my attention is that{©)|demanded to be included in an office call with the Secretary of Energy and a highly classified briefing on thqWanesponeve—[E¥6X0] don’t order| PVE) U around and Xatitude was and is often ‘one of entitlement. There is no greater supporter of inchision into meetings where it makes sense than I amand Ihave often gone out of my way to have[(\4jincluded for professional development, but having an{®X|make those demands is out of line. When Gen Hyten wants to add people to a meeting his habit has been to tell me and J. for it. I could never conceive of making those types of demands or requests ‘as an O6 much less as an{/°)4s0 you can see there are some very deceitful and duplicitous actions among members ofthe front office staff who feel a sense of entitlement. [¥@)}recollection of what happened in London during a trip is also inaccurate likely[PX®} XN 70) USC (BREMOXEHCTICHUSSC Jwas too new to understand how a professional travel team operates. There is n0 ‘person on the team who is more willing to haul bags or unload aircraft or do dirty work than I am with the ‘exception of the communications team who do the lion’s share of all bag drags for the team. I never ask anyone to do this for me and never expect anyone to do that orto get lunch for me. [PKK] Wfoffered to {get me lunch two times and did which I sincerely appreciated, but{¥]lack of attention to detail resulted in some of that food going to waste because there were ingredients on there I explained beforehand I could not eat. Not a big deal though and I never expect{¥@hto run lunch errands for me and | ensured[ never did again as I wasn’t comfortable with it. Both Gen Hyten and{®X)(7KC) USC }can attest to the fact that I ‘and do not ever seek personal support for myself. The allegation that awkward and disrespectful o others around them” is jus so off base and unprofessional. I cannot even think of any instance where this occurred. do not recall any incidents that[@}mentions[BVGN7NCIUSSC____Jand | fought verbally about any instance of anything in[|presence. So we are also clear, Tam authorized as part of the front office team, to go into the General’s office when he is there and I knock before doing so. I don’t need ‘permission from the people who sit outside his door. The fact that[Y6}(7NC)Uj doesn’t understand a training issue. Ihave not and do not touch people’s desks. There is no confusing or deceitful behavior ‘on my part. I look at what I am authorized to look at and there is no disrespect, rudeness, unprofessional, or invasive behavior on my part, This is ridiculous. [also do not denigrate people and I certainly do not change my opinion based on the commander’s, Iam one of the only people who tells him what he needs ‘to hear not what he wants to hear{{5V).7(c) USS] statement is an interesting read for a novel but has no factual basis and(@4doesn’t offer any specific examples. What it does tell me though is that[(ifisn’t fully mature enough and|©X]understanding of how senior people interact and debate is currently lacking. That will come from experience. Fry~ Exhibit 29 -[Hi@.7VC}USST didn’t explode atl ©%®lin anger it we around{®)4was stewing the entire trip. It is interesting tha{( accused icking! MMMCTUSSC apy ‘that flight. I wasn't responsible for travel planning back then] (®)Iwas,| ®X®}(X0) USSC to my knowledge ‘was never manifested on the flight. To get him on the flight someone would have to be kicked off though because it was a smal G3 aircraft [PX}doesn’t have any facts in[™N statements just a lot of hearsay without facts, | already discussed the relationship earlier in this statement. I also don’t have any authority to limit access to Gen Hyten or anyone else nor do [ attempt to. try to apply common sense, conserve resources, and ensure that people have clear tasks and purposes for traveling before I make what is only a recommendation on how a trip should be staffed. I don’t make the decision on it, that will always be the commander’s call and others are always fice to make their case and recommendations. Also, I do say “I don’t know” more than almost anyone else here and willingly take the blame for mistakes. I don't give Gea Hyten uninformed advice and when I make mistakes I own up to them. + Exhibit 32 —[ON6).716) USSC routinely comes up to me saying “Fuck, While I certainly not offended that seems hypocritical [statement is therefore interesting but at least| is honest about the fact I haven’t used profanity over the past 4-6 months. ~ Exhibit 33 -[E@.0XC) USEC ‘Lfelt we had a some accusations that I find both inaccurate and disturbing accounts of my handling of personnel that were a concen. d relationship but this statement makes "t actually mention DyeNCPHC)USSC [RE BNENITNC) US m NGA Talready mentioned in my rebuttal of PNSW TC) USSC_Ftatement there Is a preoccupation “in| "wir getting credit forthe work they do and highlighting ft [ERSMEN®) PC) USSC eNSHRNEN7HC) USSC = Exhibit 34 [PVC USS routinely uses extensive profanityPXEH Nis ultra- competitive, a one upper, and Tnever said[Wwas incompetent. In fact I said] 1s our best| BVeLNCTUS: from a technical standpoint. I never said ig about|(*X]being on the travel team because of the[(oXe).”) (ENEM7KC) USthe former[EXS.PXC) USEC] said that. 1 do know|(Xfalmost got fired when the|(@)6).7] (PIENTRCTUSSC because] performed very poorly on aff¥8\(7NCTUSSC for ADM Haney. I thought] OXfjust lacked experience in this stt good] PXONTHCTUSSE [PNENTRCTUSse for two reasons: |) [Bilis moving to[PNENTNC)USSC Ja former member of the V6), ATHCHUSSC ELSTON 9. Summary of Relevant & Material Facts. . Overview. The preponderance of the evidence does NOT substantiate the allegations that my leadership style meets the definition of toxic as described in AR 600-100. There is not a hostile work environment within the CAG and hasn’t been for many months based on nearly every interview conducted. The fact that almost none of the allegations are in any sort of context with a time when these allegedly occurred also invalidates much of the [0°s so called evidence. Conversely, the outstanding performance of the CAG has positively impacted the relationship between the CAG and other offices within the STRATCOM Headquarters and with the components. 1. The preponderance of the evidence does not support the allegation that bullied some ‘of my subordinates in the CAG or people outside of the CAG that ae of lower military rank than me, The ‘evidence clearly indicates that I was bullied and that there was a concerted effort to diminish my dignity, 15position, and status by undermining my rank, authority, and position through the use of spreading rumors, social isolation, and attacking me verbally. I do not use demeaning or disrespectful communication with the J-Dirs and if they felt I did, they had a moral obligation and duty to correct it based on their rank and position just as I do with my subordinates. Failure to do so was dereliction of duty, 2. Morale in the CAG was bad when I took over and remained bad through the rebuilding ‘of the CAG and the transition of personnel. The evidence is clear that morale and performance of the CAG has greatly improved and is supporting the commander and the headquarters at a high level. There is no evidence that I “lef tral of bodies in my wake” achieving those results a fact the opposite i true Every single member who served under my leadership in the CAG except for "V) SC have gone on to career enhancing positions in the military, The ones I Fired have all Been selected for the following: ILE, SSC, promotion, and command. Every single one of them has come out of the experience stronger and a better officer with strong evaluations easily verifiable by the J1. 3, T categorically deny any bullying or treating people in a demeaning way and I treat ‘everyone with dignity and respect. I adhere to the leadership attributes in AR 600-100: character, presence, and intellect. Furthermore, I also adhere to the competencies in AR 600-100: leads, develops, ‘and achieves.This investigation is beyond just a fishing expedition, tis a total attempt at a character assassination based on differences in opinion, hurt feelings based on commander decisions resulting in a perceived loss of power and position, and a findamental difference in Service cultures. The preponderance of the evidence supports this conclusion and had the IO conducted a proper balanced {investigation that was required of him, the conclusions I offered would have been reinforced, b, Hostile Work Environment in the CAG. The ten current and past CAG officers/Deputy Directors interviewed who indicated a hostile work environment did not produce any facts in their statements but rather relied on hearsay, gossip, and perceptions clearly open fo interpretation. The few ‘examples they used were also clearly out of context. The command climate in the CAG is not “bi-polar and toxic” of “hostile and toxic.” I do not demean people, use vulgar language, or bully anyone. I previously used profanity but it was never aimed at anyone but often used as an adjective about a situation nota person of persons. 1 also stopped swearing long ago but the members who made those statements used vulgar or profane language more frequently than I did, and they were also counseled for it. Some clearly have an ax to grind based on their performance and their counseling indicates this. These particular witnesses were not really asked to provide any positive examples either — the questions were narrowly scoped to elicit negative responses, None of these officers ever brought any of their concems to me, a fact reinforced in the written counseling’s provided. One even admit to lacking the moral courage ‘to engage on issues. If they felt this way their duty required them to address it at the lowest level at the time of the perceived offense, not many months after the fact. «. The four remaining witnesses who had positive things to say reinforce my argument at every turn, They were all witnesses to the same events cited and yet saw these events in very different lights. ‘The fact the IO was deliberately trying to elicit negative responses from them also is evident in their responses. 4d. Tacknowledged that | was verbally counseled about profanity, not vulgarity, and 1 stopped using profanity well over three to four months ago, I imamediately corrected the behavior as required. The witnesses who indicated I still use bad language don’t actually tie this to any time frame and offer no evidence that I continue to use any level of profanity. I do not. Their perceptions are in line with the MIT study I provided where these witnesses have exhibited the trait of labeling my behavior and refuse to accept or see real change that occurred. I do not use common profanity anymore and I do not publicly berate or backstab anyone and there is no evidence or examples offered where I did. My leadership style is tough but exceedingly fair, I do adhere to high standards and expect others to aspire to achieve them. 16‘We alt fall short sometime but the key is to keep trying. My leadership style is not outrageous or inappropriate nor is it caustic, toxic or narcissistic. These are opinions and allegations that are not supported by any facts, The officer who made the statement about “this is some of the worst leadership I have seen in my{®)lyears of active duty” provided a radically revised statement indicating that my leadership style is Overwhelmingly positive and “brilliant.” There was a negative work environment in the CAG when I got here and that continued for a period of time through the rebuilding process which, by definition, requires fundamental change that many officers struggled with from a cultural perspective. «. Bullying by Me. There is categorically no evidence presented that supports the 10's finding in this regard. Conversely, had he done a balanced investigation he would have ascertained that I was more likely the vietim of bullying than the one doing the bullying. The preponderance of the evidence does not ‘substantiate the allegation that I engaged in bullying. The evidence ! offered, which is easily corroborated, supports my position in this regard. f. Toxic Leadership. There is no factual evidence that supports the IO’s conclusion where he ‘concluded that I was an insensitive driven achiever or a toxic self-centered abuser. Although Iam ‘energetic and want unit accomplishment I require no attendant recognition, Recognition properly goes to ‘those subordinates who do the hard work that leads to success. Ican-take no credit for that and don’t. ‘While I am also goal oriented and boss focused (the CAG must be by its very existence) I focus on long ‘erm enduring results thatthe evidence clearly supports. ! am not arrogant, abusive, intemperate, distrusting, or irascible. I get annoyed and frustrated sometimes like everyone else but itis not beyond the ‘bounds of proper and acceptable behavior, I do not micro manage, there is no stronger proponent in this command for using mission command and it’s requisite freedom of initiative than me, and you can clearly see that I am burdened by a very high degree of introspection based on the study I sent and willingness to immediately adjust both my leadership style and approach based on the verbal counseling I received (1) Analysis of destructive leadership attributes. : = Need for unit accomplishment and its attendant recognition: the so called contradictory évidence the 10 obtained isn’t evidence at all. I have never taken credit for anyone's work or their original thinking. They offered no examples where I have taken credit for the original thinking of others by stripping their names off emails and sending ideas to the commander as if they were my own. It does not happen. As a supervisor I have rightly on occasion packaged multiple inputs from subordinates for four star level packages and acknowledged their work and included them on the emails I sent to the commander. The evidence does not support the conclusion that nothing from the CAG was allowed to be sent directly to the frorit office without my prior approval. In fact the opposite is supported in the statements where I fully encouraged direct coordination with the front office but requested that I be included on that correspondence for situational awareness to avoid drama and staff fratricide. The evidence supporting my position can also be found on a myriad of email you can pull from the server Where many items were sent directly to Gen Hyten and the front office staff directly, Ido not believe during my early tenure in the CAG that we achieved spectacular short term results in the CAG, rather we tried to build a CAG that looked toward long term enduring results, Ifthe JO had bothered to attempt a fair and balanced investigation this would more clearly come out, The performance of the CAG prior to my term as Director was well known to be dysfunctional and close to ‘incompetent. That can easily be confirmed by ADM Haney, the former STRATCOM Commander. - We do not operate in a frenzied micromanaged climate for a CAG. This is the most relaxed CAG Ihave seen in my 28 year career. There are no requirements for products on unrealistic timelines ‘and thet is « good thing. There is no threatening but timelines should be met [AW STRATCOM standards. [also do not accuse subordinates of slacking off when I am on travel that is clearly not the 7‘case, I have joked, like everyone else does, about this but there is no validity to this claim. I don't rmicromanage anything but when I do see areas that require closer attention I rightly focus on them, Iam ‘not obsessed with the commander's travel but clearly the evidence indicates that many others are, The preponderance of the evidence does not support the allegation that I fostered a frenzied micromanaged climate, The evidence supports the opposite. As to the finding that [am inattentive to the morale of the organization that is utterly false, the evidence outlined in counseling and in the statements from CAG members indicate that I pay a very high level of aitention to the morale of the organization and made major improvements immediately upon learning there were issues. ~ The finding that Iam arrogant is not supported by the facts and is an extremely hurtful accusation for someone who consistently displays a high level of humility and selfless service. There is ‘overwhelming evidence to support my position on this. [am confident but I am not arrogant. = The allegations of abusive behavior are also false as described and I have never personally attacked anyone of verbally demeaned them or attacked their shortcomings. The statements offer no specific times or places where this occurred but rather offer random comments that I didn’t say, - There is also no actual evidence of being intemperate but there is an absence of specific ‘examples provided in the statements. IFT had acted this way infront of senior leaders why wasn’t this corrected? ~ The allegations of distrust also have no evidence to support this claim rather there is ample evidence to indicate that [have a high degrec of trust in subordinates although based on this investigation there are areas where that trust was misplaced and indications that a number of subordinates didn’t always deserve that trust. - The claim that Iam irascible is not accurate. I do get annoyed and frustrated but not to the level claimed. I often do use sarcasm and jokes as a way to express this but not in an overly harsh or demeaning ‘way. The allegations the IO uses are not supported by facts with specifics. -I.am clearly burdened by introspection as I suspect most caring leaders are. IfT wasn't I would have ignored the counseling I received and wouldn't have adjusted my approach. I pretty much offered appropriate counter evidence to every one of these allegations and findings. The 10's analysis doesn't hold up under scrutiny, - Summary ~ based on the mote comprehensive evidence I provided vice the narrowly scoped so called evidence obtained throughout the course of the investigation, I do not exhibit elements of the above attributes and I do not meet the definition and am not a toxic self-centered abuser or an insensitive driven achiever g. CAG Interactions with J-Dirs and other offices, (1). d-Dirs. The statements by the J-Dirs do not contain verifiable facts. In fact the opposite is true, most of these statements do not provide any specific places or times where I allegedly interrupted them. If they felt my actions were wrong or inappropriate they were required by duty and position to ‘ake corrections in public or private. The fact not one of them did so indicated they did not possess the ‘moral courage required of their positions and indicates that they also were not fulfilling their duty to the command or commander by bringing this to his attention as an issue when this allegedly occurred. They basically admitted to abrogating their responsibility inthis regard. 38Q) Front Office. Clearly friction exists a there is unanimous agreement on that. The facts however are clearly in dispute. Where I offer specific examples of the issues and the preponderance of the ‘evidence supports these facts, the wrongful allegations against me are not supported by specific dates or times and are clearly open to interpretation. Everyone has a role in this. The fact that the commander's own personal staff blames him is also very troubling and disconcerting. There is clear evidence by the tone and tenor in their statements as well as the absence of substantive facts, that several of his personal staf lack maturity and are prone to believing gossip and hearsay as well as prone to embellishment. G)Positive impacts on CAG operations. I stated I was responsible for everything the CAG does and what it fails to do. There is strong evidence that this once failing CAG is now a highly ‘functioning organization with talented teammates who go above and beyond to support the commander. The notion this was accomplished despite of me instead of because of me is incredibly disrespectful, hurtful, and not fact based. Everyone is entitled to their opinion but I am sticking with the facts which overwhelmingly indicate this is a high performing organization that has been on the upswing since May 2016. +h, Summary and concerns. The evidence of any wrongdoing or toxic leadership on my part is far from convincing ~ the opposite is true. The reach in attempting to get evidence from a[(6V6)?7(C} USST officer [ barely knew is so far out of bounds for this investigation that itis reprehensible and extremely hurtful. The facts do not support the 1Os conclusions and that{©X6).(°XC] USS4ofticer’s credibility on these claims was obliterated by the facts, I may not have been the most seli-aware officer but I am diligently working towards becoming one now. I sent that MIT Sloan Management article to not only my subordinates, but the senior leaders in the command, and the Design Team for the specific intent of study and introspection which is linked to an assigned project from the Chief of Staff. The attempt to attribute this to some set of intimidation means that someone either didn't actually read the article, misunderstood it, or feels pretty insecure because they may resemble the toxic subordinate characteristics outlined in it. Clearly we are all to blame here. We can go on scape goading one Army colonel or we can all take a really hard look in the mirror as a team. There are concerns on all sides up and down the chain of command. 10. Findings. After close analysis of this case the preponderance of the evidence establishes the following: a. The IO’s investigation does not support the allegation that I fostered a hostile work environment but supports the fact that I made every effort to improve the environment. b. There is no substantive evidence that I bullied anyone junior to me in the CAG or any other offices. There is clear evidence that points to the fact that this was in fact a fishing expedition and that have been mistreated. ©. Ido not display the attributes ofa toxic leader nor do T have a destructive leadership style [AW AR 600-100 and 1 am not in violation of SI 400-06. The evidence is not in any way conclusive or fact based. My leadership style clearly tumed the CAG into a high performance organization along with many other teammate’s contributions, 4. The working environment within the CAG and my behavior have not had a negative effect on the CAG’s ability to effectively work with other J-Dirs and Headquarters J-0 clements. That can be attributed to: less than optimal work performance and integration during a period of a changing culture, levels of immaturity by junior personnel, as well as any substantive disagrcements surrounding roles and responsibilities. 18«. The positive support to the command and the commander came about because of hard work and was not at great expense to the CAG working environment which has never been better. Itis better ‘because people are treated well. £, The IO did not use a fair or balanced approach in his investigation but rather used open ended {questions that elicited opinions not facts. In other words, a fishing expedition. These negative statements and opinions were not substantiated by facts. 11. Conclusion. The swom statements used by the IO indicate that a significant number of. implicated the senior leadership within STRATCOM. This includes Gen Hyten ‘MG Karbler who are accused by a number of subordinates, including general lag officers and ‘members of the Senior Executive Service, of: dereliction of duty to correct problems, complicity, undue familiar relationships, and a range of other smaller issues. Ifthe IO found these swom statements were credible to base his findings about me then they must be deemed credible for further investigation by the Department of Defense Inspector General into the conduct of the commander, the chief of staff, the forenrve vsse and the senior accusing officers themselves. On the other hand, if we all Just fake a step back, use common sense, and talk about the issues, conduct follow on training, and ‘implement clear guidance on roles and responsibilities into a Standard Operating procedure, we can move forward without anyone else’s lives being ruined by unnecessary allegations and fishing expeditions. I have already been held accountable for my actions and my career, reputation, and life seriously damaged by these baseless allegations. Others must also be held accountable as well where applicable IAW AR 600-100, the Uniformed Code of Military Justice, and SI 400-06. 11, POC is the undersigned at{(PX®)(71(6) USSC (BELPRCVUSST Enel: A-Eu Comments B[BNEMNEUSSC rma era You Note DACOMTE [Revised Email Statement 20Spletstoser, Kathryn. ‘A COL USARMY STRATCOM J004 us) ‘Subject: FW: Trip Report--taskers Europe Jul 2017 From: Hyten, John E Gen USAF STRATCOM JOCC (US) Sent: Sunday, July 23, 2017 11:30 AM ‘To: Spletstoser, Kathryn A COL USARMY STRAT [RRENTHET USES [ve cryeyussc’ OROTTACTT: fener ‘Subject: RE: Trip Report=taskers Europe Jul 2017 Team Some comments from my perspective. believe it was a very successful trip but the comments Kathy made are valid. _ Three points of emphasis to confirm some of what she saw. (2) The schedule in Paris was really bad. The Vice CHOD even told me one-on-one that they usuelly don’t meet that early. A very unusual thing for a Frenchman to say to 8 visiting guest. Clearly delivering his displeasure, The medal presentation was then quite awkward because it was done at an odd hour. He also told me that they usually didn’t perform them that eariy. My desire (which | thought ‘would have been clear) was... I very much appreciate the honor. Then...when would they lke to do the Ceremony?..and then, we will work our schedule around thelrs. But they clearly were forced into a schedule they didn’t ike, which made the subsequent discussions, although productive, actually quite awkward. don’t know if this was driven by the embassy or us..but either way, that is not the way like to leave an impression ...and it was the impression they will always have of me._i worked hard to turn this around and believe | had some success, but it was stil nt good. (2) [XEN TNCTUSSC land \ area team. We must be treated lke a team, and{(Thwas clearly an afterthought. This is one arew where we have to push to make sure(@]is treated as one of my my most trusted ‘advisors. Many of our allies won't get that so we have to push it carefully. Again, fdon’t know who pushed this but it was very wrong. (3)[(PV@USSC] An area where we have to be careful but/b\6)USSC (ONG] First as the senior military Ne) USSC ‘Normally this only applies to unit visits of our Second (ove) USSC lWhen we have international visitors [or the Chairman, ete) and they PIE) USSC [them and works to build relationships for the future. We have to allow ®1@) ‘My peers don’t seem ta have any trot SBI USE with these[(®16) USSC Jbut we struggle with it constantly. 1 don't know if this is beca while ADM Haney was in command and therefore unable to fulfil the team role[(@X@) USSC on ‘command in general does not seem to understand the roie of a COCOM!”"®).\" "YT realize i it Is not one of these official roles|(@N6)7KC) USEC but official roles should be wetl understood and worked as part of our strategic approach to Travel. Finally, in general, | appreciate the tremendous work that goes into a trp like this, And we did very well, But L wan to come acrssisa grateful aly and partner and not demanding Don't take this criticism wrong...1t 1s meant to be constructive. Thanks again..ft was a g0od trip. But we can do better 1John Hyten from: Spetsnser, 7 Kathryn A COL USARMY STRATCOM 3004 (US) Sir, 19, 2017 2:01 PM. | Hyten, John E Gen USAF STRATCOM JOCC (US) ‘Europe Jul 2017 I would like to make a few important points. 1, My notes agree with the tasks as you outiined and you likely captured a few more than | did based on attending ‘a couple of more events, 2. I disagree with a couple of key items specifically: “Outstanding trip from all aspects." And if this was the “ Best European trip results within the last 5 years at USSTRATCOM"” the bar may have been set pretty low. We will conduct a formal O6 level AAR but several tems that require significant i asa : TBRELIBNEYUSSC a ft. ‘After talks with my counterparts in both France and the UK they felt we (STRATCOM) pushed our agenda on them in terms of timelines, uniforms, etc. The French don’t work at 700 and yet we crammed a lot in that was not conducive to their battle rhythm. UK less so but they consistently asked why we were all ‘dressed up crawling on a boat thus making them craw! on boats in white shirts. That must be a total team effort to avoid these things in the future {(b)6) USSC HELONETUSSC PIRTUSSCJagenda: [ORETUSS aaa ‘stops to make this minimally meaningful in accomplishing objectives| OVS) Ne) USSC TPNS}(BI6) USEC ‘The pacing o the tip was ridiculous on the front end — we iterally worked the equivalent of two days in one at Brest and | explained before we have to have some commen sense - more is not better. Substance is better —a lot of fluff there. didn't see a whole lot of value with the two additional RDMLs ‘and their strap hangers either. This split the team and caused an undue logistical burden on us. I would really like the| °%®) USito work the substantive TPs and RAH further in advance ~for example it should be half completed ToF the PACOM trip already and loaded for all concerned to read and access at least 72 hours prior to the trip. in this case it was completed less than 11 hours before takeoff and most members of the team scrambled to read iton the plane as did the CC. 3. I would be careful about the extensive use of adjectives as that is a characterization that is hard to measure and all of us see it differently —better to state the facts. Gen Hyten ended up waiking some of the same ground 'ADM Haney did and | think thet while this was successful it wasn’t as successful or beneficial as It could have 2been. We have to get further out infront of developing solid objectives, ascertaining what our allies actually Nant to achieve, and then push forward to get an outcome that furthers what we collectively do together. ‘4 Next Uk engagement should be in the United States and we should host them here for some substantive events ‘beyond exercise participation, 5: Will get youa final version of the slanner AAR that outiines what worked well and what requires improvement after we complete it. We spent close to $1 millon ofthe tax payers dolars on this trip ~ | feel t might have been Worth a third of that in terms of real progress. ‘Thanks for the opportunity to review. The team that annotates everything as the best ever refuses to ‘objectively look at we ‘Standing by. Fromy| ONEMTICTUSSC Sent: ay 3, _ What it takes to always keep climbing in search of advancing and trying to get better. Solid trip not spectacular. Rename v1 Thave already had a session with OSD-P (NMO) and wil see the J later today to discuss much of what isin here. [Contant under above blacked aut TBVeLTNETUSSE larea is unknown. This was the lconation ofthe document when the FOXA office received it (Note inserted by OOSIFOIA)HELTACLUSSC, From: To ‘Slee atom A COLUSA STRATOS Subject RE: Folow Up ate: “Tuesday, February 13,2018 3:57:19 AM — ‘Hi ma'am. First, I want to thank you for everything, and especially for asking me these questions directly. Theve a boatload of work to do but I can't focus oni right now with this on my mind. OVEN ONIATNC) USST[EXEHBNENIPHCT UST TBHO}PNCTURST Original Message —- From: Splestoser, Karyn A COL USARMY STRATCOM 004 (US) Sent: Monday, 12 February, 2018 23:11 “TosTBNELNCVUSSC subject Follow Up Just checking into se how the pacing is going for you now? You are on short final. ls everything sil well wth your family? Do you need anyth Something came wo my atention recently CVOBRNOUSSS SSCS (ore eNTVE) USS |Hopefully you are still doing well. VrCOLs(CHO THCVUSSE RE: Heath heck Mantay, enoary 22, 2018 6:51:51 AM ‘Hi mafam - [cant tell you how awesom eie[RERONTICIUSSG came Back off eave «which was a whieiwind and apologize for not decking ‘inbetter. Everything was good at home but the work was just sitting in a pile on my desk and | was off BVG)CNCTUSSC [Totally abandoned by my teammates. SSL THCT USS (ere. PCI USSC. [BIRIIPICTUSSS——T Tgave up and moved the offices coffee pot to my desk ‘ocut out the middleman. HA (ONE ORTREVUSSE [EXEL ENTICYUSSE TBHOBITNEV USES [If could go into atime machine I think I would have asked branch there a year, but then again I don't know if we'd ever make it tol 6). (bK7XC) | 5o i's agit horse in a sense, no going back. It does get soary though, ‘ine i ticking in terms of what you want to do and where you want to go. How does it happen so fast? I hope all is well wth you and the team and look forward to seeing all of you in person in afew weeks. We may have to duck ‘out for coffee ara beer so I can give you the fll report (BRELTNCVUSES Original Message— ‘From: Spletstoser, Kathryn A COL USARMY STRATCOM J004 (US) Sent: Monday, January 22, 2018 2:50 AM. ‘Subject: Health check ows]How are things going? How was your leave?[ NGM HCTUSST (EHONI wren do you ren? Let me know if you need anything. Hope you are well vr Kathy(oe NTNCTUSSE Toned Cou Srierstoser - Mayan, iv HAR Reed An ABSOLUTE PresuRe Te work ) TRAVEL wiTH You, THAGKS FoR WATCHING MY Back, AND Bene THE vOICe OF REASON AMID THE Foe S FRICTION OF @O0 TRAVEL, Youve Been AN ieeemBLe WINGKAN AND FRIEND = Keep OFFoTT ESCAPE PLAN 1 Pare | THCVUSSE HORAN On THAT Wim onset nearer apmtomon eeFrom: (IGNORES Te ‘Sine Kat A COL USAR STRATCOM MOS 5) ‘subject: 18.en 2018 Som Saterent Date: Monday, February 12, 2038 3:47:00 9m Sa nln Ma‘am, |n reference to the 18 jan 2018 swom statement, i would like to add the following to provide en accurate and full picture. Before OREN THC USEC | always heard of the bad reputation that the CAG hhas across the Command. | cannot speak to any shortcomings before | arrived. I can say that the CAG now has an amazing reputation and enjoys the praise of the Command, especially from General Hyten, And this occurred under your tenure. Each one of us have something to work on in our ‘character. No one is blameless, My sworn statement on 28 Jan 2018 reflects only what! view as the ‘weakest segment of your leadership, which only accounts for 10 percent of your actions, Are you that way all the time? No, The other 85-80 percent? Brilliant. You always greet me with a smile in the morning and a hearty good evening on the back side, You have been very supportive of my[(OY@7] iorentrncyUSSC __________}neach area, verbal praise and " effirmation were rendered which made me feel great. You have given me free reign to clean up and organize and, heck [TOKSTKCIUSSC _] Many would have said no to that! No one has the ear and understanding ofthe Boss's intentions lke you do: We all know that...and Probably take advantage of it. The “10%” | spoke of in the 28 Jan 2018 sworn statement reflects words that | lack the courage to address in person. This is an[@KOL@KC)USSC cultural difference. The intensity of your voice and aggressive mannerism does put me off (10% of the time). However, ‘rust you as my leader because, frankly, you say what needs to be said...even though | may not ‘appreciate the tone that is used. You are always miles ahead of us in the direction we need to go. ‘good case in point is the Vision and intent. | hated how you told me that It was not the right product. | think you even called one of the segments “stupid”. But, in the end, the current version rocks because we stuck to your 8 page model. | hope this paints a more accurate picture of my total thoughts end not just an abbreviated version, wr OVO TNC)USSEJ006 DEPARTMENT OF DEFENSE UNITED STATES STRATEGIC COMMAND 23 February 2018 (PIGHORBNTKCIUSSCBTEENBTAT HOT USEC[EVE VBNEHANC) USECEVE TTOVE)PNCT USECEXE EHEN TRC) SSE Staff Judge Advocate ‘exempt fram eleace ier EOROFEICIAL-USH.ONL Tau ipa evew contnls stormy work prodoct anor cca eevee whicrirtogry pevieied ed ‘the Fredo of Informetion Aer SUBC $ SSE Bo ner recast withent peor tpprow Meare set