7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving
them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The commander points out that the additional knowledge may help the NCO achieve higher performance than his peers and possibly lead to an accelerated promotion to first sergeant.
7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.
7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after senior leaders have moved on.
7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.
Get ready for Army Basic Training or Leadership schools with US Army Leadership:
Showing posts with label nco. Show all posts
Showing posts with label nco. Show all posts
Tuesday, September 22, 2015
Monday, August 31, 2015
How to Influence Others US Army Style
commander points out that the additional knowledge may help the NCO achieve higher performance than
his peers and possibly lead to an accelerated promotion to first sergeant.
7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.
7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after
senior leaders have moved on.
7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.
Get ready for Army Basic Training or Leadership schools with US Army Leadership:
Thursday, July 25, 2013
TEAM STRUCTURES
TEAM STRUCTURES
3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.
3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.
3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.
3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.
3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.
3-54. There are two leader team categories: horizontal and vertical. Horizontal leader teams can also be
either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical
leader teams can be both formal (commanders and subordinates) and informal (members of a career field or
functional area). Vertical leader teams often share a common background and function, such as intelligence
analysis or logistical support. Vertical and horizontal teams provide structure to organize team training.
3-55. Informal networks often arise both inside and outside formal organizations. Examples of informal
networks include people who share experiences with former coworkers or senior NCOs on an installation
who collaborate to solve a problem. Although leaders occupy positions of legitimate authority, teams are
formed to share information and lessons gained from experience. When groups like this form, they often
take on the same characteristics as formally designed organizations. As such, they develop norms unique to
their network membership and seek legitimacy through their actions.
3-56. Within the informal network, norms develop for acceptable and unacceptable influence. Studies have
shown that groups who do not develop norms of behavior lose their ties and group status.
3-57. The shared leadership process occurs when multiple leaders contribute combined knowledge and
individual authority to lead an organization toward a common goal or mission. Shared leadership involves
sharing authority and responsibility for decision making, planning, and executing.
3-58. Shared leadership is occurring more frequently at both organizational and strategic levels where
leaders of different ranks and positions come together to address specific challenges or missions where preestablished organizational lines of authority may not exist. One such example occurred before Operation
Iraqi Freedom when members of multiple components and Services had to work together to support the
logistics challenges that lay ahead.
Thursday, April 12, 2012
COMMANDERS AND OTHER LEADERS ARE RESPONSIBLE FOR TRAINING
1-6. Physical Readiness Training (PRT) is the commander’s program. Chapter 3, Leadership, discusses this principle of training in detail. Commanders are the primary training managers and trainers for their organization. Senior non-commissioned officers (NCOs) at every level of command are vital to helping commanders meet their training responsibilities. Senior NCOs are often the most experienced trainers in the unit; they are, therefore, essential to a successful PRT program. Leaders should emphasize the value of PRT by clearly explaining the objectives and benefits of the program. They must also use the time allotted for PRT effectively.
1-7. Each PRT session has specific tasks, conditions and standards that support the physical requirements
needed to accomplish the unit’s C- and D-METLs. As the unit’s primary training manager, commanders must
do the following to optimize the effect of PRT:
Check Redbikepublishing.com for more Army publications.
1-7. Each PRT session has specific tasks, conditions and standards that support the physical requirements
needed to accomplish the unit’s C- and D-METLs. As the unit’s primary training manager, commanders must
do the following to optimize the effect of PRT:
- Incorporate mission command in PRT.
- Supervise the planning, preparation, execution and assessment of PRT.
- Align PRT with mission/METL requirements in support of full spectrum operations.
- Train to standard IAW this TC.
- Assess individual and unit physical readiness IAW this TC.
- Provide resources required to execute PRT.
- Incorporate safety and composite risk management (CRM).
- Ensure training is realistic and performance-oriented.
- Ensure training replicates the operational environment as closely as possible.
Check Redbikepublishing.com for more Army publications.
Thursday, January 19, 2012
Influence
When extending influence beyond the traditional chain, leaders often have to influence without
authority designated or implied by rank or position. Civilian and military leaders often find themselves in
situations where they must build informal teams to accomplish organizational tasks.
A unique aspect of extending influence is that those who are targets of influence outside the chain
may not even recognize or willingly accept the authority that an Army leader has. Often informal teams
must be created in situations where there are no official chains of authority. In some cases, it may require
leaders to establish their credentials and capability for leading others. At other times, leaders may need to
interact as a persuasive force but not from an obvious position and attitude of power.
The key element of extending influence and building teams is the creation of a common vision
among prospective team members. At times leaders may need to interact with others as a persuasive
influence but not from an obvious position and attitude of power.
authority designated or implied by rank or position. Civilian and military leaders often find themselves in
situations where they must build informal teams to accomplish organizational tasks.
A unique aspect of extending influence is that those who are targets of influence outside the chain
may not even recognize or willingly accept the authority that an Army leader has. Often informal teams
must be created in situations where there are no official chains of authority. In some cases, it may require
leaders to establish their credentials and capability for leading others. At other times, leaders may need to
interact as a persuasive force but not from an obvious position and attitude of power.
The key element of extending influence and building teams is the creation of a common vision
among prospective team members. At times leaders may need to interact with others as a persuasive
influence but not from an obvious position and attitude of power.
Monday, December 12, 2011
The Oath
Upon taking the oath to become an Army leader, Soldiers, and Army civilians enter into a sacred agreement
with the Nation and their subordinates. The men and women of the Army are capable of extraordinary feats of
courage and sacrifice as they have proven on countless battlefields from the Revolutionary War to the War on
Terrorism. These Soldiers and Army civilians display great patience, persistence, and tremendous loyalty as
they perform their duty to the Nation in thousands of orderly rooms, offices, motor pools, and training areas
around the world, no matter how difficult, tedious, or risky the task. In return, they deserve competent,
professional, and ethical leadership. They expect their Army leaders to respect them as valued members of
effective and cohesive organizations and to embrace the essence of leadership.
with the Nation and their subordinates. The men and women of the Army are capable of extraordinary feats of
courage and sacrifice as they have proven on countless battlefields from the Revolutionary War to the War on
Terrorism. These Soldiers and Army civilians display great patience, persistence, and tremendous loyalty as
they perform their duty to the Nation in thousands of orderly rooms, offices, motor pools, and training areas
around the world, no matter how difficult, tedious, or risky the task. In return, they deserve competent,
professional, and ethical leadership. They expect their Army leaders to respect them as valued members of
effective and cohesive organizations and to embrace the essence of leadership.
Sunday, October 23, 2011
Respect
Treat people as they should be treated.
The discipline which makes the soldiers of a free country reliable in battle is not to be
gained by harsh or tyrannical treatment. On the contrary, such treatment is far more
likely to destroy than to make an army. It is possible to impart instruction and to give
commands in such manner and such a tone of voice to inspire in the soldier no feeling
but an intense desire to obey, while the opposite manner and tone of voice cannot fail to
excite strong resentment and a desire to disobey. The one mode or the other of dealing
with subordinates springs from a corresponding spirit in the breast of the commander.
He who feels the respect which is due to others cannot fail to inspire in them regard for
himself, while he who feels, and hence manifests, disrespect toward others, especially his
inferiors, cannot fail to inspire hatred against himself.
Major General John M. Schofield
Address to the United States Corps of Cadets, 11 August 1879
Respect for the individual is the basis for the rule of law—the very essence of what the Nation stands
for. In the Army, respect means treating others as they should be treated. This value reiterates that people
are the most precious resource and that one is bound to treat others with dignity and respect.
Over the course of history, America has become more culturally diverse, requiring Army leaders to
deal with people from a wider range of ethnic, racial, and religious backgrounds. An Army leader should
prevent misunderstandings arising from cultural differences. Actively seeking to learn about people whose
culture is different can help to do this. Being sensitive to other cultures will aid in mentoring, coaching,
and counseling subordinates. This demonstrates respect when seeking to understand their background, see
things from their perspective, and appreciate what is important to them.
Army leaders should consistently foster a climate in which everyone is treated with dignity and
respect, regardless of race, gender, creed, or religious belief. Fostering a balanced and dignified work
climate begins with a leader’s personal example. How a leader lives the Army Values shows subordinates
how they should behave. Teaching values is one of a leader’s most important responsibilities. It helps
create a common understanding of the Army Values and expected standards.
Tuesday, September 27, 2011
PROVIDING PURPOSE, MOTIVATION, AND INSPIRATION
Leaders influence others to achieve some purpose. To be successful at exerting influence Army
leaders have an end or goal in mind. Sometimes the goal will be very specific, like reducing the number of
training accidents by one-half over a period of six months. Many goals are less distinct and measurable
than this example, but are still valid and meaningful. A leader may decide that unit morale needs to be
improved and may set that as a goal for others to join to support.
Purpose provides what the leader wants done, while motivation and inspiration provide the
energizing force to see that the purpose is addressed and has the strength to mobilize and sustain effort to
get the job done. Motivation and inspiration address the needs of the individual and team. Indirect needs—
like job satisfaction, sense of accomplishment, group belonging, and pride—typically have broader
reaching effects than formal rewards and punishment, like promotions or nonjudicial actions.
march,
Besides purpose and motivation, leader influence also consists of direction. Direction deals with how
a goal, task, or mission is to be achieved. Subordinates do not need to receive guidance on the details of
execution in all situations. The skilled leader will know when to provide detailed guidance and when to
focus only on purpose, motivation, or inspiration.
Mission command conveys purpose without providing excessive, detailed direction. Mission
command is the conduct of military operations through decentralized execution based on mission orders for
effective mission accomplishment. Successful mission command rests on four elements:
Commander’s intent.
Subordinates’ initiative.
Mission orders.
Resource allocation.
leaders have an end or goal in mind. Sometimes the goal will be very specific, like reducing the number of
training accidents by one-half over a period of six months. Many goals are less distinct and measurable
than this example, but are still valid and meaningful. A leader may decide that unit morale needs to be
improved and may set that as a goal for others to join to support.
Purpose provides what the leader wants done, while motivation and inspiration provide the
energizing force to see that the purpose is addressed and has the strength to mobilize and sustain effort to
get the job done. Motivation and inspiration address the needs of the individual and team. Indirect needs—
like job satisfaction, sense of accomplishment, group belonging, and pride—typically have broader
reaching effects than formal rewards and punishment, like promotions or nonjudicial actions.
march,
Besides purpose and motivation, leader influence also consists of direction. Direction deals with how
a goal, task, or mission is to be achieved. Subordinates do not need to receive guidance on the details of
execution in all situations. The skilled leader will know when to provide detailed guidance and when to
focus only on purpose, motivation, or inspiration.
Mission command conveys purpose without providing excessive, detailed direction. Mission
command is the conduct of military operations through decentralized execution based on mission orders for
effective mission accomplishment. Successful mission command rests on four elements:
Commander’s intent.
Subordinates’ initiative.
Mission orders.
Resource allocation.
Monday, September 19, 2011
Character Development from the US Army Leadership Manual
CHARACTER DEVELOPMENT
People join the Army as Soldiers and Army civilians with their character, pre-shaped by their
background, beliefs, education, and experience. An Army leader’s job would be simpler if merely checking
the team member’s personal values against the Army Values and developing a simple plan to align them
sufficed. Reality is much different. Becoming a person of character and a leader of character is a careerlong
process involving day-to-day experience, education, self-development, developmental counseling,
coaching, and mentoring. While individuals are responsible for their own character development, leaders
are responsible for encouraging, supporting, and assessing the efforts of their people. Leaders of character
can develop only through continual study, reflection, experience, and feedback. Leaders hold themselves
and subordinates to the highest standards. The standards and values then spread throughout the team, unit,
or organization and ultimately throughout the Army.
Doing the right thing is good. Doing the right thing for the right reason and with the right goal is
better. People of character must possess the desire to act ethically in all situations. One of the Army
leader’s primary responsibilities is to maintain an ethical climate that supports development of such
character. When an organization’s ethical climate nurtures ethical behavior, people will, over time, think,
feel, and act ethically. They will internalize the aspects of sound character.
People join the Army as Soldiers and Army civilians with their character, pre-shaped by their
background, beliefs, education, and experience. An Army leader’s job would be simpler if merely checking
the team member’s personal values against the Army Values and developing a simple plan to align them
sufficed. Reality is much different. Becoming a person of character and a leader of character is a careerlong
process involving day-to-day experience, education, self-development, developmental counseling,
coaching, and mentoring. While individuals are responsible for their own character development, leaders
are responsible for encouraging, supporting, and assessing the efforts of their people. Leaders of character
can develop only through continual study, reflection, experience, and feedback. Leaders hold themselves
and subordinates to the highest standards. The standards and values then spread throughout the team, unit,
or organization and ultimately throughout the Army.
Doing the right thing is good. Doing the right thing for the right reason and with the right goal is
better. People of character must possess the desire to act ethically in all situations. One of the Army
leader’s primary responsibilities is to maintain an ethical climate that supports development of such
character. When an organization’s ethical climate nurtures ethical behavior, people will, over time, think,
feel, and act ethically. They will internalize the aspects of sound character.
Monday, September 12, 2011
Army Civilians-Army Leadership
ARMY CIVILIAN LEADERS-Excerpt from Army Leadership
The Army civilian corps consists of experienced personnel committed to serving the Nation. Army
civilians are an integral part of the Army team and are members of the executive branch of the federal
government. They fill positions in staff and sustaining base operations that would otherwise be filled by
military personnel. They provide mission-essential capability, stability, and continuity during war and
peace in support of the Soldier. Army civilians take their support mission professionally. Army civilians
are committed to selfless service in the performance of their duties as expressed in the Army Civilian
Corps Creed.
The major roles and responsibilities of Army civilians include establishing and executing policy;
managing Army programs, projects, and systems; and operating activities and facilities for Army
equipment, support, research, and technical work. These roles are in support of the organizational Army as
well as warfighters based around the world. The main differences between military and civilian leaders are
in the provisions of their position, how they obtain their leadership skills, and career development patterns.
Army civilians’ job placement depends on their eligibility to hold the position. Their credentials
reflect the expertise with which they enter a position. Proficiency in that position is from education and
training they have obtained, prior experiences, and career-long ties to special professional fields. Unlike
military personnel, Army civilians do not carry their grade with them regardless of the job they perform.
Civilians hold the grade of the position in which they serve. Except for the Commander in Chief (the
President of the United States) and Secretary of Defense, civilians do not exercise military command;
however, they could be designated to exercise general supervision over an Army installation or activity
under the command of a military superior. Army civilians primarily exercise authority based on the
position held, not their grade.
Civilian personnel do not have career managers like their military counterparts, but there are
functional proponents for career fields that ensure provisions exist for career growth. Army civilians are
free to pursue positions and promotions as they desire. While mobility is not mandatory in all career fields,
there are some (and some grade levels) where mobility agreements are required. Personnel policies
generally state that civilians should be in positions that do not require military personnel for reasons of law,
training, security, discipline, rotation, or combat readiness. While the career civilian workforce brings a
wealth of diversity to the Army team, there is also a wealth of knowledge and experience brought to the
Army’s sustaining base when retired military join the civilian ranks.
While most civilians historically support military forces at home stations, civilians also deploy with
military forces to sustain theater operations. As evidenced by the ever-increasing demands of recent
deployments, civilians have served at every level and in every location, providing expertise and support
Leadership Roles, Leadership Levels and Leadership Teams wherever needed. Army civilians support their military counterparts and often remain for long periods within the same organization or installation, providing continuity and stability that the highly mobile personnel management system used for our military rarely allows. However, when the position or mission dictates, Army civilians may be transferred or deployed to meet the needs of the Army.
The Army civilian corps consists of experienced personnel committed to serving the Nation. Army
civilians are an integral part of the Army team and are members of the executive branch of the federal
government. They fill positions in staff and sustaining base operations that would otherwise be filled by
military personnel. They provide mission-essential capability, stability, and continuity during war and
peace in support of the Soldier. Army civilians take their support mission professionally. Army civilians
are committed to selfless service in the performance of their duties as expressed in the Army Civilian
Corps Creed.
The major roles and responsibilities of Army civilians include establishing and executing policy;
managing Army programs, projects, and systems; and operating activities and facilities for Army
equipment, support, research, and technical work. These roles are in support of the organizational Army as
well as warfighters based around the world. The main differences between military and civilian leaders are
in the provisions of their position, how they obtain their leadership skills, and career development patterns.
Army civilians’ job placement depends on their eligibility to hold the position. Their credentials
reflect the expertise with which they enter a position. Proficiency in that position is from education and
training they have obtained, prior experiences, and career-long ties to special professional fields. Unlike
military personnel, Army civilians do not carry their grade with them regardless of the job they perform.
Civilians hold the grade of the position in which they serve. Except for the Commander in Chief (the
President of the United States) and Secretary of Defense, civilians do not exercise military command;
however, they could be designated to exercise general supervision over an Army installation or activity
under the command of a military superior. Army civilians primarily exercise authority based on the
position held, not their grade.
Civilian personnel do not have career managers like their military counterparts, but there are
functional proponents for career fields that ensure provisions exist for career growth. Army civilians are
free to pursue positions and promotions as they desire. While mobility is not mandatory in all career fields,
there are some (and some grade levels) where mobility agreements are required. Personnel policies
generally state that civilians should be in positions that do not require military personnel for reasons of law,
training, security, discipline, rotation, or combat readiness. While the career civilian workforce brings a
wealth of diversity to the Army team, there is also a wealth of knowledge and experience brought to the
Army’s sustaining base when retired military join the civilian ranks.
While most civilians historically support military forces at home stations, civilians also deploy with
military forces to sustain theater operations. As evidenced by the ever-increasing demands of recent
deployments, civilians have served at every level and in every location, providing expertise and support
Leadership Roles, Leadership Levels and Leadership Teams wherever needed. Army civilians support their military counterparts and often remain for long periods within the same organization or installation, providing continuity and stability that the highly mobile personnel management system used for our military rarely allows. However, when the position or mission dictates, Army civilians may be transferred or deployed to meet the needs of the Army.
What is an NCO-Leadership lessons
NONCOMMISSIONED OFFICERS - Excerpt from Army Leadership
NCOs conduct the daily operations of the Army. The NCO corps has adopted a vision that defines
their role within the Army organization.
The Army relies on NCOs who are capable of executing complex tactical operations, making intentdriven
decisions, and who can operate in joint, interagency, and multinational scenarios. They must take
the information provided by their leaders and pass it on to their subordinates. Soldiers look to their NCOs
for solutions, guidance, and inspiration. Soldiers can relate to NCOs since NCOs are promoted from the
junior enlisted ranks. They expect them to be the buffer, filtering information from the commissioned
officers and providing them with the day-to-day guidance to get the job done. To answer the challenges of
the contemporary operating environment, NCOs must train their Soldiers to cope, prepare, and perform no
matter what the situation. In short, the Army NCO of today is a warrior-leader of strong character,
comfortable in every role outlined in the NCO Corps’ vision.
NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They
are the standard-bearers. Throughout history, flags have served as rallying points for Soldiers, and because
of their symbolic importance, NCOs are entrusted with maintaining them. In a similar sense, NCOs are also
accountable for caring for Soldiers and setting the example for them.
NCOs live and work every day with Soldiers. The first people that new recruits encounter when
joining the Army are NCOs. NCOs process Soldiers for enlistment, teach basic Soldier skills, and
demonstrate how to respect superior officers. Even after transition from civilian to Soldier is complete, the
NCO is the key direct leader and trainer for individual, team, and crew skills at the unit level.
While preparing Soldiers for the mission ahead, the NCO trainer always stresses the basics of
fieldcraft and physical hardening. He knows that the tools provided by technology will not reduce the need
for mentally and physically fit Soldiers. Soldiers will continue to carry heavy loads, convoy for hours or
days, and clear terrorists from caves and urban strongholds. With sleep often neglected in fast-paced
operations, tactical success and failure is a direct correlation to the Soldiers’ level of physical fitness.
Taking care of Soldiers means making sure they are prepared for whatever challenge lies ahead.
NCOs have other roles as trainers, mentors, communicators, and advisors. When junior officers first
serve in the Army, their NCO helps to train and mold them. When lieutenants make mistakes, seasoned
NCOs can step in and guide the young officers back on track. Doing so ensures mission accomplishment
and Soldier safety while forming professional and personal bonds with the officers based on mutual trust
and common goals. “Watching each other’s back” is a fundamental step in team building and cohesion.
For battalion commanders, the command sergeant major is an important source of knowledge and
discipline for all enlisted matters within the battalion. At the highest level, the Sergeant Major of the Army
is the Army Chief of Staff’s personal advisor, recommending policy to support Soldiers and constantly
meeting with and checking Soldiers throughout the Army.
NCOs conduct the daily operations of the Army. The NCO corps has adopted a vision that defines
their role within the Army organization.
The Army relies on NCOs who are capable of executing complex tactical operations, making intentdriven
decisions, and who can operate in joint, interagency, and multinational scenarios. They must take
the information provided by their leaders and pass it on to their subordinates. Soldiers look to their NCOs
for solutions, guidance, and inspiration. Soldiers can relate to NCOs since NCOs are promoted from the
junior enlisted ranks. They expect them to be the buffer, filtering information from the commissioned
officers and providing them with the day-to-day guidance to get the job done. To answer the challenges of
the contemporary operating environment, NCOs must train their Soldiers to cope, prepare, and perform no
matter what the situation. In short, the Army NCO of today is a warrior-leader of strong character,
comfortable in every role outlined in the NCO Corps’ vision.
NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They
are the standard-bearers. Throughout history, flags have served as rallying points for Soldiers, and because
of their symbolic importance, NCOs are entrusted with maintaining them. In a similar sense, NCOs are also
accountable for caring for Soldiers and setting the example for them.
NCOs live and work every day with Soldiers. The first people that new recruits encounter when
joining the Army are NCOs. NCOs process Soldiers for enlistment, teach basic Soldier skills, and
demonstrate how to respect superior officers. Even after transition from civilian to Soldier is complete, the
NCO is the key direct leader and trainer for individual, team, and crew skills at the unit level.
While preparing Soldiers for the mission ahead, the NCO trainer always stresses the basics of
fieldcraft and physical hardening. He knows that the tools provided by technology will not reduce the need
for mentally and physically fit Soldiers. Soldiers will continue to carry heavy loads, convoy for hours or
days, and clear terrorists from caves and urban strongholds. With sleep often neglected in fast-paced
operations, tactical success and failure is a direct correlation to the Soldiers’ level of physical fitness.
Taking care of Soldiers means making sure they are prepared for whatever challenge lies ahead.
NCOs have other roles as trainers, mentors, communicators, and advisors. When junior officers first
serve in the Army, their NCO helps to train and mold them. When lieutenants make mistakes, seasoned
NCOs can step in and guide the young officers back on track. Doing so ensures mission accomplishment
and Soldier safety while forming professional and personal bonds with the officers based on mutual trust
and common goals. “Watching each other’s back” is a fundamental step in team building and cohesion.
For battalion commanders, the command sergeant major is an important source of knowledge and
discipline for all enlisted matters within the battalion. At the highest level, the Sergeant Major of the Army
is the Army Chief of Staff’s personal advisor, recommending policy to support Soldiers and constantly
meeting with and checking Soldiers throughout the Army.
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