Role of a Nco

November 5, 2017 Teaching

To the civilians that don’t understand much about the specifics or structure of the military this may get boring. It could also be interesting and an inside look at how the rank structure works in the Army We Have Expertise To Deliver Papers In All Subjects – go to my site https://whazzup-u.com/profile/CarolJames . But, since 7% of my readership comes from a . mil address (yet I track domains), there are NCOs from all branches that I hope will learn something. Keep in mind that my comments are geared more towards the Army realm, but the basics are service wide. I’m not going to speak about the officers, just the NCOs.

In my mind there are two types of people that attain the grade E5: Sergeants and NCOs. Some people will probably disagree with me about which definition is better. In the mind of CJ, anyone can be a sergeant. But, it takes a leader to be an NCO. The reason I say that is because there is a Creed for the Non-commissioned Officer. There is no Creed for the Sergeant. There is a sort of poem, but no creed. Our purpose as NCOs is simple and well-stated: “to accomplish the mission and the welfare of our soldiers. ” Many of my peers seem to forget that second half.

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As NCOs, we are nobody without the soldiers underneath us doing their jobs. I need to make clear that this isn’t a systematic problem in the Army as I see it. There are many great leaders out there going out of their ways to take care of their soldiers. But just ONE bad leader can affect the well being of MANY soldiers. And if those soldiers choose to stay in these experiences with terrible leadership could be passed on to future leaders. Or, like me in some instances, we can learn from these bad apples and actually vow to ensure another soldiers isn’t treated in such a manner.

As I said in my earlier post, it starts with counseling. We are mandated in almost every service to constantly communicate with our subordinates so that their missions are clear and guidance is understood. It is up to us to ensure that our subordinates have a chance to become our peers. It is not our place to keep them underneath us, but to raise them to take our places. To do this, they must know how to get promoted and we must help them with it. We should be happy when a former soldier of ours is promoted to peer status or even over us.

Of course, in the latter case we should also do some internal soul searching and find out where we went wrong and how to improve ourselves. The military shouldn’t have to dangle $40,000 bonuses over our heads to keep us in. If we simply foster an atmosphere that makes soldiers WANT to stay in the military, we’ll all be better off. I encourage and challenge ALL NCOs to start thinking less about themselves and more about those assigned under them. The future of our military and this country depends on these young people.

Although NCOs today receive better training and are more professional than ever, the achievements of your predecessors contributed much to your career. Get to know them. You will see that the NCOs of the past are as much your comrades in arms as the men and women you train with in the Primary Leadership Development Course (PLDC). You will become the NCO the Army looks upon to train, test, judge, reward, and discipline soldiers of today, as well as in the future. The historical evolution of the NCO is one full of pride and tradition.

The opening line of the NCO Creed, “No one is more professional than I,” is not only a promise and a pledge to yourself and the people of the United States of America, it is also a pledge to all those NCOs who came before you that their service and sacrifice was not in vain. Their commitment to the high ideals of this country—our constitution and the defense of freedom and America—is the history of the U. S. Army. You are following in the footsteps of those great NCOs who prepared the way for you. You can honor them by getting to know their history.

Since 1775, the Noncommissioned Officer Corps has distinguished itself through leadership, professionalism, commitment, courage and dedication. It is comprised of trained, adaptable, self-sacrificing professionals who have earned the admiration of both the officer and enlisted ranks. From the time a Soldier enters the Army until the time he or she leaves this profession, the NCO is there every step of the way to guide Soldiers and help them navigate any situation with their professionalism, competence and caring. The NCO Corps is the reason behind our success on the battlefield today and on battlefields of the past.

During the American Revolution, the very first NCOs were known as file-closers. Back then our Army fought in long lines. The way you won a battle was to break the other side’s line and then charge the disorganized Soldiers with bayonets. It was NCOs who kept our lines steady and enforced discipline during combat. In fact, it was the Army’s first Inspector General in 1778 during the cold days of Valley Forge who called NCOs “the backbone of the Army. ” So, we carry on a tradition first defined in the earliest years of the American Army’s history.

When tactics changed and we no longer fought in those long lines, formations of Soldiers wheeled and rallied on the colors. As that became the central point of the battle, the job was transferred from an officer to the color sergeant, who had a guard of corporals around the colors. That tradition lives on today when a color guard posts the nation’s flag during our ceremonies, and those are just two examples. Throughout the Army’s history, whenever tactics or technologies have changed, whether from horses to tanks or from jeeps to humvees, the role of an NCO has also changed.

As the battlefield became more and more decentralized and complex, NCOs have stepped up and taken on more leadership duties. This change in roles has come into clearer focus since the terrorist attacks of 9/11. Our enemies know they have no hope of surviving a head-to-head battle with our Army, so instead they specialize in attacking small teams, convoys and isolated outposts. That means NCOs are often the senior leaders during those types of encounters. The trust and confidence held in our NCOs has never stood firmer. In addition, today’s NCOs serve as positive, community role models.

From a drill sergeant’s long hours in the training base to the disregard for personal safety from a squad leader in battle, NCOs’ tireless efforts to achieve the nation’s goals set a daily example of commitment to service for us all. What is your role? A role is defined as your job, your profession, responsibilities, and your position. The U. S. Army is in a period of continual conflict and transformation that will last for a while longer. The Army will not sustain this pace without the guidance, support and leadership of its NCO Corps.

Throughout this period, NCOs must maintain fundamental soldiering at the forefront of everything we do, and that means we must focus on the basics, maintain Army values and facilitate the transformation. The best way to lead in a period of fast-paced change is to focus on the basics. NCOs don’t need to worry about the color of the beret or type of Class A uniform we’re all going to wear next year. We need to spend more time conducting in-ranks inspections and pay-day formations to teach Soldiers how to properly wear the uniform they have. We set the standards.

NCOs need to spend more time with squad and platoon leaders, teaching them the importance of counseling and communicating with their Soldiers and less time on the Internet. (And communicating means more than just talking to them; it’s also listening to Soldiers concerns and doing something to solve their problems. ) In other words, we need to train and mentor. NCOs need to spend more time in the barracks waking up young Soldiers and ensuring their living areas are up to standard, not assuming they’re responsible adults who will accomplish these tasks. We need to supervise and develop Soldiers, so they, too, may be NCOs one day

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