4 Useful Concepts for Leveraging your NCOs

William Treseder william.treseder@gmail.com

– Jim “Mad Dog” Mattis (USMC, Retired)

“The most important six inches on the battlefield is between your ears.”

Concept #1

Be a Tool

The officer/enlisted dynamic can be weird.

Power DynamicsPo

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PFC Cpl

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Cpl SSgt

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SSgt SgtMaj

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So what?

NCOs respond differently to this awkward reality.

Be prepared for two categories of NCOs.

Bad & Good

Bad NCOs see officers as...

or

Good NCOs see officers as...

Learn to use your NCOs, but also train them how to use you.

Concept #2

The NCO Map

You can’t treat every NCO the same.

You need to know who you’re dealing with.

Segment them and act accordingly.

Inexperienced Experienced

High Potential

Low Potential

Inexperienced Experienced

High Potential

Low Potential

Inexperienced Experienced

High Potential

Low Potential

Inexperienced Experienced

High Potential

Low Potential

Inexperienced Experienced

High Potential

Low Potential

So what’s a Lt to do?

Inexperienced Experienced

High Potential

Low Potential

Marginalize them. Company office?

Inexperienced Experienced

High Potential

Low Potential

Marginalize them. Company office?

Don’t let them poison you. Push responsibilities down.

Inexperienced Experienced

High Potential

Low Potential

Marginalize them. Company office?

Don’t let them poison you. Push responsibilities down.

Get them a mentor. Load them up with work.

Inexperienced Experienced

High Potential

Low Potential

Marginalize them. Company office?

Don’t let them poison you. Push responsibilities down.

Get them a mentor. Load them up with work.

Soak up everything. Learn about their goals.

They will perform better and so will the platoon.

Concept #3

The Good Idea Fairy

I beg you…

Resist the temptation to over communicate.

Yes, you have great ideas.

But…

Somehow the Corps won wars before you.

It will win wars after you, too.

So try to keep the suggestions to a minimum.

Your NCOs will thank you.

And when you really need to talk to them…

Use this flowchart to guide your decision.

Do I have something

critical* to say to my platoon?

*Things affecting pay, libo, or both.

No

Do I have something

critical to say to my platoon?

No

Go back to rereading Chesty Puller’s biography.

Do I have something

critical to say to my platoon?

Yes

No

Go back to rereading Chesty Puller’s biography.

Do I have something

critical to say to my platoon?

Do I have something

critical to say to my platoon?

Yes

No

Is it bad?

Go back to rereading Chesty Puller’s biography.

Do I have something

critical to say to my platoon?

Yes

No

Is it bad?

No

Go back to rereading Chesty Puller’s biography.

Yes

No

Is it bad?

No

Let your Platoon Sergeant deliver the good news.

Go back to rereading Chesty Puller’s biography.

Do I have something

critical to say to my platoon?

Yes

No

Is it bad?

No

Let your Platoon Sergeant deliver the good news.

Go back to rereading Chesty Puller’s biography.

Yes

Do I have something

critical to say to my platoon?

Do I have something

critical to say to my platoon?

Yes

No

Is it bad?

No

Let your Platoon Sergeant deliver the good news.

Go back to rereading Chesty Puller’s biography.

Yes Cleared hot!

Simple, right?

You’ll screw it up. Everyone does.

Concept #4

Knots on a String

Most of the time you don’t matter.

:*(

NCOs should be running the show.

There are times when you can make a big difference for your Marines, though.

Those are the knots on a string.

Learn to recognize them.

Here are three examples.

1) Before They Train

Reinforce the reasons for any and all training by answering the basic questions that no one bothered to answer at the lowest levels.

Where are they in training cycle? How does this connect to the larger mission? Does this mean Ann Margret’s not coming?

Give them an explanation in plain English.

Why?

Frame their pain.

– Friedrich Nietzsche

“He who has a why to live can bear almost any how.”

2) During SNAFUs

Unnecessary friction can erode a unit’s morale. Stupid logistical mistakes can slow things down (weapons turn-in, anyone?).

You may not be able to change the overall situation, but you can make sure your NCOs have accurate information.

Increase their wasta by passing good word.

Why?

Show you care.*

*about stuff that matters to them

3) They Screw Up

If your Marines make a serious mistake, they will be watching you for 24-48 hours.

Your reaction - filtered through the NCOs - counts for a lot.

Don’t punish your team with hours of f*ck f*ck games. Focus on measurable outcomes for any corrective measures.

Why?

Failure can fuel success.

Those are some obvious scenarios.

The Mustangs in your class can offer many more.

Now go forth and lead!

Questions?

William Treseder william.treseder@gmail.com