Duties, Responsibilities Duties, Responsibilities and Authority of a NCOand Authority of a NCO

Instructor: ???Instructor: ???

““AS A LEADER, AS A TRAINER AND AS A TEACHER, THE AS A LEADER, AS A TRAINER AND AS A TEACHER, THE NCO EMBODIES THE ARMY’S PAST, PRESENT AND NCO EMBODIES THE ARMY’S PAST, PRESENT AND FUTURE.” FUTURE.” - FM 7-22.7 The Army - FM 7-22.7 The Army Noncommissioned Officer GuideNoncommissioned Officer Guide

LEARNING OBJECTIVESLEARNING OBJECTIVES• Identify factors that must be considered Identify factors that must be considered when assuming a leadership position.when assuming a leadership position.• Define the terms duty, responsibility and Define the terms duty, responsibility and authority.authority.• Discuss Noncommissioned, Commissioned Discuss Noncommissioned, Commissioned and Warrant Officer relationships.and Warrant Officer relationships.

• Inspections and CorrectionsInspections and Corrections

• The Noncommissioned Officer Support The Noncommissioned Officer Support ChannelChannel• Levels and Duties of the Noncommissioned Levels and Duties of the Noncommissioned Officer RanksOfficer Ranks

REFERENCESREFERENCES

• FM 7-22.7FM 7-22.7The Noncommissioned Officer Guide The Noncommissioned Officer Guide

• FM 6-22FM 6-22Army Leadership Army Leadership • AR 350-1*AR 350-1*Army Training and Leader Development Army Training and Leader Development

* Supersedes AR 350-17 Noncommissioned Officer Development * Supersedes AR 350-17 Noncommissioned Officer Development ProgramProgram

• AR 600-20AR 600-20Army Command Policy Army Command Policy

• DA PAM 600-65DA PAM 600-65Leadership – Statements and Quotes Leadership – Statements and Quotes

THE NCO VISIONTHE NCO VISIONAn NCO corps, grounded in heritage, values, and tradition, An NCO corps, grounded in heritage, values, and tradition, that embodies the Warrior Ethos; values perpetual that embodies the Warrior Ethos; values perpetual learning; and is capable of leading, training, and learning; and is capable of leading, training, and motivating Soldiers.motivating Soldiers.

We must always be an NCO corps that –We must always be an NCO corps that –Leads by example.Leads by example.

Trains from experience.Trains from experience.Maintains and enforces standards.Maintains and enforces standards.

Takes care of Soldiers.Takes care of Soldiers.Adapts to a changing world.Adapts to a changing world.

Assuming a Leadership Assuming a Leadership PositionPosition

When assuming a leadership position, some things to identify include:

• Determine what your organization expects from you.

• Determine who your immediate supervisor is and what he or she expects from you.• Determine the competence level and the strengths and weaknesses of your Soldiers.

• Identify the key people outside of your organization who are willing to support you in accomplishing your mission.

Tasks to Assume a Tasks to Assume a Leadership PositionLeadership Position

• What is the organization’s mission? How does it fit in with the mission of the next higher organization?• What standards must the organization meet?

• What resources are available to help the organization accomplish the mission?

• What is the current state of morale?

• Who reports directly to you and who do you report to?• When and what do you talk to your Soldiers about?

DUTYDUTY

““OFFICERS OF MY UNIT WILL HAVE MAXIMUM TIME TO OFFICERS OF MY UNIT WILL HAVE MAXIMUM TIME TO ACCOMPLISH THEIR DUTIES; THEY WILL NOT HAVE TO ACCOMPLISH THEIR DUTIES; THEY WILL NOT HAVE TO ACCOMPLISH MINE.” ACCOMPLISH MINE.”

- CREED OF THE NONCOMMISSIONED OFFICER- CREED OF THE NONCOMMISSIONED OFFICER

A duty is something you must do by virtue of your position and is a legal and moral obligation.• It is the supply sergeant’s duty to issue

equipment and keep records of unit supplies.• It is the first sergeant’s duty to hold formations, instruct platoon sergeants and assist/advise the commander.• It is the squad leader’s duty to account for his soldiers and ensure they receive necessary instructions and are properly trained.

THREE TYPES OF DUTIESTHREE TYPES OF DUTIES

SPECIFIEDSPECIFIED

DIRECTEDDIRECTED

IMPLIEDIMPLIED

““NCOs SHOULD MAKE IT A POINT TO DROP BY THE BARRACKS NCOs SHOULD MAKE IT A POINT TO DROP BY THE BARRACKS ON AND OFF DUTY TO VISIT SOLDIERS AND CHECK ON THEIR ON AND OFF DUTY TO VISIT SOLDIERS AND CHECK ON THEIR WELFARE.” - SMA JACK L. TILLEYWELFARE.” - SMA JACK L. TILLEY

SPECIFIED DUTIESSPECIFIED DUTIES

Specified dutiesSpecified duties are duties are duties related to jobs and related to jobs and positions. Those duties are positions. Those duties are “specified” by Army “specified” by Army regulations, DA general regulations, DA general orders, soldier’s manuals, orders, soldier’s manuals, MOS job descriptions, etc.MOS job descriptions, etc.Example: AR 600-20 says that Example: AR 600-20 says that NCOs must ensure that their NCOs must ensure that their Soldiers get proper individual Soldiers get proper individual training and maintain personal training and maintain personal appearance and cleanliness.appearance and cleanliness.

DIRECTED DUTIESDIRECTED DUTIES

Directed dutiesDirected duties are passed are passed down from a superior, either down from a superior, either orally or written, and are not orally or written, and are not specified in MOS duty specified in MOS duty descriptions, Army descriptions, Army publications, or as part of a publications, or as part of a job position. job position. Example: Staff Duty NCO, DFAC Example: Staff Duty NCO, DFAC Headcount, Unit Mail Clerk, Training Headcount, Unit Mail Clerk, Training NCONCO

IMPLIED DUTIESIMPLIED DUTIES

Implied duties often support Implied duties often support specified duties. They may or specified duties. They may or may not be written but ARE may not be written but ARE implied in the instructions. They implied in the instructions. They improve the quality of the job improve the quality of the job and help keep the unit and help keep the unit functioning at optimum level.functioning at optimum level.

Example: While not specifically Example: While not specifically directed to do so, you inspect the directed to do so, you inspect the uniform of your Soldier appearing uniform of your Soldier appearing before the promotion board to ensure before the promotion board to ensure it is in accordance with AR 670-1.it is in accordance with AR 670-1.

RESPONSIBILITYRESPONSIBILITYResponsibility is being accountable for what you do or what you fail to do.• NCOs are responsible to fulfill their individual duties, and to ensure their teams and units are successful

• NCOs are accountable for their own personal conduct and that of their Soldiers

• Any duty, because of the position you hold in the unit, includes a responsibility to execute that duty

““MY TWO BASIC RESPONSIBILITIES WILL ALWAYS BE UPPERMOST MY TWO BASIC RESPONSIBILITIES WILL ALWAYS BE UPPERMOST IN MY MIND- -ACCOMPLISHMENT OF MY MISSION AND THE IN MY MIND- -ACCOMPLISHMENT OF MY MISSION AND THE WELFARE OF MY SOLDIERS.”WELFARE OF MY SOLDIERS.”

- CREED OF THE NONCOMMISSIONED OFFICER- CREED OF THE NONCOMMISSIONED OFFICER

TWO TYPES OF RESPONSIBILITYTWO TYPES OF RESPONSIBILITY

““BEING RESPONSIBLE SOMETIMES MEANS PISSING PEOPLE OFF.”BEING RESPONSIBLE SOMETIMES MEANS PISSING PEOPLE OFF.”

- GENERAL COLIN POWELL- GENERAL COLIN POWELL

COMMAND RESPONSIBILITYCOMMAND RESPONSIBILITY

INDIVIDUAL RESPONSIBILITYINDIVIDUAL RESPONSIBILITY

COMMAND RESPONSIBILITYCOMMAND RESPONSIBILITY

Refers to collective or organizational Refers to collective or organizational accountability and includes how well accountability and includes how well the unit performs their missions. The the unit performs their missions. The amount of responsibility delegated to amount of responsibility delegated to the NCO depends on the mission, the the NCO depends on the mission, the position he holds, and their willingness position he holds, and their willingness to accept the responsibilityto accept the responsibilityA detachment commander is A detachment commander is responsible for all the tasks and responsible for all the tasks and missions assigned to the detachment. missions assigned to the detachment. His superiors will hold him accountable His superiors will hold him accountable for completing them and the end for completing them and the end results.results.

INDIVIDUAL RESPONSIBILITYINDIVIDUAL RESPONSIBILITY

Individual responsibility as a Individual responsibility as a noncommissioned officer means that noncommissioned officer means that you are accountable for your own you are accountable for your own personal conduct. All Soldiers have personal conduct. All Soldiers have their own responsibilities and are their own responsibilities and are accountable for their actions, to their accountable for their actions, to their fellow Soldiers, to their leaders, to their fellow Soldiers, to their leaders, to their unit and to the United States Army.unit and to the United States Army.A soldier without a car decides to live A soldier without a car decides to live off-post with his family is responsible off-post with his family is responsible for securing his own transportation to for securing his own transportation to and from his place of duty.and from his place of duty.

Authority is defined as the right to direct Authority is defined as the right to direct Soldiers to do certain things. Soldiers to do certain things. • It is the legitimate power of leaders to direct Soldiers or It is the legitimate power of leaders to direct Soldiers or to take action within the scope of their position.to take action within the scope of their position.• Using good judgment when exercising authority is Using good judgment when exercising authority is imperative. Know what authority you have and where it imperative. Know what authority you have and where it comes from.comes from.• NCOs do not have the authority to impose non-judicial NCOs do not have the authority to impose non-judicial punishments on other enlisted Soldiers.punishments on other enlisted Soldiers.

““I WILL NOT USE MY GRADE OR POSITION TO ATTAIN PLEASURE, I WILL NOT USE MY GRADE OR POSITION TO ATTAIN PLEASURE, PROFIT, OR PERSONAL SAFETY.”PROFIT, OR PERSONAL SAFETY.”

- CREED OF THE NONCOMMISSIONED OFFICER- CREED OF THE NONCOMMISSIONED OFFICER

AUTHORITYAUTHORITY

TWO BASIC TYPES OF TWO BASIC TYPES OF AUTHORITYAUTHORITY

COMMAND AUTHORITYCOMMAND AUTHORITY

GENERAL MILITARY GENERAL MILITARY AUTHORITYAUTHORITY

““IT TAKES GUTS FOR AN NCO TO USE INHERENT AUTHORITY AND IT TAKES GUTS FOR AN NCO TO USE INHERENT AUTHORITY AND RESPONSIBILITY IN TRAINING, MAINTAINING, LEADING AND RESPONSIBILITY IN TRAINING, MAINTAINING, LEADING AND CARING FOR SOLDIERS.”CARING FOR SOLDIERS.”

- SMA GLEN E. MORRELL- SMA GLEN E. MORRELL

COMMAND AUTHORITYCOMMAND AUTHORITY

Command authority is the authority Command authority is the authority leaders have over Soldiers by virtue of leaders have over Soldiers by virtue of rank or assignment. It originates with rank or assignment. It originates with the President and may be the President and may be supplemented by law or regulation. supplemented by law or regulation. NCOs’ command authority is inherent NCOs’ command authority is inherent with the job by virtue of position to with the job by virtue of position to direct or control Soldiers.direct or control Soldiers.

Examples of Command Authority Examples of Command Authority PositionsPositions

Tank CommanderTank Commander Sergeant of the Sergeant of the GuardGuard

Team LeaderTeam Leader Cannon Crew Chief Cannon Crew Chief

GENERAL MILITARY GENERAL MILITARY AUTHORITYAUTHORITY

General military authority is extended to General military authority is extended to all Soldiers to take action and act in the all Soldiers to take action and act in the absence of a unit leader or other absence of a unit leader or other designated authority. It allows leaders designated authority. It allows leaders to take appropriate corrective actions to take appropriate corrective actions whenever a member of any armed whenever a member of any armed service commits an act involving a service commits an act involving a breach of good order and discipline. breach of good order and discipline.

You have the military authority, and a You have the military authority, and a duty, to: stop a fight between Soldiers, duty, to: stop a fight between Soldiers, correct violations of AR 670-1, correct correct violations of AR 670-1, correct violations involving military customs and violations involving military customs and courtesies, etc. courtesies, etc.

DELEGATION OF DELEGATION OF AUTHORITYAUTHORITY

Commanders and their staffs, at all Commanders and their staffs, at all levels of command, are responsible for levels of command, are responsible for ensuring proper delegation of authority ensuring proper delegation of authority to NCOs by their seniors. This is true to NCOs by their seniors. This is true regardless of whether the senior is an regardless of whether the senior is an officer, warrant officer, or another NCO. officer, warrant officer, or another NCO. Just as Congress and the President Just as Congress and the President cannot participate in all aspects of cannot participate in all aspects of armed forces operations, most leaders armed forces operations, most leaders cannot be directly involved in handling cannot be directly involved in handling each and every action.each and every action. Abu Ghraib PrisonAbu Ghraib Prison Walter Walter ReedReed

KEY POINTS ON KEY POINTS ON AUTHORITY OF AN NCOAUTHORITY OF AN NCO

• Your authority plays an essential part in military discipline.Your authority plays an essential part in military discipline.

• Combination of the chain of command and the NCO Combination of the chain of command and the NCO support channel provide you authority to get the job done. support channel provide you authority to get the job done.

• The chain of command backs up the NCO support The chain of command backs up the NCO support channel by legally punishing those who challenge the channel by legally punishing those who challenge the NCO’s authority. NCO’s authority. • Use of mature, sound judgment is critical when exercising Use of mature, sound judgment is critical when exercising authority. Not only for NCOs, but for officers as well.authority. Not only for NCOs, but for officers as well.

““The message is that better soldiers demand more from The message is that better soldiers demand more from their leaders. In this sense authority flows from their leaders. In this sense authority flows from competence,competence,not rank.not rank.

- GEN. MAXWELL R. THURMAN- GEN. MAXWELL R. THURMAN

NONCOMMISSIONED, NONCOMMISSIONED, COMMISSIONED AND WARRANT COMMISSIONED AND WARRANT

OFFICER RELATIONSHIPSOFFICER RELATIONSHIPS

An important part of your role as an NCO An important part of your role as an NCO is how well you relate to commissioned is how well you relate to commissioned officers. To develop a successful officers. To develop a successful working relationship, NCOs and officers working relationship, NCOs and officers must know the similarities of their must know the similarities of their respective duties and responsibilities. respective duties and responsibilities. There is naturally some overlap of duties There is naturally some overlap of duties and responsibilities between officers and and responsibilities between officers and NCOs. This is a necessary and desirable NCOs. This is a necessary and desirable outcome of close cooperation and should be outcome of close cooperation and should be a source of strength for a unit rather than a source of strength for a unit rather than the cause of friction. the cause of friction.

COMMISSIONED OFFICERCOMMISSIONED OFFICERCommissioned officers hold a Commissioned officers hold a commission from the President of the commission from the President of the United States, which authorizes them to United States, which authorizes them to act as the President’s representative in act as the President’s representative in certain military matters. As such, certain military matters. As such, commissioned officers carry out the commissioned officers carry out the orders of the Commander in Chief as orders of the Commander in Chief as they are handed down through the they are handed down through the chain of command. In carrying out chain of command. In carrying out these orders, commissioned officers get these orders, commissioned officers get considerable help, advice and considerable help, advice and assistance from NCOs. Both share the assistance from NCOs. Both share the same goal of accomplishing the unit’s same goal of accomplishing the unit’s mission.mission.

COMMISSIONED OFFICERCOMMISSIONED OFFICER• Commands, establishes policy, plans and programs the Commands, establishes policy, plans and programs the work of the Army.work of the Army.• Concentrates on collective training, which will enable the Concentrates on collective training, which will enable the unit to accomplish its missions.unit to accomplish its missions.• Is primarily involved with unit operations, training and Is primarily involved with unit operations, training and related activities.related activities.• Concentrates on unit effectiveness and unit readiness. Concentrates on unit effectiveness and unit readiness. • Pays particular attention to the standards of performance, Pays particular attention to the standards of performance, training and professional development of officers as well as training and professional development of officers as well as NCOs.NCOs.• Creates conditions – makes the time and other resources Creates conditions – makes the time and other resources available – so the NCO can do the job.available – so the NCO can do the job.

• SUPPORTS THE NCO.SUPPORTS THE NCO.

WARRANT OFFICERWARRANT OFFICERAs leaders and technical/tactical As leaders and technical/tactical experts, warrant officers provide experts, warrant officers provide valuable skills, guidance and expertise valuable skills, guidance and expertise to commanders and organizations in to commanders and organizations in their particular field. They can and their particular field. They can and sometimes do command detachments, sometimes do command detachments, units and activities as well as lead, units and activities as well as lead, coach, train and counsel Soldiers. The coach, train and counsel Soldiers. The relationship between the warrant relationship between the warrant officer and the NCO is similar to the officer and the NCO is similar to the commissioned officer…they rely on commissioned officer…they rely on each other for help, advice and each other for help, advice and assistance to accomplish the unit’s assistance to accomplish the unit’s mission. mission.

WARRANT OFFICERWARRANT OFFICER• Provides quality advice, counsel and solutions to support Provides quality advice, counsel and solutions to support the command.the command.• Executes policy and manages the Army’s system.Executes policy and manages the Army’s system.• Commands special-purpose units and task-organized Commands special-purpose units and task-organized operational elements.operational elements.• Focuses on collective, leader and individual training.Focuses on collective, leader and individual training.• Operates, maintains, administers and manages the Operates, maintains, administers and manages the Army’s equipment, support activities and technical system.Army’s equipment, support activities and technical system.

• Concentrates on unit effectiveness and readiness.Concentrates on unit effectiveness and readiness.

• SUPPORTS THE NCO.SUPPORTS THE NCO.

NONCOMMISSIONED NONCOMMISSIONED OFFICEROFFICER

Noncommissioned officers , the Noncommissioned officers , the backbone of the Army, train, lead, and backbone of the Army, train, lead, and take care of enlisted Soldiers. They take care of enlisted Soldiers. They represent officer and sometimes DA represent officer and sometimes DA civilian leaders. NCOs ensure their civilian leaders. NCOs ensure their Soldiers, along with their personal Soldiers, along with their personal equipment, are prepared to function as equipment, are prepared to function as an effective unit and team members. an effective unit and team members. While commissioned officers command, While commissioned officers command, establish policy and manage resources, establish policy and manage resources, noncommissioned officers conduct the noncommissioned officers conduct the Army’s daily business. Army’s daily business.

NONCOMMISSIONED NONCOMMISSIONED OFFICEROFFICER

• Conducts the daily business of the Army within Conducts the daily business of the Army within established orders, directives and policies.established orders, directives and policies.• Focuses on individual training, which develops the Focuses on individual training, which develops the capability to accomplish the mission.capability to accomplish the mission.• Primarily involved with training and leading Soldiers and Primarily involved with training and leading Soldiers and teamsteams• Ensures each subordinate team, NCO and Soldier are Ensures each subordinate team, NCO and Soldier are prepared to function as a effective unit and each team prepared to function as a effective unit and each team member is well trained, highly motivated and ready.member is well trained, highly motivated and ready.• Concentrates on standards of performance, training and Concentrates on standards of performance, training and professional development of NCOs and enlisted Soldiers.professional development of NCOs and enlisted Soldiers.• Follows orders of officers and NCOs in the support Follows orders of officers and NCOs in the support channel.channel.• GETS THE JOB DONE.GETS THE JOB DONE.

OFFICER/NCO RELATIONSHIP, OFFICER/NCO RELATIONSHIP, POINTS TO REMEMBERPOINTS TO REMEMBER

• Officers, warrant officers and NCOs depend on each Officers, warrant officers and NCOs depend on each other and work together to accomplish unit missions.other and work together to accomplish unit missions.

• It is impossible for officers to command an effective It is impossible for officers to command an effective unit and accomplish the mission if the NCO doesn’t unit and accomplish the mission if the NCO doesn’t ensure the Soldiers know their jobs.ensure the Soldiers know their jobs.

• Officers, warrant officers and NCOs must advise, Officers, warrant officers and NCOs must advise, assist and learn from each other.assist and learn from each other.

• Although the officer is held accountable for all that Although the officer is held accountable for all that the unit does or fails to do, only by working with the the unit does or fails to do, only by working with the NCO can he assure that the job will get accomplished.NCO can he assure that the job will get accomplished.

INSPECTIONS AND INSPECTIONS AND CORRECTIONSCORRECTIONS

Why Do We Have Inspections?Why Do We Have Inspections?

• To prevent carelessness and To prevent carelessness and lackadaisical behavior in Soldierslackadaisical behavior in Soldiers

• To correct minor deficiencies To correct minor deficiencies and maintain the Army standardand maintain the Army standard

• Serviceability of uniforms and Serviceability of uniforms and equipmentequipment

• To promote healthy, safe living To promote healthy, safe living and work environmentsand work environments

TYPES OF INSPECTIONSTYPES OF INSPECTIONSIn-ranks: Inspection of personnel and In-ranks: Inspection of personnel and equipment while in unit formationequipment while in unit formation

In-quarters: May include inspection of In-quarters: May include inspection of personal appearance, field equipment, personal appearance, field equipment, displays, maintenance and sanitary displays, maintenance and sanitary conditionsconditions

PCC/PCI: Inspection of personnel, PCC/PCI: Inspection of personnel, equipment and mission knowledge prior equipment and mission knowledge prior to conducting training or combat opsto conducting training or combat ops

CORRECTIVE TRAININGCORRECTIVE TRAINING• The training, instruction, or correction given to a The training, instruction, or correction given to a Soldier must be directly related to the deficiencySoldier must be directly related to the deficiency• Orient the corrective action to improving the Soldier’s Orient the corrective action to improving the Soldier’s performance in the problem areaperformance in the problem area• Corrective measures may be taken after normal duty Corrective measures may be taken after normal duty hours, but must not be construed as punishmenthours, but must not be construed as punishment• Corrective training should continue only until the Corrective training should continue only until the deficiency has been overcome deficiency has been overcome • All levels of command should take care to ensure that All levels of command should take care to ensure that training and instruction are not used in an oppressive training and instruction are not used in an oppressive manner to evade the procedural safeguards in manner to evade the procedural safeguards in imposing non-judicial punishmentimposing non-judicial punishment• Do not annotate deficiencies in Soldier’s official Do not annotate deficiencies in Soldier’s official records that have been satisfactorily correctedrecords that have been satisfactorily corrected

ON-THE-SPOT ON-THE-SPOT CORRECTIONSCORRECTIONS

One of the most effective administrative corrective One of the most effective administrative corrective measures; used in making the quickest correction to measures; used in making the quickest correction to training or standards deficiencies.training or standards deficiencies.

• CORRECT THE SOLDIERCORRECT THE SOLDIER

• ATTACK THE PERFORMANCE, NEVER THE SOLDIERATTACK THE PERFORMANCE, NEVER THE SOLDIER

• GIVE ONE CORRECTION AT A TIME. DO NOT DUMPGIVE ONE CORRECTION AT A TIME. DO NOT DUMP

• DON’T KEEP BRINGING IT UP. WHEN THE DON’T KEEP BRINGING IT UP. WHEN THE CORRECTION IS OVER, IT’S OVER.CORRECTION IS OVER, IT’S OVER.

NCO SUPPORT CHANNELNCO SUPPORT CHANNELThe NCO support channel is subordinate The NCO support channel is subordinate to and supportive of the chain of to and supportive of the chain of command; it is not an independent command; it is not an independent channel. It is a channel of communication channel. It is a channel of communication and supervision from the Command and supervision from the Command Sergeant Major, to the First Sergeant, Sergeant Major, to the First Sergeant, and to other NCOs within the unit. In and to other NCOs within the unit. In addition, the NCO support channel is used addition, the NCO support channel is used for executing the commander’s orders for executing the commander’s orders and getting routine, but important, jobs and getting routine, but important, jobs done. It is used most often to put into done. It is used most often to put into effect policies and procedures and to effect policies and procedures and to enforce standards of performance, enforce standards of performance, training, appearance and conduct.training, appearance and conduct.

NCO SUPPORT CHANNEL NCO SUPPORT CHANNEL RESPONSIBILITIESRESPONSIBILITIES

1.1. Administering and monitoring NCODP and other unit training Administering and monitoring NCODP and other unit training programsprograms

2.2. Accounting for and maintaining individual arms and Accounting for and maintaining individual arms and equipmentequipment

3.3. Achieving and maintaining courage, candor, competence Achieving and maintaining courage, candor, competence and commitmentand commitment

4.4. Transmitting, instilling and efficacy of the professional Army Transmitting, instilling and efficacy of the professional Army ethicethic

5.5. Training enlisted Soldiers in their military occupational Training enlisted Soldiers in their military occupational specialty as well as in the basic skills and attributes of a specialty as well as in the basic skills and attributes of a SoldierSoldier

NCO SUPPORT CHANNEL NCO SUPPORT CHANNEL RESPONSIBILITIESRESPONSIBILITIES

(CONTINUED)(CONTINUED)

6. Teaching Soldiers the history of the Army, to include military 6. Teaching Soldiers the history of the Army, to include military customs, courtesies and traditionscustoms, courtesies and traditions

7. Teaching Soldiers the mission of the unit and developing 7. Teaching Soldiers the mission of the unit and developing individual training programs to support the missionindividual training programs to support the mission

8.8. Planning and conducting the day-to-day unit operations Planning and conducting the day-to-day unit operations within prescribed policies and directiveswithin prescribed policies and directives

9.9. Caring for individual Soldiers and their families both on and Caring for individual Soldiers and their families both on and off dutyoff duty

10.10. Supervising unit physical fitness training and ensuring unit Supervising unit physical fitness training and ensuring unit Soldiers comply with weight and appearance standardsSoldiers comply with weight and appearance standards

11.11. Advising the commander on rewards and punishments for Advising the commander on rewards and punishments for enlisted Soldiersenlisted Soldiers

The Corporal is at the base of the The Corporal is at the base of the NCO Corps. Along with the Sergeant, NCO Corps. Along with the Sergeant, it is the only rank that has never it is the only rank that has never disappeared from the NCO rank disappeared from the NCO rank structure. Corporals serve as leaders structure. Corporals serve as leaders of the smallest Army units, typically of the smallest Army units, typically as Team Leaders. Like Sergeants, as Team Leaders. Like Sergeants, Corporals are responsible for the Corporals are responsible for the training, personal appearance and training, personal appearance and cleanliness of their Soldiers.cleanliness of their Soldiers.

CORPORALCORPORAL

Of all the NCO ranks, the Sergeant, very Of all the NCO ranks, the Sergeant, very possibly has the greatest impact on lower-possibly has the greatest impact on lower-ranking Soldiers. Privates, who are the ranking Soldiers. Privates, who are the basic manpower strength of the Army, basic manpower strength of the Army, usually have Sergeants as their first NCO usually have Sergeants as their first NCO leaders. The rank of Sergeant is not a leaders. The rank of Sergeant is not a position where one learns to become a position where one learns to become a leader...there is NO APPRENTICESHIP. leader...there is NO APPRENTICESHIP.

Although the new Sergeant will be learning Although the new Sergeant will be learning new skills, strengthening old ones and new skills, strengthening old ones and getting better, he or she is a Sergeant, and getting better, he or she is a Sergeant, and possesses authority equal to that of any possesses authority equal to that of any other NCO.other NCO.

Responsible for the individual training, Responsible for the individual training, personal appearance and cleanliness of personal appearance and cleanliness of their Soldierstheir Soldiers

SERGEANTSERGEANT

The Staff Sergeant closely parallels the Sergeant in The Staff Sergeant closely parallels the Sergeant in duties and responsibilities, but is usually a more duties and responsibilities, but is usually a more experienced leader of Soldiers. The major difference experienced leader of Soldiers. The major difference between the two is not the level of authority, as so between the two is not the level of authority, as so often believed, but the scope of influence. The Staff often believed, but the scope of influence. The Staff Sergeant is in daily contact with large numbers of Sergeant is in daily contact with large numbers of Soldiers and generally responsible for more property Soldiers and generally responsible for more property and equipment.and equipment.

Staff Sergeants usually have one or more Sergeants Staff Sergeants usually have one or more Sergeants working under their direct leadership. In addition to working under their direct leadership. In addition to the continued successful development of the Sergeant, the continued successful development of the Sergeant, the Staff Sergeant is responsible for the continued the Staff Sergeant is responsible for the continued development of everyone else in their section, squad or development of everyone else in their section, squad or team.team.

The Staff Sergeant’s success leads to the Army success The Staff Sergeant’s success leads to the Army success more than any other NCO grade.more than any other NCO grade.

STAFF SERGEANTSTAFF SERGEANT

SERGEANT FIRST CLASSSERGEANT FIRST CLASSOtherwise known as a platoon sergeant, key to the Otherwise known as a platoon sergeant, key to the command structure of the Army. Platoon sergeants command structure of the Army. Platoon sergeants generally have several Staff Sergeants working under generally have several Staff Sergeants working under their direct leadership. The platoon sergeant is the their direct leadership. The platoon sergeant is the key assistant to the platoon leader and commands the key assistant to the platoon leader and commands the platoon in his absence.platoon in his absence.

Whether platoon sergeant or Sergeant First Class, this Whether platoon sergeant or Sergeant First Class, this is the first level at which the term Senior NCO properly is the first level at which the term Senior NCO properly applies. He usually has 15 to 18 years or more of applies. He usually has 15 to 18 years or more of military experience and is rightfully expected to bring military experience and is rightfully expected to bring that competence to bear in quick, accurate decisions that competence to bear in quick, accurate decisions that are in the best interest of the mission and the that are in the best interest of the mission and the Soldier.Soldier.

The Sergeant First Class is expected to embody all the The Sergeant First Class is expected to embody all the traits of a leader.traits of a leader.

FIRST SERGEANTFIRST SERGEANTWhen you are talking about the First Sergeant, you are When you are talking about the First Sergeant, you are talking about the life-blood of the Army. There can be no talking about the life-blood of the Army. There can be no substitute of this position nor any question of its substitute of this position nor any question of its importance. When First Sergeants are exceptional, their importance. When First Sergeants are exceptional, their units are exceptional, regardless of any other single units are exceptional, regardless of any other single personality involved. Perhaps their rank insignia should be personality involved. Perhaps their rank insignia should be the keystone rather than the traditional one depicted here. the keystone rather than the traditional one depicted here. It is the first sergeant at whom almost all unit operations It is the first sergeant at whom almost all unit operations merge. The First Sergeant holds formations, instructs merge. The First Sergeant holds formations, instructs platoon sergeants, advises the Commander, and assists in platoon sergeants, advises the Commander, and assists in training of all enlisted members.training of all enlisted members.The first sergeant may swagger and appear, at times, The first sergeant may swagger and appear, at times, somewhat of an exhibitionist, but he  is not egotistical. The somewhat of an exhibitionist, but he  is not egotistical. The First Sergeant is proud of the unit and, understandably, First Sergeant is proud of the unit and, understandably, wants others to be aware of his unit’s success.wants others to be aware of his unit’s success.For the first time, the title of address for this grade is not For the first time, the title of address for this grade is not sergeant, but first sergeant! There is a unique relationship sergeant, but first sergeant! There is a unique relationship of confidence and respect that exits between the First of confidence and respect that exits between the First Sergeant and the Commander not found at another level Sergeant and the Commander not found at another level within the Army.within the Army.

MASTER SERGEANTMASTER SERGEANT

The Master Sergeant serves as the principle NCO in The Master Sergeant serves as the principle NCO in staff elements at battalion and higher levels. Although staff elements at battalion and higher levels. Although not charged with the enormous leadership not charged with the enormous leadership responsibilities of a First Sergeant, the Master responsibilities of a First Sergeant, the Master Sergeant is expected to dispatch leadership and other Sergeant is expected to dispatch leadership and other duties with the same professionalism and to achieve duties with the same professionalism and to achieve the same results as the First Sergeant.the same results as the First Sergeant.

COMMAND SERGEANT MAJORCOMMAND SERGEANT MAJOREnlisted soldiers who attain the distinction of being Enlisted soldiers who attain the distinction of being selected as Command Sergeants Major are the epitome of selected as Command Sergeants Major are the epitome of success in their chosen field, in this profession of arms. success in their chosen field, in this profession of arms. There is no higher grade of rank, except Sergeant Major of There is no higher grade of rank, except Sergeant Major of the Army, for enlisted Soldiers and there is no greater the Army, for enlisted Soldiers and there is no greater honor. The Command Sergeant Major carries out policies honor. The Command Sergeant Major carries out policies and standards of the performance, training, appearance, and standards of the performance, training, appearance, and conduct of enlisted personnel. The Command and conduct of enlisted personnel. The Command Sergeant Major advises and initiates recommendations to Sergeant Major advises and initiates recommendations to the commander and staff in matters pertaining to the local the commander and staff in matters pertaining to the local NCO support channel. Perhaps slightly wiser and more NCO support channel. Perhaps slightly wiser and more experienced than the First Sergeant, the Command experienced than the First Sergeant, the Command Sergeant Major is expected to function completely without Sergeant Major is expected to function completely without supervision. Like the old sage of times past, the Command supervision. Like the old sage of times past, the Command Sergeant Major’s counsel is expected to be calm, settled Sergeant Major’s counsel is expected to be calm, settled and unequivocally accurate, but with an energy and and unequivocally accurate, but with an energy and enthusiasm that never wanes, even in the worst of times.enthusiasm that never wanes, even in the worst of times.Assignable to any billet in the Army, the Command Assignable to any billet in the Army, the Command Sergeant Major is all those things, and more, of each of Sergeant Major is all those things, and more, of each of the preceding grades of rank.the preceding grades of rank.

SERGEANT MAJORSERGEANT MAJOR

The Sergeant Major is generally the key enlisted The Sergeant Major is generally the key enlisted member of staff elements at levels higher than member of staff elements at levels higher than battalion. The Sergeant Major’s experience and battalion. The Sergeant Major’s experience and ability are equal to that of the Command Sergeant ability are equal to that of the Command Sergeant Major, but the sphere of influence regarding Major, but the sphere of influence regarding leadership is generally limited to those directly leadership is generally limited to those directly under his charge.under his charge.

SERGEANT MAJOR OF SERGEANT MAJOR OF THE ARMYTHE ARMYEstablished in 1966, the Sergeant Major of the Army Established in 1966, the Sergeant Major of the Army

(SMA) is the senior enlisted position in the United (SMA) is the senior enlisted position in the United States Army. He is the senior enlisted advisor and States Army. He is the senior enlisted advisor and consultant to the Army Chief of Staff, providing consultant to the Army Chief of Staff, providing information on problems affecting enlisted personnel information on problems affecting enlisted personnel and proposing solutions. Specific areas of concern and proposing solutions. Specific areas of concern include standards, professional development, NCO include standards, professional development, NCO growth and advancement, morale, training, pay, growth and advancement, morale, training, pay, promotions and quality of life for Soldiers and their promotions and quality of life for Soldiers and their families. His exact duties vary, depending on the families. His exact duties vary, depending on the Chief of Staff, though he generally devotes much of Chief of Staff, though he generally devotes much of his time to traveling throughout the Army observing his time to traveling throughout the Army observing training and talking to soldiers and their families. training and talking to soldiers and their families.

The SMA directs NCO support channel activities The SMA directs NCO support channel activities through MACOM CSMs by using written and verbal through MACOM CSMs by using written and verbal communications. communications.

WHAT SOLDIERS EXPECT WHAT SOLDIERS EXPECT FROM THEIR LEADERSFROM THEIR LEADERS

• BE A GOOD LISTENERBE A GOOD LISTENER

• DEMONSTRATE TACTICAL AND TECHNICAL DEMONSTRATE TACTICAL AND TECHNICAL COMPETENCECOMPETENCE

• TEACH THEMTEACH THEM

• TREAT THEM WITH RESPECT AND DIGNITYTREAT THEM WITH RESPECT AND DIGNITY

• STRESS THE BASICSSTRESS THE BASICS

• SET THE EXAMPLESET THE EXAMPLE

• SET AND ENFORCE THE STANDARDSSET AND ENFORCE THE STANDARDS

Unknown Source:Unknown Source:““Soldiers coming into the Army expect their leadership Soldiers coming into the Army expect their leadership to provide training and direction, provide discipline, to provide training and direction, provide discipline, administer justice fairly and equitably, set the moral administer justice fairly and equitably, set the moral and ethical example, give counseling and career and ethical example, give counseling and career guidance, and to be a font of knowledge and experience guidance, and to be a font of knowledge and experience from which to draw from If we, as the leaders in the from which to draw from If we, as the leaders in the Army, don’t do this we are failing the soldier and the Army, don’t do this we are failing the soldier and the Army.”Army.” –– ––SGM VallairSGM Vallair

USMILREP NATOUSMILREP NATO““All of us who are fortunate enough to be in leadership All of us who are fortunate enough to be in leadership positions now, and those who aspire to lead soldiers in the positions now, and those who aspire to lead soldiers in the future must hone our skills so that we can be the best leaders future must hone our skills so that we can be the best leaders possible. Our soldiers want leaders who are willing to share possible. Our soldiers want leaders who are willing to share their hardships, who are totally concerned with their welfare, their hardships, who are totally concerned with their welfare, and who are willing to place personal ambitions secondary to and who are willing to place personal ambitions secondary to the needs of their troops or units. We must provide the the needs of their troops or units. We must provide the direction, the counsel, and the good example to insure the direction, the counsel, and the good example to insure the concepts of excellence are firmly established in those under concepts of excellence are firmly established in those under our supervision.”our supervision.” –– –– GEN Roscoe Robinson, Jr. GEN Roscoe Robinson, Jr.

RANDOM QUOTESRANDOM QUOTES

  ““The day soldiers stop bringing you their problems is the The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost day you have stopped leading them. They have either lost confidence that you can help them or concluded that you confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.”do not care. Either case is a failure of leadership.”

-- General Colin Powell-- General Colin Powell

““It is difficult to be a good noncommissioned officer. If it It is difficult to be a good noncommissioned officer. If it had been easy, they would have given it to the officer had been easy, they would have given it to the officer corps.” corps.”

-- SMA William A. Connelly-- SMA William A. Connelly

““There is a lot of material on what should be done There is a lot of material on what should be done regarding leadership, but it takes intestinal fortitude to regarding leadership, but it takes intestinal fortitude to do what is right. It takes guts for an NCO to use inherent do what is right. It takes guts for an NCO to use inherent authority and responsibility in training, maintaining, authority and responsibility in training, maintaining, leading, and caring for soldiers. Young noncommissioned leading, and caring for soldiers. Young noncommissioned officers are the ones who call the shots; it is on their officers are the ones who call the shots; it is on their knowledge, initiative, and courage that our success in knowledge, initiative, and courage that our success in battle rests.”battle rests.”

-- SMA Glen E. Morrell -- SMA Glen E. Morrell