LEADERSHIPJIMMIE W. SPENCER

CSM, U.S. ARMY RETIRED

DIRECTOR

NCO AND SOLDIER PROGRAMS

Reflections on 32 years of service in

America’s Army1961-1993

-and-19 Years as Director of

NCO & Soldier Programs, AUSA1993-today

CHANGES THAT IMPACTED THE NCO CORPS

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1965 1975 1982 1986 1996

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Vietnam Draft Ending NCOES Drug Testing Downsizing

EVERY NCO HAS TWO BOSSES

COMMANDERS VERSUS1SG/CSM

THE ARMY IS A TEAM SPORTLeader questions Who is on the team? Who is not on the team? Who should be on the team?

If you are to succeed as an NCO leader – you must build teams!

NCO FOCUS

Mission: The main thing is to make sure

that the main thing remains the main thing.

Taking care of Soldiers: Growing Leaders Leading and Training

DEVELOP THE HABIT OF:

Reading: Professional Publications Military History Current EventsWriting: Pass on your experiences to

the next generation. Add to the body of knowledge.

“To know and not to use is not yet to know.”

Buddha

LEADERSHIP BEGINS WITH VALUES & VISION

Army Values Loyalty Duty Respect Selfless Service Honor Integrity Personal

Courage

NCO Corps Vision

An NCO Corps, grounded in heritage, values, and tradition, that embodies the warrior ethos; values perpetual learning; and is capable of leading, training, and motivating Soldiers

“We cannot direct the wind but we can adjust the sails.”

author unknown

REFLECTIONS

We are they. Communicate…but listen. Take time to reflect-before and after

(Intellectual leads physical.) You must have a propensity to act. Expect to be surprised. (The first

report is always wrong.) Your organization will reflect you. Have fun!

SITUATIONAL LEADERSHIP

War fighter Skills/Blue

NCO Traditional Leadership Skills/Red

Development Level __ ________Appropriate Leadership Style_____Low Competence DIRECTINGHigh Commitment Structure, organize, teach & supervise

_______________________________________________________________________________________Some to COACHINGLow Competence Direct and supportLow Commitment

_______________________________________________________________________________________Moderate to SUPPORTINGHigh Competence Praise, listen, & facilitateVariable Commitment

_______________________________________________________________________________________High Competence DELEGATINGTurn over responsibility for day to day High Commitmentdecision making

FINAL THOUGHTS

You must have trust in your peers and leaders.

Think about your legacy. Discipline/Regrets

“Do not go where the path may lead,

go instead where there is no path and leave a trail.”

Ralph Waldo Emerson

“Twenty years from now, you will be more disappointed by the things that you didn’t do than by the ones you did do. So, throw off the bowline. Sail away from the safe harbor. Catch the trade winds. Explore, dream, discover!”

Mark Twain

ARMY STRONG

THOUGHTS FOR THE COMMAND SERGEANTS MAJOR

Social:

Join, support, and participate in organizations and events (on and off post).

Pay close attention to protocol (RSVPs) Remember names Social graces (body language/symbolism).Business Your place is next to the commander. You are expected to be the expert. Steal good ideas. Be the voice of the Soldiers and the unit cheerleader (optimism). Attend all award ceremonies/graduations Seek speaking and writing opportunities