What makes an nco

Gates, "From the Top. We want a clean Camp, clean cloathes, well-dressed victuals. However deeply involved in rags our Army may be we still can do our best to appear decently attentive to our behaviour in these regards Sergeants and Corporals are to set example for the men. It is the foundation that will get anybody through anything he may encounter.

Morrell, "Performance, Character and Contact. We build character We must build character in peacetime because there is no time in war Noncommissioned officers must have the intestinal fortitude to carry out their duties and to do what is right for our soldiers and our Army. It takes guts for an NCO to use inherent authority and responsibility in training, maintaining, leading, and caring for soldiers. Reputation is what people think you are; character is what you are- that is the staying power.

When we speak of a soldier of character, we are speaking of an individual with a combination of traits that causes him to do what he knows is right- regardless of pressures. One does not develop character in the heat of battle or a moment of crisis. The NCO must have We were glad to see them. They had fought bravely, and were as glad as we that the war was over We received them kindly, and exchanged pocket knives and sundry trinkets, that each could have something to carry home as a reminiscence of the great event.

Journal of Sergeant Giles , p. The flag of white appears. Soldiers fight with guts of steel but answer the white with the compassion they feel. Shrewsberry, Desert Storm, "On to War. Our sergeants [in Desert Storm translated our] vision into the tactics, techniques, and procedures that molded the youth of America into tough, disciplined soldiers who fought with ferocious resolve and yet could render humanitarian assistance with compassion. Vuono, Collected Works , , p.

As [a] leader, you must be a master of all you survey- professionally proficient to teach every aspect of your business. Teach it! What you know well enough to teach, you know. When that private says, "What do we do, Sergeant? Professionally competent leaders inherently command respect for their authority and the sergeant must be unquestionably competent in order to carry out the mission correctly, accomplish each task, and care for assigned soldiers.

The confidence your soldiers have in your tactical and technical proficiency will affect your ability to train and lead them. Your soldiers will know whether you are knowledgeable in a given area and will take pride in the fact that you have the experience or know-how to train and lead them.

Your technical and tactical proficiency are, therefore, keys to their respect, trust, and confidence in you as a leader. Technical competence is more than being able to perform your tasks. It is the building block of confidence, respect, and trust your soldiers will have in you as a leader.

Woodall, "Bridge the Gap. If discipline is the foundation, then technical and tactical proficiency are the bricks with which you build Instead of a house or a skyscraper, NCOs build units.

Confidence and energy are the progressive traits of the non-commissioned officer who would be successful. Confidence in his training, equipment, leadership, in himself, in his unit, and in the support from home. The military commanders play a big part in it but so do civilian officials, members of Congress, the press, radio commentators, and the general public at home. Together they must insure that the soldier does well an important job and receives recognition for it.

You must know that you can handle any problem your duties may present. This sense of inner security is strengthened by studying the manuals, by completing courses at unit and service schools, by reading military books and magazines, and, in general, by continuing efforts to improve your professional abilities. This confidence will allow your unit to withstand adverse conditions.

A hero is an individual who is faced with an undesirable situation and employs whatever means at his disposal to make the situation tenable or to nullify or negate it. The fact is, you do. The time for moral courage is always NOW. The time for physical courage could be a heartbeat away. Sometimes when we least expect the test, we get it. The question is not to get killed bravely and to disappear; one must live and conquer.

In order to preserve his life, the coward tries not to expose it; brave men reckon on their courage to defend it When there are no more officers or noncommissioned officers, there are always intrepid soldiers to stop those who are afraid and to say to them, "I shall kill the first one who falls back.

Professional courage The concept of professional courage does not always mean being as tough as nails, either. It also means being willing to tell the boss when he is wrong. NCOs must have the courage to tell their officers when they are wrong, when something is not in the best interest of the unit and its soldiers You may need moral courage not only on the battlefield, but in peacetime garrison and field duty, as well.

You may face pressures from superiors or subordinates to bend rules, look the other way, or ignore standards. Perhaps [moral courage] is the greater test. Courage comes easier on the battlefield, where it is often an unthinking reaction to the demands of a dangerous moment. Moral courage, to me, is much more demanding than physical courage.

And this elemental, if you like, unreasoning, male attitude is a sound one, because courage is not merely a virtue; it is the virtue. Without it there are no other virtues. Sometimes heroism is merely grim determination or even a matter of timing.

Courtesy among military men is indispensable to discipline In the Army courtesy In military life The members of a military organization must, of necessity, live very close to one another But in the Army You march, you drill, you eat, you sleep, you literally live beside your neighbor who is assigned to his place the same as you are assigned to yours.

Under such circumstances it requires more than ordinary forbearance and common courtesy to make life worth living. We act with courtesy toward our senior because we recognize his responsibility and authority. Toward a junior, we show equal courtesy, acknowledging the essential role he plays as a member of the military team. To quote General Creighton W. Abrams, "There must be, within our army, a sense of purpose and a dedication to that purpose. There must be a willingness to march a little farther, to carry a heavier load, to step out into the dark and the unknown for the safety and well-being of others.

You must be willing to march a little farther, to carry a heavier load, to step out into the dark and the unknown for the safety and well-being of your soldiers, and for the country that you have sworn to defend. The attitude can belong to anyone who decides to own it. James also said, "We commonly lead lives inferior to ourselves. You can teach yourself devotion to duty. You can practice dedication. Allen] suddenly found himself the holder of a document which proclaimed him a nobleman [a duke], which was bestowed upon him at the direction of Albert, King of the Belgians, for bravery in the front line trenches in France.

Salathe, "A Noble Top Sergeant. Army Recruiting News , 1 Aug , p. Sergeant Christopher Reid He told me his squad and members of his platoon had fought through three city blocks to reach a downed U. Army helicopter. The last thing he remembered was the heat of the helicopter burning and everything turning red. When he woke up, he was in a hospital, missing a leg and part of an arm. Chris told me his story in a strong, unwavering voice. He did not have to be there that cold, winter morning, but he wanted to be with his squad, with his friends, one more time.

He then looked into my eyes and with great determination said, "You know, sir, knowing what I know now, I would do it again. Sullivan, Hope Is Not a Method , , p.

More than any calling, soldiers do not live by bread alone. The duties required [of the Sergeant Major] are more varied and exacting, the hours longer, and an all-day holiday, or even a free Sunday, is an unknown pleasure to him, unless he avails himself of a pass or furlough, which he very seldom does on account of the responsibility for the continued and proper performance of the work intrusted to him.

Without commitment, our freedom, our rights, and the peace we take for granted would cease to exist. Hollingsworth, "Vantage Point. It is all for the Union. A soldier always wants the best to be at his front, rear, right and left, trained to stay there regardless of what may happen.

Your men must feel that they can rely upon you in an emergency. We will always plan, rehearse, and refine, but when push comes to shove, we will rely on our sergeants. We were going to stand or die. This was not an order from HQ; it was the determined opinion of the men. We have been so intent on death that we have forgotten life. And now suddenly life faces us. I swear to myself that I will measure up to it.

I may be branded by war, but I will not be defeated by it. I again found myself in the midst of old chums, but what a difference! Poor half starved miserable looking men, mere wrecks of humanity- but with that unconquerable look about them.

If your task is hard, that of the enemy is not easier, perhaps even more difficult than yours. You only see your own difficulties and not those of the enemy, which certainly exist. Therefore, never despair, but always be bold and stubborn. One man leads by sheer strength of his determination which sweeps all obstacles before it. Another leads through thoughts and ideas which stir Overcome the obstacles that fall across your pathway.

One of the tests of your quality as a soldier is your ability to "take it," to carry on with your duties in spite of your personal griefs or joys. Bainbridge, "First, and Getting Firster. The "three Ps"- prayer, patience, and perseverance- get you ahead and allow you to get through anything. Brown, in "Prayer, Patience, Perseverance. Adversity brings the best out of most soldiers. You can never see the full development of yourself down the road.

It is commonly known that the secret of concentration is interest in the thing at hand. A man who fails in his mission and cannot see his fault will never improve, and since military discipline knocks men about with such ruthless jocularity one is made to see his faults, whether or no, and soon sees the foolishness of not being interested.

Military training gives the student sufficient power of will to do the things that should be done, to become interested in the things he knows he should be interested in Military training causes the student to be patient. It endows him with determined persistence of purpose.

It gives one a dynamic but abiding will which can always accomplish more than the static or explosive will. The person who has the true spirit of the soldier has got the grip of a bulldog. Duncan, "The Value of Military Training. Army Recruiting News , 1 Mar , pp. All of the tactical and technical proficiency in the world will do no good unless you have the will to use it. The equipment and weaponry will continually change and improve, and the size of the military will expand as needed, decreasing during times of peace.

But the unyielding will of the soldier and the dedication of professional military leaders will not change. Dunaway, Center of Military History Interview , , p. I was determined to keep my life focused and disciplined so that I could continue to serve my country and honor all those soldiers who had died that others might be free.

Well, life is hard. They say it requires too much discipline. But everything requires discipline: Army, school, job, marriage. Army Recruiting News , 1 Nov , p. Be self-disciplined enough to be the "rock" all seek when the water begins to churn. Cottrell, "Keeping the Troops Informed. It makes me sad when I reflect on an NCO who is optimistic, flourishing, and successful, and who goes down for the count over an instance of lacking self-discipline.

Then there is always more the crushing realization that now, a whole family is in distress. Quig, "Self-Discipline. The core of a soldier is moral discipline. It is intertwined with the discipline of physical and mental achievement. It motivates doing on your own what is right without prodding It is an inner critic that refuses to tolerate less than your best Total discipline overcomes adversity, and physical stamina draws on an inner strength that says "drive on.

Military discipline is looked upon by many in the sense of punishment, which it is not We live our lives in an atmosphere of discipline Everything with which we come in contact stands ready to enforce upon us certain immutable laws and to administer disciplinary correction when we violate them. Let me illustrate. We handle fire. If we are careless it burns us- disciplinary correction.

We misuse our stomach. It rebels and puts us to bed- disciplinary correction It sacrifices the collective welfare to the seeming advantage of the individual. More often it is distinctly detrimental to the individual himself, since it generally discourages transgression by others from which he must suffer indirectly. Military discipline does not crush the individual in any sense of the word. On the contrary it develops a higher degree of intelligence, for until a soldier is disciplined, he does not possess the confidence in his fellow-men that enables him to yield to the common good, in order that he, himself, may be benefitted all the more The disciplined man is more apt to take the proper action in an emergency than one who is not disciplined.

FM Army Leadership, Washington Fort Leavenworth, KS. Meernik, J. Boston, MA: Charles C. Little and James Brown. Headquarters, Department of the Army Ketchum, R. US Army Field Mannual United States Joint Chiefs of Staff.

Washington: DoD, Open Document. Essay Sample Check Writing Quality. In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units.

NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. Same with first sergeant. But in order to allow younger NCOs to grow, you have to be able to step back.

Of course, you can jump in if asked or if things are about to go dramatically sideways, but leaders need to learn by doing. The best NCOs know that as they advance up the chain they have to become less hands on and pass the torch to the NCOs taking their place.

Officers need a built in mentor and guide with more experience than they have. I use my first sergeant and executive officer as sounding boards — and they usually end up red-teaming my ideas, which works out incredibly well. Therefore it is a grave responsibility which should not be taken lightly. NCOs carry the standard in the Army for discipline. But they also should embody the Army ethos, values, and creed.

Yes, they should steward our profession, but they should also protect it; protect the profession from those who would undermine it with toxic leadership or by breaking faith with our Soldiers and the American people. Successful NCOs understand that they set the standard that they wish to see. They also take ownership of their roles and guard them fiercely. For example, my first sergeant has taken ownership of the unit manning report and personnel actions, because he understands that the overall strength of the unit is part of our joint responsibility.

While I focus on training, he focuses on personnel. We both run ideas and plans by each other, and he ensures that as commander I have final say; it is an arrangement that works exceedingly well. He safeguards the profession by working with the platoon leadership to make sure that the right people are in the right positions.

And a first sergeant that can effectively manage personnel is worth their weight in RipIts. Lastly, NCOs need to have a passion for the Army and for their job. While this holds true for leaders at all levels, it is especially important for NCOs. The NCO is the one that they see and model their behavior off of — or take notes on how not to be when they reach that level. In this way, the team leader and squad leader positions are the most powerful in the Army for effecting change. Passionate leaders imbue their own troops with that drive for excellence.

Passionate, knowledgeable, driven, and empathetic NCOs can be one of the most dynamic forces for good in a unit. Especially empathetic. Yes, good NCOs uphold the standards and traditions of the Army and are fair disciplinarians, but they also realize that the Army is made up of Soldiers and that it is their duty to care for those Soldiers.