Posted on Sep 24, 2017
How do we as Senior NCOs insert creative thinking and other lessons that empower our junior leaders into operational military training?
12.3K
55
20
12
12
0
As a Battalion CSM, it is common practice for me to provide an end state and the other Senior NCOs figure out how to "make it happen," allowing them to make honest mistakes then developing them through After Action Reviews (AARs). The philosophy of mission command at the battalion level is an easy concept to follow but I've been doing this for two decades now.
How can we insert creative decision-making into home station training so our most JUNIOR and MID-GRADE NCOs are better empowered to handle these responsibilities that rightly belong to them: readiness, accountability, maintenance, standards enforcement, providing motivation and development, improved APFT scores, drill and ceremony, etc?
At this point, it seems that it takes a Senior NCO to do tasks that once belonged to the "Spec-4 Mafia" which greatly degrades the Military's efforts to empower our future Leaders. What works for you all? Let's get away from having to hold our subordinate's hands to get the job done, whatever it may be.
How can we insert creative decision-making into home station training so our most JUNIOR and MID-GRADE NCOs are better empowered to handle these responsibilities that rightly belong to them: readiness, accountability, maintenance, standards enforcement, providing motivation and development, improved APFT scores, drill and ceremony, etc?
At this point, it seems that it takes a Senior NCO to do tasks that once belonged to the "Spec-4 Mafia" which greatly degrades the Military's efforts to empower our future Leaders. What works for you all? Let's get away from having to hold our subordinate's hands to get the job done, whatever it may be.
Posted in these groups: 
11Z: Infantry Senior SergeantInfantry Center (Army)
CSM
Mission Command
Combat Arms
11Z: Infantry Senior SergeantInfantry Center (Army) CSM Mission Command Combat Arms
Posted >1 y ago
Responses: 9
9
9
0
Clear, unimpeded, standards need to be enforced first of all. Then the removal of fear of making a genuine mistake in training that is a lesson learned for all. Senior NCOs need to stop micromanaging and allowing subordinates to execute with an understanding that they are expected to complete the task/mission. Lastly, we need Officers to get out of our lane and let us train Soldiers.
Too often I find Officers and NCOs confused on what their duties and responsibilities are. Senior NCOs need to allow subordinates to become personally responsible and delegate as much command responsibility as is appropriate for a Soldiers rank and position.
Too often I find Officers and NCOs confused on what their duties and responsibilities are. Senior NCOs need to allow subordinates to become personally responsible and delegate as much command responsibility as is appropriate for a Soldiers rank and position.
(9)
(0)
CSM Eric Olsen
So you're saying to hold the mid-grades accountable instead of us just doing it ourselves? You're spot on, my friend.
(1)
(0)
CSM (Join to see)
CSM, roger. It seems to me that we've been subject to this name tape management by officers and higher echelons of command that have taken us away from our role as Senior NCOs, and in turn we have not trained and mentored our subordinates effectively. We've adopted a " I'll just do it myself" attitude at the expense of everyone. We are the ones who need to fix this problem by pushing duties and responsibilities back down the chain.
(0)
(0)
CSM Eric Olsen
No doubt, tracking all, but can you actually do what you say on this topic? See this as a challenge to all respondents. Good post
(1)
(0)
6
6
0
Something that worked for us was "killing" high performing Squad Leaders during training and having junior NCOs regroup and complete missions where the SQD LDR had already proven proficiency. This enabled the SQD LDR to stand back and observe their troops performing tasks and see where they had done well or poorly in cross training folks to pick up and complete the mission.
During construction missions we simply assigned junior leaders with sub tasks that supported the construction missions final outcome.
Another thing that seemed to work well was placing junior NCOs and SPCs in charge of assault convoy reaction drill rehearsals and briefings. We had SPCs that could conduct Op Order and mission briefs on par with many SQD LDRs, PSG and PL'S. Any gaps or items missed were covered as "Something I'd like to emphasize from the briefing" by the Senior NCOs. This went a long way to building confidence, competence and trust throughout the ranks.
During construction missions we simply assigned junior leaders with sub tasks that supported the construction missions final outcome.
Another thing that seemed to work well was placing junior NCOs and SPCs in charge of assault convoy reaction drill rehearsals and briefings. We had SPCs that could conduct Op Order and mission briefs on par with many SQD LDRs, PSG and PL'S. Any gaps or items missed were covered as "Something I'd like to emphasize from the briefing" by the Senior NCOs. This went a long way to building confidence, competence and trust throughout the ranks.
(6)
(0)
CSM Eric Olsen Junior NCO's should be mentored and told that we all make mistakes, and so will they. The key is to learn from your mistakes, and not make the same mistake twice. Corporal's and Sergeants should be told what the goals are, and then assigned the responsibility to get the job done. Some NCO's will excel and some may need additional mentoring until they can function as an effective NCO. Senior NCO's should not be handling tasks that need to be handled by junior NCO's.
(5)
(0)
CSM Eric Olsen
Fully concur but what's happened in the Army lately is that the senior officers above my level start talking about fixing topics that NCOs typically deal with which in turn causes all subordinate officers to become frantically involved. I'm staying vague intentionally but can clarify as needed.
(3)
(0)
Sgt (Join to see)
CSM Eric Olsen - It sounds like some of these senior officers are trying to micro-manage things that they have no business becoming involved in.
(2)
(0)
Read This Next
Continue with Facebook 
Continue with Google