Are NCOs losing authority in the new "WHY" Army?

MSG Private RallyPoint Member — Wed, 03 Jun 2015 18:31:55 -0400

Whatever happened to Roger sergeant, moving sergeant. Nowadays soldier's ask why sergeant? Are the new rules on corrective training taking an NCOs power away? Spending time coming up with creative new ways to discipline a soldier it's becoming harder and harder with out getting a random onlooker a reason to jump on a NCO for taking immediate action to correct the situation. Is this a personal issue or a Army wide Issue?

Response by COL Mikel J. Burroughs made Jun 3 at 2015 6:50 PM

COL Mikel J. Burroughs — Wed, 03 Jun 2015 18:50:08 -0400

Leaders and CSMs should be empowering their NCOs from the junior level right up the SGM level to take charge of any situation that involves NCO and enlisted business. Keeping in mind that serious offenses need to reported and handled properly. Maybe I've been away from the active component too long to observe what your talking about, but as late as 2005 through 2012 I made sure that the CSM was exercising his authority and passing that authority down to his NCOs. Just my opinion!

Response by SSG Private RallyPoint Member made Jun 3 at 2015 6:51 PM

SSG Private RallyPoint Member — Wed, 03 Jun 2015 18:51:15 -0400

Army wide, Everything is geared towards the Soldier so much now that i believe it detracts from discipline. it feels we NCO's sometimes have to walk on egg shells when correcting soldiers, you wouldnt want to offend or hurt feelings. soldiers these days dont have thick skin they take things personal, when i should be able to chew your ass let you know how you were wrong and then 30 mins later have a normal conversation with you. Idk tho i came up through the junior ranks on the USMC side of the house so maybe its just a difference in the two branches. just the way i see it, my opinion others may see it differently

Response by MAJ Ken Landgren made Jun 3 at 2015 7:00 PM

MAJ Ken Landgren — Wed, 03 Jun 2015 19:00:37 -0400

Is it lack of respect for authority? Something that they should have learned at home and school?

Response by CSM Michael J. Uhlig made Jun 3 at 2015 7:02 PM

CSM Michael J. Uhlig — Wed, 03 Jun 2015 19:02:25 -0400

We all enforce standards and discipline. If you walk past a deficiency and allow substandard performance, you've created a new standard. YOU are the key, I am the key, EVERY LEADER is charged with upholding the good order and discipline, are you upholding your part?

Take a look at whom you surround yourself with....is it a group of spineless NCOs or a group of NCOs that have backbone? It starts with you, its a personal issue.

Response by SSG Private RallyPoint Member made Jun 3 at 2015 7:46 PM

SSG Private RallyPoint Member — Wed, 03 Jun 2015 19:46:02 -0400

I think it's a new generations of kids that's are not disciplined by their parents, I don't really have this issue, but I do get new soldiers that try to talk to me like I'm one of their boys and I put a stop to it.

Response by SPC Private RallyPoint Member made Jun 3 at 2015 7:52 PM

SPC Private RallyPoint Member — Wed, 03 Jun 2015 19:52:39 -0400

Jesus help me if I EVER pulled some crap like that and questioned an order. I would have been smoked more than Snoop Dog smokes grass.

Response by CW3 Private RallyPoint Member made Jun 3 at 2015 7:52 PM

CW3 Private RallyPoint Member — Wed, 03 Jun 2015 19:52:44 -0400

I just want to say that I have seen NCOS with Backbone, involved in a15-6 investigation because, soldiers pointed him out as a toxic leader, when the only the only thing he or she was doing was enforcing the standards.

Response by 1LT William Clardy made Jun 3 at 2015 7:53 PM

1LT William Clardy — Wed, 03 Jun 2015 19:53:03 -0400

First of all, MSG Private RallyPoint Member, NCOs must expect to be obeyed. I will never forget the discussion I once had with a first sergeant when he observed an ROTC cadet (me) getting quicker obedience from his soldiers than the platoon leaders. As he put it, he could tell from the tone in my voice that I expected to be obeyed, even though he and I both knew I had no actual authority, and that was what the soldiers keyed off of. If a sergeant doesn't act like he (or she) is in charge, he isn't.

Second, I suspect that a lot of the younger NCOs have never learned the importance of cuing. One night in Balad, I was embarrassed to watch and hear a young sergeant screaming at his MRAP driver. For several minutes, every time the private tried to interrupt the sergeant, the sergeant's response was to yell louder "SHUT THE F*** UP!" Not once did he address the private by rank or utter the time-honored command "At ease!", either one of which would have redefined the encounter into a military context instead of a shouting match dominated by the guy who yelled "shut up" loudest.

Just my two cents' worth...

Response by SPC Nathan Freeman made Jun 3 at 2015 8:12 PM

SPC Nathan Freeman — Wed, 03 Jun 2015 20:12:51 -0400

Why do we care what random onlookers think? My answer to the random bystander would be, "if you want to have a say in this matter, join the Army. Until then, butt out". As a specialist, I can only enforce 9 of any exercise. I stretch that out with a four count exercise and I do the counting..... Real slooooow if necessary.

Response by SFC Sherryl Jones-Presley made Jun 3 at 2015 8:18 PM

SFC Sherryl Jones-Presley — Wed, 03 Jun 2015 20:18:39 -0400

That questioning is part of the reason WHY I retired. I went from 1989 to 2009. Those Old crusty NCOs schooled me. When the Army nneded bodies for these conflicts, they didnt raise the bridge, they lowered the river. To answere your question, I believe it is Army wide. I also believe it started in 2003. Just my thoughts...

Response by SSgt Private RallyPoint Member made Jun 3 at 2015 8:31 PM

SSgt Private RallyPoint Member — Wed, 03 Jun 2015 20:31:32 -0400

It's a unit by unit thing, at least on the NG side. I've been in a unit that I felt undermined NCOs, and it degraded discipline AND morale. Other units, have had a climate that promotes NCOs and allows us to do our jobs.

Response by SSG Private RallyPoint Member made Jun 3 at 2015 8:32 PM

SSG Private RallyPoint Member — Wed, 03 Jun 2015 20:32:07 -0400

I don't think that's the only problem. The issue is systemic. What I mean is that senior leadership is more interested in ass covering and dodging liability than it is about leadership. Hoarding all the decision making authority at their level and not passing it down and empowering their junior leaders.

Just my opinion.

Response by SFC Stephen King made Jun 3 at 2015 8:38 PM

SFC Stephen King — Wed, 03 Jun 2015 20:38:09 -0400

Step up I see NCO'S afraid to correct. However, be tactful in your delivery assertiveness is more effective than aggressive. Power is perception

You are as we all are leaders. Be the best example you can. Know what your mission is and Do the best you can.

Response by SSG Paul Lanciault made Jun 3 at 2015 8:42 PM

SSG Paul Lanciault — Wed, 03 Jun 2015 20:42:21 -0400

I noticed this in the mid 1980s. Every once in a while I would hear a soldier question an NCO. Corrective training was quick and supported, most officers stayed out of NCO business. I have seen these days the chain of command means climb up til you get the answer that you want to hear.

Response by SPC Private RallyPoint Member made Jun 3 at 2015 8:47 PM

SPC Private RallyPoint Member — Wed, 03 Jun 2015 20:47:34 -0400

Although I've been in the army for less than 5 years, I've been told a phrase repeatedly, "true changes in the army take a long time to go into effect." Taking that into consideration if it's true, the complaints of privates fifteen (or so) years ago are what the army those soldiers complained for. Now that it's shifted and most of those people are either out or on the NCO end of the change and are now dealing with the reforms to leadership they had asked for.

From what I hear about how the army was ran, yes there was more discipline, but more people were dealing with their problems internally instead of seeking aid and just down right falling apart mentally, physically or emotionally. Think of how the veterans of much older wars didn't even know what PTSD was, let alone seeking aid for it.

The mental requirements are also much more demanding nowadays with the integration of technology for every MOS and a more changing battlefield compared to much more straightforward wars that didn't have to worry about how every little action can cause international incidences. Critical thinking and discipline are very hard to mix. An alternative to "straightening out" a soldier who is asking "why" would be to help them see the bigger operational picture. Often times the monotony of the day to day activities leave the lower enlisted wondering "why" because they don't understand the impact their choice to volunteer is having...

Just thought I'd share my thoughts.

Response by SFC Michael Hasbun made Jun 3 at 2015 8:52 PM

SFC Michael Hasbun — Wed, 03 Jun 2015 20:52:56 -0400

If anything, more is being expected of us. Instead of leading around mindless minions, we've been tasked with creating and leading subordinates capable of systemic analysis and critical thinking. Instead of merely training a task, we are educating on subjects. We are GAINING, not losing, so long as we accept the new paradigm and not fight it for being different or hard...

Response by SGT Darryl Allen made Jun 3 at 2015 8:56 PM

SGT Darryl Allen — Wed, 03 Jun 2015 20:56:03 -0400

This is a funny situation because I find the whole mentality of "do it because I said to," to be very counterproductive and results in a much worse finished product. Now maybe it's because I'm in aviation and, as anyone who has dealt with aviation can attest to, we tend to be a lot less structured than the other army branches but I find that an NCO that gives respect and takes the time to explain the plan will get a much better result.

Now maybe that's exactly what you mean, that we're not showing proper respect because we expect that type of explanation from our NCOs, that we're not owed an explanation. But I work better when I know that I'm a valued member of a team rather than a peon mindlessly running around completing tasks without understanding the purpose.

Response by MSgt Private RallyPoint Member made Jun 3 at 2015 9:13 PM

MSgt Private RallyPoint Member — Wed, 03 Jun 2015 21:13:54 -0400

ant speak to Army but in the AF junior NCOs have lost stature over the last 10-15 years. With promotion rates up to 20% at times junior enlisted began, and probably still do, to fell that SSgt (E-5) was becoming just like E-4 and it was just a matter of doing your time. With the promotion rates being so high the "skill-sets" and "knowledge base" that was previously required to enter the NCO tier was drastically eroded with some folks making NCO before the ink in their training folders had even dried. Although I understand why the promotion rates we increased and value of using it as a retention tool the reality is it has just created what is essentially an E4 and E4.2 rank with there being little to no difference in the skill, experience, or knowledge level between a junior enlisted and a junior NCO initially.....this does level out somewhat by E6 but the trickle effect of it can still be seen up into the SNCO tier in some places...I actually once had a MSgt (E-7) promotee that had never been an NCOIC or written an EPR.....good on them for being an efficient test taker ...but they were most definitely not ready for the rank and position they found themselves in . All this being said I have been out for 3 years....so this sight picture may be a little old...but i have a feeling it's still on target.

Response by CPT Private RallyPoint Member made Jun 3 at 2015 9:21 PM

CPT Private RallyPoint Member — Wed, 03 Jun 2015 21:21:11 -0400

When I was an NCO, I used physical training like many NCOs do to help fix deficiencies and lack of discipline. You find quickly, however, that this method does not work on everyone. Like finding individual motivators, a leader has to tailor their corrective training to the soldier. I think it is an excuse to say that NCOs are no longer empowered to correct a situation where a subordinate questions a leader's order. I think ordering soldiers to do push-ups can be a lazy way to attempt correction. Use counselings and take soldier's time away. If the problem persists, take their money and rank. If it continues past this point, chapter them out. I did this fairly often and found it much more effective. Anyone who says they do not want to do the paperwork is just lazy and not interested in truly fixing the problem. We must be dynamic leaders and discipline is included in that.

On another note, one issue I have seen in the Army that I annihilate everywhere I go, is the lack of dissemination of information to subordinates. Many soldiers ask why because they genuinely want to know what their task involves so they know how to accomplish it more effectively, and how it fits in to the larger operational picture. Soldiers are intelligent and work more effectively when given purpose with their task. If you give them an order and they have a question concerning it, answering with, "Because I told you to" is ridiculous and a poor way to develop soldiers. As leaders we are to teach and train, and we can do this by giving task and purpose so they understand when they become leaders. Of course there is plenty of instances where the only response necessary is, "Roger, sergeant." However, sometimes there are legitimate questions to fill gaps in poor information dissemination.

Response by SGT Private RallyPoint Member made Jun 3 at 2015 10:01 PM

SGT Private RallyPoint Member — Wed, 03 Jun 2015 22:01:18 -0400

I don't know if its as much as NCO's loosing authority but the lower enlisted soldiers not acting like adults. I was raised in the military so the transition into wasn't as hard as it is for others, but my generation seems to feel like they are entitled to everything and don't understand the NCO position. Some just don't respect them at all and they don't care. My experience, albeit short army career, it seems like some don't think getting "smoked" is punishment or getting a counseling. Our NCO's threaten UCMJ and kicking them out, but nobody's been kicked out, no ones gotten an article 15. They think that our NCO's are all bark and no bite, and that may be where some responsibility falls on them, but until strict punishment starts to happen for disrespecting an NCO it wont change. This is an Army wide issue cause it starts in BCT and really showing young soldiers the importance of the NCO, the backbone of the Army.

Response by PFC(P) Private RallyPoint Member made Jun 3 at 2015 10:14 PM

PFC(P) Private RallyPoint Member — Wed, 03 Jun 2015 22:14:18 -0400

Scrolling through the various responses to this post, I'm not sure I've seen any mention of mentorship. Every organization has standards that grow and change as the organization does. This "New Army" stigma creates a barrier of angst between leadership and their subordinates. As a junior enlisted soldier I can't tell you how many times I've been made to feel like my service might as well have been with the Girl Scouts because of all of the things that my leadership experienced that I haven't. It isn't anyone's fault that we've joined this fighting force and as a different generation are trained differently.

In response to the "why", many junior soldiers like myself have no issue following direct lawful orders and also seek to advance ourselves/careers in the military. I personally have asked why: #1 because I'm a reg ruler and want to be sure everyone is properly educated on the standard before they can hold you to it because again lawful orders are orders to be followed and #2 because I see my leaders as mentors and like to gain knowledge from them. Lawful orders are the only ones to be followed. NCOs aren't abusive parents that always have a backhand held up to where you should be too intimidated to seek knowledge or understanding.

It shouldn't be about NCO's feeling that their "power" is being taken away. Mentorship and influence equal authority. Since when is leadership about power?

Response by MSgt Private RallyPoint Member made Jun 3 at 2015 10:19 PM

MSgt Private RallyPoint Member — Wed, 03 Jun 2015 22:19:46 -0400

Welcome to crossing over into AF territory. We have been having to go through this for the past 12 or so years.

Response by CSM Charles Hayden made Jun 3 at 2015 10:44 PM

CSM Charles Hayden — Wed, 03 Jun 2015 22:44:37 -0400

This is deplorable. Recruiting Station NCOICs are now entitled "Station Leaders". Small wonder your Army is going to 'Hell in a Hand Basket'. Prospective recruits cannot be exposed to the words comprising the acronyms NCOIC!
Someone has to be in charge! When is this toll exacted in your Army of today?

Response by CPT Private RallyPoint Member made Jun 3 at 2015 11:18 PM

CPT Private RallyPoint Member — Wed, 03 Jun 2015 23:18:06 -0400

I have learned over my career that, just as Soldiers have to adapt to their different leader's personalities and requirements, leaders have to adapt to their Soldiers (subordinates). Soldiers aren't machines and each has their strengths and weaknesses.

Leaders (not managers) have to have a range of interpersonal skills to interact with their subordinates in different situations. Sometimes in a crunch we don't have time to explain why something has to be done, but if a foundation of trust and respect has been built both ways then your troops will trust you and get the job done and will understand why your not giving them an explanation at that moment.

Response by SFC Private RallyPoint Member made Jun 4 at 2015 2:17 AM

SFC Private RallyPoint Member — Thu, 04 Jun 2015 02:17:52 -0400

I read a couple of the posts and I'd like to throw in a piece to this pie. Stop trying to be their friends. We are their leaders and we can't do that if we let them think we are their buddies. I might have "grown up" at my first duty station where my NCO's let me call them by their first names if we were at their house, but come the time we were in uniform it was sgt or sir. Some people just need to realize that in the military their is a rank structure that must be upheld. Lead or get left behind. If you're going to say one thing then do the complete opposite the soldiers recognize this. Have a backbone and be prepared to back it up if you threaten UCMJ that counseling packet better be straight! If you threaten chattering a soldier it better be more than a threat follow through so the rest of your team sees that you mean business!

Response by PO1 John Miller made Jun 4 at 2015 2:43 AM

PO1 John Miller — Thu, 04 Jun 2015 02:43:40 -0400

It's not just an Army-wide issue, it's a military-wide issue.

A few years back, we were getting ready for watch section turnover and I told my Seaman to sweep and swab the deck and take the trash out.

His reply: "Fuck that! The last section didn't do it, so I'm not going to either!"

Needless to say I lit his ass up and he did the task.

Fast forward a few years and I gave a similar order to another Seaman. Their reply: "Why should I have to do it?"

My reply: "Because you're the junior person and I said so. That's why." I may have raised my voice a tad (but not yelling) and I also may have dropped a few F bombs as well.

My Chief got word of my response and I got reprimanded: "Petty Officer Miller, you can't yell at Seaman anymore, you have to be nice."

Response by SGT Private RallyPoint Member made Jun 4 at 2015 11:14 AM

SGT Private RallyPoint Member — Thu, 04 Jun 2015 11:14:21 -0400

I admire everyone of my NCOs that are placed in charge of me. The work they've put in to get to that position is something I strive for. So, to say they've "lost authority" is too broad because every solider should carry out the orders they've been given no matter what. Maybe it's more of a understanding thing? Making sure your soldiers understand your vision on how to execute your mission the best way possible.

Response by SPC Ryan D. made Jun 4 at 2015 12:04 PM

SPC Ryan D. — Thu, 04 Jun 2015 12:04:54 -0400

If an order is given properly, a why shouldn't be needed. The order itself should explain the why, otherwise you have someone following an order blindly.

For example, say you have a brand new Private straight out of AIT that you order to the motorpool to PMCS a vehicle. That soldier marches right on down to the motorpool and does as ordered. Do they know why they are PMCS'ing this vehicle? Should they? Yes they should.

Not everyone is as logical or knowledgeable as the next. The Private is likely doing this task thinking they are doing so because you said so, or as busy work because there is no other valuable training going on at the moment.

What they fail to realize, is that routine care of equipment, such as a HMMWV, is vital to the success of your unit as it will be ready to go when needed.

The soldier should understand what they are doing, while seemingly menial, is a critical task that should not be viewed as busy work, but as necessary to good order and discipline of the military.

When soldiers don't know the why or how behind orders such as this, they lose motivation and begin to think in a negative manner towards their organization. This only fosters contempt and lowers retention.

As leaders, you should be mentoring your subordinates, and not treating them as numbers that don't deserve an explanation because 'that's how it used to be done'. Use your skills and knowledge to mold them into great future NCO's. Otherwise, they will fail you when you need them the most.

Response by CPT Bill McNeely made Jun 4 at 2015 3:02 PM

CPT Bill McNeely — Thu, 04 Jun 2015 15:02:25 -0400

with Junior enlisted folks going to jail for nco, officer and civilian decisions since Abu Grahb yeah I don't blame for asking Why. Since leadership does the crime and junior enlisted are doing the time.We brought this upon ourselves

Response by SFC David Howell made Jun 4 at 2015 7:41 PM

SFC David Howell — Thu, 04 Jun 2015 19:41:30 -0400

Two parts that I want to address. 1. NCO individual responsibility and authority. Purpose, direction, and motivation. I always make a point to explain, and answer questions whenever I can so that my soldiers understand "why" things are done and where they fit into the big picture. By doing that, I earn there trust and confidence so that if I give them an order and tell them to move out, they do it without question. 2. Support from senior leadership. This is situation dependant, and unfortunately there are enough upper level leaders who are more worried about covering their own back side, and they will screw an NCO if the junior soldier mentions a topic that might be a little political. With that, I have seen some NCOs give up and just focus on covering their own butt. It is a problem that needs to be addressed at the individual leval. I just continue to do what I know is the right thing and it has cost me a couple of problems, but I will continue to enforce the standards and support me NCOs and train them to do the same thing.

Response by SFC Private RallyPoint Member made Jun 4 at 2015 10:51 PM

SFC Private RallyPoint Member — Thu, 04 Jun 2015 22:51:17 -0400

It's not a matter of losing our authority...

it's a matter of not enforcing the standards and maintaining our authority. Stop trying to be everyone's friend and do your job.

Response by SSG Kevin McCulley made Jun 4 at 2015 10:55 PM

SSG Kevin McCulley — Thu, 04 Jun 2015 22:55:50 -0400

The commander's OER outweighs good order and discipline every time.

Response by SFC Private RallyPoint Member made Jun 5 at 2015 11:05 PM

SFC Private RallyPoint Member — Fri, 05 Jun 2015 23:05:27 -0400

If your Soldiers trust you know what you are doing, and that you have their best interests in mind, they won't ask you why. That comes with good leadership, sound judgement, and genuine concern for them.

Response by SPC Private RallyPoint Member made Jun 6 at 2015 2:14 AM

SPC Private RallyPoint Member — Sat, 06 Jun 2015 02:14:05 -0400

you are right about that part....also you forgetting that your head gets blown up by the ranks thinks you are untouchable.....and abuse the junior enlisted.....but they dont see this gee i wonder why oh yeah they dont believe the junior enlisted they threat the junior enlisted so much hmmm suicide on the rise.......you want respect......it is earn......you dont get it by force.....

Response by PFC Private RallyPoint Member made Jun 7 at 2015 12:30 PM

PFC Private RallyPoint Member — Sun, 07 Jun 2015 12:30:57 -0400

From where I stand back when I served you did not question your superiors but then again we didn't have stress cards back then either what has happened to our military that's one reason why when I served we got rid of the gays by driving them out so they didn't drag us down sorry to be so blunt but things have changed and might I add not for the better

Response by SFC Raymond Cannell made Jun 9 at 2015 9:45 PM

SFC Raymond Cannell — Tue, 09 Jun 2015 21:45:43 -0400

Well one of the biggest reasons I retired last year was because a Senior NCO it was getting to be almost impossible to discipline a subordinate or even get any type of non-judicial punishment for their actions. It is all about being a kinder gentler military. The newer subordinates can't be held accountable for their actions because of the fact that they are not taught there are consequences for their actions. I'm a firm believer that the military has become nothing more than a babysitting service that pays. this has been an on going trend over the 23 years I was in.

Response by SSG Private RallyPoint Member made Jun 18 at 2015 9:21 PM

SSG Private RallyPoint Member — Thu, 18 Jun 2015 21:21:36 -0400

Hmmm.....I feel this a 100%. I feel like Soldiers come out of basic training a little more softer then prior years. I think its an Army wide issue myself. Theres so many rules and stipulations that are in play that I feel hinders the authority of a NCO. But us as Staff Sergeants have to be that line between junior co's and junior enlisted. We have to be the eyes and ears of the top half and continue to mature young Soldiers into the best they can be.

Response by SGT Private RallyPoint Member made Sep 30 at 2016 6:30 PM

SGT Private RallyPoint Member — Fri, 30 Sep 2016 18:30:50 -0400

Reading some of these comments make me hesitate to go back to active duty. In the Guard, I've been fortunate enough to have soldiers who do what I ask them to, when I ask them to do it. When I was active and "entrusted with leadership" as a specialist, I was always being questioned and undermined by one soldier in particular, because he didn't like me personally and I didn't like him personally. Add to that the fact that my NCOs handcuffed me at just about every opportunity, and it was a very frustrating time.

Of course, things would be worlds different now as I can now stand behind my own rank.

Response by SFC Private RallyPoint Member made Aug 17 at 2018 9:54 AM

SFC Private RallyPoint Member — Fri, 17 Aug 2018 09:54:11 -0400

A lot opinions but 1 comment can answer this question “I will never leave my Soldiers uninformed” we as confident leaders have the duty to explain things to others with clarity and understanding. The “WHY” question is because the leader may not be communicating effectively or desires to leave those uninformed on purpose. Educated, knowledagble, and more importantly wise leaders understand the concept that we as leaders are never alone, even behind closed doors.

Response by 1SG Private RallyPoint Member made Mar 28 at 2019 10:05 AM

1SG Private RallyPoint Member — Thu, 28 Mar 2019 10:05:23 -0400

You know, knowing the "why" behind an order can be very empowering to your organization and team. How many of us have got up stupid early in order to just wait around in the cold and dark for no dicernable purpose or reason? How was your morale while it was happening?
Knowing why we are doing things brings reason to your routine, purpose for the suck, and motivation to do your part. It is half of an equally rare part of leadership - thanking Soldiers for the work they have done and showing appreciation when they do their job well or go the extra mile. I am not talking about awards and stuff. Just a simple thank you for taking care of X.
Everyone wants to have a sense of purpose. Communicating that purpose is a crucial part of leadership. I challenge each of you that when you are questioned about why we are doing something, to really examine it and give a thoughtful answer. Sometimes the why is actually questionable, like that o-dark wake up call to wait for hours. I challenge you further that if that why comes down to "the way we always do it" to maybe try it another way.
Wisdom is not the sole province of the leader, and a wise leader listens to his/her subordinates.

Response by MAJ Ken Landgren made Mar 28 at 2019 10:43 AM

MAJ Ken Landgren — Thu, 28 Mar 2019 10:43:55 -0400

I see two different why questions. One is what is the significance of this task and how it relates to a larger process. The other one is the soldier really dose not want to conduct the task.

Response by SFC Michael Hasbun made Oct 1 at 2019 4:37 PM

SFC Michael Hasbun — Tue, 01 Oct 2019 16:37:03 -0400

No. We are tasked with providing Purpose, Direction & Motivation. If the Soldiers have to ask you why they're doing what they're doing, you forgot to provide the Purpose. Why is important. It helps internalize tasks and provides context. "Why" is the difference between training and education.

Response by SFC Michael Hasbun made Oct 1 at 2019 4:39 PM

SFC Michael Hasbun — Tue, 01 Oct 2019 16:39:42 -0400

Response by PO2 Private RallyPoint Member made Jan 21 at 2020 12:03 PM

PO2 Private RallyPoint Member — Tue, 21 Jan 2020 12:03:23 -0500

I have seen recent news films where an NCO gives an order and ends it with the word "Please". What's going on with that?

Response by SFC Kenneth Hunnell made Apr 6 at 2020 7:15 PM

SFC Kenneth Hunnell — Mon, 06 Apr 2020 19:15:15 -0400

No, you do not surrender your authority to instruct others into what has to happen.
When a soldier ask why, that means to me that you have their attention, they have not given up on you. You need to start worrying when no one has a need for your knowledge. Food for thought

Response by SSG George Holtje made Apr 7 at 2020 2:41 AM

SSG George Holtje — Tue, 07 Apr 2020 02:41:33 -0400

There is a time everyday before release to AAR the day and answer WHY. Answering why after the job is done benefits the soldier. Answering why also builds confidence in leadership.

Response by MAJ Private RallyPoint Member made Apr 7 at 2020 8:22 AM

MAJ Private RallyPoint Member — Tue, 07 Apr 2020 08:22:56 -0400

NCO's are not losing authority. If leadership lacks the ability to coherently explain why a stated task or training cycle has to be done the we as officers and NCO's are failing to understand our organizations commanders intent. Every task, training cycle or action performed should in a big or small way help the organization get closer towards that. Doing it "because I said so" certiantly has a place in combat zones when decisions need to be made quickly and the time for quick decisions is a must. Most leaders that cannot explain why something needs to be done in a routine evniroment simply lack the skills of leadership. You may wear the rank but your not leading of managing effectively if you troops do not understand what you are asking them to do.

Response by PO3 Andrew Kelly made Jan 3 at 2022 5:48 PM

PO3 Andrew Kelly — Mon, 03 Jan 2022 17:48:08 -0500

Ok, I realize I am from the wrong branch to have direct input to the question but I will give my take on the general situation. Mostly because after talking to my grandson who just finished basic I can see there is a major change in both training and what is considered acceptable behavior.
When I went through NCO training one of the points stressed was there was a time and place for explanations and that is not at the point when the order is given unless that order is questionable in its legality, even then it is a slippery point to press unless you are very sure. You either make explanations as to what is going to happen prior to the point when orders are given or after when you are evaluating what was done. But when the order is given is not the time to ask why.
Allowing questions at the point of the orders being given when you are not in a crisis situation promotes the idea that it is acceptable and increases the likelihood that when there is no time to answer questions you will be delayed by subordinates' questions endangering the mission and the personnel.
As for onlookers jumping in to question the NCO's orders unless that onlooker is both in the chain of command and part of the mission being executed they should be told to back off and that they are out of line interfering with what is going on.
That is my two cents as a fellow former NCO and swabbie.

Response by SSG John Jensen made Jan 3 at 2022 7:13 PM

SSG John Jensen — Mon, 03 Jan 2022 19:13:46 -0500

The Plt Sgt gave us instructions for loading the equipment for the FTX - Stupid question from stupid Pvt (Me) -Why don't we load it this other way? The Plt Sgt gave an Awesome Answer - if there's a casualty event during the convoy we'll operate the Bn Aid Station out of the back of the truck and we don't need the tent. I responded with a big thank you. The rest of the NCOs in the pit responded with" Wow! What a Concept!" None of them had ever asked why that way - Knowing why you do it that way makes you a better NCO.

Response by MSG Private RallyPoint Member made Jan 3 at 2022 9:26 PM

MSG Private RallyPoint Member — Mon, 03 Jan 2022 21:26:12 -0500

this isn't new, started happening when sms learned what are you going to do to me, kick me out, go ahead, counselling bring it on, which goes back to my first, the new millitary pussified

Response by SGT John Ball made Apr 23 at 2022 1:13 PM

SGT John Ball — Sat, 23 Apr 2022 13:13:34 -0400

During my time as a squad leader, I simply would not put up with back talk, disrespect, and being late. Smokings and creative corrective training usually put the offenders back on track. I hated doing paperwork because I always wanted that Joe to redeem themselves and become good Soldiers. Yep, these disturbing stories about today's soldiers just make me shake my head and go oh wow! When I was a Private, you never ever questioned an NCO. You just did it or suffer the consequences.