Cadets are often told to listen to our NCOs after we commission. How can we achieve a good balance between taking advice and being in charge?

2LT Private RallyPoint Member — Sat, 28 Jan 2017 21:37:34 -0500

The one piece of advice that cadets receive more than any other is probably that we'll need to listen to our NCOs. The excellent reasons for a new 2LT to look to his or her more experienced Soldiers and NCOs are numerous and in many cases self evident. Nonetheless, a new PL is and has to be in charge. How can the recently commissioned officer lead and further hone his or her skills and do the right thing by his or her Soldiers while still taking this crucial advice to heart? And in what situations, if any, might a PL be right not to go along with the NCOs advice?

Response by SFC Private RallyPoint Member made Jan 28 at 2017 9:42 PM

SFC Private RallyPoint Member — Sat, 28 Jan 2017 21:42:22 -0500

No one is going to fault you for taking recommendations from your NCOs, especially your platoon sergeant, when you aren't sure what to do. You'll be thought a bad leader if you walk in day 1 with 5 minutes in the Army and try to run anything without them. We know you don't know and know it's ok for you to start there.

Response by LTC Jason Mackay made Jan 28 at 2017 9:47 PM

LTC Jason Mackay — Sat, 28 Jan 2017 21:47:36 -0500

What you need to develop is your BS meter. vast majority of NCOs will give you passable (less) to tremendous (more) counsel. A very small minority will give you bad advice and talk a great game. They will falter on the follow through. The really great NCOs will confer with you, help you break out the issue to the critical factors, mull the course of action, then stand back and let you issue the order. Many things do not require immediate response. The things that do will immediately present themselves, in which use your best judgement and be decisive. Mission first, people always. It is a delicate balance. If it were easy, everyone would be a Lieutenant and they would call it bowling.

Be yourself. Be humble. Listen, really listen. Learn something new everyday. Tell a particular NCO you want to,learn a certain thing. Let them teach you. If there is "suck to embrace" be present and participate fully. Look out for your peeps, tough love as well as praise. You'll get it.

Edit: due to the traffic on this post, there is a Command Post articles that consolidates some of the dialogue. https://www.rallypoint.com/command-post/new-officers-listen-up

New Officers, Listen Up. | RallyPoint

As a newly Commissioned Officer, or as a Cadet aspiring to become an Officer, you may be asking yourself many questions as you get closer to leading your first Platoon. How will I rise to the challenge? How should I “come in”? The first thing you need to adjust is your mindset. Unless you have prior enlisted experience, you have to adjust to the fact that you will not be leading peer Cadets. Cadets are great and wonderful people. They are...

Response by SPC Casey Ashfield made Jan 28 at 2017 10:06 PM

SPC Casey Ashfield — Sat, 28 Jan 2017 22:06:00 -0500

Keep in mind you are going into a unit with less experience than a Private fresh out of Basic Training. Just with a much higher pay grade. Depending on how your unit does missions, you may have a long time to develop a command rhythm or you don't. NCOs know that officers are in charge on paper. Officers sign the paperwork that gets them to do their jobs.

Above all, do not go into your job barking orders to NCOs who have been doing the job longer than you have been above drinking age. I watched a fresh 2LT try to make an E6 with 13 years experience push in front of his soldiers. That LT was getting his ass chewed out by the Battalion Commander and reassigned within an hour.

There are good NCOs and bad ones. And the only way to tell the difference is to be around them. Junior enlisted will be going through the same growing pains you are. Be friendly with them, but not FRIENDS.

I wore the Cadet dot and enlisted rank. I was lucky enough to see both sides of how the Army worked.

Response by CAPT Kevin B. made Jan 28 at 2017 11:02 PM

CAPT Kevin B. — Sat, 28 Jan 2017 23:02:13 -0500

Understand what your job is and what the NCO's is. You specify your unit's mission, what's considered success, etc. You'll hold your entire unit accountable for its success. The NCO will advise what's the best way to get it done. That's the first match up. Secondary is advice you'll get on who'll do the varied tasks. Your input should be stuff like is there stuff that would be good to bring one of the troopers along in because you're interested in your people doing well and doing better. Third is to avoid meddling in the execution. Good NCOs have it covered. Admire the safe shortcuts that are different from the schoolhouse answer. Fourth is to express your appreciation to your NCO's and troops at the right time and be ready to go to bat for them. Ensure mistakes are learning experiences not Cat o' Nine Tails. While in execution mode, duck over to S-1 to see if there are any snags going on related to taking care of your people and get them fixed. If you're not moving, you're not doing your job. Keep an eye out how your unit fits in with others and how it makes the overall Command successful. You'll lose a lot of ground if you volunteer for dumb ass stuff. Your NCOs can help you take proper size bites.

Notice there wasn't anything about doing something for you? Take that hint. If you're effective, there'll be lots of folk covering your six.

Response by SFC Private RallyPoint Member made Jan 28 at 2017 11:21 PM

SFC Private RallyPoint Member — Sat, 28 Jan 2017 23:21:28 -0500

Start with the understanding that you don't know, and it's OK not to know. The role of that SFC is to mentor you. The platoon is completely capable of carrying on without you, and they you're there to learn. Most of these platoon Sergeants are almost old enough to be your father (or mother). They've spent years mentoring young soldiers. You don't need to maintain an aura of being in control. The PSG will guide you toward shouldering more responsibility as your confidence grows. A new PL is not "in charge" they are responsible.
When to watch out for an NCO is if you come across one that doesn't have the respect of their peers, one who likes to blow smoke up your butt, or one who is abusive or dismissive of their subordinates. The job of an NCO is Soldier business; if the NCO seems annoyed by Soldiers or incapable of seeing after their welfare, you may want to get a second opinion. The Army is an organization where reputation is critical, and you will be able to tell the character and value of your PSG by the way their peers treat or regard him/her.

Response by SSgt Jim Gilmore made Jan 28 at 2017 11:37 PM

SSgt Jim Gilmore — Sat, 28 Jan 2017 23:37:05 -0500

You must listen with the intent to understand. More often than not we listen to respond. Remember, the only stupid question is the one NOT asked.

Response by LTC Private RallyPoint Member made Jan 29 at 2017 12:44 AM

LTC Private RallyPoint Member — Sun, 29 Jan 2017 00:44:56 -0500

There is a point where the NCO and needs to be shut down and remind them that you are a Commissioned Officer. I had an experience where we were doing maneuver at Yakima training center in Eastern Washington. This E7 to E8 was upsetted me for something that we did. His anger and demeanor were bad and he was really being vicious instead of giving constructive criticism. I'm respectful of ncos but this guy an ego bigger than Donald Trump and I all of a sudden just got fed up because I'm an easygoing guy I got fed up and say to him look don't forget that I'm a commissioned officer you are not talking to me that way! He really freaked out and said yes sir, yes sir! I think he was taking kindness for weakness and I just had enough of the BS meter. So it's one thing if they correct you you know they're little Stern but if they are being an a-hole about it you remind them that you are talking to a commissioned officer even if they're right!

Response by 1SG Private RallyPoint Member made Jan 29 at 2017 12:45 AM

1SG Private RallyPoint Member — Sun, 29 Jan 2017 00:45:17 -0500

Don't confuse taking command with taking advise. Most NCOs that would be providing advise to you will know their place in things. They will be involved in the planning, give opinions and advise based on experience, and then step away. They will know that you have the command authority just as you should realize that you also gain that with your commission. Listen to your NCOs and bounce some of their ideas off your peers if you need to, but make the decision: take control.

What you should not do is come in and rock the boat, taking a "I'm in charge and you will all listen to me" attitude. That will create instant resentment from those NCO leaders who you will want or need advise from. Many will react by stepping away, grabbing some popcorn and watch the show as you struggle. The movie Battle Los Angeles had a lot of problems, but I think it did a decent job of illustrating this point. The E7 that took over a (force recon?) platoon had a LT that took on the "I'm in charge" attitude and when the shit hit the fan, he realized that he needed his platoon sergeant's help and experience.

Think of your soldiers like your staff. I have been in a section that was informally set up that way. The senior section NCO was the "CSM"; Senior squad leader functioned like "ops/S3", and another NCO was "S4/logistics. Those extra roles were utilized at the LT at the platoon level. The LT even had platoon level "command and staff" meetings as needed . She compiled the advice and made the final decision after gathering the information.

Response by SMSgt Lawrence McCarter made Jan 29 at 2017 1:03 AM

SMSgt Lawrence McCarter — Sun, 29 Jan 2017 01:03:24 -0500

I have seen 2Lts that came in and figured they were in charge, they learned the hard way and after a few bumps and bruises to their ego learned the proper way. Others that got the lessons first had a smooth transition and avoided the bumps in the road and came out looking good. It was a matter of knowing when to pay attention to to the advise with someone that already had a lot of experience. Many NCO and 2Lt teams worked out pretty good and those young Officers gained experience and rose in rank. Most the young new 2Lts did learn and had good careers. A new 2Lt usually hasn't much knowledge yet, He is going to learn but there is nothing wrong with having a partner with more experience to guide You on the intake level. It may well prove to be a more positive experience for You as a new Officer.

I do also have some experience with New 2Lts who were enlisted first, they have already learned a lot of what they needed. Its pretty hard to pull the wool over the eyes of these Officers, they already know which end is up and often they aren't that young. Their own advanced knowledge level puts them ahead of the game.

Response by Sgt Private RallyPoint Member made Jan 29 at 2017 2:03 AM

Sgt Private RallyPoint Member — Sun, 29 Jan 2017 02:03:17 -0500

2LT Private RallyPoint Member Excellent question and excellent responses. I will add the following: A successful leader will listen and observe best practices from his superiors, peers, and subordinates. All leaders make mistakes, so learn from your mistakes to become a better leader.

Response by SFC David McMahon made Jan 29 at 2017 2:40 AM

SFC David McMahon — Sun, 29 Jan 2017 02:40:32 -0500

In my opinion, your main goal as an officer is to achieve and maintain the goal of the officer above you (her/his intent basically). You're assigned NCO is there to make this possible. In terms of new 2LT, your goal is the same but to absorb as much information you can and make the best decision. Honestly, of your NCO is worth a damn, he/she will offer you advice on several levels with pros and cons. We have a saying in the NCO Corps "teach your 2LTs well because one day they will grow up to be Colonels" and regardless of branch, this holds true to this day. When you don't know, ask in private but ultimately you're in charge and it's the NCOs job to conduct day to day operations within the right and left limits you have set (and those are set by your superior officer). Generally speaking, both of you should be able to do each other's job (if you keep that in mind, that will also help). If you're bored, you're probably doing it right. If you're over stressed, you're doing it wrong. If you're NCO is a strong leader, take advantage of that. If he's weak, then step it up and don't be afraid to make a mistake.

Response by SFC Private RallyPoint Member made Jan 29 at 2017 4:29 AM

SFC Private RallyPoint Member — Sun, 29 Jan 2017 04:29:22 -0500

Great responses given in here sir. Nothing really much to add but my heres some advice.
1. Counsel your PSG
2. Dont sign for nothing you cant see.

Response by 1SG Al Brown made Jan 29 at 2017 11:13 AM

1SG Al Brown — Sun, 29 Jan 2017 11:13:27 -0500

You will make the final decisions concerning your personnel. Your Platoon depends on your fair and just decisions. Make rational decisions based on input from all sources. Advice is only advice. However, if two or three NCOs tell you that your boots are untied...well they may be untied.

Response by SSG Edward Messervy made Jan 29 at 2017 11:51 AM

SSG Edward Messervy — Sun, 29 Jan 2017 11:51:20 -0500

In my early life as a NCO, I had a MAJOR CO. He would not let a PL take responsibility of the PLT until the PSG thought they were ready. Now this was an Aviation unit in the early 2000's. As NCO and former PSG, you should always listen to the ones that have been doing the job for more than four years. You don't have to agree with the NCO, you can also go to a former PL to ask advice. Stay true to yourself and take care of the Soldiers, they will take care of you.

Response by SFC Private RallyPoint Member made Jan 29 at 2017 12:37 PM

SFC Private RallyPoint Member — Sun, 29 Jan 2017 12:37:10 -0500

Absolutely. Listen to your NCOs but also take charge. Acknowledge their advice and experience but you make the decision. Remember that you're in charge and you take whatever consequence in the end. From my experience as a squad leader I want nothing but success for my PL. if my PL doesn't like what I have to say then I have no problem with it because it's his mission.

Response by SFC J Fullerton made Jan 29 at 2017 1:13 PM

SFC J Fullerton — Sun, 29 Jan 2017 13:13:26 -0500

Running a platoon is a lot of work. It is division of work. A good balance is achieved when you have a platoon sergeant and NCO's who know their jobs and do them right. Trust but verify and hold people accountable. Remember that to enlisted, officers come and go. To them, you are just another PL replacing the last one, and eventually one will replace you. You are an importance piece to the platoon while you are there, so it is important for you to learn your job, your NCO's, and your Soldiers. Being new, you have to learn that fast. Most good advice comes from being taught good examples, not from being told it. Watch, listen, learn, but be decisive. Your PSG and NCO'S expect you to pull your weight in the platoon by being the officer in charge, so be in charge. Your PSG will have his hands full of taking care of a lot of things that you don't have to worry about, and vice versa.

Response by 1LT Private RallyPoint Member made Jan 29 at 2017 1:53 PM

1LT Private RallyPoint Member — Sun, 29 Jan 2017 13:53:56 -0500

I asked my father the same question ( 23 year prior service NCO who retired as a Major).

I'm going to paraphrase what he said:

If you have good NCOs, and trust me the majority are very competent, you allow them to handle things at their level. Trust but verify. You certaintly don't undercut their authority in front of troops however you don't let them run around with impunity. Remember YOU will ultimately be held responsible for what happens or fails to happen within your section even though you will have multiple additional details that will make it nearly impossible to keep eyes on your platoon.

What I got from that was definitely take your NCOs advice, because they have a lot of experience but don't forget who will be help ultimately responsible if the platoon fails. Don't be scared to make informed decisions even if they may go against the advice of your NCOs. You owe them consideration but you are ultimately responsible.

Response by GySgt Kenneth Pepper made Jan 29 at 2017 2:06 PM

GySgt Kenneth Pepper — Sun, 29 Jan 2017 14:06:14 -0500

Try giving your NCOs at the squad and fire team level enough rope to make tactical decisions that aren't urgent or life threatening. You will figure out who you can rely on pretty quickly. Most young NCOS thrive in a world where they allowed to lead. Ensure you establish what your expectations for the outcome to be and allow them to work whatever the situation out. Allow them to show you who they are and what they can do. Then you will know the extent of their capabilities and identify potential areas to help them improve.

Look to your senior NCOS for mentorship on leading people. You will likely find that most have developed a leadership style that is based on developing a trust between leader and follower. If their leadership style is based purely on how much volume they can produce or negative incentives, be careful. There is a time and place for that, but it isn't a good long term strategy to build a team.

The fact that you are posing this question in this forum leads me to believe you are off to a good start. Good luck.

Response by SPC Erich Guenther made Jan 29 at 2017 2:16 PM

SPC Erich Guenther — Sun, 29 Jan 2017 14:16:02 -0500

My two cents as a former lower enlisted. So as a future LT, the NCO's should know how to provide input back to you behind closed doors, professionally, and out of sight or hearing range of the Men commanded as much as possible. Only in a joking circumstance did I ever see sarcastic feedback given to a LT, that is OK every blue moon as joking back and forth but should not happen regularly as it will erode respect in you if it does. Having said that, only saw one NCO in three years had problems with the input discretion requirement.........why that specific LT tolerated it was beyond me but if not nipped in the bud......the ridicule will spread to E4 and below and when that happens it looks bad.

Response by SGT Tony Clifford made Jan 29 at 2017 3:13 PM

SGT Tony Clifford — Sun, 29 Jan 2017 15:13:30 -0500

My advice is to put the idea that you're in charge to the back of your mind. The PSG is the one that your Joes will be listening to. Your job is to absorb as much about leadership as possible from him. Remember that most PSGs have been in for 12-20 years. That being said, if you see something that is wrong, you will know. Take the NCO aside and address the problem to him privately. Use your first 2 years learning what platoons need to be successful so that when you become XO and eventually a commander that you know how best to make your company's platoons accomplish their missions. That is the true job of a platoon leader. If you trust your NCOs to do their jobs and ensure that you treat your platoon like they're your family, you will do fine. The fact that you're nervous enough to ask for advice now, tells me that you understand the gravity of your situation. This is a good sign.

Response by CW4 Angel C. made Jan 29 at 2017 3:20 PM

CW4 Angel C. — Sun, 29 Jan 2017 15:20:05 -0500

Don't be arrogant and act like having the responsibility of the platoon means you're "the boss". That "boss" mentality leads to toxic leadership. A good young leader is open to counsel and constructive criticism from NCOs (mainly his PSG). Lastly, lead from the front and be there to embrace the suck with your troops and NCOs.

Response by Cpl Jeff N. made Jan 29 at 2017 3:57 PM

Cpl Jeff N. — Sun, 29 Jan 2017 15:57:27 -0500

Be willing to listen but know you are ultimately accountable and responsible for any decisions you make. Seek input, especially in areas you may possess less knowledge and experience. Get the feedback and be appreciative of it.

Response by CW3 Kevin Storm made Jan 30 at 2017 2:33 PM

CW3 Kevin Storm — Mon, 30 Jan 2017 14:33:55 -0500

Value their input, does not mean you don't make your own decisions. When you are new to a platoon, keep in mind that NCO, and those under him or her, has been doing this for some time now, and have insight that you haven't picked up yet. They not only have insight to the section, but also to your boss, and their peculiarities. This can be the difference to you.

Response by Lt Col Scott Shuttleworth made Jan 30 at 2017 2:34 PM

Lt Col Scott Shuttleworth — Mon, 30 Jan 2017 14:34:52 -0500

Establish a repore with your SNCOs. They will counsel you and advise you. They will steer you in the right directions if you let them...it is part of their duty to do so. You are the one that will get hung out to dry if things go south but a good SNCO won't let that happen. Respect goes both ways. Respect them for their experience and knowledge when it comes to the soldiers under your command...he knows their hardships and their triumphs and can put you out in the front where you can command. Listen...listen...and listen some more. Give direction and let the SNCO carry it out...NEVER GO AROUND THEM OR EMBARRASS THEM IN FRONT OF YOUR UNIT...you will sink at that point. They will take care of you if you let them, so let them.

Response by MSgt Private RallyPoint Member made Jan 30 at 2017 10:02 PM

MSgt Private RallyPoint Member — Mon, 30 Jan 2017 22:02:08 -0500

My relationship with most officers is like this. They tell me what they want done. I make sure it gets done.
"Don't tell people how to do things, tell them what to do and let them surprise you with their results."
~George S. Patton

Response by SSG Jeremy Sharp made Jan 30 at 2017 11:04 PM

SSG Jeremy Sharp — Mon, 30 Jan 2017 23:04:44 -0500

Having been a cadet and an NCO I can give you a unique perspective. What you have been told is critical. Your training as a leader involves management training to take care of soldiers and administrative training to perform critical functions such as staff positions S-1,2,3,4 etc. The thing that you lack is the technical expertise of the job performance that you will be performing and most new officers lack any practical job experience. For instance, if you are the Platoon Leader in a Military Police Company, you have never been a police officer and just graduated last week from the Officer Basic Course, how do you tell a platoon of Military Police how to do a job you have never done. Trust me, they know that you are in charge by virtue of your rank and commission. Never presume to think that you know more about doing their job than a 16 year veteran SFC. Success will require a mutual respect and cohesion between the platoon leadership. The one sure way to lose the respect of all enlisted members is to usurp the authority of your NCOs. MP OBC prepares officers to be Police Administrators, not to be Police Officers. You both need each other, officer and enlisted. The easiest way to ruin a career is to discount the understanding that experience creates. If your soldiers reject your leadership because of your approach, you will be done.
You Platoon Sergeant is not going to fight you for leadership. He doesn't have to, he has proven his worth and that is why he is already there. Remember he has nothing to prove, he has been doing it since he was a private. Always value his input and make an informed decision which will be your responsibility. All NCOs from Team Leader to Squad Leader to Platoon Sergeant will provide valuable assistance to you. Also never make the mistake of telling the 1SG that you are in charge or your Company Commander will impart some wisdom on you. Good Luck!

Response by SFC Benjamin Harrison made Jan 31 at 2017 5:38 AM

SFC Benjamin Harrison — Tue, 31 Jan 2017 05:38:18 -0500

A few key things to always keep forefront in your mind as a leader.

1. Be a good follower, allow others to show you the ropes, follow their lead, and communicate consistently.
2. Be open to constructive criticism. A good NCO should consistently pull you aside and provide you with a consistent AAR. The NCO should be providing you with both the positives and negatives of your actions in order to mold you.
3. Confer with your officer peers and superiors (they have been where you are)
4. Have an open dialogue with all of your NCOs. This will help weed out those NCOs who are failing to properly groom you. Yes we have bad apples in our NCO Corps that need to be cut loose.
5. Stay humble. No matter how good we think we are, we are all human and have our strengths, weaknesses, good days, bad days, wins, and failures. Bottom line no one is perfect.
6. Maintain professionalism and bearing while remembering to have fun. While the military is founded in discipline and standards this does not mean we shouldn't enjoy our job.

Before I forget, always go with your gut, if you believe an NCO is full of BS, they probably are. Common sense goes a long way in leadership roles. Young NCOs tend to have something to prove while older NCOs may lose their drive, these are the ones that may steer you in the wrong direction. Just be open while maintaining your position, as a Commisioned Officer, regardless of rank, you are ultimately responsible for the actions of your subordinates. While you may not get along with your Platoon Sergeant, you must maintain a civil and professional public appearance with them and utilize your authority as deemed appropriate by yourself and the commander to fix or alter the relationship.

Response by SGT Charles W. made Jan 31 at 2017 7:46 AM

SGT Charles W. — Tue, 31 Jan 2017 07:46:33 -0500

I'm just putting this out there, as I haven't seen it said so well, and something you need to keep in the back of your head . . . Shit rolls both ways, uphill and downhill - things are done the right way, wrong way, and the Army way. You always "listen" to your NCO's (doesn't mean you have to take their advice, as it's just that, advice), form you own opinion if time dictates, and whichever way it comes out is on you. So if you listen and do well, then everyone did well, but if not, it rolls uphill too. #1 goal is complete the mission, #2 is don't die or get anyone else killed. Good luck.

Response by MSgt Loren Pierce made Jan 31 at 2017 8:00 AM

MSgt Loren Pierce — Tue, 31 Jan 2017 08:00:22 -0500

Take the listening skills you learned in the Academy and bring them with you to the field, that will show that you are willing to listen instead of trying to "take charge" over a seasoned and usually well experienced NCO. Your Senior NCO's will keep things in check and they will respect your rank as long as you respect their rank and experience. You will be tested every step of the way not only by your troops but by our superiors. It won't be so much about what you do to show you're in charge but how you deal with the challenges placed in your path. Be confident, be smart, act wisely and listen too, and never argue with your Senior NCO's in public as a 2LT. Respect is earned not given. Earn it and you'll be in charge.

Response by SMSgt Private RallyPoint Member made Jan 31 at 2017 8:29 AM

SMSgt Private RallyPoint Member — Tue, 31 Jan 2017 08:29:13 -0500

hing a saved from years ago. Author unknown. Funny yet appropriate at times...

The NCO
A balloonist in a hot air balloon realized he was lost. He reduced altitude and spotted a man below. He descended a bit more and shouted, "Excuse me, can you help me? I promised a friend I would meet him an hour ago, but I don't know where I am."
The man below replied, "You're in a hot air balloon hovering approximately 30 feet above the ground. You're between 40 and 41 degrees’ north latitude and between 59 and 60 degrees’ west longitude."
"You must be a NCO," said the balloonist.
"l am," replied the NCO, "How did you know?"
"Well," answered the balloonist, "everything you told me is, technically correct, but I've no idea what to make of your information, and the fact is I'm still lost. Frankly, you've not been much help at all. If anything, you've delayed my trip."
The NCO below responded, "you must be an Officer."
"l am," replied the balloonist, "but how did you know?"
"Well," said the NCO, "you don't know where you are or where you're going, you have risen to where you are due to a large quantity of hot air. You made a promise which you've no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my fault."

Response by CPT Larry Hudson made Jan 31 at 2017 8:42 AM

CPT Larry Hudson — Tue, 31 Jan 2017 08:42:34 -0500

When I was in service, an officer would establish relationship with his NCO 's and build a team that functioned militarily and watched the backs of each member under his command. The authority of rank was unquestionable the reliance upon each other kept soldiers alive.

Response by GySgt Charles O'Connell made Jan 31 at 2017 8:59 AM

GySgt Charles O'Connell — Tue, 31 Jan 2017 08:59:52 -0500

I would say that the first thing a newly commissioned officer has to remember, aside from what time happy hour is at the "O" club, is that you are in charge. Be it a platoon, a work center, or what have you. SNCO's and NCO's are there for guidance, some are good, some are bad. Practice time is over, it's now time to get in the game. If the Gunny says, "Maybe the Lt should approach this problem from a different direction", or words to that affect, it may be time to listen. Or you can say, "I've got this Gunny", succeed or fail, the buck stops with you.

Response by CMSgt Bill Hamilton made Jan 31 at 2017 9:11 AM

CMSgt Bill Hamilton — Tue, 31 Jan 2017 09:11:52 -0500

A good NCO knows who out ranks who by their pay grade. I always remember hearing a former Chief Master Sergeant of the Air Force say one time, "Although I am the most senior ranking enlisted person in the entire Air Force with over 30 years experience, I also have to remember I am outranked by a 2Lt on his first day in the Air Force". I always used tact and diplomacy when dealing with people who outranked me to include 2Lt's. I would bring up my suggestions based on my previous experiences. Sometimes the 2Lt was right and sometimes he was wrong, however I didn't gloat or pout no matter how it went. Most valued my input but it also meant I wasn't always right either. Sometimes the newest guys have fresh ideas that us old-timers never thought about. It's a delicate balance of trust and respect between a more senior NCO and a new 2Lt. The 2Lt needs to be willing to listen, learn, and make decisions based on his troops inputs. The NCO needs to listen, learn, and be respectful of the Lt's position when he offers it up also.

Response by SSgt Jerry DeLaney made Jan 31 at 2017 9:30 AM

SSgt Jerry DeLaney — Tue, 31 Jan 2017 09:30:31 -0500

A good NCO or SNCO understands the rank structure and what their job is within the unit. As a SNCO, I would counsel my 2lt (in private when ever possible) and act on his/her orders, and require subordinates to do the same. That being said, if the 2lt gave an unlawful order, I would counsel him/her again and if necessary, belay that order. Please understand however, I was labeled "a chronic non-conformist who cares too much for troop well fair" on my first fit-rep part "C" as a SNCO.

Response by LTC Mark Beattie made Jan 31 at 2017 10:04 AM

LTC Mark Beattie — Tue, 31 Jan 2017 10:04:59 -0500

A smart and wise officer at any level should seek input from multiple sources, including Non Commissioned Officers. However, leaders of all types, commanders, Platoon Leaders, squad leaders, branch chiefs, etc. are responsible for making final decisions for their organization, regardless its size. Thus, once you've listened to all the advice, considered all factors, it's you who must make the final decision on what to do, even if others, including your NCO's may not agree. Whether you make the right decision or not, it's your obligation to make the final decision, no one else. If wrong, learn from it. If you allow others to convince you to go counter to what you think, feel, and believe, you'll always experience inner turmoil because you'll know you're not truly "in charge. " I assure you nobody wants to work for someone who is a reluctant leader. Being "in charge" is not for everyone. Some people don't like the risk of making the wrong decision, and the subsequent criticism that will almost always follow. Being in charge is ultimately doing what you think, feel in your gut, and believe to be the "right" thing to do," then accepting responsibility for your choice. All that said, good luck!!

Response by SFC Terry Murphy made Jan 31 at 2017 10:21 AM

SFC Terry Murphy — Tue, 31 Jan 2017 10:21:42 -0500

When I was a Platoon Sergeant in Korea, I had a new PL come in a tell me he was going to be in charge of platoon PT because he didn't think we were doing enough. I advised him that was my job and if he didn't like PT the next morning, he could do it from then on. After a complete smoke session, he complained all day that his arms hurt! Mine did too! From then on, he trusted me and would allow me to do my job. If he needed something done, he knew he could count on me and if I needed something from him, I knew he had my back.
Moral of the story, don't go in and say you have heard there was problems and you are going to change things. Give the NCOs some time to learn your expectations and also to learn how your unit works before you decide things need to be changed. You may be surprised that even though there are minor problems, your NCOs know what the problems are and are working to fix them without having to involve the officers. Let them keep things at the lowest level.

Response by Maj John Rivero made Jan 31 at 2017 10:32 AM

Maj John Rivero — Tue, 31 Jan 2017 10:32:21 -0500

Some on target advice here,LTC Mackay and other nco ,THE REALLY LISTEN,point is very important you can hear without listening make sure to have your Nco repeat anything you do not fully understand.Iused to ask my nco to''dumb it down to butterbarlevel'' we both got a laugh out of that and it let my nco know I really wanted to[GET IT].

Response by SGM Private RallyPoint Member made Jan 31 at 2017 10:37 AM

SGM Private RallyPoint Member — Tue, 31 Jan 2017 10:37:57 -0500

2LT Private RallyPoint Member I always tried to take my PL aside and say to him, "If you'll keep the brass off my back, I'll make you look good." Among other things, that means if you disagree with something I say, or if I disagree with something you say, we do it in private. If your platoon sees you and your PSG are in agreement, they won't test you (as much.)

But even if I have 20+ years more experience than you, you are the one who has to answer to the brass. I was the battalion intel sergeant for a while, acting intel officer, because we didn't have one. I may have been right in every estimate I made of the enemy situation and intentions, but it's the Commander who has to write letters to the families of dead soldiers. Subordinates, even PSGs with 20+ years and SGMs with 31 years, need to remember to give your opinion and then shut up.

Response by LTC Andy Liebeknecht made Jan 31 at 2017 12:22 PM

LTC Andy Liebeknecht — Tue, 31 Jan 2017 12:22:37 -0500

Read and live by Schofield's Definition of Discipline.

Response by CPT Jenn Dory made Jan 31 at 2017 12:59 PM

CPT Jenn Dory — Tue, 31 Jan 2017 12:59:49 -0500

This is a fine line to walk, and one where most LTs trip. You will not be successful if you don't listen to and take the advice from your NCOs; however, as you pointed out, they are not leading the Platoon. There are many different ways to approach this, but the one that worked for me was to have a meeting with my senior NCOs (PSG, 1SG, CSM) and lay out what the overall objective is so we're all working from the same starting point, then get their thoughts on what is important, what is something we should definitely incorporate, something that we should not do from a soldier's and an "executor" perspective. They know that you're the one in charge of the Platoon, so there is no need to remind them of that overtly, but you can tell them at the conclusion of the meeting that you're grateful for their input, that they've given you a lot to consider, and you're going to think on it and develop your plan. Over time, you'll be able to do fewer and fewer "formal" meetings, and be able to pick their brains, and they'll start coming to you with the information you need/look for. This will also open the door for them to feed you information on your troops, what is going on with them, who's having trouble, who's someone you can rely upon, who the silent leaders in the group are, which will allow you to interact on a more significant level with your soldiers, too, and appear to "know things". You're going to make mistakes, underestimate situations, not give enough time for planning, get lost on a movement, and people will laugh at you -- and you'll learn from it. What will tell you if you've built a solid advisor relationship with your NCOs is if they laugh, then help you.

And for the sake of all things holy -- if you don't know, don't pretend. Ask to be taught, make an extra effort, and be sincere. Being a cadet is nowhere close to being a LT or a leader of some of the most dedicated men and women in service to our nation, and they deserve the effort. Besides, you'll be better for it.

Response by SGT Kyle Curtis made Jan 31 at 2017 2:26 PM

SGT Kyle Curtis — Tue, 31 Jan 2017 14:26:56 -0500

The best lt I ever had did it like this: He looked at how he would want our captain to respond to his counsel since he had eyes on experience with his situations then applied that to the advice and guidance he received from us, while using his best judgement. There has to be a balance but don't ever intentionally ignore suggestions just to show you are the BMOC. You will over time gain the experience, and honestly one of the best ways to do that is to do whatever details your troops do. Work along side them, see how it affects them, and it should benefit you in numerous ways, starting with your troops will respect you more for your willingness to get down and dirty working right next to them and you will gain a new perspective on how things go and ways to improve them.

Response by CPT Private RallyPoint Member made Jan 31 at 2017 2:43 PM

CPT Private RallyPoint Member — Tue, 31 Jan 2017 14:43:07 -0500

Really great advice here. I'll just add: It is ok for a command team to disagree, but it must be understood that you will present a unified front to your troops. I have an outstanding 1SG right now, but we don't always agree. We talk through it, debate, discuss, and 99% of the time I follow his recommendation. However, it is understood that once I have made a decision, it is no longer up for debate.

Response by LTC Carlos Llarena made Jan 31 at 2017 4:07 PM

LTC Carlos Llarena — Tue, 31 Jan 2017 16:07:19 -0500

When I got commissioned' I reported to my first assignment. My CO told me to get settled and to report for a parade on Saturday. I showed up with my IBB on my chest (I've been to basic. NDSM) and introduced me to my PSG. There stood a man with a ton of ribbons on his chest and the top one had a blue field with five little stars. Upon introduction, he said, "Lead me sir" I looked him in the eyes and said, "Sergeant, you have a ton of experience more than I. If I were not here you could probably do this better than I. Here's what I need from you if we are going to be a team. When you see me going in the wrong direction, yell gas. If you say, Sir I recommend we go int his direction, 99% of the time, I will go with your 'suggestion". He looked at me straight int he eyes and said, " Sir, we will get along just fine. I will make it my personal mission to make you the best officer I ever serves under". He kept his word and I trusted NCO's thereafter. Before Sergeant's Business, that became my mantra. Allow NCO's to Do their jobs and together, make ours the best unit it can be.

Response by SSG Jeffrey Monk made Jan 31 at 2017 4:12 PM

SSG Jeffrey Monk — Tue, 31 Jan 2017 16:12:30 -0500

We are advisors. Listen to our advice and experience. Many of us have filled your position once or twice when officers are in short supply. In the end though, you are in charge and the choice is yours. NCO's aren't always right just as Officer are not. We are all human. You will make some mistakes and that's part of growing. That's the easiest way I can explain it from my perspective. I can tell you though, the best leaders I've ever had were the ones that weighed the ideas we had against their ideas and went from there. As long as an order is not illegal, were are going to follow through. Also remember. Joe is always going to complain. You need to worry when that stops.

Response by MAJ Private RallyPoint Member made Jan 31 at 2017 5:55 PM

MAJ Private RallyPoint Member — Tue, 31 Jan 2017 17:55:58 -0500

Take advice from more than just one source, and get to know your NCOs from the outside as well as the inside: listen to what they say about each other, with or without knowing you're there (they WILL more likely know, than not). Learn whose judgements to trust, as anywhere else, but when it comes down to it, it might be the Sarge's idea, but as an officer it's YOUR decision which way to go; even "Follow what SFC Snafu tells you!" is YOUR command. Don't waste it, and always own it.

Response by SSG Paul Lanciault made Jan 31 at 2017 8:01 PM

SSG Paul Lanciault — Tue, 31 Jan 2017 20:01:32 -0500

A good leader knows when to seek advice that comes from experience. A commission is not knowledge or experience. A good NCO and a good Officer make a great pair. The two can accomplish anything.

Response by SFC Michael Barry made Jan 31 at 2017 8:39 PM

SFC Michael Barry — Tue, 31 Jan 2017 20:39:50 -0500

Like any leader in the army or civilian workplace a good leader listens to advice but in the end makes the decision and stands by that decision.

Response by SSG Wilber Broadway made Jan 31 at 2017 10:01 PM

SSG Wilber Broadway — Tue, 31 Jan 2017 22:01:10 -0500

Enlisted are stupid but extremely cunning and sly, and bare considerable watching.

Response by SSG Wilber Broadway made Jan 31 at 2017 10:03 PM

SSG Wilber Broadway — Tue, 31 Jan 2017 22:03:50 -0500

Enlisted men are stupid, but extremely cunning and sly, and bear considerable watching.

Response by MAJ Bill Darling made Jan 31 at 2017 10:20 PM

MAJ Bill Darling — Tue, 31 Jan 2017 22:20:26 -0500

It's a tough line to walk. I came in during the early 90s and had an inaccurate impression of my would be charges. No doubt part of it was selective listening. Some was the influence of all those Vietnam-era movies that depicted LTs as little more than honorific bumbling platoon leaders. During ROTC it was pounded into our heads how educated our soldiers were and how professional and all knowing the NCOs would be. What I discovered was they were, in the aggregate, something less than that and as inexperienced as I was, I brought plenty to the table. But looking back, I probably deferred too often to them and did not lead or assert as I should have, early on. But we all live and learn.

I would give the cop out answer of "be flexible" Figure out as early as you can, who knows what they are talking about and who is full of crap, which goes for your peers and senior folks as well. Regardless, be fair and firm and treat people with respect, regardless if you mostly take counsel or mostly ignore their advice.

Interestingly, as I'm writing this, my classmate, LTC Jason Mackay whom I ran into in Kabul a few years back, if giving his advice. He was longer in the saddle than me and I recommend his post fully.

Response by PO1 Kevin Dougherty made Jan 31 at 2017 11:58 PM

PO1 Kevin Dougherty — Tue, 31 Jan 2017 23:58:42 -0500

A lot of good advice here. I come at it from a slightly different angle than most being a PO-1 (E-6) in the USCG. Being a much smaller service, as well as a maritime service, the dynamics may be a bit different, but the principles are the same. I have severed as an Executive Petty Officer of a small shop, 8 men, so I'm guessing a bit smaller than a platoon. I have also been LPO of my department, and had junior officers rotate through to learn what they need to know.

Some where good, some where bad. Generally speaking the ones who asked questions and listened were great. The ones who did not, well not so much. Like the old adage says, the only dumb question is the one that went unasked. Of course, you need to choose your timing, but ask. Oh, one other piece of advise, when something needed shows up, or an impossible job suddenly gets done, or that dead weight enlisted suddenly turns around ... or ... any one of a myriad of other events happens. If when you ask the senior enlisted how??? and he replies, "Sir you don't want to know." You REALLY don't want to know. If you are any good, by the time you make E-6 or E-7 you have learned a thing or two about how to get things done, though the methods and channels used are often ... let's just say unofficial.

Response by SFC George Smith made Feb 1 at 2017 12:01 AM

SFC George Smith — Wed, 01 Feb 2017 00:01:42 -0500

I know a 1st Lt who did not pay attention to his NCO's and got Blown to hell ... Survived... But AFU... he listened to all the First Deployment officers and Spent 14 months in Bethesda... and WalterReed he stepped on a Bouncing Betty... The NSO were on their 3rd or 4th tour ON MFO Sinai...
Tthere is a Reason for Barbed wire and Warning Mines... Signs regardless your language

Response by MSG David King made Feb 1 at 2017 3:47 AM

MSG David King — Wed, 01 Feb 2017 03:47:15 -0500

Good decision-making is not as intuitive for some as it is for others. It is the duty of senior NCOs to mentor junior officers as they would any other Soldier that needs help to succeed. New officers need to learn things that are not taught in college to develop their Soldier skills. Like anything else an NCO should be discrete in their counseling.

Response by MSgt Wayne Morris made Feb 1 at 2017 3:26 PM

MSgt Wayne Morris — Wed, 01 Feb 2017 15:26:18 -0500

When a senior noncom says "you may want to consider ****" do it. You still have to make the decision but he or she is actually attempting to tell you what you should do if they think you don't know or are unsure, but in a respectful manner.

Response by PVT Mark Brown made Feb 1 at 2017 4:01 PM

PVT Mark Brown — Wed, 01 Feb 2017 16:01:25 -0500

A new officer can quietly take suggestions and advise from his support staff. I think 2LT's best source of OJT would be the first sergeant and SM. Compare notes, listen. The E8 and E9 folks want you to succeed so that they may succeed. These are conversations that would not be held out in front of the formation, these are behind closed door lessons and will worth the time. At the MA or OCS level an officer is taught a lot of basic stuff which is not real close to reality until put to use in the real world.

Response by COL Charles Williams made Feb 2 at 2017 12:51 AM

COL Charles Williams — Thu, 02 Feb 2017 00:51:39 -0500

Our great NCOs are the "no shit" backbone of our Army, and they will never steer you wrong 2LT Private RallyPoint Member. But, also never ever forget what responsibility means, and who is always ultimately responsible. If I was successful as a Soldier, it was because of many many great NCOs. At the same time... never forget your role and responsibility.

That said, throughout my career, I have seen exceptions on the NCO side (anomalies) as well as on the O side. Just remember... Responsibility...

Response by SGT David Petree made Feb 2 at 2017 12:43 PM

SGT David Petree — Thu, 02 Feb 2017 12:43:37 -0500

I have had the opertuanty to have had to teach a very fine transport officer, back in the 70`s .He new the book part but not the amputation. Every 2Lt. knows the book, but not the job. We NCO`s must teach the troops & the 2Lt . Once the Lt gets it we stand back & let them go.
Some Lt`s need a lot of help, others not so much. We are not always right in what we do, NCO`s or Officers. But in time we can make a difference in each other.

Response by SSG Ray Elliott made Feb 2 at 2017 10:37 PM

SSG Ray Elliott — Thu, 02 Feb 2017 22:37:46 -0500

There is nothing wrong with a leader getting opinions and information from those under him, especially if those people are senior NCOs with many years of experience. No one knows their soldiers or sailors capabilities, and areas where they need improvement more than the NCOs that work with them everyday. There is a difference between getting advice and opinions from NCOs and abdicating to them your responsibilities. Gather information from people both above you and below you in the chain of command whose opinion you trust and value (don't skip over your NCOs and go to more junior enlisted, you'll have other problems to deal with then, and you'll undermine the NCOs authority). Once you have the information the decisions are still yours to make. I alway respected the new officers who realized that they didn't know everything yet, and asked questions and gathered information from us the NCOs, more than I did the ones who thought they knew it all.

Response by MSgt Terry Dorsey made Feb 8 at 2017 8:04 AM

MSgt Terry Dorsey — Wed, 08 Feb 2017 08:04:04 -0500

NCO's are the backbone of the services. A good NCO will keep a rookey Lt. from getting in trouble, by not letting him make the wrong decisions and lose some of his men in combat. When I was in Viet Nam, my Captain got to play hand ball all day while I took care of business.

Response by Sgt Paul Mason made Feb 8 at 2017 11:35 AM

Sgt Paul Mason — Wed, 08 Feb 2017 11:35:03 -0500

Leadership isn't about 'being in charge'. Leadership is about making decisions and taking responsibility for those decisions. To do this competently you need to know what you know, and know what you DON'T KNOW. When you don't know, then you ask those who do for input....the decision, and responsibility, is still yours. Not knowing is not a weakness, not acknowledging that you don't know IS. Not knowing can be cured, failing to find out can be fatal.

A new Lieutenant's biggest hurdle is building respect. The easiest way to do that is be Fair, Honest and Consistent (yep, they're capitalized) in all that you do, and, as mentioned above, ask when you don't know. To get respect you must give respect; your NCO's are your subject matter experts, ASK THEM.

Caveat #1: Trust but verify. As mentioned by some others, NCO's tend to be good at BS. If something feels fishy, incomplete or too simple, get more input. Develop a rapport with your men, know who to trust.

Caveat #2: Be decisive. Once you reach a decision, MAKE IT; stand by it until it begins to become untenable. Then you must relent, acknowledge it's failure, and ADAPT. Do not wait for the plan to fail to recognize it's failure. Remember, no plan survives contact with the enemy.

Response by MAJ Norm Michaels made Feb 8 at 2017 12:38 PM

MAJ Norm Michaels — Wed, 08 Feb 2017 12:38:35 -0500

I will offer advice from the position of an officer that was prior enlisted. You are in charge, even while you learn. Leadership is all about doing the right thing, not about doing things right. I saw prior enlisted lieutenants act as if they knew everything, even in our Officer Basic Course. I decided then that I did not like that arrogance, and i chose to not advertise my former NCO time. I was blessed with being commissioned into the Signal Corps, which was my enlisted experience. I kept my mouth shut. It didn't last too long, since a SSG in the Battalion S3 shop recognized me; however, I still maintained a humble 2LT attitude. My first platoon sergeant was mediocre, and our relationship lasted only months, as it turned out. My next platoon sergeant was superb, and we are still friends to this day. In fact, my platoon sergeant and I had very similar backgrounds, and I could have been even assigned there as a platoon sergeant, had I not gone to OCS. I was confused though, and I asked my company commander about my platoon sergeant. He was so good at his job, and i could not understand why he had not gone to OCS himself. I had a wise company commander, and he explained that the difference had to do with initiative. 'There are many experts in this world that are expert at executing; there are not so many people with initiative.' This is not to say that all officers have initiative; although, the odds are greater for initiative in the officer corps. And, there are some NCOs with initiative that has not been fully realized or nurtured.

You are in charge. The Marines call their platoon leaders, platoon commanders. I learned to treat my platoon as a small command. Even later when I commanded companies, I treated my lieutenants like platoon commanders. Command your platoon. Decisions are yours, and your chief adviser is your platoon sergeant. You may actually be commanding a company within three years; that is a short time to learn before company command. Platoon sergeants are supervisor leaders; officers are commander leaders. Yes, listen to all advice from your NCOs, knowing that the decision is still yours. My best platoon sergeant was really upset with me the first time I made a decision that was not what he advised. He got over it, and I think he learned to respect me for that. Mostly, we tended to talk through the decision with both of us coming to the same conclusion. Maybe he will chime in; how about it 1SG Lance Amatulli ?

This platoon time seemed long at the time; although, it was over soon enough as I moved on quickly to command two companies, even before I went on the to the Advanced Course. I trained my platoon leaders to command companies, and that worked; they all commanded companies, with some battalions.

Response by SPC James Seigars made Feb 8 at 2017 8:33 PM

SPC James Seigars — Wed, 08 Feb 2017 20:33:53 -0500

As a former Soldier, NCO and Cadre in both an AIT and CCC/WO Battalions my advice to you is to discuss anything you are unsure about or want/need your NCO's input on IN PRIVATE before having a formation to put the word out to your Soldiers. In doing so you can have your discussions/disagreements away from the troops who count on, depend on and look up to you both as examples of what the Military is supposed to be (though often isn't) and when you do have that formation you will have a United front which will give your Soldiers a greater sense of espirit de corps and squad/platoon/unit et al cohesiveness. I hope this helps.

Response by COL John Hudson made Feb 8 at 2017 10:35 PM

COL John Hudson — Wed, 08 Feb 2017 22:35:18 -0500

Young man, I'm going to give you some truly good advice, and I'm tasking you to LISTEN very carefully. I completed two tours in Vietnam, one during the Balkan conflict, and two 20-month tours in Iraq - all boots-on-the-ground combat assignments and NOT behind a desk. I've been on the receiving end of every weapon the armies of three nations can throw at someone and survived (68 months of my life in FULL COMBAT!). How did I make it through all of that? BY LISTENING TO THE OLD SOLDIERS (gender non-specific) and REGARDLESS of what rank they were wearing. They got to be OLD in that particular place by learning the lessons from those before them who took the time to pass on and explain the tricks and training needed. YOU would do very well to understand what I've just passed on to you and live by those words. When it comes to breathing air or not...any combat veteran in any combat AO is my friend and mentor. I hope this helps you as it has helped me ( and others like me) to survive and pass on your lessons to those younger and less experienced than you so they can return to their families and loved ones.

Response by MSgt J D McKee made Feb 8 at 2017 10:35 PM

MSgt J D McKee — Wed, 08 Feb 2017 22:35:39 -0500

You have to be in charge. Someone has to be, and it's you. If you get good NCO's, listen to them, if bad ones, don't. Like all human conditions, some of them are not worth a shit. How do you know the difference? Well, I don't know how to tell you, you either know or you don't. Meaning, you are either a good officer, or you aren't. What I do remember, from my roughly six years of being a senior nco, is that the worst thing you could do to a 2nd Lt was just say "yes Sir" and do whatever stupidness he had put forth on this occasion. And give him the opportunity to explain to the Colonel exactly why he wanted to do said stupidness. I said the worst thing, but that isn;t really it. The worst thing was to tell the OIC why you thought what he had planned was not a good idea, Sir, and he does it anyway. And then, when the Colonel asks him why he did said stupidness, in your presence, tell the Colonel that, well, I told him it wan't a good idea, but he did it anyway, because, well, he's a Lt and I'm a MSgt...Never lost that one in 6 years.

Response by CPO Bill Penrod made Feb 10 at 2017 9:11 AM

CPO Bill Penrod — Fri, 10 Feb 2017 09:11:27 -0500

Plain and simple ask your NCO for advise. Thank the NCO then you make the final decision it could be yours, the nco's or a combination but the decision is yours. The CO will have your azz on the carpet it only takes a couple rug burns for you to learn. Good luck......

Response by SMSgt Roger Horton made Feb 10 at 2017 9:50 AM

SMSgt Roger Horton — Fri, 10 Feb 2017 09:50:31 -0500

First the PL would have to decide if the advise is sound and if it fits the situation. Often times a PL may have more information than the NCO (from higher up) that the NCO is not privy to. Advise should from the Senior NCOs.

Response by MSG Frederick Otero made Feb 11 at 2017 12:51 PM

MSG Frederick Otero — Sat, 11 Feb 2017 12:51:08 -0500

Lots of good knowledge being shared, so let me add the following by. 1. Find out as much as you can about the unit/men your going to command before you get there. ( Recon) 2. Your NCO is the trainer and your the leader. (monitor training to ensure quality) 3. In the field your leadership is reflected in how well your men are trained. 3. look, listen and learn before making changes. 4. Evaluate the training of your unit, take them out and discover weaknesses and gear further training toward those weaknesses. The real problems comes when you have weak or lazy noncoms. then you have your work cut out for you. Promote the qualified soldier, Make a plan to retrain noncoms in areas of their weakness and do your best to get rid of the ones that cannot cut it and yes i know that is hard to do.

Response by SSG Lance Sawyer made Feb 12 at 2017 12:41 PM

SSG Lance Sawyer — Sun, 12 Feb 2017 12:41:44 -0500

First of all you have to be willing to learn, and be willing to teach. If you come in as an officer who dishes out only punishment, but not help to correct then you won't have anyone coming to you with anything other than absolute necessity. Don't start out with the attitude that you are in charge and it's your way or the highway. You will lose all of the respect you have as an officer. If you sit back and evaluate for a bit you'll be able to figure out which NCO's will help and which ones might blow smoke.

Response by SGT Aaron Atwood made Feb 14 at 2017 7:29 AM

SGT Aaron Atwood — Tue, 14 Feb 2017 07:29:19 -0500

Listen to your senior officers. Captains on up are a good place to start. They know the fine line between listening to the enlisted leaders vs taking charge as a commissioned or warrant officer. As a brand new PL fresh from ROTC or OCS you're still the boot on the block. You're new to the gun club while most NCOs have a number of years in it so they actually know how things work and are supposed to work. Same goes for mustangs (enlisted turned officer), and senior company grade officers to field grade officers.

Response by SGT Maze Marshall made Feb 14 at 2017 7:45 AM

SGT Maze Marshall — Tue, 14 Feb 2017 07:45:57 -0500

You need to learn that balance quickly

Response by LTC Gail Daras made Feb 14 at 2017 8:15 AM

LTC Gail Daras — Tue, 14 Feb 2017 08:15:06 -0500

My first two NCOs were in an S2 shop at a brigade and they taught me a lot. Then I moved to an HHC of a MI BN as a company XO and I worked with the 1SG and he was excellent as well as a role model. Finally I got selected to be a platoon leader and my platoon sergeant did not want to be a platoon sergeant. He had already done this job before and he was angry with the BN CSM. He literally skipped some of the company training meetings. Finally I had to confront him and say to him, there is a reason you were selected to be my Platoon Sergeant and not on the staff any more. You have wisdom, maturity, experience but right now you are not emulating any of this to my squad leaders who look up to you. I think he was shocked that I confronted him. But I had to for the sake of the platoon. Once we had this confrontation he straightened up, he attended every meeting and he turned out to be a great platoon sergeant which is exactly why the BN CSM had selected him. So I was glad I had experienced some great NCOs before dealing with this situation. I knew what right looked like in an NCO.

Response by SFC Ed Lewis made Feb 14 at 2017 8:21 AM

SFC Ed Lewis — Tue, 14 Feb 2017 08:21:56 -0500

Just 2 things....
1: "Welcome Home"
2: "Only Yesterday Was Easy".
(My Best to You, & Yours...)

Response by MAJ Gregory M. made Feb 14 at 2017 9:27 AM

MAJ Gregory M. — Tue, 14 Feb 2017 09:27:19 -0500

After five combat tours in the regular Army and SOF, I would boil my advice down to thesee things: 1) learn, especially when you are starting out, take the opportunity to learn as much as you can, from everyone you can. Learn at least a little about every job in your unit and how it fits into the whole. 2) listen, take the input and advice of your NCO's, your soldiers, your peers, your commander but 3) you make the decisions. Don't be afraid to ask what your options are, but then you choose one for your team to make happen. The higher up you rise in rank, the more clear cut this becomes as the commander's job... as battalion, brigade, division, and corps commander your primary job is to get briefings from your staff and subordinate leaders about what's going on, including courses of action to take, and then you decide which course of action to execute. 4) be a good person. The quickest way to fail as a military leader is doing something immoral or embarrassing. 5) leadership is about trust... your peopke need to trust that you listen to then and make good decisions, and you need to trust them that they will accomplish the tasks you give them. One of the best ways to build that two way trust is to invest time and effort in conducting the best, most realistic training you can, with the most preparation and resources you can put into it. Training is what will make you the most effective unit in combat. And demonstrating that you take training seriously and train hard will build your soldiers' confidence in themselves and in you.

Response by CW2 Donald Kempf made Feb 15 at 2017 7:28 AM

CW2 Donald Kempf — Wed, 15 Feb 2017 07:28:35 -0500

I have a unique perspective, I've held pay grades E-1 through E-6, O1 through O3 WO1 and CW2. As a new leader, you have the responsibility for your subordinates to lead them. Your greatest asset is your Senior NCO. You have the education and the intelligence needed to be a good leader, he/she has the experience and wisdom that comes from managing soldiers. The Officer/NCO symbiosis did not occur by accident. The officers make decisions and provide the guidance, then NCO provide the implementation and support. Sometimes an idea sounds great, but when it comes to implementation it is a disaster. Asking your NCO for advice is prudent. You don't have them make the decision, you let them provide feedback and practical input into how YOU make your decision.

I've found that after the Army, the same things occur in corporate life where you have Management and then you have team leads that apply what management wants done. Good managers consult the team leads to make sure that what they plan can be executed effectively.

In a similar vein, when I was a pilot, I wouldn't fly an external load that my flight engineer didn't OK first. If he said it was not rigged right, it stayed on the ground. The decision and responsibility for getting that load moved was mine, but I based my decisions on the input of my crew.

The responsibility for decisions rests on your shoulders. Sometimes, you have to take a path that the NCO doesn't agree upon, and that is why YOU get to decide. Just make sure that if you disagree you discuss why you are going against your NCOs advice, you don't have to explain, but it might make your life easier if there are no misunderstandings.

Response by SPC Joel Quey made Feb 15 at 2017 10:27 PM

SPC Joel Quey — Wed, 15 Feb 2017 22:27:29 -0500

NCOs are humans. They're more experienced than you, but they're still like any humans. Some are smart, some are... not so much. Even smart ones can sometimes give bad advice, and even stupid ones can give good advice occasionally.

It's just like advice in any situation. Listen to their reasoning, and evaluate each piece of advice on its own merits. Realize that different people will have different experiences just by being in slightly different situations. If it's important, maybe try to get advice from multiple sources. Give credit for good advice you receive, but avoid throwing someone under the bus if they give faulty advice (as long as it was given in good faith.)

Response by MSG Private RallyPoint Member made Feb 25 at 2017 9:01 PM

MSG Private RallyPoint Member — Sat, 25 Feb 2017 21:01:05 -0500

Sir,
At least you are ahead of the curve in understanding the complexity of the situation. A truly on point NCO will not only take care of business on their end, but be there to guide, assist, and mentor. The NCO should already be doing this for his troops. A well seasoned NCO will understand that you are new to the game and that there will be a learning curve. They should allow you enough time to do your job. You may not always agree on topics, but if you trust the NCO, you should at the very least consider the opinion. Understand that the NCO should know that by helping YOU succeed, they succeed.
**Caveat- All of this is said with the assumption that you have performed your own due diligence and can work and trust the NCO. Not every officer and NCO can work together. There may be situations where an NCO is not living by the NCO creed.

Response by SGT Dave Tracy made Feb 27 at 2017 9:08 AM

SGT Dave Tracy — Mon, 27 Feb 2017 09:08:56 -0500

Taking advice does not mean you aren't in charge. You take in what you're given and decide accordingly; that's being in charge.

Response by 1SG Jay Vanderford made Feb 28 at 2017 10:45 AM

1SG Jay Vanderford — Tue, 28 Feb 2017 10:45:35 -0500

First realize the difference between a NCO and a Sergeant, secondly, realize where you interact with the NCO support channel and know they run parallel. As a LT you interact at the Section Chief and PSG level, not below or above ( I say this to say you some ass), this is also where those two interact with the COC and they derive their authority from. You lead, you do not train the troops, that is a common mistake by young LTs, and I have had many in my career. You have to rely on your NCOs to provide you a force of trained Soldiers capable of carrying out your orders and thereby the mission, that's the NCO's job. You should also be present at EVERY training event in a participatory manner, evaluate the event and work with the PSG to retrain any piece you deem below standard that may jeopardize combat effectiveness, make a plan, present it at the next training meeting, get it on the calendar. And always adhere to the chain as you would expect others to do, its tempting to interact with Soldiers, however, you decided to be an Officer, you would only succeed in propagating confusion. If a Soldier comes to you, he/she is trying to get a different answer, always refer them back to daddy. Besides, a good NCO will likely step in and talk with you about it, once. You will recognize a good NCO, he/she will be the ones training their Soldiers in the absence of orders, they will have a quarterly training plan for Sergeants time based on previous evaluations that lead the unit to a T from U's and P's, he/she will have the best average PT scores and weapons qualifications, accountability and maintenance of equipment and Soldiers. Lastly, your rank has only one privilege, to serve your Soldiers by providing that leadership in the rain, mud snow and combat, if they are there so are you, lead from the front. I have had my host of Officers that make a policy they do not follow, for example showering in the billets and not participating in clean up, I even had my BC conduct clean up activities if we showered there, if not, its the quickest way to destroy a unit's moral and its combat effectiveness. Yes, listen to experience, but more so upon assuming any position, look, listen, evaluate, learn and make adjustments if needed but based solely on mission accomplishment.

Response by 1LT William Clardy made Mar 16 at 2017 3:19 PM

1LT William Clardy — Thu, 16 Mar 2017 15:19:42 -0400

There's a lot of good advice already offered here, but I'll add this:

As a rule of thumb, you should find yourself agreeing with your platoon sergeant's recommendations more often than not. Leadership isn't rocket science, and neither of you has a lock on being right, so learning to recognize and correct course when you are seriously wrong is a vital skill for an officer

On the other hand, if you find yourself in disagreement with your platoon sergeant's recommendations a significant percent of the time, one of you needs to go -- which one would be the call of the company commander, with the first sergeant's input. But continuing disagreement is a sure sign of either an officer not learning how to command effectively or a platoon sergeant not willing to cede command authority, and both will get good men killed and maimed needlessly.

Response by PO2 Mike Vignapiano made Apr 21 at 2017 9:08 PM

PO2 Mike Vignapiano — Fri, 21 Apr 2017 21:08:56 -0400

For me, it's like listening to your dad & uncles. Their advice might be sound, but does it fit with your logic, your training, your style & personality? You don't want to lose yourself. Remember, it's "advice".

Response by SGT James Hammons made Apr 25 at 2017 1:25 PM

SGT James Hammons — Tue, 25 Apr 2017 13:25:24 -0400

It has to do with respect and the new PL should be able to gain respect by giving to the NCOs, but there is a difference between different NCOs. Some NCOs can be a valuable part of your team. But the respect will flow both ways.

Response by SPC Rob Robinson made Apr 25 at 2017 4:30 PM

SPC Rob Robinson — Tue, 25 Apr 2017 16:30:14 -0400

What I have seen work is that the problem/objective gets presented. The LT, if he's smart, asks if the Senior NCO[s] had any experience with it or if they have any advice. The Senior NCO gives his/her best. Then the LT says, OK, this is what we're going todo..."

But wait there's more!

A man that I met, after I regained my E-4 status, was a SMAJ at the time and he told me of the time he was a FSGT in a training company. The new WP, 2nd LT, was coming in a C.O. In that first meeting the LT said, "First sergeant, I need your advice on how to most efficiently run this company." the First Sgt. said, "Well sir, one thing the Battalion C.O. is a stickler on is that your signature should be done in such a way that ALL of it is confined to the boundaries of the signature box on the morning reports, sir.

"I probably should practice that then," said the LT.

"Here," said the 1st Sgt., "This is a stack of blank morning reports, sir."

"Thank you Sergeant."

By the time the LT got half way through the stack of morning reports, the Battalion C.O. paid a surprise visit to his new company commander.

Everybody got quickly to attention, the C.O. gave "At ease" and looked at the work on the LT's desk. "What are you doing Lieutenant?"

"Signing morning reports in such a way that my signature is confined to the signature block,sir."

The Batt. C.O. turned his head slowly to the 1st Sgt and Said, "You're going to destroy these blanks, aren't you sergeant."

"Oh, Yessir!"

The relationship between the Senior NCOs and the Officers is what makes the thing work, or not work.

Response by MSG James Hughs made Apr 25 at 2017 4:34 PM

MSG James Hughs — Tue, 25 Apr 2017 16:34:21 -0400

How do you put into a few words what takes a life time to learn. For the most part many NCO's see their career in your hands and will support and help you but sometimes they can unintentionally be wrong. On other RARE situations a few NCOs have been known to actively oppose you, but usually you know this because they are most often not very subtle.
The best advise I can give is the same advise I would give to someone with a medical problem : If you feel uncomfortable with what you are getting seek the advice of more experienced leaders.... As a captain I did not hesitate to ask the CSM or 1st Sgt for his advice on how to handle a problem.
Do not get full of yourself.
EXAMPLE A young Lt came on the job in charge of an Admin station. The section had been run temporarily by the NCO. In that there was only one office, currently occupied by the NCO..... The Lt moved the NCO out of the office and put him with the troops. While it may seem appropriate I told the officer it was a mistake. In dramatic action he had demoted the NCO.....elevated himself and created a possible "us verses Him" situation. It would have been much better to have the NCO with him than with them; be a team.

Response by Cpl Jeff Ruffing made Apr 25 at 2017 5:49 PM

Cpl Jeff Ruffing — Tue, 25 Apr 2017 17:49:07 -0400

Whoa, what a good question. Your job in a nutshell is no different than a private. We are all taught to lead in the military. A privates job is to do a great job. Impress his leaders and fellow comrades and get promoted. Will he make mistakes, yes. What type of leadership does he have above him? Who is his role models? Chesty Puller made colossal mistakes, but, he learned. He sought out good leaders and learned from them. Don't try to be everything to everybody. Learn a style that works for you and your "take charge" leadership will come thru. I've had a lot of butter bars in my life, some were good and some were poor. Never had a crappy one. All of them made mistakes. The best ones owned their mistakes and learned from them. Just like a private, those who you choose to keep counsel with will either burn you or help you shine.

Response by SFC Tony Bennett made Apr 30 at 2017 12:29 AM

SFC Tony Bennett — Sun, 30 Apr 2017 00:29:04 -0400

Your NCO is there to HELP YOU BECOME an EFFECTIVE leader IF you have a good NCO. A good NCO will not challenge you for being in charge, that's not his job, he is there to support you. However, as far as the military is concerned, how much knowledge does a 2Lt have and how does that compare to the knowledge of a 15+ year NCO? Who knows what?
The PL can do what he feels is right, even against the advice of his NCO. It's been done before and when lives are at stake, live can be lost. Look up some of the stories from Viet Nam where a green Lt cost the lives of some of his men for not having the knowledge to make sound decisions.

Response by CSM Phillip Rowland made May 2 at 2017 1:27 PM

CSM Phillip Rowland — Tue, 02 May 2017 13:27:55 -0400

Cadet,
I don't normal participate in these discussions, however I must say this; If you have to say that you are "In Charge/Command" to get respect, you are "not In Charge" and you will not get any respect! Remember, RESPECT is a two way street, give it and you get it. If you carry yourself as a "Leader", all will know who you are and what you stand for!!!!

Response by SP5 Mark Cunningham made May 2 at 2017 6:26 PM

SP5 Mark Cunningham — Tue, 02 May 2017 18:26:49 -0400

You should listen to the person with the most exexperience You glean that information and you make a command decision based on that, because the man you're talking to probably has ten times the experience that you do. There's a saying that those who don't study history are doomed to repeat it most ncos have a lot of history

Response by MSG James Hughs made May 4 at 2017 8:37 PM

MSG James Hughs — Thu, 04 May 2017 20:37:48 -0400

Because you listen to advice.....Does not negate you being "in charge"....you always must decide what you do.... I as a company commander (cpt) with 12 years service / experience....I STILL CALLED MY GROUP CSM and listened to his advice.....listened to the advice of my 1st SGT..... but in the end I DECIDED WHAT TO DO..... because you listen to advice does not obligate you to take the advice you have gotten..... and when you do follow advice YOU ARE RESPONSIBLE...... if it goes wrong it is YOUR responsiblity....If it goes right.....give the NCO credit...../ thank him

Response by Lt Col Jim Coe made May 5 at 2017 11:19 AM

Lt Col Jim Coe — Fri, 05 May 2017 11:19:17 -0400

Many excellent answers in this string from Army officers and NCOs. I encourage you to take their advice to heart. I'll offer an Air Force pilot point of view.

My first exposure of any consequence to enlisted personnel was as a C-130 aircrew member. We had two to six enlisted aircrew on every mission. Grades ranged from E-3 to E-9. The senior NCO in the crew was informally designated the NCOIC. As a 1LT copilot I quickly learned the relationship among the officer and enlisted aircrew. Officer crewmembers depended on the flight engineers, flight mechanics (crew chiefs), and loadmasters to be experts in their area of aircraft operations. I was fortunate to fly with E-8s and E-9s who had done multiple tours in Vietnam in the C-130. Their practical experience was HUGE (to use a popular term). I watched the aircraft commanders (O-3s and 4s) defer to the knowledge and judgement of senior NCOs in their specialty areas. If the E-7 loadmaster came to the pilot and said the cargo on a pallet was improperly documented and presented a hazard, the pilot almost always ended up insisting on proper documentation, packaging, and loading or refused the cargo. If he loadmaster was an E-3, then the pilot's questions would go a little deeper like, "show me the TO (tech order) that says the documentation isn't correct". If the complaint was supportable, then the pilot would still insist things were done correctly before accepting the load. This approach built communication and confidence among the aircrew members. If the flight engineer said the airplane was broke (not flyable) because of a maintenance problem, then the pilot was likely to concur. The exceptions came when the maintenance or cargo problem was on the gray edge of the TOs and regs, but probably safe to operate. In these cases the pilot had to make a mission oriented decision. If the delay to make the situation closer to ideal would have a negative impact on the mission, but not jeopardize safety, then the pilot might overrule the NCO and agree to fly the mission.

On the ground away from home station, the aircraft commander or senior officer on the crew took charge of the crew (sometimes the Navigator was senior to the pilots). The NCOIC was expected to supervise the other enlisted aircrew members. The NCOIC was responsible for making sure the enlisted crew knew where the officers were quartered, knew where each enlisted person was quartered, and that they were ready to get on the crew bus on time. He also ensured the enlisted crew was adequately fed and the quarters met aircrew standards. Conversely, the senior officer made sure the enlisted personnel were properly fed and quartered. He also stayed in communication with the NCOIC about the next days schedule. It worked well for the Os and Es.

My advice from this illustration:
-trust the NCOs especially in their areas of expertise
-listen carefully to your subordinates and superiors
-ask questions, especially if something is unclear or seems contrived
-make sure your enlisted personnel are taken care of before you attend to your own needs
-communicate clearly with your NCOs about the mission and expectations
-don't micromanage; set expectations, check on progress, praise achievement in public, criticize in private

Response by TSgt James Carson made May 6 at 2017 3:02 PM

TSgt James Carson — Sat, 06 May 2017 15:02:27 -0400

If you are having a problem with this, may be you need some more training that only the NCO can provide you. You learn BY OBSERVING AND LISTONING.

Response by SCPO Private RallyPoint Member made May 9 at 2017 5:39 PM

SCPO Private RallyPoint Member — Tue, 09 May 2017 17:39:59 -0400

New Butter Bars need to be taught how to tell if their NCO is on point or just a piece of crap more interested in their career progression more than anything else. The best way to do this is have a long talk with your Senior NCO and ask them questions not just about the platoon but also their family, their hobbies and other seemingly unrelated things. How an NCO talks about his family, friends, and hobbies is often more telling than what you can get out of them regarding the unit.
Another way to do this is to have an E6 and Below Call. Take off the bars or fold them under the collar. Get the skinny from them. After, make sure they understand there is a Chain of Command and to get to you they need to use it.
If it turns out your NCO is worth his salt, then pick his/her brain for everything you can get. If not, find one or rely on your senior Staff Sargent(s) for good advice.
In the end all a good PL can do is collect information/advice from those who are trustworthy and then make a decision, and stand by it, based on the mission and the intel and logistics available.

Most important of all, MAKE A DECISION. And always be flexible when the shit hits the fan.

Response by LTC Private RallyPoint Member made May 15 at 2017 1:35 PM

LTC Private RallyPoint Member — Mon, 15 May 2017 13:35:18 -0400

As a prior NCO, I've been on both sides of this. This question is the very heart of what it is to be an officer. You are supposed to be technically proficient, but not more proficient than each and every troop. You are supposed to lead, but still learn. Everything applies at every subsequent grade, even when you reach battalion command and higher and have similar time in service as your CSM.

The overall thread has some great advice which I'll try not to repeat. Instead, just give some focus: being a new 2LT is the ONLY time you are given credit for ignorance. Use it to learn. Your PSG and Commander are supposed to tag-team in training you, but you should learn from everyone you are in contact with. Stick to your ethics, ask questions, and build a base of knowledge. It's ok to worry "how much do I trust others" -- learning how to balance that is a vital leadership skill. Good NCOs understand your job and have no issue explaining what they do and why they do it as long as you show you are respectful. If you get a lot of "that's NCO business" as a brush-off, as a former NCO I will say that is not only the wrong answer, it's "a cause for pause."

Be physically fit, master the tasks of your teams (rifle marksmanship and patrolling for infantry, gunnery for armor, etc.) and understand how the theory you learned in schools are in play. Once you learn those connections, it will be easier to build upon that as a planner and ops person. Most of all, learn the valuable art of diplomatically being the "shit shield" for your troops to let them do their jobs while telling higher and others how they are doing great (by name), while at the same time learn how (and when) to give criticism in a meaningful, constructive way. Keep your sense of humor. You are in one of the best jobs in the world. Have fun.

Response by SFC Terry Murphy made May 21 at 2017 11:26 AM

SFC Terry Murphy — Sun, 21 May 2017 11:26:40 -0400

Having dealt with a lot of Cadets, I just want to say that you need to remember your role. Learn every job that you can, from the Private's to the Platoon Leader's jobs. While it will take you more than the 2-3 weeks you are assigned to a unit, at least you will learn what is expected of each rank. It will also teach you humility. When you learn that the Privates are always getting detailed out and that the Specialists are sometimes in charge but can be in over their heads and that just because a newly promoted Sergeant doesn't know everything, but is willing to learn if given the opportunity, you will gain respect from your subordinates. With respect comes the ability to lead. When you hear the Privates bitching, you will understand why, when you see that Specialist making mistakes, you will understand and when you see that new Sergeant faltering you will be able to empathize with him and get him the necessary mentoring, instead of discipline, because you will be making similar mistakes as a new LT. Also, remember that awards or a slap on the back is just as important as discipline, and that stepping up for your Platoon is important and that every shit detail that comes down the chain is not the responsibility of your platoon.

Response by Capt Private RallyPoint Member made May 21 at 2017 11:43 AM

Capt Private RallyPoint Member — Sun, 21 May 2017 11:43:53 -0400

Years ago (1961) I had to make a sign. The quote stays with me.

In a society where one is place in a position subordinate to another - if he is a gentleman he never forgets it. In the same society when on is place in a position above another - if he is a gentleman he never thinks of it.

Response by SrA Joseph Wolosz made May 21 at 2017 4:32 PM

SrA Joseph Wolosz — Sun, 21 May 2017 16:32:15 -0400

Dear sir,
When you receive your commission you will have graduated from the finest Military Academy in the USA.
You will be a leader of men or women and hopefully they each posses good qualities. Of course the NCO IS the backbone of the military. A good sergeant will make sure his troops are well trained,disciplined and supplied to exceed the levels you expect as a company commander.If he offers advice it could be based on past experience.
I wish you luck in your future.
And I pray the lord will keep you and your men safe if you are in a combat theater of operation.

Response by SPC David Hack made May 21 at 2017 11:48 PM

SPC David Hack — Sun, 21 May 2017 23:48:01 -0400

Being able to take advice from junior and senior NCO's IS being in charge cadet! Because when you take advice from your junior and senior NCO's, you're not only insuring unit cohesion but also insuring that when it comes down to actual combat, that you get the people under you back to the US ALIVE!

Response by SGT Michael May made May 22 at 2017 1:15 AM

SGT Michael May — Mon, 22 May 2017 01:15:53 -0400

It's very important for the 2LT to listen to his NCO's and sometimes they may have to choose a different direction than advised. But the NCO's are there to help but advising and ensuring the success of the platoon and the company. Therefore extending the success throughout the unit. It all comes down to trust and teamwork.

Response by SGT Joseph Gunderson made May 22 at 2017 8:47 AM

SGT Joseph Gunderson — Mon, 22 May 2017 08:47:47 -0400

I love this question because it is an important one for new officers and this is what I would have to say.
No leader, regardless of rank, should ever quit learning. No one is ever perfect at everything, especially new leaders (ie brand new LTd and SGTs). I say, don't try to fake it till you make it. Ask questions. Your NCOs already know that a young LT will not know everything and not a single NCO will look down on you for asking questions and it is a lot less of a painful process than them having to watch you fumble through something and trying to help you pick up the pieces. Understand that you are their superior when it comes to your rank, but even superiors can learn from subordinates. It is an ongoing process. Hell, even NCOs that have been around the block a few times can learn from new privates. But when you finally can do things or you understand how it all works you can then make the choices and perform your duties without the training wheels. And there are few things more rewarding for your NCOs than watching an officer that learned from them finally stop crawling and learn to walk alone.

Response by LTC Chuck Krueger made May 27 at 2017 2:26 AM

LTC Chuck Krueger — Sat, 27 May 2017 02:26:28 -0400

Very simply put.................get in the habit of gathering....listening is a facet of gathering info......also you need to know how to rank sources of info as necessary to suspect to almost useless but all info has some value..............most NCOs, especially senior NCOs are excellent sources of info and advice. Keep in mind that generals lose wars but without good NCOs no war can be won. Always know you are being watched always. You must care more than anyone else and you must prove that point everyday.

Response by 1SG Donald Stone made May 28 at 2017 9:18 PM

1SG Donald Stone — Sun, 28 May 2017 21:18:22 -0400

The final decision is always up to the person in charge, period!

Response by CPT Larry Hudson made Jun 1 at 2017 1:02 PM

CPT Larry Hudson — Thu, 01 Jun 2017 13:02:03 -0400

An officer bears the responsibility . He can delegate extensively, but the responsibility always rest on his shoulders

Response by CPT Private RallyPoint Member made Jun 3 at 2017 9:18 AM

CPT Private RallyPoint Member — Sat, 03 Jun 2017 09:18:52 -0400

It should be relatively easy to figure when and when not to listen. Pay attention to the climate. Get to know your Soldiers and see if the perform out of fear or respect. See if they go the extra mile. If the majority of your Soldiers are going to boards, earning accolades, and your platoon/section are being positively recognized, it's mostly your NCOs setting a good example. Your NCOs would typically be good for advice. Likewise, if the climate is toxic, that's when to look into potentially involving higher NCO channels. We're a team. It's like dancing. You lead your partner, but you don't forcefully manipulate them. If you do, the dance is awkward.

Response by SFC Casey O'Mally made Jun 10 at 2017 5:10 AM

SFC Casey O'Mally — Sat, 10 Jun 2017 05:10:12 -0400

Well, sir, the best way I can answer your question is to tell you about the BEST LT I have ever had, and about the WORST LT I have ever had...
The best LT came in on day 1, and pulled the PSG and squad leaders (of which I was one) into the Platoon office and gave is this "speech": Guys, I don't know sh*t. I expect you to teach me, and to guide me down the right path. I expect you to tell me when I am f*cking up. But I expect you to do that in here, behind closed doors. In here, you guys tell me what to do and how to do it - I will almost always take your advice. Once we leave this office, though, I am in charge, and NOBODY better doubt that fact.

The worst LT was prior enlisted - pinned on SGT three whole weeks before going off to OCS. She consisted told me (her PSG) that she used to be an NCO, therefore she knew my job and didn't need my input. That was the 2nd lowest functioning PLT I have been part of in over 20 years (lowest functioing was a rear D filled with broken Soldiers, chapter cases, and three healthy motivated Troops who were either on their way in or out of the unit), and also the lowest morale BY FAR.

Response by SFC Casey O'Mally made Jun 10 at 2017 5:30 AM

SFC Casey O'Mally — Sat, 10 Jun 2017 05:30:49 -0400

Another thing to remember is that NCOs aren't the only people whp can give you good advice. I have seen many a Company supply room run by a SPC (or even a PFC) - ignore them at your peril. And depending in what CMF you go into, there may well be a situation where you don't have any NCOs for a specific MOS. Sure SPC Smith has an NCO in charge of them, but SPC Smith is THE SME when it comes to left-handed widget repair. Don't be afraid to learn the details, the unique complications, and the warning signs of improper execution involved in left-handed widget repair from SPC Smith, or even from PFC Jones.

No one is going to expect you to spend all day repairing left-handed widgets, but the better you understand their job, especially on the execution (i.e. junior Soldier) level, the better you can see a good job being done (or a bad one) and recognize that Soldier (or group) to your leaders (or start fixing a problem).

I have far too many leaders - both NCOs and officers - completely ignore advice from junior Soldiers for the ONLY reason that they weren't wearing stripes (or in some cases weren't wearing ENOUGH stripes).

Response by MAJ Private RallyPoint Member made Jun 10 at 2017 5:57 AM

MAJ Private RallyPoint Member — Sat, 10 Jun 2017 05:57:04 -0400

I think is not necessarily "listen" versus more of "value" what they bring to the table, their experience and great first-hand insight.

You as an officer are a manager and the leader at the end of the day. There is a big distinction especially in the burden of the responsibility.

I been NCO in two branches, WO and now officer. I can say this from personal experience.

Response by CPO Private RallyPoint Member made Jun 11 at 2017 1:33 PM

CPO Private RallyPoint Member — Sun, 11 Jun 2017 13:33:00 -0400

That is an excellent question. To be short and simple, one must first be a great follower to be an effective leader. In this case, you're following to gain develop into the kind of leader that a team can follow without question. A team wants to be certain in critical situations that they have a leader whose ego is not above the mission, team, and the organization. The best thing to do regarding the adjustment period is to look at your NCO's as invaluable resources to humble, and help you make things greater for the organization. As a Navy Chief, I knew I'd train and develop Officers but part of the transition for us taught us to respect our Officers and know that we are collaborating to help junior officers to become great senior leaders one day. Anyways, best of wishes and thank you for all that you do.
-The Chief

Response by GySgt Rick Roy made Jun 14 at 2017 11:09 PM

GySgt Rick Roy — Wed, 14 Jun 2017 23:09:18 -0400

As a young lieutenant, get to your platoon Sargeant and tell him that you would value any advice he wants to share on any subject pertaining to your platoon in a private setting. Then do just that! Get his advice, use his advice and experience, BUT ALWAYS REMEMBER YOU ARE RESPONSIBLE FOR EVERYTHING YOUR PLATOON DOES OR FAILS TO DO!
Listen, learn, but always remember the decision is YOURS! Your CO will not ask that SSGT why your platoon failed at Mission, but he will plant his boot up your backside teaching you not to do it again!
Once your decision is made, weither or not you used your Platoon Sgts advice, that Plt. Sgt had better be 100% behind that decision! If you notice reluctance to lead YOUR platoon to do what you have told them to do, NIP THAT IN THE BUD RIGHT NOW! If it continues FIRE HIS DUMB A--.

Response by SGT Virginia Schmidt made Jun 15 at 2017 2:38 PM

SGT Virginia Schmidt — Thu, 15 Jun 2017 14:38:20 -0400

While on active duty I was often unhappy with our new officers. They would seldom listen to well seasoned and more experienced NCOs.
By getting a feel for your troops prior to big changes will make the transition smoother. By giving them a voice, even if you disagree, they'll not resent you the way they would if you come in as a dictator. I'm not saying to be their friend, but be approachable and not full of yourself. An arrogant officer seldom garners the respect of the troops Quickly if ever. Be real.

Response by PO3 Andrew Kelly made Jun 15 at 2017 9:39 PM

PO3 Andrew Kelly — Thu, 15 Jun 2017 21:39:48 -0400

Now I will give my opinion as one who was never in the position of either the young officer with the lead or the the senior NCO with the experience. I was one of the minions who followed both and had the opportunity to watch the dynamic from the position of the led.
The best officers I had over me were the ones willing to take the time to discover what kind of team they had at their disposal. As several people have commented elsewhere on the thread, the teams are ofttimes fully capable to function without the officer's presence, especially if the NCOs have been doing their job. What the officer brings to the mix is the fact that he is the person who stands between the strategists of Command and the people who are tasked with actually carrying out those plans, it is his job to, along with his NCOs, to take those orders and direct his team to success.
The troops know the NCOs, their feelings for them may range from like to hate but if the team is strong there is respect and the comfort of the predictability that comes of familiarity. As a new young office you are an unknown, but the team is yours to lead. By listening to your NCOs and using their feedback to guide your decisions they become your filter between you and the team. The men recognize and respect them and by extension they will trust you until you have had the time to gain their respect for yourself.

Response by 1LT Jerry Wyatt made Jun 17 at 2017 5:43 PM

1LT Jerry Wyatt — Sat, 17 Jun 2017 17:43:45 -0400

You must first develop a good BS meter. My own father helped me in that regard. Without it you will have copious quantities of smoke blown up your skirt. Given that ability, you'll have a better chance of disregarding the bad and gratefully accepting the great world of good advice the experienced soldiers have to share even to the point of bailing you out when you're about to screw up. It takes respect to get respect. Your little "Butter Bar" only forces an obligated show of respect. The real respect comes when your honor and sincerity are no longer in question.

Response by CSM Christopher St. Cyr made Jun 19 at 2017 3:41 PM

CSM Christopher St. Cyr — Mon, 19 Jun 2017 15:41:46 -0400

Really good advise posted. Here are my two cents. Always remember, your PSG can do the PL's job. Not all PLs can do the PSG's job. There a plenty of times when an LT is not available to fill a PL slot and the SFC steps up and gets the job done. It is the only position in the Army where an NCO is expected to fill a commissioned officer's position. If my regimental commander is gone, I do not fill her role, the XO or S-3 does. I expected my new PLs to address the platoon at lease once a week. If he had nothing so say, I gave him something to say. I expected him to rehearse with me before formation. As the PL grew, we progressed to discussions about who was going to talk about what. Frequently he address operations and I addressed admin and logistics, traditional roles for officers and sergeants. One thing you will learn quickly is that good battalion commanders know NCOs can take care of business and find things for LTs to do in order to let the sergeants take care of business. You will likely find you have less time to spend with the platoon than you think you will, so learning what only you can do for the platoon will enable you to focus on those activities that have the greatest impact. About the time you really start to be a good platoon leader, the BC will want you on staff and you will be gone. The PSG will still be there as will many of the squad leaders. One final thought from GOA O. Bradley; he said something to the affect that every Soldier needs a good sergeant, and that officers are Soldiers too. I'd like to point out that even the SMA has a sergeant taking care of him!

Response by 2LT Private RallyPoint Member made Jun 21 at 2017 2:48 PM

2LT Private RallyPoint Member — Wed, 21 Jun 2017 14:48:43 -0400

I have limited experience with this, but the experience I have is very recent seeing as I recently commissioned and have NCOs around me. Recognize that you are not an expert in your field but you are surrounded by those who are. Do not be afraid or embarrassed to ask questions when you do not understand something. At the same time, when you have a task, own the task. When a decision needs to be made, make a decision.

Response by MAJ Private RallyPoint Member made Jun 21 at 2017 3:14 PM

MAJ Private RallyPoint Member — Wed, 21 Jun 2017 15:14:32 -0400

To be honest, it just takes time. You'll learn quickly which NCO's are trying to get something over on you and which ones aren't. Plus, your platoon sergeant should be taking care of you. His butt is on the line too if the new PL is getting taken advantage of. And while you're listening to your NCO's, don't be afraid to talk to your commander and other PL's. Companies are small families. The CO or another PL that's been around for a little while can probably give you some insight on some of your NCO's. Plus, your CO shouldn't just throw you to the wolves. He should be watching you, making sure you're doing the right things.

Response by Cpl Zach Wellborn made Jun 21 at 2017 6:15 PM

Cpl Zach Wellborn — Wed, 21 Jun 2017 18:15:23 -0400

The difference is simple. I'm a big believer in the saying, "You can learn something from everyone." When you're fresh out of school you'll meet E-5s and below that have deployed multiple times and have more experience. Being a Marine I always respect the rank but true leadership is earned in how you treat your troops. I met officers that went on power trips and hit brick walls instantly. One of the things I learned very quickly is that everyone excels at something.

Response by LT John Chang made Jun 23 at 2017 7:07 AM

LT John Chang — Fri, 23 Jun 2017 07:07:26 -0400

It's said that we were given two ears and one mouth for a reason. Pretty much that was my attitude as a JO (Junior Officer). If there's one skill I often recommend any leaders to develop, it's learning to ask questions.

Asking questions isn't just about knowing "stuff." It's your window into what's on the minds and more importantly the hearts of your troops. It's both safety net to keep you out of hot water and shows that you care.

Anytime something needed to be done, it was more effective to ask why it wasn't yet than to "order" someone. Asking questions shows you're paying attention, and it provides the right amount of fear with the respect you need to get the mission done.

Response by PVT Raymond Lopez made Jun 23 at 2017 1:50 PM

PVT Raymond Lopez — Fri, 23 Jun 2017 13:50:13 -0400

Cadets are often told to listen to our NCOs after we commission. How can we achieve a good balance between taking advice and being in charge? There has to be an understanding that a good noncommissioned job is to watch your back. When I was a federal law enforcement officer my chief inspector came out one day with a person who I knew from a prior law enforcement agency and when I asked him what he was doing there. The chief inspector said that he was coming to join our force I just said “Boss do yourself a favor don’t hire him. I will explain later. About three month later I walked into his office and handed him a newspaper that said that person in question had been arrested by the state police as a child molester. The chief inspector then said “The Chief would have skinned me alive if I had hired that freak.” I just looked at him and asked “What did the Chief tell my function was?” He said “Your job was to watch my back.” I just said “Exactly Boss.” The Chief and I had known each other since he was a wet behind the ears second lieutenant and I was a PFC and we trusted each implicitly because we both had lost count of the number of time we saved each other’s asses.

Response by Sgt Wayne Wood made Jun 23 at 2017 8:24 PM

Sgt Wayne Wood — Fri, 23 Jun 2017 20:24:05 -0400

You can delegate authority, but not responsibilty...

Response by 2LT Private RallyPoint Member made Jun 23 at 2017 9:03 PM

2LT Private RallyPoint Member — Fri, 23 Jun 2017 21:03:21 -0400

Ultimately you pick the music the band is going to play. But your NCO's are your strongest players and will set the tone (pun intended) in practice and when it's show time. So how do you choose the right music? Communicate with them, factor their advice, reference your base knowledge, and understand your natural instincts. Mix it all together and its a damn symphony.

Response by 1LT Jose Vazquez made Jun 24 at 2017 12:31 AM

1LT Jose Vazquez — Sat, 24 Jun 2017 00:31:08 -0400

You are getting a lot of great feedback!!! I hope you are taking notes :) In my case I was a senior NCO then became an officer. Once a couple of young NCOs tried to give me some BS about counseling young soldiers so I had to give them some training. They didn't know I was a platoon sergeant before.

Response by COL Charles Williams made Jun 25 at 2017 12:56 AM

COL Charles Williams — Sun, 25 Jun 2017 00:56:29 -0400

2LT Private RallyPoint Member I am know I am late to the game/question. 1st, you need to understand command responsibility. Research it, know it, live it. 2nd, you need to read AR 600-20, specifically what NCOs do, and what officers do. 3rd, keep your mouth shut, and listen and learn. Listen to your NCOs, know who is responsible for what. Always remember, if your platoon fails, who will have to answer for it. Yes, listen, but don't forget who is responsible.

Response by Cpl Thomas Kifer made Jun 25 at 2017 1:50 AM

Cpl Thomas Kifer — Sun, 25 Jun 2017 01:50:46 -0400

When I was a Cpl in the Marines, a 2nd Or. confided in me prior to our float to the Med and then to BERUIT back in early '83. He told me he was afraid to go. Not affaires in a cowardly way, but in his ability to command. I told him not to reap what he had told me and I would speak to my GySgt and see how best to make this as easy as possible. The next thing I new my commanding officer took me off the roster to be deployed. My GySgt told me I was going on the next rotation. I should have stayed silent. The 2nd Or. made it back fine I was told but soon left the Corps. I believe as officers there's an art in inquiring without appearing weak. It a balancing act way beyond my understanding. Maybe my CO thought I would be so caught up in the 2nd Or well being., that I would fail in my responsibilities. Who know. Good luck

Response by SFC Arai Pooley made Jun 27 at 2017 7:34 AM

SFC Arai Pooley — Tue, 27 Jun 2017 07:34:01 -0400

There is nothing wrong with looking to your Senior NCOs for advice. They have years of experience behind them (some relevant, some not). In the end, the final decision is yours to make.

Response by Sgt Carlos Barrera made Jun 30 at 2017 4:47 PM

Sgt Carlos Barrera — Fri, 30 Jun 2017 16:47:23 -0400

I concur with all the advice from the more seasoned Soldiers; if you find a salty NCO in your command, stick with him/her; most likely they know the ropes a lot better than the others NCO's. But if you get and Staff NCO who is willing to guide you, by all means pay attention, one piece of advice from a Salty Sgt, Tell the NCO's what you want done, let them handle the how it get's done

Response by PFC Sandra Wade made Jul 1 at 2017 12:04 AM

PFC Sandra Wade — Sat, 01 Jul 2017 00:04:54 -0400

NCO's gain respect through leadership. Not ass hole control and power. This is laying the foundation for giving advise and it being received through respect

Response by SSG Russell Busicchia made Jul 1 at 2017 12:54 AM

SSG Russell Busicchia — Sat, 01 Jul 2017 00:54:43 -0400

Five years before I retired I was the training NCO for a sub-MACOM. I had the section running well when a brand new 2LT was assigned. He had the advantage of being a SGT before he was commissioned. When we met he said that he wanted me to keep running the section while he learned the position. Within a month he came to me and said he felt he was ready to lead, which he did extremely well. He would listen to me when he wanted advice and then make his final decision. I later ran into him when he was a CPT all of his NCOs praised him, he knew how to use his NCOs. Rely on your NCOs to get the mission done until you are comfortable to do it yourself. As you go along and get more experience you'll get better and better.

Response by SP5 Gerald Gowans made Jul 9 at 2017 9:21 AM

SP5 Gerald Gowans — Sun, 09 Jul 2017 09:21:42 -0400

You don't have the experience to lead completely on your own
Listen to the NCO's, because most of them have been through something. Experience is the greatest teacher in life. The dicissions you make are life and death, having more information on or about the situation is key soldiers and NCO's can see things you don't see and know what you don't know.

Response by SFC David Pope, MBA made Jul 9 at 2017 11:06 AM

SFC David Pope, MBA — Sun, 09 Jul 2017 11:06:56 -0400

You should be able to tell if your NCOIC is an effective leader in the first 30 minutes. He will treat you with the respect your rank deserves. If you have a disagreement, never, ever, let it happen in front of your troops. That is a loosing game. Leaders take care of business behind closed doors. My former commander would let his NCO's do their job. If the NCO screwed up, or if a subordinate screwed up, the commander never criticized them in front of the troops, he removed large portions of rear posterior behind closed doors and allowed for the down hill effect to take place.

Response by COL Private RallyPoint Member made Jul 12 at 2017 10:46 AM

COL Private RallyPoint Member — Wed, 12 Jul 2017 10:46:41 -0400

One of the things that makes our Army unique is that we train and empower our NCOs more than any other country. What you lack as a new officer is experience. Your NCOs can give you the benefit of their experience. That said, there is generally the law of threes in any organization. You will have one superstar, one average guy, and one below average guy. The first guy that starts humping your leg when you get to a unit is not normally the guy you want to pay attention to. I recommend being up front with your NCOs and that discussion is fine when the leaders are huddled up and you welcome input, but when you leave, your decision as the leader is it. Getting buy in from your squad leaders can be very beneficial and at a minimum them giving input and your consideration of it will help build the team. In the end, your judgement is what will determine your success. Your time a Lieutenant will be fundamental to your future in the Army. Don't be afraid of failure. As long as you aren't putting undo risk to a Soldier, don't be afraid to try new things in training. When you deploy, I would pay extra attention to your NCOs that have previous deployments and don' t be afraid of talking to your peers and your Company XO or Commander. Part of their job is giving you the benefit of their experience.

Response by CW2 Donald Kempf made Jul 13 at 2017 5:03 PM

CW2 Donald Kempf — Thu, 13 Jul 2017 17:03:22 -0400

There is a difference between listen to and do what they say. While you are the person who has to make the decisions, your NCO is the person who has to carry them out. In most cases, he has information and experience that you are lacking and failure to consult you most valuable asset is just foolish. While you consult, the final decision is yours and you may use his advice, modify it or ignore it. Coming out of school, you are expected to know how to lead. Not know everything. Leaders consult, gather information, make decisions and then give orders to be executed. Along the same line, you can ask your NONCOM "How would you do this?" when you get your answer, ask why he is making certain decisions. Especially in matters of the troops and equipment, he may have more information that can be vital. EXAMPLE: You have to send three soldiers to a marksmanship competition, so the ones with the best scores should go according to your files. You talk to your NCO and learn that your #2 guy has been experiencing vertigo for past two weeks and hasn't been doing any fine motor skill tasks. He is recovering but will he be the best choice for a competition a week away and he can't practice at the range for a few more days? Platoon Leader and Platoon Sergeant are like Manager and Foreman. You make the decisions, SGT implements per your guidance. Give them task, requirements, expected results and any other details like ETAs and leave the fine details to the NCO. There is a reason that you have young leaders with sergeants often twice their age as their NCO. The NCO's experience and knowledge helps to balance the Leader's youth and inexperience. I've been Enlisted, NCO, Commissioned Officer and Warrant Officer, so I pretty much know the perspective from all the angles. You can delegate Authority, but you must always bear Responsibility. Work with your NCO, you decide, he implements, make yourselves a team. If you don't consult your nonCOM, (not necessarily agree by the way) you will be thought of as a fool (Rightly). Also, some NCOs are better than others, so there is some feeling out and you may adjust assignments based on who can actually get the work done. You are the person who makes the decisions, but you don't know everything.

Response by SGT Jody Beach made Jul 14 at 2017 8:14 AM

SGT Jody Beach — Fri, 14 Jul 2017 08:14:38 -0400

Your NCO's are with the soldiers more than you. They work the field with the men more. You have to listen to them and get as much input as you can. Being an officer is no different than being a manager of a store. "Gather in formation".
At the same time you have to let it be known that your in charge. Just don't be an ass about it.
I good leader rather officer or enlisted will earn the respect of their subordinate. You will have those that you have to lock their heals but that should be few and between. Unless you have no idea what your doing.
85% of your soldiers will automatically respect your rank.
So yes listen to your NCO yet at the same time make sure you look at your NCO's history to insure that NCO is a leader not just a stat. IE-Bergdahl automatic promotion to NCO (Still dont understand that one.)
In the end your the one responsible for your troops. It has to be your decision on how to accomplish task. It is quite simple though seeing your filling the shoes of hundreds of men or women that have walk that path before you and laid out the road.
You can never go wrong with information.

Response by GySgt Matthew Cashen made Jul 16 at 2017 8:14 AM

GySgt Matthew Cashen — Sun, 16 Jul 2017 08:14:24 -0400

First off, you are not expected to know everything. You will not the expert in your plt. Your job is to learn and be responsible. The enlisted assigned to you are the SMEs and they need to sell you on their courses of action. You need to listen to the advice provided by your NCOs and SNCOs and make/own the decisions you make based on their advice. Their Fitness Reports should reflect their capability and guidance carrying out the course you chose.

Response by CWO4 Ray Fairman made Jul 16 at 2017 2:52 PM

CWO4 Ray Fairman — Sun, 16 Jul 2017 14:52:55 -0400

Hopefully by remembering the advice I gave my son and subsequently my daughter and my wife when they were also commissioned as 2LT's.

By the time my son graduated West Point, I was a CWO3 with nearly 30 years of service (18 Enlisted and had been a E-7 in both the USMC and USAR) in the USMC, USAR, USAFR and then Back to the USMCR... He had served 4 years in MCJROTC and ended up as the Group XO... all through his life I taught him to make his own decisions, but I also always taught him to surround himself with wise counsel and to listen to them carefully. It is not the capability to be a COMMANDER that makes an officer indispensible, it is the capability to be a LEADER that makes the man or woman indespensible. A good SNCO knows that the responsibility to advise his new platoon commander is his, BUT the RESPONSIBILITY for the operation of the unit will rest entirely on the shoulders of the CO. That is true for all services. I have served (prior to retiring with 42 years 5 months and 15 days of qualifying service) under some of the best leaders and worst commanders the military service has to offer. But I always sought the advice and counsel of the best Senior NCO's available.... I listened carefully to their advice and then accepted the responsibility of making the final decision.... my responsibility, right... or ... wrong and accepted the success' on behalf of my unit and the failures solely upon my shoulders.... If the Leadership Team fails it is the responsibility of that team to Hot Wash" the failures and work as a team to correct them and continue to march.

It is my belief that spotting a poor NCO who has slipped through the cracks (very few) is as easy for a newly commissioned 2LT as it was for a Cadet LT to sopt the weak links in "The Long Grey Line"

However, learning to listen to and evaluate the advice of the experienced Senior NCO's and even some bright junior ones unfortunately is not second nature to a new LT wanting to prove he or she has arrived and is ready to change the direction of their service .... that has been just waiting for them to arrive. So if you'er in it for the long run... start slow and gain speed as you develope your team in what ever unit you are assigned...

I have counseled many HS Seniors wanting to attend a Service Academy and have even sat a few Academy Boards for my Congressman. I remind many of then the education process does not stop at graduation. The advancement through the Company Grades (O-! thru O-3) are like the first 3 years at the academy... OJT leading to military maturity

Best of Luck and I hope your career last as long as mine

Response by SGT Sunny Lalingua made Jul 17 at 2017 1:03 PM

SGT Sunny Lalingua — Mon, 17 Jul 2017 13:03:27 -0400

Dear Cadet. As a newly minted butterbar, you know nothing except theory. Your NCO's know theory and have practical experience. You, won't have to decide when to not listen to your NCO's advice. HE or SHE will know when you no longer need to be advised.Trust your NCO's to maintain professional courtesy, to provide you with good intel, and to direct you into making the best decisions possible. AFTER ALL, you are deciding THEIR fate as well as your own. Excuse my sarcasm, but only a newbie would ask a question like that. No Disrespect.

Response by SPC Mark Leonard made Jul 18 at 2017 2:33 PM

SPC Mark Leonard — Tue, 18 Jul 2017 14:33:20 -0400

I think a lot of the advice is based on a poster image of the Army. Assuming you have a good level of common sense and you have a moral compass that you will not compromise it could really be a crap shoot. I have seen LT's vanish off the face of the earth and there was only ever 2 reasons for it. Great leadership recognizing personality flaws strong enough to unfold the strength and discipline of a Platoon which doesn't sound like it would be an issue for you. The other reason is a new LT thrown into a command so toxic it would make your head spin. Unfortunately there are some real shit leaders out there and if you don't conform to their lack of integrity and moral compass's that they will swing with a magnet at will...... It's not going to be a good time. Hopefully you don't find yourself in a position like that.

Response by CDR Jerry Wells made Jul 20 at 2017 2:47 PM

CDR Jerry Wells — Thu, 20 Jul 2017 14:47:32 -0400

A good number of Senior NCO's will give you good advise but it will always be pre-justice toward their point of view. Get to know them on a professional basis and understand where they are coming from. Remember you are in charge. You should have senior officers that are mentoring you as an O-1 or O-2. If you think that the BS light has gone off then it in all likelihood has. Ask the mentor for advise in how to deal with the situation. Don't ever take what a junior enlisted tells you for truth until he has a good track record of being an honest and hard worker. In general your E-8/9 is looking out for the unit, the men and for you. If they do start pulling stunts and get you in trouble fire them. Talk to the mentor or the CO about it and proceed with his advise. It is the senior officers responsibility to mentor and train younger junior officers. Most will, but there are losers in the O ranks just like the E ranks. Be on guard at all times. Leadership is not easy or everyone would be leaders. Most of all listen before you react. Keep your cool and be even and fair in all discipline.

Response by MSG Private RallyPoint Member made Jul 20 at 2017 2:58 PM

MSG Private RallyPoint Member — Thu, 20 Jul 2017 14:58:19 -0400

The best advice I can give is "don't equate taking advice from your senior NCO's with not being in charge". I have helped quite a handful of LT's grow and mature in my career, and never once has there been any doubt as to who was in charge. Understand that the knowledge lies with your NCO's and the authority and the lion's share of the responsibility rests on your shoulders. You are the whipcracker and we are the whip.

Response by CW4 Clark Stahl made Jul 23 at 2017 5:18 PM

CW4 Clark Stahl — Sun, 23 Jul 2017 17:18:56 -0400

Reminds me of an early lesson learned along these lines. It's 1968 and I'm a brand new WO1 in-processing in RVN. I'm outside on the porch of this building, smoking and joking with the other newbies when this jeep pulls pulls up, disgorging about 6 or 8 very grungy enlisted men who'd obviously been out in the sh&* for at least a week or longer. I don't recall exactly, but I think the senior person in this group was maybe a staff sergeant. A couple of yards away from me there was a newly minted butterbar standing by himself on the other side of the doorway. As this mangy looking, foul smelling group passed by, heading toward the door, they appeared to be completely unaware of our presence...bunch of new guys that we were, that is until his highness the butterbar yells out, asking them if they're not aware that they should be saluting a "superior" officer. Uh oh, I remember thinking, who is this idiot? Without missing a beat, the Staff Sergeant calls his group to attention and salutes ME! Then proceeds through the door, the whole group laughing. Said BB is really upset now, but he's been humiliated to such a degree that he decides to cut his losses and shut his mouth...good choice. A few minutes later he asks me what I thought of the recent exchange, and did I think he was "right"? In my incredible brilliance as a young rotary wing pilot I answered something like: "I'm not sure that that's the best way to earn the respect of those who just might be charged with watching your back someday, so no, I think you'd better change your attitude...or this might be a very short tour for you." I have no clue what happened to him, but hopefully he learned a lesson.

Response by SFC Scott Parkhurst made Jul 28 at 2017 12:05 AM

SFC Scott Parkhurst — Fri, 28 Jul 2017 00:05:17 -0400

My first thought was that "team work" came to mind. An NCO has been there, has been in the Military for a lot longer and has seen a lot as well. He/she has been through many training schools. They have counciling background. So why wouldn't a Cadet not listen? And the other way around. I learned a lot from Cadet's as well. We really need to listen to each other and not get cocky with rank either. It's all about mentoring our in coming Soldiers and how to make our Military a better and proud one. I would hope that these Cadet's would trust us NCO's to guide them and when we see them again in the field when they have their new rank(s) that we get along and work hand and hand and have a great working relationship. Lives count on it.

Response by CAPT Don Bosch, EdD made Jul 28 at 2017 4:17 AM

CAPT Don Bosch, EdD — Fri, 28 Jul 2017 04:17:03 -0400

If you don't consider their advice you'll suck at being in charge.

Response by PO1 Private RallyPoint Member made Jul 28 at 2017 3:49 PM

PO1 Private RallyPoint Member — Fri, 28 Jul 2017 15:49:54 -0400

There is no balance. Taking advice does not mean you follow your juniors' orders or directions. You are still in charge. Leading well requires you listen well and have a good relationship. Your juniors, especially those who have years of experience and are proud of their jobs, will never set you up and guide you to wrong directions. The worst thing they would do to you is to follow your order even though they know your order will bite you later. The best thing they can do is to inform your boss about your bad order before executing it. Either way they do is because you give them an impression that you do not take care of them or not respect for their expertise. And please do not jump down to your change of command unless it is an emergency.

Response by MSgt Deborah Leone made Jul 31 at 2017 10:06 PM

MSgt Deborah Leone — Mon, 31 Jul 2017 22:06:56 -0400

Having been an NCO, I can say that my job is to give options to the new LT, not make decisions. I will list all the options, why they are there, and how I can to those conclusions. It is the LT's job to listen, not just HEAR, and then make a decision based on factors that I do not know about, operationally. So my advice would be to take the information and think about it. Get the NCO to explain more if you need more info, have them explain it differently, rephrase the problem, ask other LT's. Obviously, time critical decisions won't get this consideration, but those depend on the NCO experiences more. Don't be afraid to use it. I spent a lot of time talking to Officer Ranks and due to my position they listened. USAF is weird especially medical, but respect is not a rank thing.

Response by SPC Don Wynn made Aug 4 at 2017 5:48 PM

SPC Don Wynn — Fri, 04 Aug 2017 17:48:51 -0400

In reality, your first year you are not 'in charge'. You will learn leadership from your CO, but running a platoon will come from your PSG. Give him the orders as conveyed by the CO and then stand back and observe. Think of it this way; the PSG is mom, you are dad, from the 60s. Mom takes care of the day to day stuff - do your homework, brush your teeth, etc. Dad comes in to reinforce what mom says and act as 'bad cop'. You know, "Just you wait until your father gets home!"

Response by MSgt James "Buck" Buchanan made Aug 6 at 2017 12:53 AM

MSgt James "Buck" Buchanan — Sun, 06 Aug 2017 00:53:23 -0400

Use the advice and teaching provided by your seasoned NCOs to help you make firm decisions; don't be "wishy-washy"; a good NCO will actually help you to be in charge by backing you up when decisions are made, but may/will also provide private counsel when decisions or methods are questionable. If you show confidence in but not deference to or resentment of your NCOs and their knowledge/experience they will make you the officer that you want to be. There has to be a partnership, and in that you should find that a good NCO will sort of bring you along like his child, not saying that in a detrimental way, then one day you'll be walking and talking on your own and he will just set back and be your first line of defense. There is simply a learning curve, and once you know the job and the people around you you will realize that there was never really a problem to start with.

Response by SP5 Norman McGill made Aug 7 at 2017 11:07 AM

SP5 Norman McGill — Mon, 07 Aug 2017 11:07:30 -0400

Ha! BS meter! I like that. Any NCO who gives his Lt. bad advice or no advice will regret it in the long run. To me the best officers were the ones who knew how to delegate authority. They used their NCO's as an extension of themselves but always watched as things went along, made corrections in a firm but not overbearing manner and always listened to all his troops whenever possible. I always tried to remember that the second Lt. was at the bottom of the officer pecking order like a private is so he has a tough job from the beginning. Anything the NCO's can do to make their Lt. look good works in favor of them too.

Response by CDR Allen Black made Aug 13 at 2017 5:28 PM

CDR Allen Black — Sun, 13 Aug 2017 17:28:06 -0400

All (or mostly) good advice. The key point is this: leadership is about responsibility. You don't need to know more about weapons, comms, or platoon tactics (at first), but you need to understand and accept 100% that you are responsible for your troops. That sense of responsibility should lead you to seek and follow the best guidance you can get, from your PSG and others, and to learn as fully and quickly as you can. In my experience, good NCO's will respect even a newby who is inexperienced if the officer shows that he understands and accepts his or her responsibility for the unit.

Response by CPO Mark Robinson made Aug 13 at 2017 8:48 PM

CPO Mark Robinson — Sun, 13 Aug 2017 20:48:41 -0400

My Department Head (O-4) told me straight up that it was my job to teach our new Ensign everything I could and I made it my top priority to make him succeed as an officer. We had a great working relationship. In the navy they have morning quarters and the Division Officer will put out the orders of the day.

Response by SSG Private RallyPoint Member made Aug 13 at 2017 11:42 PM

SSG Private RallyPoint Member — Sun, 13 Aug 2017 23:42:09 -0400

Sir I am not sure I can really add value to this conversation most of the valuable point have been pointed out. It is a learning experience for you to develop into a confident leader. The best thing you can do is make the most of your time. Listen to sound advice, dont be afraid to ask questions from your PSG, and finally as mentioned if you show your soldiers that you are willing to endure "the suck" with them and take care of them you will hold their highest respect. I wish you the best of times while you hold this role.

Response by PO1 Scott Kahler made Aug 14 at 2017 5:25 PM

PO1 Scott Kahler — Mon, 14 Aug 2017 17:25:40 -0400

If you want to see a great example of an NCO respectfully advising and mentoring a young officer, watch the U-571. (Particularly the end when the chief pulls the LT aside for a private chat) I've seen this kind of trust, mutual respect, and leadership many times in my career. Leaders who know how to follow and respect the experience and advice of all of their staff, tend to have the strongest cadre of followers. And a leader is only a leader if he/she has followers.

In my military and civilian career, the leaders I am most loyal to are those who legitimately listen and know they are still learning too. They "take charge" and give direction using ALL of the input they receive.

Response by SGM Erik Marquez made Aug 14 at 2017 5:58 PM

SGM Erik Marquez — Mon, 14 Aug 2017 17:58:16 -0400

You are always in charge
You should always listen to advice
The decision is always yours
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.
.
.
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Those are absolute statements and meant as a concept, not verbatim.

Response by CPL Peter King made Aug 19 at 2017 4:08 PM

CPL Peter King — Sat, 19 Aug 2017 16:08:15 -0400

My commander arrived fresh out of Sandhurst, first thing he said was "teach me". He knew he knew the theory, but lacked the real experience. He went on to be a fine, well respected General

Response by CPL Peter King made Aug 19 at 2017 4:16 PM

CPL Peter King — Sat, 19 Aug 2017 16:16:14 -0400

The scariest words every uttered by a Lt, "In all my experience". Or by a Cpl "Watch this". And you'll never hear a Sgt say "You have the map sir"

Response by Cpl Rock DeAugustine made Aug 19 at 2017 7:14 PM

Cpl Rock DeAugustine — Sat, 19 Aug 2017 19:14:30 -0400

Its not that hard; you'll already know which NCO's are respected by their men. Listen, consider, then make an educated choice that is clearly your own. Generally you have a couple years of age and several years of education and life experience on most of your junior NCO's.

Response by LTC George Morgan made Aug 24 at 2017 1:37 PM

LTC George Morgan — Thu, 24 Aug 2017 13:37:10 -0400

By addressing the SNCO by Rank and commencing your discussion with; SFC So-and-so, I was going over the Training Profile for Exercise BS and felt that a way to approach it mght be ................ Do you have any observations on this approach?

You recognized his rank, you gave your outline and were respectful in asking his/her opinion without any reflection on loss of position.

Get some time and knowledge under your belt before even thinking of taking the high road or you will surely crash and burn. Furthermore, you will be permitted to do so.

As is the case with all forms of training, civvy or military: You don't learn the job whilst in training, you learn it after you qualify and get time in. Respect all your NCOs, senior or otherwise, and you will gain the respect you will require as a Senior Officer!
Good Luck.

Response by PO1 Don Rowan made Aug 26 at 2017 8:37 AM

PO1 Don Rowan — Sat, 26 Aug 2017 08:37:08 -0400

Common sense helps, Cadet.

Response by LTC John Wilson made Aug 26 at 2017 11:17 AM

LTC John Wilson — Sat, 26 Aug 2017 11:17:53 -0400

I received the same advice as a cadet, took it to heart, and it has served me well.

Patton once quipped, "One of us is not as smart as all of us." There was never any doubt as to who was in charge when he was the appointed leader of a formation, was there?

Never for a moment believe that you command authority is contingent on you being the smartest person in the room. Never fear that loyal opposition from NCOs (or junior officers) constitutes a challenge to your authority, either. If you play that foolish game, you've become a toxic leader unfit for leadership.

Most subordinates under your leadership are professional passionate about what they do. NCOs under your leadership have decades more experience than you will when you arrive at your first post. The quickest way to destroy morale and alienate the most important people in the earliest stages of your career is to disregard their wisdom...even when you may not fond yourself in a position to execute it. The fastest way to energize your team and actually BE SEEN as a leader is to have an idea, brief your NCOs, and ask: "What do you think? How can we make this better?" When you have their input, you increase the likelihood of their "buy in" and mission success.

Officers and NCOs NEED each other...whether we like to admit it or not. Always assume positive intent until proven otherwise.

My favorite NCOs have always been the most vocal in opposition. When I've honestly collaborate with these to overcome their reservations, I've usually found them to be the most dependable agents to accomplish the task on the end.

We're only officers. Our role is to take the information available, make a decision, lead the action, and accept responsibility for failure. Your team should get the credit for success.

Response by PFC Eric Parrish made Aug 26 at 2017 11:40 AM

PFC Eric Parrish — Sat, 26 Aug 2017 11:40:29 -0400

You are in charge. No matter what counsel you receive. NCO's and SNCO's are a wealth of information, but at the end of the day you run the show and are responsible for the outcome. Listen, be objective, and make a decision. The best officers I have seen, were surrounded and supported by some of the best NCO's and SNCO's I have ever seen.

Response by MSG David Johnson made Aug 26 at 2017 12:33 PM

MSG David Johnson — Sat, 26 Aug 2017 12:33:59 -0400

On my last deployment I deployed in the PL slot, I kept that position from August to December 2006.
I argued with the Colonel that I didn't need an officer, and that he could probably find a better use for a Statistical Mathematician somewhere in battalion than in a line platoon.
I lost the argument and was given a 1LT to do left seat/right seat, my company commander told me that if the LT was not up to the job he was gone.
After a few arguments the LT understood my role as his PSG and things worked from there.

On one night mission he put a Soldier In the drivers seat of a Buffalo and allowed this Soldier to drive. The Soldier had told his Squad Leader, and myself that he was night blind and couldn't drive in the dark. Now this Soldier wasn't some dirtbag snuffy, he just claimed that he couldn't see well enough on the dark to drive.
The Soldier came up to me while I was talking with some of the guys while I was doing my barracks check, he told me about what had gone on and he was pretty stoked about getting to drive, normally he was a Humvee driver.

After finishing up with the platoon I went and wrote up a counseling statement for this young Soldier.
For the counseling I asked the LT to join me with this Soldier.
When I counseled this Soldier I made sure the LT knew that the counseling was for him as well without it being in writing, the Soldier had told him he wasn't allowed to drive after dark, the mission was not time critical, the Soldier did not need to take over as driver.

There's more to it, but I hope I made the point, there are times when a young officer makes an error that needs to be brought to his/her attention, but it should always be done with tact.

Response by PO3 B Al Eisen made Aug 27 at 2017 7:05 PM

PO3 B Al Eisen — Sun, 27 Aug 2017 19:05:26 -0400

My answer is rather simple to state, but, harder to facilitate. Your NCOs are like Sea Daddies in the Navy. They can consult you all that you need or want, but, you have to make the ultimate decision. If you act in a proper and honorable manner, they will stop you from making very bad decisions. As you get better, they will comment less and less. But you had better get better or lose their respect.

Response by CSM Michael L. Mullenix made Aug 27 at 2017 8:54 PM

CSM Michael L. Mullenix — Sun, 27 Aug 2017 20:54:21 -0400

I had a company commander in Vietnam who told me that sergeants run the army. If he wanted to know what was really going on he would ask a trusted NCO. I know first hand that a new lieutenant in combat would depend on his sergeants to show him the ropes.

Response by 2d Lt Darryl Hadfield made Aug 29 at 2017 9:35 AM

2d Lt Darryl Hadfield — Tue, 29 Aug 2017 09:35:04 -0400

Remember that a commissioned officer is the one responsible for the action, regardless of what advice he or she gets from anyone else.

Always remember what your responsibilities are, and to whom you are responsible.

I always found it worked well to never give an order to do something that I wouldn't do myself, while at the same time, doing my best to share the shit around - if my senior NCO suggested I do something, at least listen to him or her - and then decide based on that advice, based on what task is at hand, based on what my responsibility was to the mission and then to the people. Then make the call and follow through. Remember that you're not perfect, and no-one's expecting you to be - but remember too, that neither is your SNCO.

Since your SNCO isn't perfect, sometimes the advice you MAY (but not necessarily WILL) get, is influenced by their own feelings. They may not be putting mission first. It happens, it's human nature. God help you if you find yourself in a position where there might be a reason NOT to put the mission first - an illegal order, a personnel issue that might mean you need to handle a people issue before you're able to handle a mission issue..

As LTC Mackay said, it's a delicate balance - and, many things don't require an immediate response. Give some though to things you might get handed to you to deal with, before they happen - so that you can game it out in advance. Just make sure that when the time comes that you don't kneejerk and do whatever you pre-gamed; make sure the situation really does match before you use your canned response.

Response by SSgt Boyd Welch made Aug 29 at 2017 9:43 AM

SSgt Boyd Welch — Tue, 29 Aug 2017 09:43:41 -0400

Here is an old guy's take on this great question. A new officer is like a brand new young pastor of a church. You can run in there to change the world and be out of a job in 6 months OR you can listen to your senior leadership and not only survive but thrive as well. One thing I would caution a new officer (not former enlisted). You lead the mission and the vision from the top down. Respect your NCO's but do not become your senior NCO's son or daughter. Listen, get information, accept recommendations but YOU make the decision.

Response by LTC Ronald Stephens made Aug 29 at 2017 10:46 PM

LTC Ronald Stephens — Tue, 29 Aug 2017 22:46:40 -0400

As a newly commissioned field artillery second lieutenant I knew the fundamentals of the job from orienting an aiming circle to performing the job of any member of a gun crew. What I didn't know was how to do them efficiently and accurately under pressure. Nor did I know how to provide guidance to the troops under my leadership without l patronizing them. (At that time most of them knew more about their jobs than I did.) One of the gun section chiefs took me under his wing and told me then showed me how it was done. This NCO, an E-6 had barely half the education I had but was a born leader and an excellent instructor. I had the good sense to swallow my ego as a new second lieutenant and listen to both his instruction and his criticism including the occasional figurative but tactful butt chewing when I screwed up. Made it a point not to repeat my mistakes. Thank you SSG Prince.

Response by MCPO Private RallyPoint Member made Sep 2 at 2017 5:48 PM

MCPO Private RallyPoint Member — Sat, 02 Sep 2017 17:48:52 -0400

A good NCO will let you know when you are screwing up at light speed without ruining your credibility. As you develop your relation with them you will know when they are nudging you in the right direction and when they are letting you fly. This puts a lot of responsibility on the NCO but that's what we do. When in doubt, ask. You will probably have many one on one discussions out of earshot of the rest of the troops when your first get there assuming the NCO is doing their job right.

Notice I said a good NCO, you may get an earth sack who managed to get through the system. In that case, listen and speak with other NCO's if you suspect an issue. Then sit down and have a heart to heart with the not so good NCO and lay out your expectations.

Response by SPC Martin Meyer made Sep 3 at 2017 11:59 AM

SPC Martin Meyer — Sun, 03 Sep 2017 11:59:38 -0400

I enlisted in 1971 so I was a volunteer, that was also the time the Army was transitioning from a draft based to an all volunteer Army due to the Vietnam War. I also was a paratrooper which is also an all volunteer unit, and I went to Ranger school but washed out after mountain phase. I was not ready to do it all over again so I quit which I have always regretted. I was much older than the average recruit and had a couple of years of college behind me. When I enlisted the Army tried to recruit me into ASA, just not what I wanted plus at the time it was a 4 year enlistment vs. a 3 year enlistment. I felt the need to give a brief history of my time in service to better qualify my answer below.
Since, I was never an officer all I can say it that if you are new Unit or to a combat area and you have an experienced NCO you should listen to his or her advice. As an officer you are still in charge. If they have been "In Country" as it was called in my day they have learned to survive in a hostile environment. I did not serve in Vietnam but was Vietnam Era, so I knew a lot of NCOs returning from Vietnam.
I learned a couple of things and found most officers fell into 2 categories especially new 2nd and 1st LTs. I will say that I served under some great officers during my time, but there was always the new West Pointer that thought his shit didn't stink and he was far superior to you. Problem being that you are a platoon leader and when you enter combat that lowly private might be the SOB, that may save your life and he may have second thoughts if you have not earned his respect. Remember there is only one of you and 40 of them.
The best officers were the true leaders they knew their men, they listened to their NCOs and did not demand respect just because they were officers. They new they had to earn the respect of the troops they were going to lead.

Response by SGT Jim Ramge, MBA made Sep 4 at 2017 7:58 AM

SGT Jim Ramge, MBA — Mon, 04 Sep 2017 07:58:48 -0400

You have a chain of command, use it! Ask your BC and CSM whom the best in the BN are and seek them out. Tell them your your purpose, mentorship, knowledge, loyalty to your organization, etc., for if you stay at an organization long enough, you will end up working with many of them in one way or another anyways! Great way to build a report or comradre with ones peers or subordinates and also gain there trust, knowing you have zero problems coming to them, seeking guidance! The thing to understand here is that term experience. As a Second Lieutenant, you have none and you are building it - you have an education! Most are afraid to flat out tell you that, but it it just a fact. Your NCOs are simply there to build your self-esteem, and make you experienced! Your exducation and insight to watching and learning and NCO will provide you with the proper Leadership skills you need to be successful. West Point, the Citadel, OCS, ROTC or other form commissioning taught you Management, leave your Leadership mentorship to your NCOs, they've been there and done in in your line of work for decades! And yes, one must know and come to distinguish that Management and Leadership are two different things, and NCOs, if you cannot, get your education and come back to this discussion...

Response by SSgt Private RallyPoint Member made Sep 4 at 2017 10:54 AM

SSgt Private RallyPoint Member — Mon, 04 Sep 2017 10:54:35 -0400

When you're that new 2ndLt hitting the fleet in the big bad real Marine Corps, they literally spit you out of MOS school knowing nothing (no, your college degree does not mean anything in the fleet, and your MOS school only teaches you the basics of your job). As communicators, our lieutenants have to learn quickly, and are expected to know everything about their field from day one (or so was the case in the MAG I was with before embassy duty). I was lucky enough to arrive at that MAG with a brand-new comm O, who looked eager to do his job but didn't know the ropes just yet. Not to mention he also was thrust into a shop that was much too small for the responsibilities demanded of us on a daily basis, with the hardest comm MOS to learn from: Cyber. When it came down to getting ready to go to the field, my lieutenant was thankfully the good kind, who was genuinely interested in how we did our jobs and didn't micromanage how we conducted business. During Lava Viper, one of the most surprising things he asked me was to teach him how to tip a Cat-5 ethernet cable. I had to laugh a little, as I thought something like running lines was beneath a comm officer, and asked him if he really wanted me to show him how. Sure enough, after about a solid 45 minutes of practice, we got a call from the S-2 saying that they're having connection issues. The Lt and I both went to check it out, and I did my troubleshooting, got ready to re-tip the ethernet cable, and was stopped by the comm O, who said "lemme try." I handed him my crimpers and the RJ-45 tip, and he went to town on this cable. He plugged it into the computer, I verified connectivity, and he had the biggest smile on his face when I gave it the thumbs-up. After that came building servers in Australia and some switching and routing commands later on, too.

The big things you need to know as commissioned officers, are that 1. You are always in charge, and more knowledgeable enlisted guys shouldn't diminish your authority; 2. We are there not only to help you learn, but ultimately make sure you look good in front of the commander at those daily briefs, because nobody wants the big man breathing down our necks; and 3. There is nothing we hate more than someone who is all up in our business for the wrong reasons. Micromanagement should be a means of last resort and not something to be used on a daily basis when it comes to getting the mission done. Nothing kills morale quicker than an officer who walks around telling his subordinates to do something his/her way without listening to why his/her NCOs/SNCOs are trying to complete the task their way. Do feel free to share ideas, though, because sometimes we could use some fresh ideas, even from an officer.

One of the biggest things to keep in mind is to keep work and play separate. If you're going to chill with your subordinates after hours and get some drinks and watch a football game on occasion, always remember to put it back into work mode once you're back at work. This allows you to maintain your authority as an officer, and also keeps a professional relationship from shifting toward the fraternization region.

Response by SCPO Private RallyPoint Member made Sep 4 at 2017 12:37 PM

SCPO Private RallyPoint Member — Mon, 04 Sep 2017 12:37:41 -0400

Always make sure you take that advice in private. A veteran, senior NCO knows his place. He will let you be in charge. He will almost always counsel you in private, if and when and why and how you fucked up, if he needs to. If the bullets are flying and you know and everyone else knows you have messed up royally, listen to him as he shouts at you and count your blessings he is there to save your ass!!!

Response by Sgt William Coffee made Sep 8 at 2017 1:06 PM

Sgt William Coffee — Fri, 08 Sep 2017 13:06:28 -0400

Always allow them to provide possible solutions to problems even though you believe that you already know the answer. It makes you approachable, sensible and a person that anyone would follow into battle. You have now been put to a level that requires critical thinking, as you mature in rank you will find that those you trusted for valid advice will continue to be able to approach you when they see something that might provide a more desirable outcome. Never let your rank erase your humility.

Response by SPC Franklin McKown made Sep 8 at 2017 2:41 PM

SPC Franklin McKown — Fri, 08 Sep 2017 14:41:13 -0400

Our LT was an E5 before he commissioned as enlisted personnel we were prone to drinking and on one occasion he had a beer with us to explain a few things about his command.
If I 'm NOT mistaken that would be illegal fraternization ,however the bonding factor was absolute.
You are joining a team that is capable,your decisions will be costly at times ,but a LOYAL body of troops WILL follow you.
Rules will be broken to succeed,those who get that move ahead,so long as they do so in accordance with the mission at hand and not rampant speculation.

Response by Sgt Charles Strain made Sep 14 at 2017 1:35 PM

Sgt Charles Strain — Thu, 14 Sep 2017 13:35:43 -0400

I would like to say Thank You to all the Members that commented on this question. Being a Marine Corps Sergeant was the most rewarding endeavor I ever made. Now I know why I love Our Corps and Military so much! Semper Fidelis. Always!

Response by SPC Herbert Gray made Sep 20 at 2017 1:18 AM

SPC Herbert Gray — Wed, 20 Sep 2017 01:18:07 -0400

I instructed my son to listen to his NCO's when he got commissioned. He is now a Captain getting ready for Major, and all his NCO's in the past keep in contact with him. Anyone telling a cadet to not listen to their NCO's for advice or anything is an idiot.

Response by MSgt Christopher Schaefer made Sep 20 at 2017 8:33 PM

MSgt Christopher Schaefer — Wed, 20 Sep 2017 20:33:35 -0400

You should be taught that before being commissioned. If not, you are either not paying attention or the school is doing you a disservice by not teaching you these skills.

Response by CPT Private RallyPoint Member made Sep 25 at 2017 3:07 AM

CPT Private RallyPoint Member — Mon, 25 Sep 2017 03:07:31 -0400

I will be a little more blunt than usual with this comment. Some NCOs are better than others and it is the same with officers. Pray that you get a good Platoon SGT especially if you are an IN officer or any of the mobility oriented combat arms. When you graduate from Officer Basic you will know how to fight in complete accord with Army "concepts". In essence the first time you run into a situation that doesn't exactly fit you will probably attempt to force the situation to fit the "how to fight manuals". In essence as a newly commissioned butter bar you know exactly "dick" about combat. You are in luck right now as almost every senior NCO has been on multiple deployments to the "great sand box" and has forgotten more about combat than you will know for a long while. You can always ask for opinions from NCOs without losing your authority. It requires both you and your NCO to have mutual respect, trust, and discretion. Trust me he will help you accomplish your mission effectively and keep you from going home in a bag. LTC Mackay sounds like an exceptional officer with a great deal of experience but I differ in one point that I learned in the 82nd, the 1st BN and SF. As much as you care for your men, their actions at the target are the tools you have to use to accomplish the mission. You MUST always place the mission first, and the well being of your troops must always be second. That does not mean that you sacrifice them needlessly, but war is a deadly business and you need to prepare yourself for losses that you will feel very personally. One of the burdens of authority.

Response by SGT Vincent Sheetz made Sep 28 at 2017 7:57 AM

SGT Vincent Sheetz — Thu, 28 Sep 2017 07:57:33 -0400

No balance needed open honest communication and set the standard by example . Everything else will work itself out

Response by Capt Al Parker made Oct 3 at 2017 1:57 PM

Capt Al Parker — Tue, 03 Oct 2017 13:57:19 -0400

It's called being smart, have served as an enlisted mand for 10 years and as an Comissioned Officer for 10. It helps learning the tricks of the trade, plus you gain from the NCO's EXPERIENCE.

Response by GySgt Kenneth Pepper made Oct 3 at 2017 2:13 PM

GySgt Kenneth Pepper — Tue, 03 Oct 2017 14:13:06 -0400

Try to develop a mentor relationship with a seasoned SNCO outside of your direct chain of command. This will give you a sounding board for ideas and feedback.

Response by SSgt Private RallyPoint Member made Oct 4 at 2017 8:29 PM

SSgt Private RallyPoint Member — Wed, 04 Oct 2017 20:29:26 -0400

Response by SSgt Private RallyPoint Member made Oct 4 at 2017 8:57 PM

SSgt Private RallyPoint Member — Wed, 04 Oct 2017 20:57:53 -0400

IMHO, know your shit. It'll take time, but learn the regs & SOPs. Don't just go to your NCO for every answer, especially if you're not planning to actually gain anything from it. Be an actual leader! Your soldiers are looking to you for guidance, be able to give it to them! Every NCO will be different, but the Big Army is always the same...so the regs/SOPs will always be the bottom line. A leader has the ability to lead no matter who is around. Good luck Cadet! It WILL get easier as time goes on!

Response by William Smith made Oct 12 at 2017 1:31 AM

William Smith — Thu, 12 Oct 2017 01:31:33 -0400

you will soon learn that being in charge isnt what you thought it would be :)

Response by LTC Robert Gray made Oct 15 at 2017 6:29 PM

LTC Robert Gray — Sun, 15 Oct 2017 18:29:00 -0400

It has been a long time since I met my first Platoon Sgt, Johnny Daniels, He understood that his job was to train me. He did his job well. A good Sgt will advise assist but never undermine his Lt as long as the Lt will listen. At the same time never forget you are responsible. Your are in command.

Good officers are successful because of their NCOs.

Response by Sgt Martin Querin made Oct 16 at 2017 3:00 PM

Sgt Martin Querin — Mon, 16 Oct 2017 15:00:42 -0400

In the long run it's your call. Know your men/women including your NCO's. If they have done the work to earn the stripes on their arms, rather than just filling a billet to the next promotion, they should be a great resource in terms of tactics, leadership and command and control. One of the best indicators is what you see in the men/women they are leading; if the troops are not wired tight, an poorly trained, or underperforming and undisciplined gaggle of turds, that is an indication that you're dealing with a weak NCO...at least that is my 2 cents. Best of luck Cadet LT Riford

Response by SCPO Lonny Randolph made Oct 16 at 2017 3:14 PM

SCPO Lonny Randolph — Mon, 16 Oct 2017 15:14:10 -0400

Your job is to find out what the command's objectives are and bring that information back to your unit. It is your SNCO's job to divide that task into useful chunks and dole it out to the individuals. You should be looking at the unit from the 5000 ft level, your SNCO will take care of things at ground level. Make it a point to discuss your plans and objectives with that senior enlisted leader, he expects it of you and he will often help you find an easier way to get the job done. When you work together and both of you are on the same track your team will work better and they will have more confidence in you. Be decisive, but don't make decisions just to appear to be the decider. An effective officer is one who knows when to seek advice and input and when he/she has enough information to make a decision.

Response by Vicki Johnson made Oct 16 at 2017 4:53 PM

Vicki Johnson — Mon, 16 Oct 2017 16:53:11 -0400

If he's wrong..easiest!

Response by LCpl Donald Faucett made Oct 16 at 2017 10:15 PM

LCpl Donald Faucett — Mon, 16 Oct 2017 22:15:48 -0400

Just be yourself, recognize greater responsibilities, and earn respect by learning and applying good leadership skills.

Response by SFC Private RallyPoint Member made Oct 16 at 2017 10:23 PM

SFC Private RallyPoint Member — Mon, 16 Oct 2017 22:23:07 -0400

Have to have a good PSG.

Response by LTC Private RallyPoint Member made Oct 18 at 2017 8:56 PM

LTC Private RallyPoint Member — Wed, 18 Oct 2017 20:56:28 -0400

Among other things...
Let the NCOs who you work with know that you recognize that they have experiences and knowledge that you lack and you respect them for it. A good leader knows when to rely on expert advice and how to solicit it. Let your NCOs also know when it comes down to it you are held to making a decision and encourage a Command Environment where everyone follows COC but recognizes soldiers for their various areas of experience and expertise.

Response by PO1 Timothy Organ made Oct 22 at 2017 10:57 AM

PO1 Timothy Organ — Sun, 22 Oct 2017 10:57:24 -0400

Best course for jumior officers right out of the box is to listen often and observe first. A good unit relies on their leaders to lead, with that it is generally good to gage the interaction of the senior subordinate relationship, because thats tgr critical ingredient in leadership. You as a junior officer having no experience cannot be regarded as senior yet, but your duty to your folks is equally essential. When its your time to lead, lead but when its time for the senior to lead, observe, learn, and ask questions in private when there are questions.The idea here is over time you will develop your leadership style and it will work for you, because of that experience. The same experience that creates seniors... in combat a junior officer almost always relies on senior NCO leadership. You will develop over time though so again, observe, listen, and ask questions in private.

Response by SSG Mark Franzen made Oct 22 at 2017 10:07 PM

SSG Mark Franzen — Sun, 22 Oct 2017 22:07:25 -0400

I just think the LT needs listen to someone who been in for while learn from the NCO my be a help ful tool it's not going to take you beingin charge
SSG Mark Franzen
USA vet

Response by LTC John Bush made Oct 29 at 2017 9:55 AM

LTC John Bush — Sun, 29 Oct 2017 09:55:37 -0400

I never had a problem holding a "council of war" with subordinates and it did not impact my status as a leader. How you handle it is important. Never in a public forum. You are not in a democracy so you do not vote or try to achieve a consensus, Ask questions listen intently analyze suggestions then present a decision and make sure they understand you expect their full support. Important to talk to your soldiers individually and find out what they think about missions, tactics equipment and so on. You will find some real gems of wisdom.

Response by 1SG James Kelly made Oct 29 at 2017 4:19 PM

1SG James Kelly — Sun, 29 Oct 2017 16:19:16 -0400

Ask your NCO; if you think he is bullshitting you ask your 1SG or XO.
2LTs aren't really in charge of much; if you screw up your Plt Sgt will get his ass reamed for letting you do that.
;)

Response by LCpl Donald Faucett made Oct 30 at 2017 4:57 PM

LCpl Donald Faucett — Mon, 30 Oct 2017 16:57:31 -0400

First of all you are only going to be as your NCO's. They can make you shine, or a dingaling. Truth hurts. I've seen Mr. I'm the Lt. And in charge, get their ears smoked. That's why.

Response by SGT J M Porters made Oct 31 at 2017 7:57 AM

SGT J M Porters — Tue, 31 Oct 2017 07:57:07 -0400

I can tell by your comments and do not take this the wrong way. You have control issues. That may seem like a broad statement. It reminds me of Rowan & Martin's Laugh-In. A group of people pasted an old man then a young guy asked where did they go? He said I am their leader. As a leader, you are given a limited amount of tools in your tool chest. Your objective is to use the right tool to get the job done. I was always taught you can "delegate authority but not responsibility. You are ultimately responsible for the mission completion so it is to your advantage to enlist the aid of your NCO to complete the mission. Use your chain of command. As you become more comfortable in command you will know the NCO and NCOIC that you can rely upon. Remember you can delegate authority but not responsibility." https://youtu.be/krD4hdGvGHM

Arte Johnson - Very interesting - YouTube.flv

Arte Johnson's as Wolfgang the German classic "Very Interesting" from "Laugh In"

Response by MAJ Mark Wilson made Nov 2 at 2017 9:44 AM

MAJ Mark Wilson — Thu, 02 Nov 2017 09:44:18 -0400

Constantly study your profession. Ignorance is not a good position to start from. At the same time don't constantly quote Regs, TMs, FMs, etc. but know where you can find information. Many of the NCOs have been, or will be at the company level for an entire career, you will be there for two to four if you are lucky. Get to know your 1SG and CSM. They can be a great source of advice and council. I don't want to say keep your mouth closed, but keep your mouth closed and your eyes and ears open. You can learn a lot from others mistakes (I used to say, "Note to self...).

Response by TSgt James Hadley made Nov 4 at 2017 12:08 PM

TSgt James Hadley — Sat, 04 Nov 2017 12:08:31 -0400

My point is that the NCO has his finger on the pulse of the platoon or flight (Air Force). He also has a whole lot more experience in real life situations and knows what did not work, what could have worked and what did work. Combining the two what worked for one flight or platoon will not work for everyone the make up is different. Talking things out, out of the ears of the Junior enlisted is a good thing and most SNCO's understand that, even JNCO's will respectfully adhere to that. I remember one LT who introduced himself and then told the flight that the MSgt was the one in charge of the flight... he was a former TSgt and understood that his job was to voice his concern to the officers, the Ops Officer and the Commander, not to order and expect the flight/platoon members to accept your orders right away. Movies to watch some are a bit corny but show this, We Were Soldiers and Young, Heartbreak Ridge just two to mention. A TV drama from the late 80's called Tour of Duty would also be helpful.

Response by TSgt Varian VanOsdol made Nov 14 at 2017 9:16 AM

TSgt Varian VanOsdol — Tue, 14 Nov 2017 09:16:01 -0500

Fuck off makay. Only met a few O’s who were worth their bars. They listened and followed advice of their NCO’s. How many enlisted did you crush to get promoted

Response by SSgt William (Bill) Pangrass made Nov 15 at 2017 7:50 PM

SSgt William (Bill) Pangrass — Wed, 15 Nov 2017 19:50:17 -0500

When you are commissioned, talk to your senior NCO's/Petty Officers, in private & tell them you value their experience & look forward to their help. Then say you value & want their input so YOU can make a proper decision, using their advice when appropriate.

Response by Sgt Tom Stiles made Nov 15 at 2017 11:22 PM

Sgt Tom Stiles — Wed, 15 Nov 2017 23:22:01 -0500

Remember friendly fire

Response by SFC Private RallyPoint Member made Nov 23 at 2017 9:04 PM

SFC Private RallyPoint Member — Thu, 23 Nov 2017 21:04:34 -0500

That is a great question. Consider the situation you are asking about and type of relationship that you may have with your NCO. Be straight with them and they should be straight with you. Above all expect loyalty from them as they should from you. You two are totally dependant on you units level of success.

Response by TSgt Private RallyPoint Member made Nov 29 at 2017 11:27 PM

TSgt Private RallyPoint Member — Wed, 29 Nov 2017 23:27:52 -0500

So, I'll start this out with what could come off as a contentious statement, but it's meant to be taken in the most respectful, least confrontational way possible. It's something that I wish I could have articulated to brand new 2LT's when I was a young Airman, and that is to both understand what your lane is, what your NCO's lanes are, and to mutually respect both paths. No NCO is ever going to think, from a purely institutional view, that their LT is not in charge, but depending on how you treat each NCO in regards to their respective lanes will determine if they view you as merely a figurehead, or as a leader.

To elaborate from an NCO's perspective, my lane, as well as the lanes of those similar to me, at the core, is to be your technical expertise, as well as your small-unit leadership. Your lane, as our OIC, is to paint the big picture that we as NCO's relay to the junior enlisted. The paths our units follow are determined by you, as our OIC, but the means by which objectives are achieved are determined by us, your NCO's. It's our job to take the end goal that you have decided upon, and use our technical expertise in each of our respective fields, as well as the direct line of communication to the junior enlisted, to achieve that goal with the utmost efficiency.

There is a delicate balance to be struck, as you can see, with how much direct input and influence you, as the OIC, impart upon the majority of the force. In the same manner that we direct junior enlisted to abide by the chain of command going upwards, we also expect the same courtesy to be extended when information travels down the ranks. Usurping your NCO's is a surefire way to lose the respect and support of the vast majority of your enlisted troops, even though it is fully within your power as the OIC.

A final analogy to take with you: Your job is to paint the big picture, and a painting is only as good as the lighting it has. How you treat your NCO's determines the light your picture is painted in to the junior enlisted. A mediocre painting in a good light will still look better than the best painting in a bad light.

Response by LTC George Morgan made Dec 1 at 2017 9:44 AM

LTC George Morgan — Fri, 01 Dec 2017 09:44:08 -0500

Communication! Right from the start initiate a daily Plt., meeting of all NCOs. Bbrief them on the days training or period of manoeuvres and ask for their observations and suggestions as to how we can maximize the training schedule. Follow this up with a Plt., briefing.
NOTE: I do use the word "advise" but be prepared to seek advise from your SNCOs. Further, you are one of a number of Plts., speak with your fellow, perhaps more senior colleagues.

Response by SPC David Willis made Dec 1 at 2017 9:58 AM

SPC David Willis — Fri, 01 Dec 2017 09:58:17 -0500

At the end of the day its your decision to make as you're the one "in charge". I put in charge in quotes though, because if you really are worried about being in charge you should take another look at your desire to lead troops. Good officers don't want to be in charge, they want to lead and good leaders always make the decision after hearing input from his advisors (NCOs). As to your last question though anytime is the right time to not go along with an NCOs orders. If you have a valid and logical reason (leave the gut instincts to the NCOs for a while) to disagree with an NCO, do it whenever you need to.

Response by LTJG Private RallyPoint Member made Dec 1 at 2017 10:03 AM

LTJG Private RallyPoint Member — Fri, 01 Dec 2017 10:03:11 -0500

From what I have seen already, your NCO is there to teach you how to manage and guide the junior enlisted. At the end of the day, YOU are in charge of the division and your NCO will follow your lawful orders. If you have a good NCO, they will not allow you to make a bad call. Probe your NCO for advice on how to be an effective leader. If the NCO has previously given direction to the division that is working and is lawful, dont go in there and change everything up because its not how you would do it. Instead, ask the NCO how it works and better understand their methods. If it is unlawful or presents a safety hazard, talk with the NCO and have them come up with a better plan. Then brief the division the change and why it is being made and allow your NCO to give the details of the change and provide any training needed. The relationship between you and your NCO is that of a partnership. A MAJOR decision should not be made without informing the other. DO NOT MICROMANAGE but DO NOT BE OBLIVIOUS TO YOUR DIVISION.

Response by PO1 Barbara Matthews made Dec 3 at 2017 9:44 AM

PO1 Barbara Matthews — Sun, 03 Dec 2017 09:44:37 -0500

It takes good balance. Most senior NCOs have the good of the unit in their hearts. They actually want you to succeed.

Response by SSgt Joseph Ovady made Dec 5 at 2017 1:36 AM

SSgt Joseph Ovady — Tue, 05 Dec 2017 01:36:17 -0500

Remember that enlisted people are educated and trained to do their jobs, leadership requires respect, it's not given by rank or commission, it is earned.

Response by SSgt Eric Owens made Dec 9 at 2017 5:38 PM

SSgt Eric Owens — Sat, 09 Dec 2017 17:38:02 -0500

Cadet Riford, as a veteran I'd like to share my thoughts on this. I'm shocked that an officer to be would consider asking this question. However, it's refreshing to see a young officer to be asking it. This tells me you have a willingness to learn from sources outside of books and OCS, ROTC or whatever school you graduate from. We need leaders who posses old school military values and discipline. Today there is fare too much weakening of our military by the disease of progressive liberalism. America can't afford to have weak leaders or a weak military. Our enemy isn't so why should we be. They will not hesitate to kill you. Therefore you must be firm in your resolve and will to do the right thing even if it means doing something unpleasant in the act of war. Now I never served in the Marines or Army but I was taught how to fight and use weapons and served in an active line unit in the Air Force. I have nothing but respect for Marines and Soldiers who do. My brothers grandson just graduated from the Marines. Now back in my day long ago the LT's I knew where professional, kind and respectful but knew how to listen and crack a joke now and then. Don't let your new rank change you into thinking you are better then enlisted men and women. We salute the "rank" not the man. It is only your rank and responsibilities that separate you. We all are Americans on the same team. Listen to your NCO's. Don't take their suggestions as a hit to you personally. Learn from them. Remember they were once civilians too. They earned the right to be called Marines, Soldiers, Sailors and Airmen and NCO's. It is the hallmark of any good leader to listen. Take care of your men and believe in yourself. Allow yourself to not know and learn. I'm sure you will do well. Best wishes to a long and accomplished career.

Response by MAJ John Douglas made Dec 20 at 2017 8:16 AM

MAJ John Douglas — Wed, 20 Dec 2017 08:16:19 -0500

Use common sense making decisions, put your soldiers first which doesnt mean always doing what they want, don't be afraid to make a decision and then if your decision isnt working too well, don't be afraid to make changes.

Response by SPC Scott Domogalla made Dec 24 at 2017 7:28 PM

SPC Scott Domogalla — Sun, 24 Dec 2017 19:28:27 -0500

There is a fine line. It isn’t just 2nd Lts., really it is all officers directly commanding enlisted. The NCO’s are the ones generally with experience and have a relationship with their enlisted. That being said, there are good and not so good NCO’s. The ability of judge of character is crucial. A good NCO will say their piece and let the officer make the decision, and if they think it is still not right, they will push some, but they ultimately know it is the officer in charges decision. Not so good NCO will either say what they think you want to hear or any decision is not right. Those NCO’s need the law layed down in private, of what is acceptable and what is not. Never ever should the officer or NCO question decisions in front of enlisted.

Response by 2LT Private RallyPoint Member made Dec 25 at 2017 4:13 PM

2LT Private RallyPoint Member — Mon, 25 Dec 2017 16:13:17 -0500

That's when you fall back to your years of life experience, social skills, organizational structure skills and oh uhhhh never mind

Response by SSG Stephan Pendarvis made Jan 7 at 2018 9:33 AM

SSG Stephan Pendarvis — Sun, 07 Jan 2018 09:33:07 -0500

Take advice from an NCO behind closed doors.....then lead when in front of the troops and stand firm on your decisions. Officer and NCO are a team.

Response by LTC Thomas Tennant made Jan 7 at 2018 2:14 PM

LTC Thomas Tennant — Sun, 07 Jan 2018 14:14:54 -0500

Congratulations. You have accepted the most challenging tasks in any service, being a commissioned leader. Once you accept your commission you should have realized the microscope will be turned on you with ever increasing intensity, particularly as you rise through the ranks. I found it very sobering to find that everything I said and did was being scrutinized by everyone, particularly those “below me.” But never allow that realization freeze you into inductiveness and inaction, just accept it and move on.

While not in order of importance, here are some initial points for you to conceder:

a. Listen twice as long as you speak. This is critical because the natural tendency amongst officers is they like to hear themselves speak and think their rank imparts some special wisdom. No one really wants to hear what a younger officer has to say because most "experienced" officers and NCOs think you have nothing to offer. You need to become an information sponge…”no one person has all the knowledge, information and good ideas.” Stay humble, always wait your turn to speak and then....

b. Ask questions and learn to think critically. I have always said that questions are the anti-stupid. The questions I asked kept me from many of self-inflicted wounds. Just by asking simple questions (and encouraging others to speak before you) you can get a better handle and control the situation. Critical thinking starts as you analyze what is said and unsaid. From there you are most likely to come up with the right things to do and say. As a prior enlisted, I had already had a BS detector well developed; So develop yours to use it to get to ground truth of any leadership situation you have to deal with. Give (don't ever take) credit for the good ideas, this process just might also build allies and support along the way. While a bit of a slog but worthwhile study ..."Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life" by Richard Paul and Linda Elder.

c. Trust your NCOIC until a reason not to presents itself. Most NCOs want the unit to do well and will do everything to make that happen. Many have gotten their rank from "the school of hard knocks" and every chevron & rocker has scars and stars along with hard earned experience to go with them. Respect that and make your relationship with him or her a collaborative partnership.

d. Know yourself. Starting with yourself, look deeply into who you are. Starting with, “Why you want to become an officer? What do you value and care about? What are your core values and principles? What are your skill sets and abilities? What are your goals and objectives in the military and in life? Make a rough life plan with "way points" sketched out where you conduct "in progress reviews." Speaking of reviews ... Review your life to date and identify the stand out events that got you to this point. Your final mental exercise is to "stand at the edge of your grave" and ask how do you want to be remembered? Between now and your commissioning, you have time, so do this exercise as thoroughly as you can because you are at a significant turning point in your life.

e. Get to know your team. When you get to your first unit, remember, it is you who has to "plug into" the team, not them if only because they were there before you and already know what's happening. The expression "don't be a bull in the china shop" should be applied to your first 90 to 120 days. As you move and work with your team, get to know each member. Find out as much as you can as you interact with them. Try (by listening carefully) to fill in the blanks ... much like you did yourself. You have to let them tell stories of growing up and service ... listening to what is not said and as well as what is. This will take time, patience, and finesse. Invest in yourself getting to know your team and you will reap the benefits.

f. Never compromise the line. There is a fine line between the officer and the enlisted members of the unit. If your were prior enlisted you should know that but it is especially important in your situation not to cross it. Like being a parent, you have an important role to play when it comes to unit operations and that role does not include being their buddy and pal. You can be friendly, respectful, approachable, concerned for their welfare, and even share some of the workload in a crunch, but you should never socialize with your enlisted team members to the point there are questions as to appropriateness of your relationships.

g. In times of stress, nothing is exactly what it seems. Keep your eyes wide open, your head on the swivel, and (again) always ask questions on what is going on. I am not saying do the "babble and freeze" but that give yourself time to think and then act. In fact, set a realistic deadline for action, and then use the remaining time to get facts and develop courses of actions (COAs). OBTW .... Sometimes the best COA is to do nothing.... just be sure you have thought it through.

h. Continue Your Professional & Personal Education. This starts with developing and maintaining a personal & professional library. Reading is fundamental to becoming a sponge for information, knowledge and wisdom. Some recommendations:

> An anchor point for any library is the "Holy Bible." Start reading daily Proverbs and Psalms. Funny how there are 31 chapters in Proverbs and 150 in the Psalms. There are 30/31 days in the month and the reading breaks down nicely to one chapter in Proverbs and five Psalms. But you might want to adjust to accommodate Psalm 119 which is quite lengthy.

> Two classics found in any good professional library are Sun Tzu’s “The Art Of War" and “The Prince” by Machiavelli. I know some generals who have read them about every three or four months. The lessons and principles taught in both works are valid and applicable now as when they were written hundreds of years ago.

> As part of your permanent library should be “The Armed Forces Officer” and your branch's "Officer’s Guide".

> Subscribe to the profession journals that are specific to your specialty, profession and branch of service. Initially, they may seem dry and dull but they will keep you current and informed.

> READ THE DAILY NEWS...Local and national...and be critical of what you read and where it came from. Beware of "fake news." ;-)

i. Exercise Daily and Eat Right! Push yourself harder that you push those around you. Join an athletic league (base ball, basket ball, soccer, rugby, etc.) and work up a sweat, enjoy yourself and socialize.

j. Become churched. Plug into a local church or at a minimum attend chapel. Take time to develop your spiritual side. I am not going to get preachy, but there is a God and take time to get to know him. The Bible studies, services, socialization and networking experienced will add to your resiliency as you deal with the ups and downs of life and service. You will find that when you do you can tap into a wellspring of strength and wisdom.

FINALLY…You will find that "time management" will always be an issue. Just remember the “yard stick rule” where there are 3 eight inch segments in a yard stick. With each inch representing a hour, the first segment is for work and your avocation. The second section is for health, hygiene, helping your fellow man and the "Almighty". The final segment is for sleep and rest.

Wow....can I rant. You got a lot of good advice for others but in the end it is on you to distil it down and apply it to your leadership style and execution.

Good luck and God Bless

Thomas B. Tennant
LTC, USA (Ret)

Response by CAPT Dave Woodard made Jan 7 at 2018 3:22 PM

CAPT Dave Woodard — Sun, 07 Jan 2018 15:22:36 -0500

You look at your senior enlisted and their performance, those with successful units in terms of morale, cohesiveness, performance (PT, Marksmanship, inspections) are people you should emulate or discuss with the SNCO to get so sense of how he/she got there. Someone with a highly functioning unit is someone to learn from. I can tell you even as I accepted my first command, I looked at others who were success and those who were not. I made every effort to not pattern myself after the less than successful.

Response by PO3 David Greeley made Jan 7 at 2018 6:00 PM

PO3 David Greeley — Sun, 07 Jan 2018 18:00:50 -0500

It's a fine balance you'll have to tread. Respect is never given it is earned. If you respect your subordinates for the knowledge and expertise they exercise in their MOS. Look particularly to your staff NCO's. Enlisted personnel will test you. They want leadership they can trust.

Response by LTC Private RallyPoint Member made Jan 9 at 2018 1:58 PM

LTC Private RallyPoint Member — Tue, 09 Jan 2018 13:58:04 -0500

2LT Private RallyPoint Member respect is a two-way street. If you respect them and their opinions they need to respect that ultimately it is your call of what to do in that platoon or section (whatever you are in charge of). If they are good they understand that and will help develop you and know that ultimately they are there to advise you and carry out your orders. You rate them and if they do not understand that you need to counsel them and work with them to develop them. If you are not learning from them and them learning from you then something is wrong.

Response by Lt Col Scott Shuttleworth made Jun 28 at 2018 9:36 AM

Lt Col Scott Shuttleworth — Thu, 28 Jun 2018 09:36:19 -0400

As a 2Lt you have the responsibility to lead...however, you also have the responsibility to learn how to lead. How do you do that, you listen to your NCO's and SNCO's. BE HUMBLE...They have a charge to mentor and train you as a leader and they have the pulse and the feelings of the unit. They will lead the men and women and will advise you how to move forward with them and what is best for them. Don't go in guns blazing with the I'm the new sheriff in town attitude or they will watch you sink. You will have to make decisions but don't do it in a universal vacuum...solicit and use the advice of your SNCO's...they will advise and step out of the spotlight and let you make the decision. Always be unified...there is nothing worse than Mom and Dad arguing in front of the kids and presenting a disjointed front. If the NCO's are giving you advice that is unethical, immoral, or illegal or will get someone killed (not in combat...that is a different scenario), then you have to stand on your own but be ready to defend your decision.

Response by SPC Henry Francis made Sep 19 at 2018 10:26 PM

SPC Henry Francis — Wed, 19 Sep 2018 22:26:30 -0400

Lots of good advice here. Officers can enforce their authority at any time but if they frequently need to there is likely a problem with their leadership skills. Regardless of the caliber of NCOs you work with you will need to develop your ability to lead them while allowing them to help you. As you develop confidence in your command abilities you will see less need to directly assert your authority. Your NCOs and troops will respond to your own confidence with a greater confidence in you. If you are having difficulty with your NCOs, seek some mentoring from more senior officers in your company or another company in the battalion if that’s where the more experienced officers are. The objective is to build cohesion in the unit you are responsible for. A certain degree of respect for your authority is mandated but you should enhance that with the respect you earn by perfecting your leadership skills.

Response by CW2 Private RallyPoint Member made Jan 31 at 2020 12:17 AM

CW2 Private RallyPoint Member — Fri, 31 Jan 2020 00:17:21 -0500

Theres a reason every commander has an enlisted advisor...from the butter bar to the chief of staff. The officer is responsible for the outcome and the enlisted advisor is there to ensure the officer makes the right decision based on all the information coming from the rest of the unit, the status of the force, etc. The officer is governed by laws, the enlisted by policies. The NCO provides information and should let the O know of really bad ideas (not in front of the troops). The PL is in charge...but is also on a leash that the PSG holds. PSG reigns in the PL, PL talks to higher and provides desired outcome, SSG makes it happen within the platoon.