Posted on Apr 7, 2015
How can NCOs regain the power and authority they have lost?
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In today's Army it seems to me that the power and authority of NCO's has been taken away. I've noticed this mostly at the Platoon level between SqdLdr/PSG and PL's.
Coming up, my understanding was that an NCO's job is to look after the welfare of the Soldiers. We are also to help train and build up our superior officers. At the end of the day, they are in command and what they say goes, but it falls on us to input our knowledge and experience where it is needed.
What seems to me is that too many NCO's are avoiding conflict by just saying "roger" to everything that comes from the Officer's mouth. Even if it is detrimental to the unit and the mission. Because this has become the running "standard" it almost seems like we are losing our voice in the direction that our Army is heading.
There is a way to speak up as NCO's while using tact and being respectful and maintaining good order and discipline.
My NCO brothers and sisters what do you think? And Officers what are your opinions?
Coming up, my understanding was that an NCO's job is to look after the welfare of the Soldiers. We are also to help train and build up our superior officers. At the end of the day, they are in command and what they say goes, but it falls on us to input our knowledge and experience where it is needed.
What seems to me is that too many NCO's are avoiding conflict by just saying "roger" to everything that comes from the Officer's mouth. Even if it is detrimental to the unit and the mission. Because this has become the running "standard" it almost seems like we are losing our voice in the direction that our Army is heading.
There is a way to speak up as NCO's while using tact and being respectful and maintaining good order and discipline.
My NCO brothers and sisters what do you think? And Officers what are your opinions?
NCOs
Officers
Discipline
Command
Posted >1 y ago
Responses: 3
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SSG (Join to see)
There must be an initial counseling between the PL and PSG, even if it is initiated by the PSG. Duties and responsibilities must be discussed and the PSG must be clear on what the PLs intent on what tasks/responsibilities will be for him/her. Completely ignoring or dismissing a new platoon leader will cause instant dissention between the two, including the squad leaders. Same goes for Co CDR and 1SG and BN CDR and CSM.
We are coming off a long stretch of war time operations. During combat just like in the field the commissioned officer is in charge, as a PL he directs and maneuvers the squads by giving orders to the squad leaders, he issues orders and CONOPS. As NCOs we are still leaders but we execute the orders given by our officers daily during combat operations and in training out in the field.
Garrison is a little different. We still execute orders given to us by our officers but we manage day to day tasks/training unilaterally as our officers are not always present. The issue is that most officers are use to being a part of or, leading every aspect of day to day business because they have been doing it for the past 14 years in Iraq and Afghanistan (NCOs have also lost the art of operating in garrison operations) so, they tend to be a little to involved in what some call "NCO business" (I call it leader business).
This issue can usually be resolved very quickly by the one on one discussion between the senior NCO and officer in question. That is assuming that the senior NCO is competent and understands that he is there to support and advise his officer counterpart. Your voice as a NCO should be heard and if it's a disagreement it should be heard as a issue, discussion, recommendation and not a "that's stupid" approach.
There must be an initial counseling between the PL and PSG, even if it is initiated by the PSG. Duties and responsibilities must be discussed and the PSG must be clear on what the PLs intent on what tasks/responsibilities will be for him/her. Completely ignoring or dismissing a new platoon leader will cause instant dissention between the two, including the squad leaders. Same goes for Co CDR and 1SG and BN CDR and CSM.
We are coming off a long stretch of war time operations. During combat just like in the field the commissioned officer is in charge, as a PL he directs and maneuvers the squads by giving orders to the squad leaders, he issues orders and CONOPS. As NCOs we are still leaders but we execute the orders given by our officers daily during combat operations and in training out in the field.
Garrison is a little different. We still execute orders given to us by our officers but we manage day to day tasks/training unilaterally as our officers are not always present. The issue is that most officers are use to being a part of or, leading every aspect of day to day business because they have been doing it for the past 14 years in Iraq and Afghanistan (NCOs have also lost the art of operating in garrison operations) so, they tend to be a little to involved in what some call "NCO business" (I call it leader business).
This issue can usually be resolved very quickly by the one on one discussion between the senior NCO and officer in question. That is assuming that the senior NCO is competent and understands that he is there to support and advise his officer counterpart. Your voice as a NCO should be heard and if it's a disagreement it should be heard as a issue, discussion, recommendation and not a "that's stupid" approach.
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One important thing to remember SSG (Join to see) is that you have to have a voice, but when using it, make it relevant...don't just agree for the sake of avoiding confrontation - use your experience and ensure you are grounded in doctrine and make recommendations - then execute once the decision is made. You are on the right path!
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SSG (Join to see)
Thank you for your response CSM Michael J. Uhlig. I haven't received much feedback on this subject from senior NCO's such as yourself, and it's refreshing to hear it. Based on your experience and observations have you noticed anything similar to what I refered to? Thank you again CSM.
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CSM Michael J. Uhlig
What I typically see is a communication issue between the platoon leadership....while the PSG has the experience, the PL gets one-on-one with the Company Commanders and thereby have the intent of the Commander....which can present some challenges of communication between the two leaders at the platoon level. You have to develop that trust amongst the two of you, and you have to ensure you arm your PL with as much knowledge as you can before he/she go in to see/brief the Commander...once you two start rocking, it will be great for both of you, for the Plt and for the unit.
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You may find the "rankism" thread interesting. There's some discussion by Company grade Officers over the exact opposite happening: NCO's writing off junior Officer's contributions wholesale, regardless of their qualifications or time in service.
I can certainly see where it would be frustrating if your voice isn't being heard. Imagine a slick sleeve SGT blowing you off because of your rank, even though you've been wearing a uniform since he was in middle school. (happened to me as an XO) Likewise I understand the frustration of working with "yes men." We have them on the Officer side as well. If you've voiced your concerns and your PL doesn't want to listen, then your best course of action may be to simply let him fail. There are obviously exceptions to this however (injuries, damage to equipment, etc.) Chances are they'll come around in a short order. There may also be reasons you're not tracking why things can't be done the way you'd like, or your PL may simply be executing a sh**-sandwhich of an order he received from higher. It happens more than you'd think.
For the most part my experiences within this dynamic are different from yours. I've seen multiple instances where NCOs have abused their PL's trust or attempted to exert more influence than their position rated. I spent a couple years in a Company where a SSG used his position as a full-time guardsman to create a parallel chain of command and ultimately undermine the Commander's authority. He would offer full-time orders to other NCOs in the Company and fired those who wouldn't play ball. Shortly after I took command of my current unit I had a PSG in my Company disobey a direct order on multiple occasions. I wasn't asking for anything obtuse, I simply asked for an "up" to be sent to the 1SG and I when all his troops made it home. He seemed genuinely shocked when he shortly thereafter ended up in my office signing a negative counseling statement. He apparently thought as a senior NCO he was untouchable.
Ultimately, here's the perspective I would offer as a Company Grade Officer. We have Command Teams for a reason. Our successes and failures as Officers are predicated on the strength and competence of our NCOs. PSGs, 1SGs, and CSMs are an incredible asset and resource to us. I think it's important for both the PL and PSG to be able to put their egos aside. No one person is the Platoon and we all have a role to fulfill. Furthermore, as a team there needs to be open dialogue behind closed doors. However once the door opens there needs to be a united front. As much as NCOs expect their perspective and experience to be valued, they also bear the responsibility to execute regardless of their personal feelings. Likewise, Officers have a responsibility to build mutual trust and be the leader our enlisted men and women deserve.
I can certainly see where it would be frustrating if your voice isn't being heard. Imagine a slick sleeve SGT blowing you off because of your rank, even though you've been wearing a uniform since he was in middle school. (happened to me as an XO) Likewise I understand the frustration of working with "yes men." We have them on the Officer side as well. If you've voiced your concerns and your PL doesn't want to listen, then your best course of action may be to simply let him fail. There are obviously exceptions to this however (injuries, damage to equipment, etc.) Chances are they'll come around in a short order. There may also be reasons you're not tracking why things can't be done the way you'd like, or your PL may simply be executing a sh**-sandwhich of an order he received from higher. It happens more than you'd think.
For the most part my experiences within this dynamic are different from yours. I've seen multiple instances where NCOs have abused their PL's trust or attempted to exert more influence than their position rated. I spent a couple years in a Company where a SSG used his position as a full-time guardsman to create a parallel chain of command and ultimately undermine the Commander's authority. He would offer full-time orders to other NCOs in the Company and fired those who wouldn't play ball. Shortly after I took command of my current unit I had a PSG in my Company disobey a direct order on multiple occasions. I wasn't asking for anything obtuse, I simply asked for an "up" to be sent to the 1SG and I when all his troops made it home. He seemed genuinely shocked when he shortly thereafter ended up in my office signing a negative counseling statement. He apparently thought as a senior NCO he was untouchable.
Ultimately, here's the perspective I would offer as a Company Grade Officer. We have Command Teams for a reason. Our successes and failures as Officers are predicated on the strength and competence of our NCOs. PSGs, 1SGs, and CSMs are an incredible asset and resource to us. I think it's important for both the PL and PSG to be able to put their egos aside. No one person is the Platoon and we all have a role to fulfill. Furthermore, as a team there needs to be open dialogue behind closed doors. However once the door opens there needs to be a united front. As much as NCOs expect their perspective and experience to be valued, they also bear the responsibility to execute regardless of their personal feelings. Likewise, Officers have a responsibility to build mutual trust and be the leader our enlisted men and women deserve.
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