How do I act more like a NCO?

SGT Private RallyPoint Member — Tue, 30 Jun 2020 05:28:45 -0400

I got promoted two months ago and my senior ncos are constantly telling me I need to be confident and need to get out of the SPC mentality. Any tips or advice to achieve that?

Response by CSM Darieus ZaGara made Jun 30 at 2020 5:56 AM

CSM Darieus ZaGara — Tue, 30 Jun 2020 05:56:56 -0400

Re-read the NCO Creed. Break it down into topics and then read in the guide about those topics/points. Then you need to apply what you learn, how often you read and study depends on your retain ability. Once you feel as if you understand then apply day to day. lol into yourself and self assess. Work your appearance, demeanor and posture. Think before you speak, always observe your surroundings. Make corrections, train and talk to your Soldiers. When you make corrections, of a person, training or daily duties, self assess again. If you feel as if you could have done something differently, speak to your supervisor or mentor, talk through the issue and your response. Continue to build on your self as a leader. It is a never ending process, self development is the key to you, your future and the Soldiers you lead.

The meet fact that you are asking this question shows that you will do great things. Never become complacent. Lead with confidence and competence. Do not lead through the threat of punishment or fear. Congratulations on your promotion, take charge.

Response by 1SG Private RallyPoint Member made Jun 30 at 2020 6:46 AM

1SG Private RallyPoint Member — Tue, 30 Jun 2020 06:46:42 -0400

When I was a senior Specialist, I used to just take over and do things. I had a "if you want it done right, do it yourself" mentality. This carried over when I became a SGT.

Then one day at formation I had a small, but critical event in my development. In my unit we rotated guidon duties between each platoon every month. It was a new month and my platoon had forgotten the rotation. I ran up to the First Sergeant's Office, grabbed the guidon and sprinted down to the already formed up company and took my place next to the First Sergeant.

He stopped and looked at me, and specifically my 3 stripes on my chest. He yelled at me. "Damn it Squires. If you want to go back to being a Specialist we can arrange it. You are an NCO now. LEARN TO DELEGATE!" I was rescued by one of the Specialists in my section that ran up and took the guidon from me.

Later that morning, I had a talk with the First Sergeant. He told me that he keeps on seeing me do everything like I used to do and explained that one of the most important things for an NCO is to learn how to delegate, how to use your authority as an NCO to get the pieces moving to work towards accomplishing the commander's intent.

I don't know if you have an issue with this, but I suspect if you practice delegating tasks, you will start to think like an NCO. You will start to consider the larger picture an how you can lead your team by spreading the responsibility among them. I'm not saying be a bossy arm-chair quarterback; still be involved in the effort. But by splitting up tasks, knowing the capabilities of your team members, and properly delegating sub tasks, you will find that soon others will learn to expect that kind of leadership from you.

Response by SFC Private RallyPoint Member made Jun 30 at 2020 8:31 AM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 08:31:01 -0400

Ask your senior NCOs (or your direct supervisor) for specific ways in which you are not performing or carrying yourself IAW the duties, responsibilities, and authority of a NCO.

If they aren’t giving you specifics, they are failing you. If you are given specifics and aren’t identifying was to better serve, you’re failing yourself, your peers, subordinates, and leaders.

Lastly, I’d suggest you understand that you’ll never get it perfect. But if your focus is accomplishing the mission and ensuring the welfare of your soldiers, you will be fine.

Best of luck!

Response by CSM Michael Chavaree made Jun 30 at 2020 8:44 AM

CSM Michael Chavaree — Tue, 30 Jun 2020 08:44:52 -0400

Just be yourself. You shouldn’t really change the way you act as you progress. Yiu most certainly will grow and that will change you slightly. Don’t let it bring you down, I get told that still.

Response by SFC Private RallyPoint Member made Jun 30 at 2020 9:35 AM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 09:35:24 -0400

Find an NCO who’s leadership style you like and spend more time with them, then copy the things you like about them.

Response by SSG Private RallyPoint Member made Jun 30 at 2020 9:38 AM

SSG Private RallyPoint Member — Tue, 30 Jun 2020 09:38:00 -0400

Keep the care of your soldiers in mind and remember you are in a position to make decisions. Keep it simple. Focus on your priorities of work and be professional.

Response by CWO3 Private RallyPoint Member made Jun 30 at 2020 9:39 AM

CWO3 Private RallyPoint Member — Tue, 30 Jun 2020 09:39:16 -0400

Lead from the front always.

Response by SFC Kenneth Hunnell made Jun 30 at 2020 9:45 AM

SFC Kenneth Hunnell — Tue, 30 Jun 2020 09:45:40 -0400

Don't act like one, be one

Response by MSG Private RallyPoint Member made Jun 30 at 2020 9:47 AM

MSG Private RallyPoint Member — Tue, 30 Jun 2020 09:47:10 -0400

Being an NCO isn't easy. If it were, Officers could do it. You have received great advice here. Advice from very respected and seasoned NCOs. The only thing I could add is something that is along the lines of SFC Boyd. Consider every aspects from your previous and current leaders. All of their great traits and all of their bad traits. Then once you've done that, mold your own style. Delegate, lead from the front, eat AFTER your Soldiers, take care of your Soldiers. Everything else will fall into place.

Response by SSG Private RallyPoint Member made Jun 30 at 2020 10:22 AM

SSG Private RallyPoint Member — Tue, 30 Jun 2020 10:22:05 -0400

I had asked a question similar to this about a year ago when I was first becoming a TL. One of the pieces of advice that I received and feel has been extremely helpful was "be the NCO you would want leading you"... that really stuck with me and as I worked through becoming a TL and the growing pain that came with it, I realized I needed an NCO that developed me... so that is what I do for my guys. I always teach them everything I can about being a 12B and being a solid soldier and I hold them to a very high standard in all basic soldiering skills; the same I hold myself to.

Response by SSG Carlos Madden made Jun 30 at 2020 10:28 AM

SSG Carlos Madden — Tue, 30 Jun 2020 10:28:49 -0400

It's been awhile so I don't know if they still teach "Be. Know. Do" but I found it to be a good foundation of acting like an NCO.

Emulate the good qualities of the best NCO's you've encountered. What about them made them good? Why did you admire their leadership? Now do those things. At the same time figure out what made the crappy NCO's crappy and don't do whatever that was. I thought about the NCO's that were confident, and took care of people. NCO's that never had a target on their backs. The DS's I had who always looked sharp.

Be smart and proficient with your job. Know what the right thing is and do it. No one is going to trust you if they don't think you know what you're doing (avoid statements like "I don't know what to do" in front of your soldiers). At the same time it's not realistic to know everything (though we pretend to) so be honest and empower your junior enlisted who are good at doing things you may not. Remember you're on a team and your job is to highlight any strengths to make the most efficient team to accomplish a mission.

Response by SSG Steven Borders made Jun 30 at 2020 10:46 AM

SSG Steven Borders — Tue, 30 Jun 2020 10:46:19 -0400

SGT Private RallyPoint Member There are lots of things you can take away from your leadership. Being a leader is not something that some people fall right into, as it takes time and experience. Thing is you are an NCO now, and you have to guide troops coming in. So you can't have that sham shield mentality. Just the fact you are reaching out to other leaders shows you are willing and able to learn. Advice for you, this is something I am a huge supporter of, I never tell my troops to do something that I am not willing to do myself. I will clean, mop, take out the trash I don't care. If your troops see that you are with them, they will be more than willing to do stuff for you without you even asking. I have a great bunch of troops in my DET. If you ever need advice, you have a plethora of great NCO's and Officers on this forum.

Response by SFC(P) Jonathan P. made Jun 30 at 2020 10:55 AM

SFC(P) Jonathan P. — Tue, 30 Jun 2020 10:55:54 -0400

Think about it this way what type of NCO would you like to become the type of leadership you would like, and others would feel comfortable working with and trusting. Everyone has their unique style of being an NCO; it takes some time to develop the most critical part is being proficient at your job and be your self; your style will surface. Also, a proper technique is observing other NCOs, and when issues arise, lean on your senior NCOs for guidance and or opinions; this will help you be more confident in your role and help you grow as a leader.

Response by Maj Charles Porter made Jun 30 at 2020 11:14 AM

Maj Charles Porter — Tue, 30 Jun 2020 11:14:37 -0400

Leadership is not tricks or style, those develop over time. To succeed you must one this one thing. Take responsibility for every rank below you. Their welfare is more important than your own. With out them your mission will fail. Every parent parents differently, but have no doubt you are now a parent.

Response by MAJ Ken Landgren made Jun 30 at 2020 11:22 AM

MAJ Ken Landgren — Tue, 30 Jun 2020 11:22:24 -0400

This is what I expected from my buck seargants:
- You are where the rubber meets the road. Know your soldiers and their families.
- Keep them informed to the maximum extent possible. Last minute crap sucks.
- Tell them what your expectations are.
- Support and get guidance from the squad leader. If you don't understand a task or mission, get clarification.
- Fight for them.
- Facilitate their professional and personal growth.
- Live by the army values and expect that from your soldiers.
- Know what their weekend plans are to ensure they will be safe.
- Teach them technical and tactical skills. Cross train if time is available.
- Be fair in details and rewards.
- Love your troops.
- Try to have fun.
- If soldiers are detailed for weekend duty, fight to get them comp time. You will get more volunteers that way.
- Enforce standards.

What is your MOS?

Response by SSG Keith Cashion made Jun 30 at 2020 11:29 AM

SSG Keith Cashion — Tue, 30 Jun 2020 11:29:52 -0400

I think all of this is great information. But you have to remember that you are an NCO now. The SPC Mafia (friends), will try and test you to see what they can get away with.

Do your NCO business as an NCO. Say something, give directions/orders and stick to what you say.

Response by SGT Herbert Bollum made Jun 30 at 2020 11:29 AM

SGT Herbert Bollum — Tue, 30 Jun 2020 11:29:59 -0400

Remember while you are delegating that you can not be your subordinates friend on the job.
Possibly be friendly after duty hours, but not during duty.

Response by Sgt Jordan Foster made Jun 30 at 2020 11:45 AM

Sgt Jordan Foster — Tue, 30 Jun 2020 11:45:13 -0400

Now I don’t know your situation fully but I do know how a SGT that is a platoon momma bear or poppa bear can make the other NCOs have a bad taste in their mouth towards you. (Like when a dad says no but you run to your mom for a better answer) Your now in the “group” So my best advice to you, be your self, set up a NCO PME get a few beers and talk about how you all as a whole can come together to make everybody’s personalities work.

Response by SFC Casey O'Mally made Jun 30 at 2020 12:12 PM

SFC Casey O'Mally — Tue, 30 Jun 2020 12:12:33 -0400

A few things...
1) when in charge, take charge.
1a) if no one seems to be in charge, then it is just be you.
2) quit hanging with the Specs. I know your buds are all in the E4 mafia. But they ain't ya buds no more. (Yes, this is extreme. This is not a hard and fast rule. But if you,personally, are having trouble with the transition, it may be necessary.)
3) Learn and live the NCO creed. Seriously. If you think about the creed before any action and ask if that action is in keeping with the creed, you'll do fine.
4) Fake it 'til you make it. All Soldiers are entitled to outstanding leadership.Even if you don't think that is you, you have to pretend that it is. Go out and present your Soldiers, not with your best self, but an even better version - the one you think they deserve. Eventually, that better version will just be who who you are.

Response by SFC Private RallyPoint Member made Jun 30 at 2020 12:51 PM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 12:51:00 -0400

Have you received a DA4856 for your new position? Just remember the 4856 isn't just for negatives, it is used to set goals and expectations. I use it to outline what I expect and what they expect to achieve. You have also had "bad" NCO's, learn from them how you don't want to be and follow the good one's you have had. E5 is the transitional phase and hard to be the first few months.

Response by SPC(P) Private RallyPoint Member made Jun 30 at 2020 12:55 PM

SPC(P) Private RallyPoint Member — Tue, 30 Jun 2020 12:55:22 -0400

Just be yourself, just make sure you pick up on cues from other NCOs good and bad....The best NCOs didn't try to be the Dwayne The Rock Johnson of NCOs when they really quiet, or super quiet and trying to be the loudest in the room...It just doesn't work...The NCOs who were just themselves show that they were confident, and able to adapt, but always looked out for their soilders and always made sure are the ones who stand out to the lower enlisted...Also good to see another Air Defender here

Response by SGT Michael Hearn made Jun 30 at 2020 1:05 PM

SGT Michael Hearn — Tue, 30 Jun 2020 13:05:39 -0400

Hello soldier, with promotions come changes, your lower enlisted are now your subordinates. In order to be respected and taken seriously . You must separate yourself from your former buddies. You are in a supervisor position. Look at your future remember it's your career. It is better to be respected than popular.

Response by SSG Roger Ayscue made Jun 30 at 2020 1:14 PM

SSG Roger Ayscue — Tue, 30 Jun 2020 13:14:03 -0400

First: Everything that your subordinates do that drives you nuts...Stop doing it yourself
Second: Make double sure that you uphold the standard that you try to enforce: Uniform, Actions, Don't complain constantly, and Standards of Conduct.
Third: Never drink to excess, especially in front of your subordinates.
Forth: Pick out the most professional NCO in your unit and ask that NCO to mentor you. Read your quarterly counseling and improve in the area where you are weak.
Fifth and lastly: Build your confidence in your abilities and do not be afraid to seek assistance from older more experienced NCOs that you respect.

Any NCO that is worthy of the title NCO would be happy to mentor a new NCO that is seeking to learn and grow. Buy an NCO guide and read it. Learn the regulations, not just what reg covers what, but what do they say. Good luck to you and if you have questions, ask there are plenty of us on this forum and in your unit that will be happy to help you.

Response by SGT Justin Brothen made Jun 30 at 2020 1:20 PM

SGT Justin Brothen — Tue, 30 Jun 2020 13:20:30 -0400

Figure out the weaknesses of your soldiers, come up with a game plan to improve them. Study your job, be the go to for knowledge in your mos. It all takes time, just keep improving yourself and your team.

Response by SPC Margaret Higgins made Jun 30 at 2020 1:22 PM

SPC Margaret Higgins — Tue, 30 Jun 2020 13:22:29 -0400

In my humble estimation: being a great leader means to: inspire; by example; lead; with confidence; have faith in GOD; etc. @SGT Kassandra Wathen

Response by SFC Ralph E Kelley made Jun 30 at 2020 1:25 PM

SFC Ralph E Kelley — Tue, 30 Jun 2020 13:25:00 -0400

What 1SG Private RallyPoint Member said. I would add that you need to develop the habit of delegating jobs to your specialists:
"SPC A, supervise the drivers and get them started on motor stables (whatever its called these days). Expect me down there after I inspect our weapons in the Arms Room."
"SPC B, take the observers to the Arms room and start drawing the crew served weapons and optics out to the cleaning area to get them started on their PMCS, i'll see you after I check the MP.
"SPC C, I need you to see the Supply Sgt to clean out the back storage room. Its going to be used to stored Ready Boxes since it has an exit to the back parking."
"All of you call me immediately if there are any issues you can't handle. Expect me to check out what's been done in your area. around 1000 to 1030 hours. I will be with the PSG for the next 30 or 45 minutes then I'll inspect the Motor Pool, Arms Room and then the Platoon Storage Room."
Worked for me and it gets your specialists their own leadership time. It makes them part of the solution too. Lets you evaluate which are ready for YOUR promotion recommendations.
(Hint - if you aren't there then you can't suddenly decide you would have done it a different way and jump on them. Trust them to know or find a fix.)

Response by Sgt Private RallyPoint Member made Jun 30 at 2020 1:57 PM

Sgt Private RallyPoint Member — Tue, 30 Jun 2020 13:57:40 -0400

If I could recommend anything, it's that leadership is a transition, just because you got the rank doesn't mean you fill the shoes. Learn and become a better leader everyday. And lead. Your job is to lead and delegate, that doesn't mean you can't be down in the dirt helping, but that comes second to teaching and making sure things can run smoothly without you having to watch every aspect of the mission. Also like everyone else said find an example. The Marine Corps has some good books on the Commandants reading list related to leading and following. And you can find resources on leadership by searching USMC leadership. Widen your knowledge and your peers will follow your wisdom.

Response by SFC Private RallyPoint Member made Jun 30 at 2020 2:24 PM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 14:24:02 -0400

1. Don't "act" like one. Be one.

You're not a junior enlisted. You're a NCO - albeit junior. You have room to learn and you'll likely make mistakes. Find someone you have looked up to as a NCO and model your leadership style after that.

Be able to delegate as well.

Response by SPC Jeff Hodge made Jun 30 at 2020 3:02 PM

SPC Jeff Hodge — Tue, 30 Jun 2020 15:02:21 -0400

Surround yourself with people you want to be like. So as already stated spend more time with NCOs whos style you respect and want to mimic.

Response by SSG(P) Private RallyPoint Member made Jun 30 at 2020 3:23 PM

SSG(P) Private RallyPoint Member — Tue, 30 Jun 2020 15:23:33 -0400

First step is to stop hanging out with the junior enlisted troops. You are a leader now, not one of the Joes.

As SFC Private RallyPoint Member said, find a good mentor to emulate and get advice from. However, I have always told my Soldiers that I learned the most from bad leaders, because I would see them and tell myself that I would never do the things those leaders were doing or saying.

Being a leader is a tricky business. You need to be able to enforce discipline, but not allow your authority to define you. By that I mean use your authority sparingly, and only when necessary. Lead your Soldiers as you want to be led (Be the Leader You Want) but don't be buddies with them. You have to be able to drop the hammer if/when it is required.

Read regs. Uniform regs, Promotion regs. 600-20 (Command Policies). You have to know the answers your Soldiers are going to ask you, or at least know where to find the answers. Keep up with the latest information. Get on MilSuite-- this will enable you to know what is coming and what has arrived in the Army.

Leadership and Command are more art than science, but is a blend of both. Figure out your own style, but like I was taught when I was a Corrections Officer, be Firm, Fair, and Consistent. Soldiers want and need consistency. You cannot "re-invent" yourself as a bad-ass later on down the road. If you feel that you must be a bad-ass, do so immediately. You can always soften as you go, but if you start soft, you will not be able to get tougher without losing credibility, or you will have a tough time with that.

I know this may sound trite, but Be the Example. You will quickly lose all credibility if you tell your Soldiers to do one thing, and you do the other. So know the Standard, and strive to exceed it. You cannot lead from the rear. Soldiers will tear you up if you are a "Do as I say, not as I do" "leader."

As others have said, read and take to heart the Creed of the NonCommissioned Officer. It's NOT just something to memorize for boards. If you really internalize it, and use it as a guide for leading, you cannot go wrong. Good Luck!

Response by SFC Private RallyPoint Member made Jun 30 at 2020 3:55 PM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 15:55:12 -0400

Carefully watch the senior NCO's who have been around a while and emulate what you like about them. Also ensure you are always supporting your leadership and the Army. Your loyalty to the U.S givernment and your CoC should always be unquestionable. Since you are an NCO now, try to ensure that when you need to vent/complain, refrain from doing so around your subordinates to the best of your ability. Gripes and complaints are now reserved for your peers and leaders. Keep your Soldiers motivated as they will look at you when the times get rough. Slap on a fake smile and enthusiasm if you need to.

Response by SFC Private RallyPoint Member made Jun 30 at 2020 3:58 PM

SFC Private RallyPoint Member — Tue, 30 Jun 2020 15:58:28 -0400

To caveat my last response. As some people say, Yes somethings are done quicker if you just do them yourself. But this is wrong. You need to delegate tasks down from here on out. Just be cool, friendly, and understanding. Always try to be empathetic with your troops. Be nice until it's time not to be nice. Be friendly, but not their friend.

Response by CPT Private RallyPoint Member made Jun 30 at 2020 6:38 PM

CPT Private RallyPoint Member — Tue, 30 Jun 2020 18:38:19 -0400

Some great advice here already, so I'll skip repeating what they've said and just "piggyback."

The NCO Creed is more than just "something you have to learn o pass the board." It provides some outstanding advice on how to actually be an effective NCO: Things like: I will exercise initiative by taking appropriate action in the absence of orders; I will communicate consistently with my soldiers and never leave them uninformed; All soldiers are entitled to outstanding leadership - I will provide that leadership; I will place the welfare of my soldiers before my own.

There's also some subtext I'm picking up on, based on your narrative and profile picture: I suspect your leadership wants you to be more serious. Stop joking around and being a goofball. You can still be liked without hamming it up all the time. That's something I had to learn transitioning to being an NCO and then again as an officer. There's a time an place for everything, and some traits that made you an excellent Jr. enlisted are no longer effective tools for your NCO toolbox. Throw them out - Or at least bury them under the tools that work.

Response by SGT David Shanley Jr. made Jun 30 at 2020 8:36 PM

SGT David Shanley Jr. — Tue, 30 Jun 2020 20:36:51 -0400

I believe its not about acting like an NCO. Good NCO's don't act all, its who they are. The issue we all have had is developing further from follower to leader. The difference is in the Army, it tells us when to switch from one to other "officially". Leadership descends from the character! You seem to have some good character in there, being that you actually want to address the shortcoming someone may have noticed. That speaks for itself, and a ton more than some others I have met. My personal rule is, my soldiers count on me to handle their paperwork, to lead, and teach them, so I am to them what I would expect from someone above me. Stay conscientious, don't be who someone wants you be, be who you believe your soldiers need. Take care of their needs, encourage them to speak with you on issues they may have. I strongly believe we do much as leaders, and if they are afraid to come to us, we are messing up somewhere. That is doing them a disservice! Remain empathetic to them you are more than a leader who delegates work. You are a source motivation, and possibly counsel without knowing it. If you have any more questions regarding situations do not hesitate to ask. Also keep in mind not everyone is meant for the Army do not feel bad about ever having to remove someone for something as simple a pt test, or dereliction of duty. It is just business, sad but true. I have had an interesting time thus far with my Army career. I have seen soldiers jack things up to include their career all kinds of ways, be happy to share something I picked up.

Response by CW2 Private RallyPoint Member made Jun 30 at 2020 9:26 PM

CW2 Private RallyPoint Member — Tue, 30 Jun 2020 21:26:21 -0400

It’s one of the hardest transitions to make, but remember that you were promoted for a reason. You’ll grow into a leadership style that suits you but as other have stated, learn from good NCOs around you that you respect and also what not to do from the ones that aren’t squared away. There’s no easy answer for this, but in time you’ll get your feet under you. Don’t be afraid to act how you might need to, even if it’s with some of your friends you may have passed. In the end, someone has to take charge and that’s the hardest thing to do for a lot of people.

Response by Maj John Bell made Jun 30 at 2020 11:46 PM

Maj John Bell — Tue, 30 Jun 2020 23:46:09 -0400

I've never been an NCO. But I'll give you the same advice I gave new Lts.
_Your troops do not need another buddy. They need someone who will give them everything possible to accomplish the mission and come home alive with all their fingers and toes. That is your first priority. Cordial and helpful is good, friendly is not.
_Your troops are watching you. If you ever let yourself off easy, they will see it. And you just set the standard.
_Never ask your troops to do something you will not.
_If there isn't enough to go around, they get their full measure before you get any.
_If you haven't got at least two subordinates trained to take your place, you aren't succeeding. The test of your leadership is how your unit does, when you are not there.
_If you cannot keep your head when things are bad in garrison or the training field, what should your troops expect from you in a combat crap sandwich. Never let them see you lose your cool.

Response by SGT Robert Wager made Jul 1 at 2020 1:46 AM

SGT Robert Wager — Wed, 01 Jul 2020 01:46:00 -0400

Don’t “act” like an NCO. Be an NCO.
Ask your rater what is expected of you. Then ask your senior rater what is expected of you. Talk to those that report to and let them know what you expect from them. Understand that you are now “graded” on the performance of those you are in charge of and your personal performance. It is often hard to judge the performance of your subordinates when you are performing their duties.

Supervising does not mean resting on your laurels while others are working. It means that you are in charge of the entire task and those that you delegate to perform that task.

Response by 1SG Alan Boggs made Jul 1 at 2020 6:29 AM

1SG Alan Boggs — Wed, 01 Jul 2020 06:29:38 -0400

There is some solid advice in these replies. Advice i like most is alot like something I advice NCOs around me up and down the chain. "Everything we do is a training event". When you step in and take over the task if another soldier, you deny them the chance to learn. I had a readiness NCO who made decisions and put out info without guidance of a 1SG who was retired on active duty and treading water. I had a talk with him and told him just what i quoted above. If the 1SG has checked out the tasks need to go to the next senior NCO, the time for that NCO to make decision and mistakes is now, not while on a contingency operation.

Response by 1SG Mitchell Smith made Jul 1 at 2020 10:30 AM

1SG Mitchell Smith — Wed, 01 Jul 2020 10:30:50 -0400

First, someone saw something inside of you that deserved the NCO rank.

Now that you have it start looking at a little bit of all the NCO's you would like to immulate. Don't take ALL of there leadership traits because you have a lot of growing to do.

Amagin the average CSM, SGM, 1SG...all of them probably could go back to basic training mentally and point out all the NCO'/even Officers that inspired them.

Your roll now is create that same path for the next young NCO to follow. Now get grinding!

Response by SSG(P) Private RallyPoint Member made Jul 1 at 2020 10:34 AM

SSG(P) Private RallyPoint Member — Wed, 01 Jul 2020 10:34:31 -0400

1.) don't fraternize with lower enlisted. hanging with lower enlisted does have an impact on your ability to do your job (train the force, delegate, supervise and refine to achieve the commanders intent)
2.) Learn and master the position you hold. In your case, mastering the patriot system and the duties/skills required to operate and maintain it
3.) you don't have to be a dick, but be assertive.

Response by 1SG Bill Farmerie made Jul 1 at 2020 12:02 PM

1SG Bill Farmerie — Wed, 01 Jul 2020 12:02:10 -0400

Look around. Watch all the NCOs. You can learn something from all of them, even the ones that you do not consider as good NCOs. Even the bad ones do something right. Learn from all of them an adapt the qualities and styles that best fit you.

Response by SPC Stewart Smith made Jul 2 at 2020 3:31 PM

SPC Stewart Smith — Thu, 02 Jul 2020 15:31:07 -0400

Emulate senior NCOs who you respect. Do not change yourself in a negative way. Always look to learn something new. Be positive in the most negative situations. DO NOT worry about what random NCOs say to you. I quick way to show non-confidence is to always be worried about what others think. You'll grow into the person you want to become as long as you're not worried about what SGT Asshole says about you.

Response by SGT Elizabeth Bozard made Jul 11 at 2020 12:12 PM

SGT Elizabeth Bozard — Sat, 11 Jul 2020 12:12:55 -0400

Change your profile picture for starters

Response by SGT Private RallyPoint Member made Jul 20 at 2020 12:26 PM

SGT Private RallyPoint Member — Mon, 20 Jul 2020 12:26:31 -0400

You've taken your first step just by taking the initiative and asking how to better yourself.

As SFC Squires here states, the SPC's way to go about things is to await an order and then complete the order in the fullest of their abilities, including expanding upon said orders to better the mission. It's a step above the "follow order, complete order" mentality that privates have, and the first step in the "see what needs to be done and determine the best path" role that NCOs face.
So look for issues, or speak to your Soldiers and see what issues they themselves face, and come up with a plan of action to remedy this. Write up an OPORD for it and run it by your NCO support channel.
Then, and this is important: FOLLOW THROUGH.

Eventually you'll do this by second-nature. Not only will you be taking orders from above and seeing them through to completion, but you will be the originator of new ideas. The gradual shift to more of the latter is the gradual shift that comes with rising in the ranks. While you are keeping in mind the requirements of those above you, you need to remember the needs of those that look up to you as well.

Remember, the two most important parts of your job as an NCO are the mission, and the welfare of your Soldiers.

Response by PO2 Brian Hoadley made Aug 11 at 2020 12:19 PM

PO2 Brian Hoadley — Tue, 11 Aug 2020 12:19:00 -0400

What I learned form the military I kept with me to this day, I still delegate out to my folk but check on them to make sure the tasks are getting done. I let them make the mistakes and provide guidance where needed or if asked. CONSISTENTLY, communicate, be aware/use people's strengths and weaknesses, be honest and sincere, and you will get respect and loyalty from your team to accomplish ANY task.

Response by SGT Daniel Durkovich made Aug 17 at 2020 11:03 PM

SGT Daniel Durkovich — Mon, 17 Aug 2020 23:03:37 -0400

As an NCO it is now your responsibility to teach your junior enlisted. This means teaching and getting them to do the tasks that you did. It’s a learning curve for sure but once you start to lead others will follow that lead and you make good soldiers of those under you.

Response by LTC Barry Hull made Aug 19 at 2020 8:17 AM

LTC Barry Hull — Wed, 19 Aug 2020 08:17:22 -0400

Lots of good advice from some seasoned NCOs here. But let me give you an idea officers perspective. First. I am a little disappointed in SFC Livingston’s comment about “if it was easy an officer could do it”. I doubt he meant it the way it sounds. To me, it fosters an adversarial relationship between officers and NCOs. In a good unit. Officers and NCOs work together and respect one another. Develop a positive relationship With your officer Corps. You are on the same team. The officer may be the quarterback but everyone on the teams has a purpose. Division on the team is always bad. Provide sound, logical, respectful and candid advice. A good officer will appreciate it but do it away from the troops lest you undermine their confidence in the CoC. Train your troops. Don’t wait to be told. Use the time you have. You may not get dedicated time on the training schedule. Enforce the standard and display the standard. Lastly, understand that NCOs play a huge role in the development of young officers. As an NCO you can lead upwards and train a LT to be a great company commander. I could go on for days.

Response by SGT Joseph Stephany made Sep 4 at 2020 8:50 AM

SGT Joseph Stephany — Fri, 04 Sep 2020 08:50:47 -0400

simply set the standard for those under your leadership. In my day 88-96 i started with my uniform (uniform was always good, got that in basic), I set the standard from boots, BDU's, etc. my soldiers never heard me Bitch PERIOD!, and I studied to master my MOS to the best I could. Most of all i taught them and helped them be the best soldier they could be. The respect and trust came quick to the point the other NCO's in our platoon would often come to me even though i was junior to them. Best of luck, remember you will only get out of it what you put into it.

Response by SGT Michael Hearn made Sep 5 at 2020 12:56 AM

SGT Michael Hearn — Sat, 05 Sep 2020 00:56:34 -0400

You will develop your leadership skills, Now that you are an NCO You will have separate yourself from
the lower enlisted. to gain their respect and they will follow your orders

Response by Sgt David Hutchinson made Sep 11 at 2020 7:35 PM

Sgt David Hutchinson — Fri, 11 Sep 2020 19:35:29 -0400

First things first,

Make sure you are getting all the correct development courses set up for your new rank. Try to get set up on the resident NCO or non residence course.

Depending on your unit, some times it’s difficult to get leadership opportunities. What you can do is bust your ass to be the best whatever the hell it is that you do. Sign up to take on extra duties. You never know when the CO is going to need the Battalion Left Handed environmental sensitivity liaison. I’m not saying be the kid in all the clubs in high school. I’m saying be the kid that was in the one obscure club and got trophies for the school.

Response by SFC Carlos Gamino made Sep 12 at 2020 10:16 AM

SFC Carlos Gamino — Sat, 12 Sep 2020 10:16:38 -0400

Not really sure if you can “Act Like an NCO.” Perhaps it part of being mature and a leader, consider reading some leadership, etiquette books which will enhance your professionalism. We don’t know your age but it takes years to become a professional. Not sure what what your senior NCO’s mean by “SPC Mentality.” In our day it was said that Jr Enlisted should be thinking as an NCO, be ready for the next leadership role. If you were promoted, you were promoted based on abilities and potential. So why the SPC mentality?

Response by SSG John Lasseigne made Sep 12 at 2020 8:11 PM

SSG John Lasseigne — Sat, 12 Sep 2020 20:11:31 -0400

First and foremost a principle i was taught by some salty "old" NCOs when I was but a boy. The privilefge of rank...With rank comes more pay,better billeting and usually less physical labor. Those are the perks but not the priviledge. The priviledge is truly being allowed to lead others. To lead well you need to put your subordinates needs above your own. Always make sure they have what they need to accomplish assigned tasks, this includes knowledge, skills, tools equipment and information, etc etc....Look out for your troops well being and morale and they will trust you. If they trust you they will go above and beyond for you. Learn to delegate and do it fairly.

In particular to the situation described information pass down might have avoided the whole issue. If every member of your sqaud had known about the duty...surely one of them would have just gotten the guidon or at least reminded you of it.

Again I cant emphisis enough Trust, Respect both are earned and are most effective when they are reciprical.

Response by SGT James Colbert made Sep 13 at 2020 10:57 AM

SGT James Colbert — Sun, 13 Sep 2020 10:57:45 -0400

Besides..LDRSHIP...Your not a worker bee anymore. You are a leader, a delagate. Instruct. If it isnt done right unless you do it, then you delegate them to do it and instruct them how you want it done to your standards. Your a leader. Lead and they will follow, lead by example, a good example. Your 1SG is right..your a leader , not a follower, you task anyone from that formation and tell them to DT to the company and get the guidon.
Having said all of that...i wont say it all rosie and peaches and cream once your a SGT. It takes alot of ass chewing to find which way your grove fits best. The one thing above all else..welfare of your people, good bad or indifferent to what happens to your people ..always have there back. If you stick up for your people , no matter what..you will do fine..soldiers do dumb shit all the time, i guarantee some days/ weeks it will suck badly . Dont be discouraged. Take the ass chewing for your people, and if necessary, pass it along , never chastise soldiers in front of other soldiers, if he messed up, take him to the side...if the group messed up then chew the group. It an overall team concept..if your team does good you do good..if your team does bad, you do bad..never takes praise ali e, because you don't do it alone. I had an Senior NCO , who during an NCO meeting in her office..she threw the UCMJ book at us..and that was a warning to get our people straight. So i never grassy on the other side, only one cloud has a silver lining and you will never see it.

Response by SFC Private RallyPoint Member made Sep 13 at 2020 11:02 AM

SFC Private RallyPoint Member — Sun, 13 Sep 2020 11:02:26 -0400

Learn to train others to perform at or above your level. Reward those that excell, keep a good eye on the quiet ones, be cautious of alpha types, teach by example, be the first in and last out, know your regulations by ready then yourself- even a four star general is required to follow regulations. Be vigilant of every word you say, never tear someone down for pleasure, place the welfare of subordinates above your own, be willing to be beaten down by peers and superiors for doing the right thing.

Response by MSgt Danny Derden made Sep 13 at 2020 11:13 AM

MSgt Danny Derden — Sun, 13 Sep 2020 11:13:03 -0400

It's all about responsibility. Be responsible. Take responsibility. Be THE expert in your area. Pay attention to the DETAILS and never lose sight of the big picture and this is critical, TEAM TEAM TEAM, a great NCO builds great teams and to do that you NEVER climb by stepping on others, you climb by raising EVERYONE. That way your team has your back and every good officer will know which NCOs have their teams respect and dedication and which NCOs do it with fear and intimidation...fear and intimidation have their place mind you, but if that is the sum of your tool bag then you are the tool. Be great!

Response by MSgt Steven Smigelski made Sep 13 at 2020 1:49 PM

MSgt Steven Smigelski — Sun, 13 Sep 2020 13:49:40 -0400

First, congratulations on your promotion! Now, confidence is something most people have to develop. One of the easiest ways to develop confidence in yourself is through public speaking. You really have to be confident so you don't bungle your words or start going "uhhh" or using words such as "like" over and over.

Ask to give some classes, especially if you aren't proficient in the topic. Get out of your comfort zone is the point I'm trying to make. Even volunteering to do readings at Sunday service will really start building your confidence.

Best of luck, but you should already know...you don't need luck!

Response by SMSgt Billy Cesarano made Sep 14 at 2020 3:46 PM

SMSgt Billy Cesarano — Mon, 14 Sep 2020 15:46:46 -0400

The fact that you are asking the question is a double-edged sword. Know your job inside and out, forward and backward. Know the down-line and up-line implications of your actions and decisions. Live the NCO creeds core values at home as well as at work. Then do the same for your next higher level job inside and out prior to the promotion. The beauty of the US military is you need only to know how to read. Absolutely everything is written in regs, guides, standards, pubs, etc; of one type or another. You should never have been promoted if you were not ready and that is on your supers and mentors. There is always a life on the line somewhere depending on your correct and timely actions. Keep that in mind as a driving motivator for yourself, your peers and the soldiers that you mentor. Make sure your subordinates need never ask the question as you have here and you will have become a true leader.

Response by CPT Peter Nesteruk made Sep 14 at 2020 7:09 PM

CPT Peter Nesteruk — Mon, 14 Sep 2020 19:09:01 -0400

Good luck with that , I worked since 15 truly worked then college rotc 5 years in Army left as CPt job as engineer ... and newer stop doing things my self . I am in space program now and I still climb in machine check programs and getting dirty as building maintenance every day . There is nothing wrong with doing job your self it is problem when you doing for some one else

Response by SPC Richard Jordan made Sep 14 at 2020 11:27 PM

SPC Richard Jordan — Mon, 14 Sep 2020 23:27:37 -0400

Take Charge & KNOW GOD BLESS!!!

Response by SSG Harry Outcalt made Sep 15 at 2020 12:50 AM

SSG Harry Outcalt — Tue, 15 Sep 2020 00:50:27 -0400

step 1. observe and critique your fellow Nco's privately..... Find the best of the best among them, you'll know who that is by performance and popularity and answering the age old Nco question of if sh*t hits the fan who do i want to follow....
step 2. learn by observation...... Think about the Nco's who impressed you and do what they did , that's how you build good leadership skills you lack..
step 3. put the bar higher than the standards set by the highest Nco you work with for yourself..
step 4. execute and correct yourself until your standard is above the highest Nco's standard you work with.
step 5. don't compromise your standard, if and when you reach them raise the bar again...
The goal in becoming a better Nco is simple train yourself to exceed the standards by becoming the example to be the Nco that others think of when they ask the Nco question. Of if the sh*t hit's the fan who do i want to follow... In old school terminology when you train yourself to a higher standard , your confidence will follow so you can become the goto Nco of your unit.... And lastly a little advice from someone who was the goto Nco don't be afraid to ask questions of your senior Nco's including your First Sargent and Sargent Major and anyone else between you and them, an Nco's primary function is to train and you can't train others if you can't lead them. They go hand in hand..

Response by SGT Frank Hewes made Sep 15 at 2020 1:11 AM

SGT Frank Hewes — Tue, 15 Sep 2020 01:11:28 -0400

NCO's job is to get the work done, not to do it. Figure out who can do what in your section, and recommend or provide training to fill any gaps.

Response by LTC Private RallyPoint Member made Sep 15 at 2020 10:05 AM

LTC Private RallyPoint Member — Tue, 15 Sep 2020 10:05:56 -0400

Curse more.

Response by SGM Ronald Cheatom made Sep 15 at 2020 1:41 PM

SGM Ronald Cheatom — Tue, 15 Sep 2020 13:41:13 -0400

Congratulations on your promotion, I'm sure you will do well. First, you have to make that separation, from being one of the guys, to leading the guys. Seek out that one NCO, qho was like a mentor, and watch the example. Mine was a CSM Triplett. I will never forget, his advice, and his example. If you feel its hard to give orders, delegate, thru sharing task, and over time, back away. You will see the results. Most importantly, be confident. You earned your rank, being confident, don't blow it now.

Response by LTC Private RallyPoint Member made Sep 15 at 2020 3:02 PM

LTC Private RallyPoint Member — Tue, 15 Sep 2020 15:02:44 -0400

SGT Private RallyPoint Member I will give you a pieces of advise that I have received along the years:
1. When in charge be in charge. - Basically if I am watching your team from across the street, without looking or knowing rank I should be able to pick you out of the group as the leader.

2. You can delegate authority but not responsibility. - Meaning if you delegate a task to be completed by someone else that is fine, but the responsibility to get it done is ultimately on you and you will be held accountable for it if it is not done correctly, so ensure that they do it right.

3. You are not here to win a popularity contest. - You are not meant to be your Soldier's friends. You can be nice, kind, and caring, but you have to hold them accountable for their actions and if you are all buddy buddy with them it is harder to do and they can get confused if you are their friend or their SGT, draw the line. (NOTE: does not mean to be a a--hole)

4. Always take responsibility for yourself and those you charged with. - Basically the buck stops with you. Do not let crap roll down hill. Take the chewing and responsibility and do not give excuses. Discipline those who need it, but do not just yell at those you oversee because you got yelled at. Do not blame those under you. This attitude goes a long way in showing your character.

5. Lastly, find someone out of your chain of command that you respect and either is or has been where you want to go and seek them out as a mentor. - Mentors can help you as a sounding board, or offer career/life advise without risk sounding weak or unsure of yourself to your chain of command. They are or have been where you want to go so they know what it takes and can offer advise, but ultimately it is up to you to make the decisions. Become a mentor to someone outside your chain of command in the future to share your knowledge, but remember it is up to them to make their decisions.

Best of luck!

Response by CPO Charles Patterson made Sep 15 at 2020 3:29 PM

CPO Charles Patterson — Tue, 15 Sep 2020 15:29:41 -0400

Yes, as the old saying goes; "if you want something done right, do it yourself." But, you rob your juniors the ability to gain your skills, knowledge and experience if you don't allow them to do the task under your guidance and leadership. They will be more respectful to you if you empower them with the responsibility and sense of ownership and purpose. After all; you cannot effectively lead if you are concentrated doing your subordinates job instead of your job. Remember, you are still learning and gaining experience in leadership, you already have the knowledge as a subordinate.

Response by SSgt Robert Townsend made Sep 15 at 2020 5:30 PM

SSgt Robert Townsend — Tue, 15 Sep 2020 17:30:59 -0400

Looks like you are getting some great advice. I have to agree with the Col below. Your top priorities are to teach your subordinates. Train them and treat them how you want to be treated. And as mentioned, you have to take of your soldiers. They have to know that you have their best interests in mind, professionally, personally, etc...

Response by SSG Bobby Richardson made Sep 15 at 2020 10:30 PM

SSG Bobby Richardson — Tue, 15 Sep 2020 22:30:16 -0400

I've read many good tips in this thread so I'll try not to be too repetitive; rather, take a wider view. The term "Act more like an NCO" can cover a broad range of behavior. I was active duty Army MI from '74 to '85, started out on the Specialist career track & then the Army made NCO track mandatory, and I saw folk who were hard-assed "Hey you, do this task. And that's an Order." (They actually pronounced the capital 'O'.), and that's how they acted all the time; while others were so laid-back you'd never believe that they were "in charge" of refilling the toilet paper.

Being promoted to NCO puts you into the ranks of 'Management', time, resources, personnel. It can be difficult when one is suddenly supervising folk who were once your peers; so your mindset has to be fluid. A hard-assed "Soldier's Soldier" with one person, and a more copacetic "co-worker who happened to get promoted to having more headaches" with the next person. That's all a part of "knowing your people".

If I were given a simple, straightforward assignment, I'd find the right person for the job and say something like "Hey <insert name>, how about doing <whatever> task?" (The fact that I was 'in charge' was obvious by my rank & position in the Chain of Command, so I didn't need to belabor the point by shoveling Orders at people.) Afterwards, treat it like they did you a favor and show your appreciation. Yeah, they *had* to do the task, but if they didn't give you a raft of mouth about doing it - that's the 'favor', not the doing, so "Thanks for...", or give them a Good Job shout-out in formation.

If my assignment had a lot of moving parts then I'd huddle up with my team and start with "This is what we've got to do. Any ideas on how to make it happen?" That participatory style let's people know that *their* knowledge & experience are an important part of accomplishing the mission. It also shows them that they can come to you with their own ideas about some other random, unrelated, thing about something you overlooked. Because I treated my people like they were important, they treated me, and the mission, as important.

On the other hand, I had an ex-Marine (booted out) who had been thoroughly indoctrinated into the Corps life. I was warned beforehand that he 'had issues', but he was young, so I took him on the team. We worked 6&2 rotating shift. This was in Germany. Graveyard shift started at 23:00, and he came in to work after a night of too-much German beer. (Every noob in-country did it at least once, if they drank alcohol. Strong stuff. So I made allowances.) I suggested he go back out to the break room for a while, but he insisted he was okay to work, even after he nearly spilled coffee on several million $'s worth of equipment.

After the third spill I had him follow me behind a rack of gear and as soon as we were out of sight (no witnesses) I grabbed his lapels, spun & put him against the wall, got nose-to-nose with him and said "You *will* go out to the break room and you *will* stay there until & unless I send someone to get you." He meekly departed the SCIF, and while he walked 10 minutes to the break room I called the MP's at the entrance and updated them on his status. They were cool and had it covered. The rest of my team was staring at me, kinda big-eyed, because all they knew was that 'Bob & the kid went behind the rack, there was a loud "whump", and the kid left the room.' It must've been loud because they were wearing tin-can headsets. A year later I had submitted his name for two promotions and he had received both.

I'm not implying that you should use violence as a management style, rather, suggesting that you be able to talk to people in a language they understand. I was a Russian linguist, and sometimes English-to-English can be more difficult.

So, know your people, have their backs and they'll have yours, stand up for them if they've been wronged and they'll stand for you, show that you care about them, as people, not just as soldiers, and they'll care about you.

Response by SMSgt Private RallyPoint Member made Sep 16 at 2020 11:00 AM

SMSgt Private RallyPoint Member — Wed, 16 Sep 2020 11:00:02 -0400

Learning to delegate it's not an easy task, be prepared to get your butt chewed when you delegate something and it doesn't get done right or at all. That being said Mentor your subordinates and ask one of the ncos you trust to Mentor you.

Response by Timothy Schomburg made Sep 17 at 2020 7:44 AM

Timothy Schomburg — Thu, 17 Sep 2020 07:44:38 -0400

Army has/had (I am old) PLDC. Primary Leadership Development Cadre? Taught you NCO stuff

Response by LTC Ray Morris made Sep 17 at 2020 3:30 PM

LTC Ray Morris — Thu, 17 Sep 2020 15:30:49 -0400

Delegating is like everything else you've ever done in the Army - you have to "learn" how to do it. Start small, don't be bossy. Start directing things to be done when you see something that needs it. "Private Smith, these trash cans need emptying after a long weekend. Get Private Smuck to help you and take care of it every Monday morning before we fall out." Easy-peasy. There is a reason for this. In peacetime, it's not difficult to get through the day. But under combat conditions, you simply won't have time to do everything yourself, that needs to be done. In order to survive, and make sure your people survive, you must delegate. As an enlisted man I've had supervisors who sounded like Captain Bligh yelling at me to do things, and it made me cringe. :) I also had NCOs and officers who could delegate in such a manner that it made it a pleasure to do the things they wanted done. It's up to you to decide what kind of "delegator" you want to be, but you're an NCO now and must start.

Response by CPT Gurinder (Gene) Rana made Sep 17 at 2020 7:34 PM

CPT Gurinder (Gene) Rana — Thu, 17 Sep 2020 19:34:33 -0400

Since Captains are glorified Privates in the eyes of NCOs then, Majors must be fresh Sergeants off the boat. I loved the manner in which MSG/1SG Dexter Hooks itemized, prioritized and delegated responsibilities to his Teammates. I liked the way he assigned tasks and allowed his teammates to succeed, slip and fall. The job would get done, yet he measured capacity by each team member's ability to rebound after slipping, sliding or falling. I took this image of 1SG Hooks and tried to imitate it with my own swagger. The outcome was success and progress. Remember, choose a style you can replicate closely and when you fall learn to rebound quickly. Amen.

Response by MAJ Steve Daugherty made Sep 17 at 2020 9:17 PM

MAJ Steve Daugherty — Thu, 17 Sep 2020 21:17:26 -0400

I was on both sides of the fence my first time in the Army I was enlisted but I never was a SPC. I was sent to a special leadership school while in basic associated with the DI academy, made PFC out of basic then was made Platoon Guide in AIT. Was chosen for NCO school out of AIT and promoted to hard stripe corporal. Promoted to buck SGT out of that school. So really was trained to be a NCO from early on. I also had spent a lot of time supervising construction crews as a civilian prior to military service so had a step up organizing tasks and assigning personnel to those tasks. I learned that a good leader took good care of those taking care of him/her, I learned to be an example of good work ethics and soldiering with integrity. Meaning that you can be consistently counted on to accomplish your duties and Responsibilities. These skills were invaluable when I found myself back in the Army later as a Medical Officer and had other officers trying to figure how a dumb doctor was navigating the military so effectively

Response by LTJG Richard Bruce made Sep 17 at 2020 10:07 PM

LTJG Richard Bruce — Thu, 17 Sep 2020 22:07:27 -0400

Stop trying to act. Be yourself.

Response by SGT Gary Tob made Sep 18 at 2020 12:06 PM

SGT Gary Tob — Fri, 18 Sep 2020 12:06:29 -0400

Don't be afraid of doing tasks that you require subordinates to do. It's called leading by example. However, you also have a balancing issues as well.
I would train new section members with TMs when needed. Served 9 years in DS maintenance.

Response by Lt Col Kevin Wyman made Sep 18 at 2020 9:11 PM

Lt Col Kevin Wyman — Fri, 18 Sep 2020 21:11:17 -0400

I think I can bring a special point of view here as I have served in two of our Nations Armed Services: US Army in an infantry company in a 81mm mortar platoon (NYARNG Sgt. E-5) and in the US Air Force in a Medical Group (NYANG Chief Nurse Lt. Col). Realize that you are in a charge/leadership position and as such must make sure that the mission is accomplished. Understand the hierarchy of importance in accomplishing the mission. Mission first, your people second and you come in last as third. Lead by example, NEVER ask your subordinates to do anything you would not be willing to do or have not done in the past. Having said this, never be fearful of delegating tasks to others to get the job done remember you are only one person and your job is to over see their work. Understand that while you can delegate authority you can never delegate RESPONSIBILITY....the buck stops with you!
Have a meeting with your subordinates and inform them of your expectations, treat all members of your team with respect and equity and hold all accountable regardless of past friendships.
Seek out your superiors when you have questions, ask for and follow their advice.
Now one last rule I had for all my Senior and junior NCOs. NEVER complain about or question your leaders in front of your troops! Any questioning or disagreements with leadership decisions are made to your immediate supervisor behind closed doors. I told and expected that all my senior NCOs, if they ever felt they needed to vent they could do so with me behind closed doors, but that in front of the troops, they were to support the commanders intent and decisions. Hope this helps. Best of luck in all your endeavors!

Response by PO1 Private RallyPoint Member made Sep 19 at 2020 10:14 PM

PO1 Private RallyPoint Member — Sat, 19 Sep 2020 22:14:02 -0400

Be confident, but not cocky. Be bold, but not overbearing. Be firm, but don't be a dick. Be flexible, but don't give your Soldiers any slack.

Sometimes, you have to rip ass, so break out the knife-hand and rip it. Never complain DOWN, and never publicly question orders from higher.

Never, EVER give away your authority ("Well, the CPT wants us to do this. . ." "I don't agree with it, but. . ." "I was told to put this out. . ."). If you're disseminating orders, they are YOUR orders, regardless of who they came from & regardless about how you feel.

One of the biggest things that earned the trust, respect & support of my subordinates was listening to feedback from them. You might have your orders, you might have your own idea of how to accomplish them, but if someone makes a recommendation & there is time to change the plan, be willing to adapt - IF the plan is sensible & more efficient. It gave the Sailors in my platoon a sense of investment in the team (which helped foster camaraderie & trust), and it also helped teach me of other ways to accomplish something. If you assign someone a task that requires them to be in charge of a small group of others, back them up. Doesn't matter if they're an E2 or an E4. Let them know you have their back. Take the time to mentor & develop your subordinates by DELEGATING what can be delegated, but ALWAYS - ALWAYS!!! - follow up on their progress.

I've seen it mentioned already, but even horrible highers can teach you something: How NOT to do things. If a senior leader hasn't taken the time to offer you guidance, find a mentor, especially one in a different company or department, and at least a paygrade higher. The reason I say that is because someone higher up - even by one stripe - has already been there and can offer advice when you're coming up short.

Congratulations, and best of luck, Sister!

Response by 1SG Jeffrey Ward made Sep 19 at 2020 11:30 PM

1SG Jeffrey Ward — Sat, 19 Sep 2020 23:30:30 -0400

A bunch of info thrown at you with different words saying the same thing. In a nutshell learn how to be a LEADER. Your big picture right now is a team maybe a squad but part of looking at the "Big Picture" is seeing what is coming next. I was always taught that you should always be prepared and trained for and more importantly prepared TO train for 1 position up and 2 down. Right now you are looking at E6 as your 1 up so squad maybe platoon E3 your 2 down. Get promoted again and it's E7-E4 with that you can start to see how the "Big Picture" is always growing in scope and importance.

For you as an E5 this is where you learn to train, delegate and know yourself and seek self improvement. Delegating a task is a very important thing! You have to look at everything for example never delegate a task to a Soldier that CANNOT complete it. But don't crack the whip on that kid if you have to give him the task HELP him with it that's what being an NCO is all about training and mentor ship to your Soldiers. It sound simple as an E5 you have 5 or 6 Soldiers to choose from but that "Big Picture" is really telling you to learn these things NOW because later you will be delegating to E6's then E7's and one day even groups of 1SG's or CSM's. When you look at the big picture that way you start to understand why NOW as a young E5 it starts to become important to learn how to be a leader. Trust me before you know it you will have missions that are IMPOSSIBLE for 1 Soldier to ever complete it. When the day comes and your that Platoon Sergeant, 1SG or CSM you will look back on the time and effort you spent as a young E5 learning how to lead, train, know your Soldiers, know yourself and always being prepared to take that step 1 up and 2 down.

Sorry if some of it sounds jumbled it's kind of hard to give a written explanation always easier to show than tell lol. First time I was acting Platoon Sergeant scared to death! First time acting 1SG scared to death! You would think first time as acting CSM I would be used to it by now but guess what SCARED TO DEATH!! Sit there as Senior 1SG filling in for the CSM and every one of those other 1SG's are just looking at you for everything it seems. Don't take it hard Kiddo just learn, watch the other NCO's the good AND bad, always try to know your Soldiers and their strong and weak points, always volunteer for ANY training you never know what and when it's going to come in handy. You got this.

Response by SGT John Tobin made Oct 27 at 2020 7:04 PM

SGT John Tobin — Tue, 27 Oct 2020 19:04:10 -0400

I will give you the same advise I was given. Separate yourself from the Soldiers you are no longer a Joe. You are an NCO, you are their boss, husband, Wife, confidant, and teacher. Think of them as teenagers.
1. Remember all the bad leadership you received LEARN from it. You knew if your Firstline was full of shit or lazy and your soldiers will know if you are too.
2. Be confidant in your instructions, make sure you ask all of the questions from your NCO before you give out the information to your Soldiers.
3. Set the standard meaning YOUR standard. The Army Standard is a base line always strive for more!
4. Never have your Soldiers do something you can't or won't do. Morally and ethically.
5. If you know something needs to be done, do it or have your Soldiers do it.
6. Have your monthly counselings completed on time and ensure they are different. Take the time to learn how to write a counseling.
7. Set goals for yourself and your Soldiers(PT Test, College Courses, Military education)
8. Pick something weekly and improve on it with your Soldiers just like SGT Time Training.
Last but not least LIVE the NCO Creed. It literally spell it out for you. Be KNOW Do
BE the leader that will show the Soldiers how to come home safe
KNOW your job in and out. It is now your job to coach teach and mentor
Do what is morally right. Do the right thing because its the right thing not because some one is watching. Don't forget how slick many of our Soldiers think they are. They are always watching you to see how you handle every situation.

Good Luck!
Train to Lead!!

Response by SGT Rafael Morales made Nov 13 at 2020 12:45 PM

SGT Rafael Morales — Fri, 13 Nov 2020 12:45:45 -0500

NCO's are both leaders and instructors. If someone is not doing the job right, show them how and watch them do it. Junior enlisted will be happy if they have an NCO who knows how to do the job right and who they can go to when they have questions.

Response by Amn Joseph H. made Nov 13 at 2020 4:43 PM

Amn Joseph H. — Fri, 13 Nov 2020 16:43:04 -0500

Delegate authority, show no favorites, treat all like shit, and then after they get in the routine kid them:) Of course every Irish-American generation, going back to the revolution here has been a Harty in the ranks. Our fathers, fathers left humorous letters. My Most crisp, clear example of the Sargent persona was the afro american sargent jumped into our bus at 3:30 am at Lackland and said his name. Then exclaimed and "I ain't your mother," you will do what your told, in silence, immediately and we will all get along:) Now stand up, and face the door:) Thire may have been a few other words more colorful:) The point was no nonsense, clear message, life as you had known it is over:) The idea that a sargent could have another job never entered my thinking.:) My intent was to do 30 and retire at 37 as a Warrant Officer, one salute a day guy:) But being a sergeant in my culture was more respectful then being a general, because they had most of the responsibility when the shit hit the preverbale fan:)

Response by SSG Private RallyPoint Member made Nov 13 at 2020 6:37 PM

SSG Private RallyPoint Member — Fri, 13 Nov 2020 18:37:38 -0500

Live by the creed always from now til you retire. Be the nco soldiers look up to it’s nothing wrong with delegating but lead by example and selfless service to the high standard. Live those army values learn and be prepared to teach learn different assets to become a huge asset to your soldiers

Response by LCpl Russell Potter made Nov 13 at 2020 6:58 PM

LCpl Russell Potter — Fri, 13 Nov 2020 18:58:29 -0500

Talk to your gunny sergeant, or SSGT they will lead you the right way.

Response by SSG Private RallyPoint Member made Nov 14 at 2020 1:19 AM

SSG Private RallyPoint Member — Sat, 14 Nov 2020 01:19:00 -0500

Being a new NCO myself was a learning experience that taught me a valuable life lesson. Getting out of the do everything yourself to delegating tasks to others.

Another excellent way for me was to listen to books on tape about military leadership. One book that helped was Ann Elizabeth Dunwoody, the Army's first 3 Star general. She described leadership and gave examples of inspiring NCO Leadership. She stated that if you don't know where you're going, any road will get you there. She explained vision statements. This allowed me to understand Army leadership.

To this day, I still talk to my Army Mentors and seek advice. Never be too proud to ask for help or admit when you make mistakes as a leader.

Another amazing youtube video, "Why leaders eat last," to this day, I always eat last.

Read and understand what servant leadership is and how to incorporate this into your leadership style.

Response by SSG Shawn Mcfadden made Nov 14 at 2020 7:09 AM

SSG Shawn Mcfadden — Sat, 14 Nov 2020 07:09:42 -0500

One thing that will help you is learn and adhere to the NCO CREED. That's what helped me. You are in a leadership position now.

Response by CPO Kurt Baschab made Nov 14 at 2020 7:46 PM

CPO Kurt Baschab — Sat, 14 Nov 2020 19:46:11 -0500

when you start moving up into that leadership role , the hardest part of the Job os learning to stop doing everything, to put your tools down and to Start training Your Replacements, as you look to move up to the next pay Grade , you are busy learning that job, and as you are learning that Job, you are Training your Replacements to take your job, and do other jobs. you have to put your tools down and start giving out responsibilities to your junior members, letting them run with the job with minimum Supervision. you continue doing this till one day your final replacement taps you on the Shoulder and Tells you it is time for you to retire.

Response by SGT Michael Hearn made Nov 15 at 2020 1:03 AM

SGT Michael Hearn — Sun, 15 Nov 2020 01:03:13 -0500

You no longer are lower enlisted, You are now a junior NCO the stepping stone in your career development. Learn from your seniors you will know who to follow.

Response by SFC Carlos Gamino made Nov 15 at 2020 4:38 AM

SFC Carlos Gamino — Sun, 15 Nov 2020 04:38:06 -0500

Either you are or aren’t an NCO. No such thing as acting like one. Perhaps it comes down to proficiency, maturity, and professionalism.

Response by CPO John Clapp made Nov 15 at 2020 6:53 PM

CPO John Clapp — Sun, 15 Nov 2020 18:53:05 -0500

In 1971 I was with the Incoming Unit at Fleet Sonar School, Key West, Florida. When I arrived at FSS, I was a Third Class Petty Officer. One morning I arrived at my work station only to be told that I was out of uniform and to report to the Personnel Office. When I got there I was again told that I was out of uniform and I was now a Second Class Petty Officer and to go to Pass and ID for a new ID Card and then to the Exchange for new crows. I went back to my work station with another chevron on my dungaree shirt and picked up a broom and started sweeping. The leading First Class told me to stop what I was doing. “Brooms don’t fit your hand any more. You’re the boos now.Come to my office.”

Response by 1SG James Kelly made Nov 16 at 2020 7:57 AM

1SG James Kelly — Mon, 16 Nov 2020 07:57:12 -0500

Delegate; but remember, the only things done right are the things the sergeant checks.

Response by LTC Private RallyPoint Member made Nov 16 at 2020 1:32 PM

LTC Private RallyPoint Member — Mon, 16 Nov 2020 13:32:17 -0500

Confidence in yourself and in your rank. You're not a junior enlisted any longer. Ensure you're skilled in your MOS at the new level, understand your responsibilities and seek mentorship if you feel unsure. Delegate, but remember that your new rank doesn't absolve you from being a team player. Expect the respect for your rank but remember to show respect to those above you. You're the junior member of the NCO Corp. Be organized and don't allow double standards or favoritism.

Response by CW2 Donald Loughrey made Nov 17 at 2020 4:21 PM

CW2 Donald Loughrey — Tue, 17 Nov 2020 16:21:16 -0500

Actually, that speaks to the mentor-ship of your previous NCOs. Someone decided you were NCO material and part of an NCOs job is to prepare those he/she deems good NCO potential for leadership. Some things are only really understood after living the life but some should be learned from leaders as you move forward. Speaking from experience, it is awkward at first but you will grow into it. Just remember Respect is earned not demanded nor does it come from the rank. Be the NCO you respected and wanted to do your best for.

Response by CSM Robert J. "Bob" Parr, RD made Nov 17 at 2020 11:47 PM

CSM Robert J. "Bob" Parr, RD — Tue, 17 Nov 2020 23:47:16 -0500

I always looked to my leaders and tried to emulate those qualities I found worthy of respect. I also immersed myself in trying to understand the history of the Service.

Response by SGT Private RallyPoint Member made Nov 18 at 2020 3:57 AM

SGT Private RallyPoint Member — Wed, 18 Nov 2020 03:57:59 -0500

Asking this question is a great start. I would also ask your Soldiers what areas they think you can work on. If you’re Senior NCOs are not developing you and giving you clear guidance they’re wrong. Mentorship is always available it doesn’t have to come straight from your COC. I learned this the hard way. I complained for a year about the lack of NCOPD in my previous unit and it never changed. I felt like the unit failed me, in a sense they did. But the responsibility falls on you to make up for where they are lacking. Google is your friend. Civilian leadership knowledge, even though it’s different in some aspects, goes a long way in the Army. TedTalks, academic literature, leadership orgs etc. I also hope I don’t have to remind you that there are ARs on leadership that can teach you a lot as well. Find an NCO that you respect and latch on like a leech and learn everything you can from them. Again, the best thing you can do is to continually ask these questions and have a growth mindset.

Response by SGT Private RallyPoint Member made Nov 18 at 2020 4:01 AM

SGT Private RallyPoint Member — Wed, 18 Nov 2020 04:01:59 -0500

Also check this out:
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Response by SSG Private RallyPoint Member made Nov 18 at 2020 3:56 PM

SSG Private RallyPoint Member — Wed, 18 Nov 2020 15:56:51 -0500

Maintain your integrity towards the reg and training standards, Be know, and Do!

Response by MAJ Private RallyPoint Member made Nov 18 at 2020 11:25 PM

MAJ Private RallyPoint Member — Wed, 18 Nov 2020 23:25:34 -0500

Regardless of what you have heard or what you may hear, no soldier has ever won a battle single-handedly. It takes tactics to sustain and planning to ensure success. Lead from the front by giving your soldiers the opportunity to help you by teaching them what right looks like. Your current disposition makes you a "Spotlight Ranger" while you have a team that suffers. Groom them to share the spotlight. In the end, you will have transitioned them for the next level, and transformed yourself for something greater.

Response by SSG Private RallyPoint Member made Nov 19 at 2020 5:31 AM

SSG Private RallyPoint Member — Thu, 19 Nov 2020 05:31:15 -0500

Hmmmm SPC mentality could mean a lot of things, but if they're mentioning to be more confident then you might be one of those newly promoted NCOs who need to separate yourself from the people who were once your peers and now your subordinates. You might need more confidence because your friends may or may not be taking advantage of the fact that you have stripes now so they can slack off and since you're not, for a lack of a better phrase "flexing your rank". Its gonna take a lot of confidence to wear those stripes and get more of them in your career.... Just know that if you were friends with people who are not respecting you and trying to walk over you now with those stripes on, they're not real friends and everyone is watching him/her treat you that way..... You were given those stripes because someone thought you were able to teach and mentor soldiers. Don't make them out to be liars.....

Response by COL Mo Fenner made Nov 19 at 2020 8:06 AM

COL Mo Fenner — Thu, 19 Nov 2020 08:06:11 -0500

Since I came from that weird group of people who were enlisted first, I can almost answer this. Delegate is the best answer so far. That extends throughout the ranks. When I had LTCs working for me, I could tell who were the junior LTCs because they wanted to do everything themselves. The ones who learn get promoted. The ones that don't shouldn't. But do not forget the most important part of delegating. While it is always important to set your people up for success and to make sure that everything is done right, don't forget that the reason that you are delegating is so you have time to do things that others can't. So do them. It can be irritating if you are only watching others work or talking on your phone with a peroneal call while others work. Set your self up for success and be ready to work on "NCO Stuff" no matter where you are.

Response by SGT William Ware made Nov 21 at 2020 3:12 AM

SGT William Ware — Sat, 21 Nov 2020 03:12:11 -0500

Always be early to formation and make sure your uniform is in the highest standard. Spend the extra time to make sure you look the part. This will make everyone around you notice, your always early and have the best looking uniform. High standards. Always look around and get things fixed that are out of place or below Company standards. Spend time to prepare, have a plan, goals, and execute. Lot of soldiers don't have a plan to reach the goal of the mission. When you plan and prepare, you will have answers when your superiors ask questions. Then you look good in their eyes, like a leader. Lastly speak up, always voice your opinion in a positive light, never negative. Always offer solutions to problems, be a problem solver. show confidence in your demeanor and when you speak, speak with confidence.

Response by SGM Jesse Davis made Nov 29 at 2020 12:28 AM

SGM Jesse Davis — Sun, 29 Nov 2020 00:28:53 -0500

Being a SGT means being a leader. As a new leader the most important thing for you to know is that preparing your soldiers to perform their missions, whatever it may be is how you act like an NCO. When you grabbed the Company Guidon, and went to the front of the formation, you showed the 1SG that you could handle that mission. That should have been one of your soldiers up there showing how you (his or her Sergeant) prepared them for the mission. When I was a young Sergeant/Squad Leader, any one of my soldiers could show you how to conduct PT or teach any of the basic soldier skills. As a leader, you are rated not just how well you perform, but also on how well your Soldiers perform. Unless SGT E-5 is the highest rank in your Company, there should be several NCO's answering this question for you. As a Platoon Sergeant and First Sergeant, I really enjoyed placing my youngest Sergeants in leadership situations, and watching them develop and grow. Simply by asking the question tells me that you have the potential of becoming a very good NCO/Leader. There is nothing wrong with a Sergeant showing his/her Soldiers how to complete a task, but your job now is to prepare them and supervise them completing the task, not doing it for them.

Response by CPL Chris Palmberg made Dec 7 at 2020 8:40 AM

CPL Chris Palmberg — Mon, 07 Dec 2020 08:40:52 -0500

I came from the Reserves onto Active Army service. I reported to my unit, and due to a SNAFU at MEPS, my orders were cut for corporal.
As a medic my entire career, I had zero exposure to people with that rank, and when my Rear-D squad leader chastised me for not acting like a corporal, I was honest.
"Sgt, I've got 10 ½ years in service, and have only ever seen two corporals in action, Radar & Klinger. Which would you like me to act like?"
We became friends, ended up in different platoons within the same company, and I was privileged enough to attend the ceremony when he PCS'ed to Arlington a decade later.

Response by Sgt Peter McDonald made Dec 17 at 2020 10:00 AM

Sgt Peter McDonald — Thu, 17 Dec 2020 10:00:28 -0500

It's a process in which you need to figure out and what is right for you.
I used to tell my subordinates that were about to promote, that the hardest part of becoming a leader is to be less hands on and that they need to trust their subordinates to get the job done and hold them accountable when they don't.
Look upon all your senior NCOs and officers and see what you like and don't like, and then impart those attributes to yourself. Don't mimic them, but mold their attributes to what is comfortable for you and build that foundation to become a better leader.
You will make mistakes, but learn from them and do not make excuses as to why it was not completed. You either did or didn't accomplish the task. With responsibility comes accountability, just be yourself, make your mistakes and learn from them, and before you know it, you will become a better leader.

Response by PO2 S.J. Carroll made Dec 17 at 2020 2:00 PM

PO2 S.J. Carroll — Thu, 17 Dec 2020 14:00:32 -0500

Learn to delegate. You cannot do it all, you should not have to

Response by SFC Charles Kauffman made Dec 27 at 2020 5:30 PM

SFC Charles Kauffman — Sun, 27 Dec 2020 17:30:45 -0500

Military leadership is “ the art of influencing and directing soldiers as to win their WILLING OBEDIENCE to accomplish the mission.

Know your job, as well as the jobs of every other soldier under you, treat them the way you’d want to be treated, and fight for them. That’s the best way to be successful as an NCO.

Response by SGT Dan Theman made Jan 3 at 2021 6:06 PM

SGT Dan Theman — Sun, 03 Jan 2021 18:06:08 -0500

Delegate confidently fairly and with purpose. Listen to your subordinates but lead them don’t ask them.
Watch your upper ranks, you know who is moving forward and who is not. Mentor with them. You were promoted for a reason, now you can mentor others.
I’ve been out since 85 but it’s pretty much the same...
Except for those blasted timeout cards WTH

Response by SSG Michael Vance made Jan 8 at 2021 9:25 AM

SSG Michael Vance — Fri, 08 Jan 2021 09:25:25 -0500

For openers, don't be afraid to ask those very Senior NCO's in a private setting for advice, guidance and mentorship. THAT is now part of your job and even more so theirs

Response by SGT Tim Tobin made Jan 10 at 2021 5:16 PM

SGT Tim Tobin — Sun, 10 Jan 2021 17:16:48 -0500

It’s time to develop your team. Having the attitude of just doing a job to get it done better is not the way do go. The best leaders surround themselves with people smarter than them. If your team isn’t at that point it’s your job to bring them up! That’s why you are in charge, to educate your charges so they will be better soldiers

Response by LCpl Michael Cappello made Jan 10 at 2021 7:47 PM

LCpl Michael Cappello — Sun, 10 Jan 2021 19:47:51 -0500

Although I EAS'ed as an E-3 [article 15 for DWI. Marriage was in trouble and I turned to the bottle for consolation.] I was at one time an NCO. Fortunately I was guided by an "Old Salt". He taught me in the beginning I should gather however many of my subordinates as I needed and LEAD them in accomplishing whatever task needed doing. This eliminated the impression that I was "pulling rank" on them. Before long, it became natural for me to "delegate" responsibilities. A good leader will not ask his / her subordinates to do something they themselves are unwilling to do. They take care of their "troops" first and themselves last. They LEAD from the front, and they LEAD by example. You should be establishing and maintaining the standards of your command [ detail, squad, platoon, shop, company, etc...] Delegate, Delegate, Delegate !!!

Response by 1SG Rick Seekman made Jan 12 at 2021 6:51 PM

1SG Rick Seekman — Tue, 12 Jan 2021 18:51:49 -0500

Remember this, if being an NCO is easy, they would have given it to the officer corps.
Confidence and knowledge are strong traits!

Response by SFC Patrick Thomas made Jan 18 at 2021 3:36 PM

SFC Patrick Thomas — Mon, 18 Jan 2021 15:36:13 -0500

Listen until they are done speaking

Response by MSG Loren Tomblin made Feb 9 at 2021 2:34 PM

MSG Loren Tomblin — Tue, 09 Feb 2021 14:34:36 -0500

Delegate small tasks to your subordinates that you feel will develop them in to future NCO's whether they re-up or not. I once had an experience that put me to the test. I was an SFC and the HQ was out in the field. Therefore, we had myself and other NCO's in the rear echelon to square things away. This one SGT E-5 was the CG's driver and he refused to do the standard police call for people that tossed butts on the ground in front of the 1st AD HQ. I read him the riot act of the reg that stated: When other lower ranking personnel are not available then those that are will be the designated persons to carry out normal rear echelon duties. I put his stupid ass in charge when he told me he worked for the Div CG. Gen Webb and my wife were friends at that time. He went to the Div SGM and complained that I was abusive. The SGM backed me and told him to suck it up and carry on as an NCO should. It works out like this when the whiners need a pacifier these days and they have the rank, earned or not, nail them or deny them re-enlistment.

Response by SSG Jim Blunt made Feb 9 at 2021 7:45 PM

SSG Jim Blunt — Tue, 09 Feb 2021 19:45:13 -0500

SGT Private RallyPoint Member Ok, take what I'm going to say with a grain of salt. I've been off active duty since 1986 and out of the Reserves since 1992...so 29 years. Things have changed since then, but being a professional soldier has not.

First, this isn't Facebook. Get rid of the stupid duck lips photo and replace it with a professional-looking headshot like 1SG Private RallyPoint Member. Doesn't have to be a professional that takes it, just have it look good.

Second, you're not back on the block. Don't act like it. You've been promoted to Sgt for a reason; your superiors thought you could handle the added responsibility. As such, you need to take that responsibility and additional authority and run with it. If the individuals reporting to you were your teammates that you used to pal around with all the time, then I'd sit down with each one of them privately and let them know that your relationship has to change. First and foremost, they have to be willing to obey an order from you, without expecting you to play favorites and without whining. Depending on how they respond to your leadership, it's possible that you can continue to have a personal relationship with those individuals. But if your buddy is expecting you to cut them slack just because you're friends, then that relationship needs to end, for the sake of your professional development.

Third, you've got to learn to think like a leader. Your job from here on out is to:
- Treat all of your troops equally and don't play favorites;
- Know the strengths and weaknesses of all of those under your command;
- Get your troops the tools and equipment they need to accomplish the mission;
- Reward your troops whenever you can, for a job well done or above and beyond what's required;
- Praise in public, rebuke in private;
- Learn how to delegate tasks. You can't accomplish everything by yourself, nor do you have time to watch over someone's shoulder and micro-manage them. Trust them to do the tasks assigned and if they don't, reprimand accordingly.
- Shield your troops from bullshit that rolls downhill;
- Never forget that the buck stops with you. Whatever happens with your troops is ultimately your responsibility. If one of them screws up, it's your fault for either a lack of training or for not instilling a sense of pride and professionalism in all they do.

Fourth, invest in your own personal and professional development:
- If you can swing it time-wise, go back to school at night or online and get your AA, BS, Masters, Phd, whatever. Education will always benefit you, regardless of your future career path. Do it on the Army's dime while possible.
- Take every professional development course offered to you and/or put in for every course you think you qualify for.
- Look the part of a leader. Your uniform is always squared away. Learn how to set the example, in appearance, skillset, attitude, and behavior.

...and lastly, never forget that SOMEONE is ALWAYS watching.

Best wishes for continued success! Hoo-ah! High speed, low drag!

Response by SFC William Allen made Feb 9 at 2021 9:48 PM

SFC William Allen — Tue, 09 Feb 2021 21:48:33 -0500

In a word: Leadership! Allow your personnel to do their jobs- let them show you how well they know their jobs and encourage truthfullness- i.e. let them tell you they don't know how (Training!). Let your senior people do some of the jobs- encourage their abilities. Also i would get the troops involved in other fields. I had a senior NCO who got me doing correspondence courses- it was amazing what I learned! All these things add up to Esprit D'Corps! I had a tight section when I was allowed to run it my way!

Response by SFC James Thurman made Feb 11 at 2021 11:25 AM

SFC James Thurman — Thu, 11 Feb 2021 11:25:58 -0500

All of the previous things said are outstanding and don’t ever forget you have the obligation to assure the standards of your organization are met. You train soldiers for peace and Warfare. You are the standard bearer for the right way on and off duty, you are the backbone (NCO) that communicates to the muscular body (soldiers) from the brain (command). You supervise and ensure it’s done the right way that doesn’t mean you always have to help but you do what needs to be done.

Response by SFC Private RallyPoint Member made Feb 11 at 2021 6:02 PM

SFC Private RallyPoint Member — Thu, 11 Feb 2021 18:02:19 -0500

First, don't copy anyone. You are not a copy of some guy you think does a good job. Most of the time that charismatic asshole NCO was just emulating some other guy he thought an NCO should be or look like or behave. Second, you have to do your job, and then some. You, hopefully, did the work of an NCO while a SPC and not just another clown who passed the board. Set the example, you know how, but remember it's not a show. It's not for your own glory or promotion or praise. You want to be known for all the good qualities of a good worker, employee, leader and follower. You now work to make your Soldier better, not look good. Too much emphasis has been put out there to set yourself apart. What doodads and bobbles on your uniform don't make a good leader. Shit NCOs will be rewarded for your work, efforts, and success. Again it's not about you anymore. Take care of your Soldiers even if that means putting your foot in their ass. Know the regulations and when you speak you speak with the authority of regs not "chest beating". Take an ass chewing if you know your are right. Everyone will know even if they are too cowardly to back you up. Most importantly you are a Sergeant. Not an E5. There is a big difference.

Response by CPL Chad Boysel made Feb 11 at 2021 7:06 PM

CPL Chad Boysel — Thu, 11 Feb 2021 19:06:25 -0500

As a senior Spec, myself, for many years. I developed a lot of characteristics of being a good leader. I learned a lot through observation and Q&A. I have been told many times that my leadership techniques, military or civilian, work good for me. Everyone has to find their own nitch. Being a good leader isn't easy, as stated in previous posts, confidence is key. If your team is confident in you, they will follow you anywhere. A good leader projects sincerity, loyalty, and purpose to the cause. If you believe , they will believe with you. Your team is relying on you to bring them home everytime. You must earn their trust. Leading by example is a good way to do this. It is also a good way to demonstrate how you want thing done. At the same time you need to avoid micro managing, this allows your team to develop and be creative, this demonstrates trust on both sides of the spectrum. This is just a few tips to hel

Response by SGT Gary Tob made Feb 12 at 2021 6:05 PM

SGT Gary Tob — Fri, 12 Feb 2021 18:05:59 -0500

In my day, if we had to we trained subbornets. At times we also did the same duties. Afterall it was your responsibility at the end of the day. Now with all the political correctness be careful as you might be wrongly accused of being a supremacist or so of that nature

Response by SFC Timothy Dutcher made Feb 13 at 2021 7:35 AM

SFC Timothy Dutcher — Sat, 13 Feb 2021 07:35:05 -0500

Look up the 11 principles of leadership. Learn them, love them, and live them. When I say live them, I mean really break them down, get to know each principle individually, and model your entire being around them.

If you spent a month in each principle breaking down and developing a way they become your principles, then adopting each as you go, you will find the way you lead will evolve.

Once you have those principles down and are living by them, as you get to know yourself, honing a particular style of leadership will come easier.

Lastly, find a mentor. Find someone you see leading with principles and has developed a style you can identify with. Ask them to be your mentor, establish ground rules and time for the two of you up front, and grow with that person.

Response by LTC Philip Marlowe made Feb 13 at 2021 5:51 PM

LTC Philip Marlowe — Sat, 13 Feb 2021 17:51:49 -0500

Simple, learn to
1) 'take charge' not take over by doing it yourself.
2) Get to know your people and their skills, knowledge and abilities, incl: education, special skills and capabilities. As an NCO you may be called upon to engage a project. Its incumbent on you to know the capabilities of the people under your supervision and management.
3) Don't fight every battle your soldiers bring to you. What I mean by this is, if your 'troops' come to you with an issue - do NOT be quick to take the monkey off their backs to solve it or RUN interference. Frequently, not always, troops want to tell someone, usually a new SGT or 2LT, about an issue affecting them, then sit back and see if that individual runs off to solve it for them which saves t hem time and energy. New SGTs and 2LT must learn to ask the right questions about these issues and the learn how to coach or mentor the individual on how THEY might solve the issue THEMSELF. Be a coach, mentor - NOT a fighter of battles unless the battle is one were you can see true egregious behavior, either to an individual OR the group.
4) To be a coach or mentor you need to know 'things'. I know this is way open ended, but if a soldier tells you they're having 'pay problems' - what do you do? Do YOU run to finance and challenge the system OR do you suggest a course of action on how the soldier might deal with their issue? However, if you don't understand how finance operates, then how can you help? Not saying you have to be thoroughly knowledgeable, but even simply knowing 'who' at the Finance office you can refer someone to, demonstrates your knowledge to the soldier.

There are many things you as an NCO will need to learn as your career matures. My guidance to you as a new NCO is you listen to your colleagues, do not be afraid to ask a question of other NCOs about how they dealt with issues, engage the open door policy with the PLT SGT other SNCOs and ultimately, the FSG inasmuch as its their role and responsibility to 'grow you' as an NCO.

Response by SSG Harry Herres made Feb 13 at 2021 10:22 PM

SSG Harry Herres — Sat, 13 Feb 2021 22:22:31 -0500

Yep you are now an NCO. Make sure your people do their job and let them do it. When they do, let them know it Your job get it done. Those that don't perform, train, those that do, acknowledge always leave with a positive!

Response by SFC Cynthia Eyer made Feb 14 at 2021 11:20 AM

SFC Cynthia Eyer — Sun, 14 Feb 2021 11:20:02 -0500

What is a Non-Commissioned Officer to YOU? It's more important to understand what you DON'T want to BE as an NCO then what you do want to be. It's not about doing, it's about being. Who are YOU and be the best of who you are in all areas of your life. Offer the gift of who you are and you will be one of the greatest NCO's anyone has had the pleasure of experiencing. As a female, know that you are a presence to be reckoned with. You don't have to be a man to BE a force. This force isn't overbearing, it's strong and steady and grounded in your truth. NEVER allow anyone to diminish this for you. Sometimes us strong forces are called mean names. That's okay, it just means they lack the integrity to stand by us. Blessings in Divine Abundance in your journey. You are already what and who you seek.

Response by CSM Bob Stanek made Feb 14 at 2021 1:16 PM

CSM Bob Stanek — Sun, 14 Feb 2021 13:16:35 -0500

SGT Kassaundra Wathen, Experience and time will teach you to be a better NCO. Plus good mentors who will pull you aside if you make a mistake or do something good and let you know either way.

For me personally, I was very emotion when I was a SGT and SSG. I often times would get mad at my soldiers for the smallest things. Eventually, I found out that my soldiers were having little contests to try and set me off. The winner was paid cash by the others. It made me really mad!!!

Soon after that, i started the LONG HARD PROCESS to control my emotions and learn to think first before I reacted. It took a lot of personal searching to get a handle on it. But once I did (for the most part), it made me a better soldier, NCO and leader.

Now, more often then not, I think before I react and actually ask questions of the others around me before I react. I found that getting more input was really the key in that I was letting the soldiers know that I want to hear their thoughts and opinions. Whether I used them depended on the given situation obviously, but it help me process the situation. Not all times can be that way, but most will if you allow it to play out.

As a SGT, you're going to make mistakes, accept that and l learn from it. If you make the same mistake more then once, then you might reconsider your approach to the given situation.

Good Luck.

Response by Cpl Jeff Ruffing made Feb 14 at 2021 6:22 PM

Cpl Jeff Ruffing — Sun, 14 Feb 2021 18:22:38 -0500

Best way? What rank do you really want? Model yourself after someone who is two ranks above you. So if your a SGT, model and act like an E-7. You soon will see, you’d get promoted faster. No charge for that advice.

Response by CPT Carolyn Andrews made Feb 15 at 2021 9:30 AM

CPT Carolyn Andrews — Mon, 15 Feb 2021 09:30:14 -0500

Remember UR not a Specialist but a SGT now, NCO's delegate.
You have E-1-4 to do the work, while U SUPERVISE their preformance instead of doing UR self.
U may show your troops how to run with the Guide on but U DON'T do it Yourself.
U want to encourage them to do this instead of U DOING IT FOR THEM.

Response by MAJ Bob Firth made Feb 15 at 2021 11:41 AM

MAJ Bob Firth — Mon, 15 Feb 2021 11:41:17 -0500

Hope you were not asleep during your primary leadership course. Go back and review the basics that were taught and start putting it into practice. Find a more senior NCO you respect and seek mentorship from him. Do some self study on leadership, there are plenty of resources you can find. Borrow leadership techniques and style that you like and are successful. Leadership does not just happen, but develops and evolves over time. Everyone has made mistakes, learn from them.

Response by MSG Lonnie Averkamp made Feb 17 at 2021 4:07 PM

MSG Lonnie Averkamp — Wed, 17 Feb 2021 16:07:54 -0500

Some people believe that "Leader" means "Boss". I believe that if you maintain the attitude that "Leader" means "Trainer", it can help to keep your mindset as an NCO. I have told Drill Sergeants in my unit that, "...you are not so important and special that the Army gave you 36 privates to have under you: rather: the Army thinks so much of these 36 privates that they have put the very FINEST NCO here to train this platoon...."

Response by SPC Ramon Urias made Feb 23 at 2021 12:20 PM

SPC Ramon Urias — Tue, 23 Feb 2021 12:20:46 -0500

A couple of coffee breaks for starters

Response by SGT Private RallyPoint Member made Feb 23 at 2021 4:44 PM

SGT Private RallyPoint Member — Tue, 23 Feb 2021 16:44:16 -0500

Honestly step up to the plate don’t be afraid to make mistakes. Make sure you are taking care of your soldiers. Basically everything you have learned in BLC. But honestly it’s owning whatever responsibilities you have been given and take care of those around you.

Response by PO2 Brian Hoadley made Mar 5 at 2021 3:32 PM

PO2 Brian Hoadley — Fri, 05 Mar 2021 15:32:11 -0500

train the team to do the work, don't do the work for them, run drills validate they know what they are doing, rely on them to report to you the status, guide them on what needs doing and they understand.

Response by SPC John Lebiecki made Mar 6 at 2021 2:17 AM

SPC John Lebiecki — Sat, 06 Mar 2021 02:17:40 -0500

Break the stigma that you’re expected to know everything. Be willing to say “Let me find out” and follow through with that promise.

Response by Pvt Richard hm Baker made Mar 8 at 2021 12:24 PM

Pvt Richard hm Baker — Mon, 08 Mar 2021 12:24:08 -0500

Keep your gear together your head tucked in tight ya ass low . Sfrvn

Response by SPC Mark Stevens made Mar 13 at 2021 1:40 PM

SPC Mark Stevens — Sat, 13 Mar 2021 13:40:35 -0500

I hope you took good notes during PLDC. You are now part of Leadership. Part of that is learning the art of Delegation. Don't be afraid to consult your fellow NCO's for tips on it. There's no shame in knowing you need advice and asking for it, but there is much shame in dropping the ball because you knew you needed advice but didn't seek it. As much as I like to get my hands dirty, there is a level to it that you don't go below unless there is absolutely no one there to do the work or the need is pressing and bodies are required.

Just remember: Officer job is "what is the mission?", NCO job is "how do I apply my resources to get the mission done effectively?", and finally, Jr Enlisted job is "How do I apply my a** and elbows to get the mission done soonest according to my instructions?" on the way up from the word jump, with each rank aspect focusing on their particular resource bucket. I hope that helps!!

Response by SGT Ronald Audas made Mar 13 at 2021 1:48 PM

SGT Ronald Audas — Sat, 13 Mar 2021 13:48:05 -0500

As a Sgt E-5 for only 4 months,I returned from Korea,to Ft.Hood.When I reported for duty,the CO,asked me if I knew anything about quelling a riot.My reply was no sir.His reply was,well you are about to.We are going to learn together.Thus,he made me ,part of his team.My CO entrusted me with the responsibility to learn on the run.Four squads went to the Democratic Convention from Ft.Hood in 1968 .Sometimes a young NCO has to fall down.What you look for is can he get back up.A little struggle does not make him/her a throw away.

Response by Sgt Todd Hinkle made Mar 13 at 2021 5:25 PM

Sgt Todd Hinkle — Sat, 13 Mar 2021 17:25:37 -0500

I think what they probably mean by that is, evolving into more a teacher/mentor role. It’s hard to move out of the day to day hands on “do-er” mentality. Obviously there are times when the NCO is the one that needs to get it done, however part of your new duties with the promotion to being an NCO is passing down the knowledge you’ve gained to the younger enlisted. It all takes time to grow into. You’ll develop your own leadership style by not doing some things you saw, doing many things that you did see/experience , and putting your own method to all of that.

Response by SGT Michael Van Geertruy made Mar 13 at 2021 8:35 PM

SGT Michael Van Geertruy — Sat, 13 Mar 2021 20:35:14 -0500

There's an old story that demonstrates this. One day a unit got a new 2nd Lieutenant who was very directive in his style. The First Sergeant went to him and said, "I have something I need your platoon to do: put 2 flag-poles in front of the barracks."
The 2nd Lieutenant got his platoon together and started barking orders: "Dig a hole there. No, it has to be deeper, no not that deep. Mix the concrete. No, that was too much water, put in more cement" After 4 hours, the job still had not been accomplished. The First Sergeant took the young officer aside and said "Watch this and learn from it." The first sergeant called his platoon sergeant and said "SFC, put up that flagpole", in 30 minutes the first flagpole was in place, and in an hour the second flagpole was complete as well.
The moral of the story is, as a leader you are not being paid to do the work yourself. As a leader, you are paid to inspire others to do the work for you. It is about delegation of responsibility.
As a new NCO, you are expected to get your team together, create a plan, and lead them to execute it. But your senior NCO is right, the difference between a team member and a team-leader is delegation.

Response by SCPO Ralph Hensley made Mar 14 at 2021 1:07 PM

SCPO Ralph Hensley — Sun, 14 Mar 2021 13:07:57 -0400

Appears your 1SG failed you as he is not providing leadership skills to you. Navy has CPO 365 and Chief's transition. Not sure if Army has something similar but my observation is that Soldiers are expected to automatically become leaders because of the rank/grade worn. Doesn't happen like that. My recommendation is to observe leadership that you respect, ask questions, emulate their actions, read leadership books, discipline yourself to be better and learn the rules and responsibilities.

Response by LCDR Steve Brown made Mar 14 at 2021 1:29 PM

LCDR Steve Brown — Sun, 14 Mar 2021 13:29:25 -0400

In the military, there are things that are a matter of life and death and things that are very much not. Things that are not L&D may be embarrassing if there is a very visible failure. Military leaders and parents understand this. Start delegating things that are not life and death while you have the chance so that when they become a matter of life and death, you'll know who you can trust with delegated tasks, like putting fire downrange and killing the bad guys and breaking all their stuff!

Response by SSG Private RallyPoint Member made Mar 14 at 2021 2:58 PM

SSG Private RallyPoint Member — Sun, 14 Mar 2021 14:58:08 -0400

If I was your NCO I would help you with this by continuing to stack more and more tasks on you to force you to delegate and prioritize. Outside of that think of it as teaching other soldiers what you appear to have not learned. There are times when you need to roll your sleeves up and get it done and there are times you need to let others do it. Find someone you know will get it done and start learning to trust your soldiers by having them complete the tasks that need to be completed. From there pick someone who you see potential in and start assigning them task that may not need to get done, but should get done. This way you learn if you can rely on this individual for more important tasks down the road. Being a great leader is knowing how to utilize your troops to maximize their efficiency. An example of this would be having three soldiers and needing to do three separate tasks. They all are good at one of those task, but suck at the others. So if you’re to assign the individuals to the tasks they are good at they are going to complete them. If you don’t then there is a chance they will fail. So knowing your soldiers is just as important as to knowing how to delegate. If you really need to figure out what they are good at start out during PT. Ask for a volunteer to lead PT for the day. Get them up there and let them go at it. Stand beside them and help them if they need it and if they don’t great. The next week let someone else try. It builds trust as well as shows them that you’re there to help them and teach them not just expecting them to do the job.
At the end of the day think of how it felt for your NCO to know that they can rely on you. Do you remember the pride you took in that? That is what Delegation is all about.
Good luck!

Response by CSM Tim Bebus made Mar 14 at 2021 4:50 PM

CSM Tim Bebus — Sun, 14 Mar 2021 16:50:16 -0400

My advice is find a good SSG or SFC to get mentored from. Never use your rank to humiliate subordinates. Just because you can drop a Soldier doesn't mean you should. Try to lead the way you wanted to be lead. There is nothing wrong with being a servant leader but remember it's your job to bring up the next Soldier into the NCO Corp. Lead by example, and when you have senior leaders telling you that you need to act like a Sergeant ask them what specifically they mean. Be a sponge but like my initial statement make sure its from a quality NCO. Some as you are aware slip through the cracks. The fact that you are asking proves you are already making wise decisions.

Response by SMSgt Lawrence McCarter made Mar 15 at 2021 1:05 AM

SMSgt Lawrence McCarter — Mon, 15 Mar 2021 01:05:51 -0400

As an NCO You must learn to take charge and its one thing to lead by example but You must delegate tasks, You just can't and shouldn't try to do everything Yourselves. As You advance in rank a micro-Manager will fail and delegation of authority along with backing Your people not only helps new leaders develop but makes Your job easier. That also makes a path for the Specialist to see a path to advance and an ambition to do so which can have some very positive results. Any team needs members but they also need leaders. I was fortunate as a new NCO having a more senior, experience NCO not only set a good example but giving Me the authority and backing and the methods of managing people and building teamwork. I learned more from Him than I'd ever learned from any human being ever about Management and supervision and used those lessons the rest of My life and passed it on to others with great results. Of course I didn't stop learning there but He gave Me a strong basis to develop. You do learn from doing but there are examples to follow that can sure help and as You gain experience You will still learn a lot by doing and if there are mistakes learn from them. I started as an NCO actually in Vietnam so decisions were made under fire literally but the principle is the same anywhere to take charge whenever its needed. Never lose the teamwork concept however, that is always important and both lead and take care of Your people.

Response by 1SG Private RallyPoint Member made Mar 15 at 2021 5:42 AM

1SG Private RallyPoint Member — Mon, 15 Mar 2021 05:42:34 -0400

Don't act like an NCO, do it. You have to be a leader and lead, soldiers will follow, those that don't deal with them.

Response by CW3 Peter Acevedo made Mar 15 at 2021 6:50 AM

CW3 Peter Acevedo — Mon, 15 Mar 2021 06:50:41 -0400

As a proud former NCO turned Officer I had the same problem. I found that if you show your people you’re not afraid to get your hands dirty and can do the job and know the job it becomes easier to delegate they will see you know what you’re doing. You have to remember you’re not their friend when you’re in charge you’re responsible for everything that goes on in their life. Treat them with the respect that is deserved and expect the same out of them. It’s alright to ask what they they think, but it’s up to you to get the job done. Remember work hard then play hard. Always take care of your troops.

Response by TSgt Julie Miller made Mar 15 at 2021 2:40 PM

TSgt Julie Miller — Mon, 15 Mar 2021 14:40:48 -0400

I think the first step is to establish a set of standards for your troops to follow. As an NCO you must set the standard by enforcing all the rules and regulations. Going from one rank to another is hard, especially when dealing with troops that are your age and at the rank you just were. When you walk into the room show confidence, never say that Sgt so and so or officer so and so said to do something, say I expect us to get this done and when to get it done. As a retired NCO it took me a lot of years and supervisors to figure that out. Also as an NCO it's our job to support our lower ranking troops, so I hope your leadership has your back in all decisions and does not allow your troops to circumvent your authority. Be the Leader you always wanted or served under.

Response by TSgt Julie Miller made Mar 15 at 2021 2:44 PM

TSgt Julie Miller — Mon, 15 Mar 2021 14:44:26 -0400

Do as they say.... Be the Leader you either admired or wish you had. Walk into the room or work area with confidence. Know the job and mission and stick to set goals and standards. Don't allow your troops to set the tone for the day, because as you might already know, that's all it takes to undermine authority. As a retired AF NCO, I tried to model myself after several of my favorite NCO and Officer leaders. What never helped was showing my troops weakness in sticking to goals and discipline. As much as we want to be there for our younger troops we have to maintain discipline, morale and esprit de corps in order to be effective in our duties.

Response by SFC Michael Wilkins made Mar 16 at 2021 8:56 AM

SFC Michael Wilkins — Tue, 16 Mar 2021 08:56:53 -0400

Lead by example! It’s great to delegate but when needed don’t be afraid to get your hands dirty too. Troops want, no they need to see that you are willing to help when needed. If they see you doing that then they will be more willing to work for and with you.

Response by PFC James Edward VERNON jr made Mar 16 at 2021 9:34 AM

PFC James Edward VERNON jr — Tue, 16 Mar 2021 09:34:42 -0400

THAT IS WHAT "GOT" ME ABOUT MILITARY SERVICE, I WAS NOT ALLOWED TO LEARN AT MY "PACE". I UNDERSTAND THE "UNITY" AND "MILITARY WAY", BUT I AM AN "INDIVIDUAL" AND SOME THINGS I DO "MY WAY". SARGE, IF YOU WANT A LONG , DISTINGUISHED CAREER, TAKE THE "LUMPS" AND "CARRY ON".

Response by SPC Ray Orvin made Mar 16 at 2021 3:20 PM

SPC Ray Orvin — Tue, 16 Mar 2021 15:20:39 -0400

Go fuck up a PVT in front of the other PVTS.....if that doesnt work threaten AR 15........If that dont work chapter them out......rinse and repeat. Just telling you what happened to me when I was a SPC and was chaptered out in 2002. Seems to be the 82nd ABN way of handling problems instead of getting to know the soldier.

Response by Cpl Daiji Yoshimura made Mar 16 at 2021 8:22 PM

Cpl Daiji Yoshimura — Tue, 16 Mar 2021 20:22:44 -0400

My experience has been as a Corporal in the Marine infantry and Corporal (Commander designated for exhibiting leadership qualities) for a OPFOR unit in the US Army in Germany. My advice to you is to lead by example and from the front and don't be afraid to delegate. You also have to follow up on your subordinates to ensure that the job is done right. There is a time for some butt chewing and there is a time for corrective instruction. I always preferred the latter unless they really deserved it.

Always show up on time and expect the same of those under you. Ensure that your uniform is always squared away. Work on your weaknesses and show off your strengths. Counsel those under you with great compassion and understanding to help them grow in their own careers. Ensure that those in your charge are fed first and taken care of first. In the Marine infantry, the NCOs and officers fed the troops and ate last. Sometimes the officer only had scraps of lettuce over to eat, and it was probably the 1st Sgt who gave too much!

Response by SSG Frank Bova made Mar 17 at 2021 7:30 PM

SSG Frank Bova — Wed, 17 Mar 2021 19:30:42 -0400

You must not show uncertainty or inability to delegate responsibility. Don’t be over friendly and speak in a clear decisive voice.

Response by SPC Ted Heath made Mar 18 at 2021 6:55 AM

SPC Ted Heath — Thu, 18 Mar 2021 06:55:59 -0400

I was made squad leader as an e-4p. Not very complicated, I just happened to be senior in rank in the squad at the time. Thing was, since the day I passed the board, I attended leadership courses. Mandatory for new NCOs and E-4Ps at the time. I’m sure times have changed in the 30 years since, but that course was helpful to me. I also had a good platoon sergeant that guided me. Lean on other respected NCOs. They can be a valuable source of guidance. I learned quickly that being put in charge of people who are your friends was not easy. Gaining their respect without giving the impression of a power trip was the hardest I think. First thing I did was get me a shiny new note book, and proceeded to write down info on my squad members. Wives, kids, hometowns, everything I could think of. It showed them that I indeed cared what happened to them while assigning duties throughout the day. When I pulled out my notebook during an inspection to answer questions about my squad, I got accolades instead of the tongue lashing I was expecting. I was injured and separated from service not long after.

Response by CPL Ruben Calderon made Mar 18 at 2021 2:01 PM

CPL Ruben Calderon — Thu, 18 Mar 2021 14:01:43 -0400

I went through Leadership Training, and pass the board for SSG, but was not given the rank of SSG?. I don't way, but that's okay, I did what was expected of me, as a Platoon Corporal, and ETS.

Response by CPT Don Cox made Mar 19 at 2021 11:04 PM

CPT Don Cox — Fri, 19 Mar 2021 23:04:42 -0400

This is a great question.
SP ranks for all practical purposes are based on knowledge and MOS and not leadership. You know more than others rather than displaying leadership skills. When you you become an NCO you need to hone leadership skills. Confidence and leadership are intimately related. I define leadership as the ability to get others to do what you want them to do because they respect you. If people respect you they will follow you. Or as they say at my alma mater, the Ft Benning Infantry OCS (51st OC Company, 1964)... FOLLOW ME!!!!

PS> ALWAYS listen to senior NCO's

Response by SGT Justin Wilson made Mar 21 at 2021 4:02 AM

SGT Justin Wilson — Sun, 21 Mar 2021 04:02:30 -0400

Dnt listen to the bs just do you

Response by SSG Shawn Mcfadden made Apr 25 at 2021 8:23 PM

SSG Shawn Mcfadden — Sun, 25 Apr 2021 20:23:47 -0400

Where you can start is by actually learning what an NCO is. Start by adhering to the NCO Creed. Learn your principles of leadership, the definition of leadership.

Response by MSG Frederick Otero made May 10 at 2021 9:41 AM

MSG Frederick Otero — Mon, 10 May 2021 09:41:11 -0400

You can't act like an NCO, you have to be one. Trying to figure it out displays a lack of training and mentorship in your unit. I have no doubt you will get there since asking is the first step toward getting your answer.

Response by SGT Joseph Dutton made May 10 at 2021 7:52 PM

SGT Joseph Dutton — Mon, 10 May 2021 19:52:55 -0400

Just take it one day at a time. Some are born leaders and some is born followers. It is just human nature how one was raised. When time to lead, lead. When time to give orders, order. When time to support, support. When time to assist, assist. When we become a NCO we put on extra duty hats on i.e. Dad, Mom, Sister, Brother, Friend, Counselor and yes enemy of the lower ranking personnel. This why all the SPC's ranks should come back. A salesperson is not a laborer and a laborer is not a salesperson. A little tidbit that I learned as a NCO. Save back a few dollars each payday and put in a savings account that I called Welfare ACCT. This money is for your soldiers in your squad if they fall into a small negative financial issue. Just be sure it is a legit issue and not for misfortune issue. Also make sure the soldier doesn't engage in habitual activities like drinking, gambling and so forth. I didn't require my soldier to pay it back but replied pay back if and when you can. Good luck SGT Wathen and Congrats on your promotion.

Response by CPT Don Pruitt made May 14 at 2021 5:27 PM

CPT Don Pruitt — Fri, 14 May 2021 17:27:10 -0400

I was blessed to work with some of the most professional NCOs in the Army. They were my mentors, and I still use the knowledge and lessons they so graciously imparted to me. For what it's worth, the NCO Creed is there for a reason, and the NCOs that shaped and guided my career lived it daily. I have paraphrased it, below:

Have the attitude that no one will be more professional than you. Be professional in all that you do. Everyday. In, and out of uniform.

Conduct yourself so as to bring credit upon the Corps, the military service and our country regardless of the situation in which you find myself. Do not use your grade or position to attain pleasure, profit, or personal safety.

Competence should be your watchword. Your two basic responsibilities should always be uppermost in your mind—accomplishment of your mission and the welfare of your fellow Soldiers. Strive to remain technically and tactically proficient.

Provide the officers (and NCOs) in your unit with the maximum time to accomplish their duties; they should not have to accomplish yours. Be loyal to those with whom you serve; seniors, peers, and subordinates alike. Exercise initiative by taking appropriate action in the absence of orders. NEVER compromise your integrity, nor your moral courage. Do not forget, and do not allow your comrades to forget that we are professionals, noncommissioned officers, leaders!

Response by CPO Christopher Chumbley made May 17 at 2021 12:47 PM

CPO Christopher Chumbley — Mon, 17 May 2021 12:47:06 -0400

As an NCO you have the responsibility to get objectives accomplished. You can not delegate that responsibility. You have a team working for you to help make the mission happen. Tell your people what needs to be done and make sure they have the tools to do it. Then let them do their jobs while you do yours.

Response by CPO Kurt Baschab made Jun 8 at 2021 1:07 AM

CPO Kurt Baschab — Tue, 08 Jun 2021 01:07:14 -0400

I use to hate it when senior leadership would tell me to start acting like a PO, OR E-4, E-5, or E-6.
why, one Senior leader is telling to to start acting like E-5 Jones, so you start acting like E-5 Jones, but your not E-5 Jones , and then anther senior leader walks by and tells you to stop acting like someone your not.
Sgt, My Advice, is to think back to your former NCO, take what you like from there leadership style and make it your own. you do not have to run down and fix everything when it breaks , you are a NCO, now, so learn to Delegate and Assign Jobs ,and you follow and make sure your personal are getting the job done, and do not need help or extra training. your job is to make sure you and your personnel are always ready,

Response by SFC Private RallyPoint Member made Jun 21 at 2021 11:02 PM

SFC Private RallyPoint Member — Mon, 21 Jun 2021 23:02:59 -0400

Worry less about "Acting" like an NCO, do what an NCO is charged to do. The confidence and presence will come with time. It is a tough transition, just focus on Leading and building competencies.