How do we as Senior NCOs insert creative thinking and other lessons that empower our junior leaders into operational military training?

2017-09-24T15:20:06-04:00

As a Battalion CSM, it is common practice for me to provide an end state and the other Senior NCOs figure out how to "make it happen," allowing them to make honest mistakes then developing them through After Action Reviews (AARs). The philosophy of mission command at the battalion level is an easy concept to follow but I've been doing this for two decades now.

How can we insert creative decision-making into home station training so our most JUNIOR and MID-GRADE NCOs are better empowered to handle these responsibilities that rightly belong to them: readiness, accountability, maintenance, standards enforcement, providing motivation and development, improved APFT scores, drill and ceremony, etc?

At this point, it seems that it takes a Senior NCO to do tasks that once belonged to the "Spec-4 Mafia" which greatly degrades the Military's efforts to empower our future Leaders. What works for you all? Let's get away from having to hold our subordinate's hands to get the job done, whatever it may be.

Response by CSM Private RallyPoint Member made Sep 24 at 2017 4:18 PM

2017-09-24T16:18:47-04:00

Clear, unimpeded, standards need to be enforced first of all. Then the removal of fear of making a genuine mistake in training that is a lesson learned for all. Senior NCOs need to stop micromanaging and allowing subordinates to execute with an understanding that they are expected to complete the task/mission. Lastly, we need Officers to get out of our lane and let us train Soldiers.
Too often I find Officers and NCOs confused on what their duties and responsibilities are. Senior NCOs need to allow subordinates to become personally responsible and delegate as much command responsibility as is appropriate for a Soldiers rank and position.

Response by Sgt Private RallyPoint Member made Sep 24 at 2017 4:55 PM

2017-09-24T16:55:56-04:00

CSM Eric Olsen Junior NCO's should be mentored and told that we all make mistakes, and so will they. The key is to learn from your mistakes, and not make the same mistake twice. Corporal's and Sergeants should be told what the goals are, and then assigned the responsibility to get the job done. Some NCO's will excel and some may need additional mentoring until they can function as an effective NCO. Senior NCO's should not be handling tasks that need to be handled by junior NCO's.

Response by 1SG(P) Private RallyPoint Member made Sep 24 at 2017 7:16 PM

2017-09-24T19:16:18-04:00

CSM,

Here is what I try to do in my CMF. I do understand that each one is different in how we operate. But as a 92 I use psychological ways to get things done. It's all what's in the mind of the young Soldiers. So what I do is empower them and tell them that what they are doing is very important to the point where they do not want to let me down. Now what they doing is important but I think it's all in verbal communication and how we communicate the mission at hand to them. I made a 10 level task so critical and important that I would have meetings at the end of the day with the Soldiers and we would discuss The Who, what, when, where and why and they loved being part of something. But that is just how I implement what's need to get done on my end.

Response by SSG Private RallyPoint Member made Sep 24 at 2017 11:21 PM

2017-09-24T23:21:18-04:00

CSM this is an issue for our army as a whole. For standards enforcement we need to start at the top and work down. Simple things like hands in pockets, cell phone use, shaving, if senior personel don't do it joe will see that and think that it is the right thing to do. As a CSM if you walk around your office with your hands in your pocket then you just set the standard. If you don't show up and do PT then you just set a standard. I have seen to many Senior NCO's and officers that don't do the right thing. Every time they don't they set a new standard that joe will follow.
For empowering NCO's and joe. We need to allow them to do the tasks that are at there level and let them figure out how to do the task. We need to be there to give the guidance and help them along but never tell someone how to do something tell them what needs to be done and be amazed at what they are able to do. Also we need to support our low level leaders to be able to lead and support them. This new army ask the PVT nicely to do the right thing is for the birds. I miss the days when SPC's were getting into PVT's and the SGT would dust Joe off for minor infractions and mold them into a better Soldier. NCO's at all levels should get there counseling's during the year and not just when it is time for there NCOER or when they messed up. You should never have anyone righting there own NCOER or OER. As leaders at all levels we need to lead from the front in all areas not just at PT. If a CPL or SGT or SSG or SFC or MSG or 1SG can't conduct even basic level training then that Soldier needs to lose there stripes or get out of the military if nothing else it needs to show on there NCOER.

Response by CSM Eric Biggs made Sep 25 at 2017 3:46 AM

2017-09-25T03:46:23-04:00

I agree, we provide our subordinates with an end state and allow them the freedom to come up with and accomplish the "HOW". We as Senior NCO's also need to support our Junior NCO's and deflect officers. By deflect I mean tactfully remind them what their lane is and get them back in it. By keeping officers in their lanes this allows NCO's to conduct the mission and if making mistakes learning from them. If we continue to micromanage our Junior NCO's, Soldiers and allow officers to micromanage us, the Military will soon become an entity that can't think. The NCO core will become so degraded we might as well all be PVT's.

Response by MAJ Private RallyPoint Member made Sep 25 at 2017 11:26 AM

2017-09-25T11:26:25-04:00

According to ADRP 6-0, Mission Command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations.

It's imperative that orders are given but leaders must ensure that "agile and adaptive leaders" are able to carry those orders out with "disciplined initiative". According to ADRP 6-0, this is done through several things such as building cohesive teams through mutual trust. Mutual being the key word there. Leaders have to trust their soldiers and soldiers have to trust their leaders. This isn't an easy task. There's no shortcut to building trust. It takes work day in and day out. At PT and on the range. Officers and NCOs alike are on the hook for this. If you want PFC Joe to respect his NCOs and officers, he needs to see that he's respected as well. One thing that works toward this end is honesty. Joe doesn't need to think he's the only one that screws up. If an officer or NCO screws up, they should admit that. And dare I say it, even apologize if the situation warrants it. When that atmosphere is prevalent in a unit, it will do great things.

Response by CSM Richard StCyr made Sep 26 at 2017 12:20 PM

2017-09-26T12:20:33-04:00

Something that worked for us was "killing" high performing Squad Leaders during training and having junior NCOs regroup and complete missions where the SQD LDR had already proven proficiency. This enabled the SQD LDR to stand back and observe their troops performing tasks and see where they had done well or poorly in cross training folks to pick up and complete the mission.
During construction missions we simply assigned junior leaders with sub tasks that supported the construction missions final outcome.
Another thing that seemed to work well was placing junior NCOs and SPCs in charge of assault convoy reaction drill rehearsals and briefings. We had SPCs that could conduct Op Order and mission briefs on par with many SQD LDRs, PSG and PL'S. Any gaps or items missed were covered as "Something I'd like to emphasize from the briefing" by the Senior NCOs. This went a long way to building confidence, competence and trust throughout the ranks.

Response by SGM Erik Marquez made Sep 26 at 2017 1:41 PM

2017-09-26T13:41:13-04:00

It takes those very same Senior NCO's to be entrusted with clear guidance, commanders intent left and right limits and the backing that honest mistakes will not be punished... Once you do that and they realize that is the leadership atmosphere they are in and that you expect the same from them to the junior NCO's ... the PSG, s and SSG's will turn loose the hounds..with an understanding if they did their part, clear guidance, task, conditions and standards and the vehicles still don't get to rail head for loading by Friday COB formation, COB may get later, but its not punishment., just mission accomplishment..there is no ass chewing because the PFC and SPC discovered track pads had to be replaced before the tracks could be hauled, and instead of coming bask and asking for guidance which might have been swapping to other vehicles, or assigning more SM to the task ect, that junior group said "We got this" only it took longer then planned and now.... we missed a time hack.. So be it, fix it and move on, the lesson is not you get chewed out for not finishing. Its, what were other COA's you could have taken, decisions made that would have gotten you to the required end state, 12 Tracks at rail head.

Response by 1SG Private RallyPoint Member made Apr 15 at 2018 12:14 PM

2018-04-15T12:14:47-04:00

We as an army are great at looking at young NCO’s and Soldiers, and saying “yep, that kids got it. or That kids going to be a leader” When I was a young private I had a team leader who made me read 22-100 more than 7-8. This helped me identify leadership/leaders by their attributes. Not everyone has the ability to be a leader, and not everyone can develop leaders. The army has an issue with this right now, do the time and get promoted. Senior NCOs and officers need to get back to doctrine (FM 6-22 leader development) has great strategies in order to actually identify competencies and attributes soldiers/ncos/officers are strong in or are lacking in, and it even shows ways to develop those competencies and attributes in order for those being developed to develop core competencies and attributes to be better leaders. The problem is, most of our senior leadership is not familiar with and does not adhere to the development guidance in FM 6-22, (which is also widely used in civilian corporations, because it works). Now before I get a bunch of “old school” NCOs on here saying doctrine doesn’t have all the answers. I would say “have you even read FM 6-22? If not you are definitely behind the curve on your own development. Leader development is my job as a senior NCO” whether it is young NCOs or Leuitenants it is my responsibility as a senior to identify competencies and attributes they are strong or weak in and help develop them.