Should NCO buisness be allowed to happen? Or should all matters be dealt with by Commanders?

SFC Private RallyPoint Member — Tue, 07 Jan 2014 06:52:24 -0500

Should certain problems be dealt with behind the scenes
as they were in the old days, or should we as NCO's in this modern Army
continue to let our officers take it up to their level?

Response by SGT(P) Private RallyPoint Member made Jan 7 at 2014 6:55 AM

SGT(P) Private RallyPoint Member — Tue, 07 Jan 2014 06:55:07 -0500

In know it's cliche', but METT-TC.

Response by Col Joel Anderson made Jan 7 at 2014 7:18 AM

Col Joel Anderson — Tue, 07 Jan 2014 07:18:15 -0500

My hope is that this is a rhetorical question. We have NCO's, SNCO's and chains of command for a reason. Use them and their respective leadership at all levels appropriately, to advantage and to their inherent strengths.

Response by Maj Michael StClair made Jan 8 at 2014 5:56 AM

Maj Michael StClair — Wed, 08 Jan 2014 05:56:48 -0500

In the Marine Corps leadership begins at the lowest level possible with each individual Marine being responsible for himself, his equipment, uniforms, and other gear.  That being said NCO's and Staff NCO's are heavily relied upon, and expected to insure that good order and discipline are adhered to in all Marine Corps Organizations.  I am not sure what the person who posed the question is really asking.  What I do know is that at least within the Marine Corps there is no such thing as NCO business - there is however strong, and effective leadership beginning at the fire team level (and other similar small units in different types of organizations across the Marine Corps). Without NCO's and Staff NCO's providing leadership nothing happens; chaos occurs; and the organization disintegrates.  The apocryphal story of the Gunny and the flag pole in this case rings true. 

Response by WO1(P) Private RallyPoint Member made Jan 8 at 2014 7:14 AM

WO1(P) Private RallyPoint Member — Wed, 08 Jan 2014 07:14:50 -0500

I think with today’s Army it’s about Officers and NCOs working for the overall success of the team. This means sharing knowledge, keeping each other informed, and finding practical solutions to problems. This can only be achieved through a common vision of teamwork. For example, the relationship between the Sergeant and the LT has to be tight. The Soldiers must know their LT and Sergeant are tight and will do whatever it takes to achieve mission success and will look out for their welfare. While the LT may be out gathering resources, understanding the mission and how it relates to the next higher element, the Sergeant is conducting pre-combat and pre-execution checks while verifying the Soldiers are ready to go. The LT and Sergeant must fully understand their specific roles, duties, and responsibility and how they are intertwined. When this concept is fully understood by all members of the unit, the results are contagious and Soldiers will become motivated to ensure success and will take care of each other.

Response by 1SG Steven Stankovich made Jan 11 at 2014 5:17 AM

1SG Steven Stankovich — Sat, 11 Jan 2014 05:17:55 -0500

I have an old quote that I would like to share. One of the duties of the NCO Corps is "the day-to-day business of running of the Army so that the officer corps has time to command it." (former SMA William G. Bainbridge) I believe that. NCOs and Officers have different roles and responsibilities. Handling business at the lowest level is something that should be the goal of all leaders, regardless of type (NCO, Officer, WO).

Now let me switch gears a little. There is a difference between an officer and a Commander. Everything that occurs in a Platoon, Company, BN, BDE, etc., is the Commanders business. Now, does that mean the Commander has to be involved in the intimate details of each and every issue that arises? Absolutely not. That is what NCOs are there for. As a 1SG, I ensured that my CDR was briefed on everything that was going on in his/her Company. A lot of times, the conversation was about what I had already taken care of, but I made sure that he/she was tracking. The CDR should never be blind-sided by a Soldier issue from someone else.

So to answer your question, from my point of view, yes, there is NCO business. That business though should not be handled in a stovepipe or a vacuum. Taking care of Soldiers and handling business at the lowest level is something that we as NCOs should take pride in. At the end of the day though, you should always be providing a back brief, out brief, etc., to your CDR so that situational awareness is maintained. That fulfills your role to provide your CDR with all the facts so that he/she can make an informed decision about his/her unit.