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Over the past few years I have heard it more and more, "the NCO Corp has grown weak." I wish to hear thoughts from the all levels here. The regulatory guidance on tools NCO's have historically used (i.e. corrective training) seems to be ever changing, yet I have yet to see an update to FM 7-22.7. Senior NCO's have made comments of being side stepped or countermanded on issues by officers, at the same time I have witnessed officers being overly critical of NCO's by growing Soldier problems. Your input?
NCOs
Army
Mentorship
Excellence
Posted >1 y ago
Responses: 1
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A few points come to mind with your question:
Recently a fellow NCO informed me that at ALC they are now telling NCOs to not correct deficiencies in soldiers around them.
New soldiers to the local post have seemed overly friendly and by so-doing at least slightly disrespectful to NCOs, even their own first line NCOs.
Now, the difficulty in understanding the situation is also in seeing the environment. Essentially there are two major environments in the military (at least the Army):
1.) The line/TO&E environement
2.) The business/TDA environment
The latter of which I belong to in MEDCOM and it is from that point of experience that I speak.
For us fulling the mission here means 24 hour operations 7 days a week on alternating shift schedules from the Laboratory, Radiology, Inpatient Nursing, the Operating Room, the Emergency Department, Medical Maintenance, Medical Supply and the Outpatient Clinics (generally M-F 8-5 on the clinic side).
How does that differ from other units? Well, multiple PT schedules are accommodated since different areas of the hospital start at a varied schedule throughout the day. This means there are areas of each company that will not likely ever meet other personnel from their very own company.
Working through holidays, training days, organizational day and just about everything not covered by those categories further isolates SMs from their counterparts. Therefore soldiers will get a sort of tunnel vision of work, sleep, work, time off, work.
After a while that includes NCOs in non managerial positions that see themselves as part of the group instead of a moderator of the group (if you follow my meaning there).
So from this angle, what is to be done? How can the issue at hand be remedied? Many approaches could be taken but personally I believe it will fall to the front line NCOs that are amidst the masses to recognize their place and effect the change from on the spot corrections, conducting PT and morale events and holding their soldiers and themselves/battles to the standard.
Senior NCOs can definitely help by taking a more personal role in mentoring junior NCOs and their other troops.
Be. Know. Do.
Recently a fellow NCO informed me that at ALC they are now telling NCOs to not correct deficiencies in soldiers around them.
New soldiers to the local post have seemed overly friendly and by so-doing at least slightly disrespectful to NCOs, even their own first line NCOs.
Now, the difficulty in understanding the situation is also in seeing the environment. Essentially there are two major environments in the military (at least the Army):
1.) The line/TO&E environement
2.) The business/TDA environment
The latter of which I belong to in MEDCOM and it is from that point of experience that I speak.
For us fulling the mission here means 24 hour operations 7 days a week on alternating shift schedules from the Laboratory, Radiology, Inpatient Nursing, the Operating Room, the Emergency Department, Medical Maintenance, Medical Supply and the Outpatient Clinics (generally M-F 8-5 on the clinic side).
How does that differ from other units? Well, multiple PT schedules are accommodated since different areas of the hospital start at a varied schedule throughout the day. This means there are areas of each company that will not likely ever meet other personnel from their very own company.
Working through holidays, training days, organizational day and just about everything not covered by those categories further isolates SMs from their counterparts. Therefore soldiers will get a sort of tunnel vision of work, sleep, work, time off, work.
After a while that includes NCOs in non managerial positions that see themselves as part of the group instead of a moderator of the group (if you follow my meaning there).
So from this angle, what is to be done? How can the issue at hand be remedied? Many approaches could be taken but personally I believe it will fall to the front line NCOs that are amidst the masses to recognize their place and effect the change from on the spot corrections, conducting PT and morale events and holding their soldiers and themselves/battles to the standard.
Senior NCOs can definitely help by taking a more personal role in mentoring junior NCOs and their other troops.
Be. Know. Do.
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