What questions would you like to see on an NCO Academy Pre-Test?

2018-05-21T15:59:30-04:00

Taking things back to basics...topic areas that you would expect E-5s and up to be competent in (Counseling, Promotions, Training, etc.) but also what areas do staff NCOs find that todays line NCOs don't know but should (Readiness, Supply, Admin, Medical, etc.).

Update: Thanks for everyone's thoughts. To clarify, I am building a pre-test to be given to all NCOs to identify organizational weaknesses and gaps in knowledge that can be fixed through tailoring NCODP, etc. type training events. ie.:

1. What DA form is used to conduct counseling sessions with subordinate personnel?
A) DA Form 2166-9
B) DA Form 1750
C) DA Form 4856
D) DA Form 3650

2. What DA Form is used to hold personnel accountable for equipment?
A) DA Form 2062
B) DA Form 2823
C) DA Form 638
D) DD Form 1352

Response by 1SG Dennis Hicks made May 21 at 2018 4:14 PM

2018-05-21T16:14:05-04:00

Top this may not be in the order or subject matter you are looking for but SGT's on up should be competent in:
1) Know their MOS with a working knowledge of any peripheral MOS's in their assigned unit
2) Training, Mentoring and searching for the next members of the NCO Corp
3) People skills, talking to Soldiers without tearing them up every time as you would want to be spoken to.
4) Screening future NCO's (at the promotion boards)so we don't allow a cancer to grow in the corp and destroy all that has been done good.
5) Interpersonal skill sets with Officers, learning how to develop NCO/Officer team work and if need be how to get the Officer COC to fix the broken ones.
6) Teach NCO's that there is a line between being ones buddy and being ones leader, that line seems to get blurred to much over the decades.
7) Taking a hit for your troops when they screw up so that they can learn before they get burned to the ground by some egotistical leader (In name only) that is looking for a fall guy/gal

While I was a Line NCO for many years and never wanted staff time I found latter in life every NCO should have both in their tool box to be well rounded and to pick up additional skill sets. If you stay your whole career on the line or behind the desk you are cheating yourself and not seeking new knowledge. My staff time taught me so many things that I was able to use when I went back to the line and helped me to help others. I never did learn any good social skills and I still piss many folks off but I consider that a bonus now :)

Response by MAJ Ken Landgren made May 21 at 2018 4:20 PM

2018-05-21T16:20:39-04:00

I would venture to say understanding the organization, other organizations, and utilizing all available resources. Prepare for reporting requirements.

Response by SFC Private RallyPoint Member made May 21 at 2018 4:25 PM

2018-05-21T16:25:02-04:00

Evaluations

Response by SFC Private RallyPoint Member made May 21 at 2018 4:25 PM

2018-05-21T16:25:33-04:00

Mentoring

Response by SFC Private RallyPoint Member made May 21 at 2018 4:28 PM

2018-05-21T16:28:03-04:00

Army Programs

Response by MAJ Private RallyPoint Member made May 21 at 2018 6:10 PM

2018-05-21T18:10:53-04:00

Great question 1SG. In my last assignment I had a few Soldiers make the transition from junior enlisted to NCO (SGT) and I found myself asking them several times “Didn’t they teach that in BLC?”. I don’t think the focus needs to be MOS training, save that for ALC. 1- Really teach counseling, developmental, closeout, etc. This should also include NCOER Support Form development. Now that 623-3 requires NCOs to prepare thier own SF after being provided thier Rater and SR Support Forms. 2- The forgotten skill of supervision! Nothing drive me more crazy than an NCO who doesn’t understand thier role and the value of supervision! I’ve seen young (and some senior) NCOs Tell a Soldier to do something then head back to thier office and think they are supervising. I had a recent discussion with one of my young E-5 and was surprised that they thought that was “micromanaging”. I reminded them that they don’t manage, they supervise and that means they have to observe, evaluate, and provide direction when supervising Soldiers on the job. How are NCOs assessing Soldier proficiency if they aren’t watching them?! How are you teaching, coaching, and mentoring if you have never observed your Soldiers in action? The fine art of proper supervision has been lost. 3- Lastly, NCOs need to back to basics, running a formation, leading Soldiers in PRT, conducting field training, proper instruction (not PPT in the office), and conducting inspections (Soldier Readiness). I have yet to see the old practice (which worked!) of NCOs conducting inspections. TA-50, ASU, Room, etc. It’s seems that these skills have not been passed on by the Senior NCO Corps.

Response by SFC Private RallyPoint Member made May 21 at 2018 6:18 PM

2018-05-21T18:18:59-04:00

Good knowledge of where to guide soldiers in need of any kind of assistance.

How to act professionally and treat others right without constantly reverting to "douchbaggery."

Good knowledge of MOS and basic soldier skills and troop leading procedures.

Response by SFC Stephen King made May 21 at 2018 6:21 PM

2018-05-21T18:21:55-04:00

What are the basics of effective communication? How important are they?

Response by 1SG Private RallyPoint Member made May 21 at 2018 6:37 PM

2018-05-21T18:37:36-04:00

I would like to see some sort of warrior skills qualification test done somewhere in mid-career education. I suppose this could be conducted at unit or BN level. Maybe have lanes run once every 6 months or so, and after an NCO is certified, it is good for 12 months and presenting the certificate is a in-processing requirement like your APFT card and equipment inventory.

Response by PO1 Richard Cormier made May 21 at 2018 7:40 PM

2018-05-21T19:40:02-04:00

Without involving disciplinary powers, How would you motivate a small unit (squad ect.) that has lost confidence?

Response by SSgt Gary Andrews made May 21 at 2018 8:20 PM

2018-05-21T20:20:26-04:00

I think the most effective NCO's and Staff NCO's are those that understand effective communication techniques, leadership traits, and how to be an effective mentor. They should also know how to evaluate performance, and should understand the disciplinary process. Your questions and training should center on those things.

Response by CW2 Louis Melendez made May 21 at 2018 9:05 PM

2018-05-21T21:05:35-04:00

1SG James,
I personally agree with what the rest have said. It's basically going to the fundamentals. However, I would suggest to include questions that touch the unit's mission. What's the purpose of your unit and what critical roles are filled that impact the over all mission of the BN, BDE, Div, etc. That can start spiking interest about the strategic relevance of the unit.

That would probably be more for the Senior population but it doesn't hurt to introduce Junior NCO's to that level. It was an eye opener for me when I understood the "big picture" when I worked in a G-4 staff. It tremendously benefited me as a logistician.

Response by SGT Private RallyPoint Member made May 21 at 2018 10:56 PM

2018-05-21T22:56:52-04:00

What is the most important asset in your unit? Answer: "Your Personnel"

Response by SGT Joseph Gunderson made May 22 at 2018 12:44 AM

2018-05-22T00:44:40-04:00

I think that it really depends on what level of NCOES you are looking at testing to attend. For those at the ranks of E4 and below who are attending BLC, I think that they should basically know the -10 level tasks that all soldiers are supposed to learn in basic. If you haven't mastered your basic tasks then you have no reason to be learning higher level tasks. For those at grades of E5-6, I believe that questions on a qualification test should have to deal with basic mastery of the technical side of the military. Do you understand how counselings and NCOERs work. Perhaps utilize situational questions that deal with how to manage soldiers and time and equipment. Do they understand the importance of property management and handreceipts. At those levels they will be expected to understand that they are responsible for certain things (when I was an E4-5 I was responsible for well over $10M in equipment not including vehicles). E7 and aboce should understand the bigger army. Management of larger units, UCMJ should become a larger focus. Understanding exactly the difference between the authority that senior NCOs have and the POWER that they do not. That is something that many individuals do not understand; that NCOs have no power, only the authority to enforce the power of the officer above them. This also is why we have the difference between a direct and lawful order. I believe that there should be a larger focus, in order to prepare them for higher roles, on large unit movements, tactics, and management. Situational questions should definitely be used to gauge these levels as well. I think that the focus should definitely be taken away from memorizing random bits of information. Should I know form numbers and ARs? Probably. If I needed to would they be easy to find on the internet? You're damn right. I think that needs to be stressed. How about ask questions like "Where would you go to find out _______?" Well, APD is a good starting point for ARs, FMs, and forms... HRC is a good place to look for records... so on and so forth.

Response by 1SG Frank Boynton made May 22 at 2018 8:21 AM

2018-05-22T08:21:55-04:00

I don’t know how revenant this is in today’s Army but when I was a senior instructor at the I-Corps NCO Academy at Ft Levi’s in the early 80’s, the greatest weaknesses among non-combat arms soldiers was Land Navigation. Not knowing the basics of reading a map or using a compass. More PLDC failures were due to failing the written test and the second most cause of failing was completing the land navigation course on Ross Hill. The next in line was a basic lack of drill and ceremony. Our greatest fun was putting someone in front of a squad and have them march them around the barracks area. It was surprising how many E4’s, 5’s and 6’s couldn’t conduct D&C.

Response by SFC Private RallyPoint Member made May 23 at 2018 2:53 AM

2018-05-23T02:53:06-04:00

Great questions 1SG.

Response by MSG Charles Roth made May 29 at 2018 6:45 PM

2018-05-29T18:45:33-04:00

1. A.
2. A.

Response by SGM Private RallyPoint Member made Jun 2 at 2018 12:45 PM

2018-06-02T12:45:07-04:00

Readiness is a must to understand. At the E5 level they might not need to understand specifics of hot to get to readiness but understanding the principles and how training events, schools, and other command objectives get to readiness will help them communicate to their Soldiers the "why" a task must be accomplished.

Response by MSG Justin Kuchar made Jun 25 at 2018 7:27 PM

2018-06-25T19:27:49-04:00

As a former PLDC SGL and Platoon Sergeant, it varied by soldier and what unit they came from in large part. It was easy to spot those that had zero or almost zero mentorship. I spent plenty of time calling 1SGs and asking why the pre-execution checklist appendix H was signed when it was painfully obvious they didn't use it.
To answer the question though, troop leading procedures, AR 670-1, ability to conduct a training class , and of course counseling were all woefully inadequate.
It was too easy to pick out the ones that had first line leaders or unit training to prepare them.
Frankly a good many Senior NCOs should be embarrassed for the lack of prep the put SMs through for the course.
Setting a s#/+ example right off the bat. No surprise how far our beloved Corps has fallen sadly.
Select promote train really did a negative number on the Corps. I saw the transition in late 90s into first half of 2000s and it was distinct in our student population. Less prepared and less qualified.

Response by CPT Aaron Kletzing made Jan 4 at 2021 2:15 PM

2021-01-04T14:15:18-05:00

"Give me examples of how you have mentored and helped develop Junior Officers."

Response by SFC Melvin Brandenburg made Mar 11 at 2021 1:51 PM

2021-03-11T13:51:21-05:00

TLP

Response by CW2 Private RallyPoint Member made Mar 11 at 2021 4:00 PM

2021-03-11T16:00:57-05:00

First off should be their job and all skill level 1 tasks. Counseling should already be good because they've been getting counseled for years. They should be taught how to support their soldiers and how the army works. How to request a school, how to enforce regulations. How to advise an Officer/senior NCO that they are incorrect about something, what their PDM says, what advanced programs and application jobs the army has, show them that they need to check their mail.mil at minimum weekly.
BLC doesn't teach leadership (no army schools do) it just teaches things a SGT does, like the popular "read from this overused PowerPoint deck and call it teaching/training" or "this is how to make soldiers conduct ineffective PT"
Leadership is an individual thing, because subordinates are all different. The courses should teach more interpersonal skills, discussion techniques, conflict management, etc to allow a leader to cater their style to the Soldiers in their charge.

Response by CPT(P) Private RallyPoint Member made Sep 25 at 2021 10:09 AM

2021-09-25T10:09:48-04:00

Scenarios pertainjng to suicide, death in a Soldier’s family, sexual harassment/assault, etc. Answers require a logical sequence of actions and Army resources available to the Soldier AND the Army leaders thar pertain to the situation. This is definitely most practical and things that I would hope NCOs know.