Posted on May 16, 2017
Where can I find ideas or input on creating a Professional Development Program for my unit (I must reach two levels down from 1SG)?
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Posted in these groups: 
1SG
Professional Development
Training NCOS2 Intelligence NCO
Military Intelligence
1SG Professional Development Training NCOS2 Intelligence NCO Military Intelligence
Posted >1 y ago
Responses: 8
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1SG (Join to see) I Know it doesn't Market Itself as Professional Development for Management but I think Incorporating Some Well Selected Ted Talks would be a Plus.
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1SG, so you aim to professionally develop your Platoon Sergeants and Section Sergeants, am I right?
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SGT (Join to see)
SGT Joseph Gunderson - This attitude needs to become more of the rule rather than the exception. In my former (Army) life our company frequently experienced difficulty finding a PSG that met all the requirements (valid and current flight physical, correct rank to fill the vacant slot [E7], appropriate schooling and experience to lead in an Air Assault company, etc.) This meant that our 2 E6 Sect. Sgts. (both outstanding leaders with diverse Army experience outside of Aviation) frequently had to step up and take on PSG roles. What did that mean for all of us E5 crew dogs? You guessed it. The bright side is that an Air Assault flight company is likely to be heavy on the E5 side. The dark side is that not all of those E5s are NCOs.
Without getting into this for months, the situation become more complicated when the 1SG was "excused". At this point, the one steady E7 PSG (AGR Readiness NCO) had to do double duty as PSG and 1SG. Couple that with a few detachments that had (at times) less than stellar leadership and it was a rough period for a while. It separated the men from the boys (proud to say I was a "man" for a bit).
A big part of the issue with Guard Army Aviation is balancing the mission with professional development requirements. For example, ALC and SLC are both 4 phases long. Very rarely were we able to send people both to school and annual training. This stunts the growth of the unit overall. Funding was/is often a huge issue, but so was SMs not understanding their responsibilities as flight crew members (fly, progress, learn, HAVE A FREAKING VALID FLIGHT PHYSICAL).
The folks who were always ready for missions and proficient at their tasks were also the ones who needed NCOES, etc. Seems like we were shorthanded for awhile (and they still are, I keep up with them on a near daily basis). The NCOES backlog is what has prevented the company from having a 1SG for over a year now. And many of the turds who do find a way to get to an NCOES don't have the ability to lead soldiers effectively.
Ehhhh....I could go for days...
Without getting into this for months, the situation become more complicated when the 1SG was "excused". At this point, the one steady E7 PSG (AGR Readiness NCO) had to do double duty as PSG and 1SG. Couple that with a few detachments that had (at times) less than stellar leadership and it was a rough period for a while. It separated the men from the boys (proud to say I was a "man" for a bit).
A big part of the issue with Guard Army Aviation is balancing the mission with professional development requirements. For example, ALC and SLC are both 4 phases long. Very rarely were we able to send people both to school and annual training. This stunts the growth of the unit overall. Funding was/is often a huge issue, but so was SMs not understanding their responsibilities as flight crew members (fly, progress, learn, HAVE A FREAKING VALID FLIGHT PHYSICAL).
The folks who were always ready for missions and proficient at their tasks were also the ones who needed NCOES, etc. Seems like we were shorthanded for awhile (and they still are, I keep up with them on a near daily basis). The NCOES backlog is what has prevented the company from having a 1SG for over a year now. And many of the turds who do find a way to get to an NCOES don't have the ability to lead soldiers effectively.
Ehhhh....I could go for days...
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SGT Joseph Gunderson
Yeah. I believe it really falls on the individual NCOs to take up the helm before and after and in the absence of NCOESs. Really, the NCOES should only matter on paper to me. I think that a soldier should be able to function perfectly throughout their career with actually ever attending an NCOES.
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I am sure Google can help on this. Not a lot new. I teach Management. We just look at old ideas in a modern time. But, much of it our parents used.
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I've used a variety of resources from the army and outside world focusing on mentorship and leader development.
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In order to create a professional development program, Some thoughts that will need to be considered. Professional development defined is learning to earn or maintain professional credentials such as academic degrees to formal coursework, conferences and informal learning opportunities situated in practice.
Many leaders in our organization have this thought that we should teach common core that's geared toward individual MOS. If your in a unit that has a variety of MOS's. I would recommend creating a leadership program. You can focus on intensive and collaborative, ideally incorporating an evaluative staged.
Many leaders in our organization have this thought that we should teach common core that's geared toward individual MOS. If your in a unit that has a variety of MOS's. I would recommend creating a leadership program. You can focus on intensive and collaborative, ideally incorporating an evaluative staged.
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1SG send me a message and provide me with your email. I have some products that you may find useful.
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CSM (Join to see)
1SG Fluharty,
If it's no trouble, I'd like to provide my contact information as well in order to receive any information you may have on NCO Professional Development...thanks in advance... [login to see]
If it's no trouble, I'd like to provide my contact information as well in order to receive any information you may have on NCO Professional Development...thanks in advance... [login to see]
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1SG (Join to see)
I would say that the best way to develop NCOs into the leaders that they need to be, both technically and tactically, is always a hands on approach. When I first was promoted to sergeant I hand a good sized handful of specialists and privates under my supervision and my thought always was that if I could give them the leg up that I never had then I did something great. My goal was to have all of my soldiers outranking me at some point in time. So, although I still counseled them monthly, my specialists counseled me on my performance, the PFCs counseled the specialists, and so on down the line. Afterwards, we would sit down and talk about how to improve their counseling abilities. When they finally had a solid grasp on the concept I began teaching them about awards, NCOERs, etc. More the technical side of the army, because no one ever teaches young soldiers that. But they got hands on practice. As far as it goes with NCOs in the ranks of SSG and SFC, I think that it would be even easier to allow them to take the wheel in a position of high responsibility as a way of learning. Sort of like a left seat right seat ride if you will. There is no better ways to learn a job than to allow someone to do it while you watch. Now, of course, there are certain things that just cannot be done (things that require the actual 1SG namely) but other than that it can be easily swung. As for having Sect. Sgts learn the role of PSG, well that can be planned and implemented at their level.
I would say that the best way to develop NCOs into the leaders that they need to be, both technically and tactically, is always a hands on approach. When I first was promoted to sergeant I hand a good sized handful of specialists and privates under my supervision and my thought always was that if I could give them the leg up that I never had then I did something great. My goal was to have all of my soldiers outranking me at some point in time. So, although I still counseled them monthly, my specialists counseled me on my performance, the PFCs counseled the specialists, and so on down the line. Afterwards, we would sit down and talk about how to improve their counseling abilities. When they finally had a solid grasp on the concept I began teaching them about awards, NCOERs, etc. More the technical side of the army, because no one ever teaches young soldiers that. But they got hands on practice. As far as it goes with NCOs in the ranks of SSG and SFC, I think that it would be even easier to allow them to take the wheel in a position of high responsibility as a way of learning. Sort of like a left seat right seat ride if you will. There is no better ways to learn a job than to allow someone to do it while you watch. Now, of course, there are certain things that just cannot be done (things that require the actual 1SG namely) but other than that it can be easily swung. As for having Sect. Sgts learn the role of PSG, well that can be planned and implemented at their level.
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1SG (Join to see)
A lot of good points. this is pretty much the track I'm on and looking for things to add to it. thanks for your input.
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Get some lessons plans, or at least topics, from your MOS ALC and SLC. I'd actually task those two steps down with creating agreed up trng. Obviously giving them left and right limits.
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