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What is the definition of a good NCO? Is it a hard charging nature and the ability to quickly earn those chevrons? Is it the sergeant who is always leading from the front and, when that crappy detail comes down, is right there in the suck with his/her soldiers? Are NCOs measured by the schools they attend and the ratings that they receive on NCO evaluation reports? Is it any of these, a combination, or maybe something deeper?
I would love to be able to say that I was the best Noncommissioned Officer to have served, but, if I am being honest with everyone and myself, I was not anything close to being the best. I never went to any professional schools that earned me a shiny new badge to put on my uniform, but I also never received any bad ratings on evaluations. I wasn’t the best, but I was still a solid 1-3 NCO. If you are unfamiliar with what that means, I was above average, but not really front of the pack. I was definitely the guy in the middle of the pack as far as big Army was concerned. A “Promote with Peers” kind of soldier. Lucky for me though, it was never my goal after receiving my chevrons, to simply please my superiors and get that next stripe.
If you asked my superiors what kind of NCO I was, they would probably tell you that I was a problem child. Nothing against them, or me, but I did give plenty of them headaches from time to time. Perhaps even more often than just time to time. I was hard headed and always liked to do things in my own way because I believed that I knew better. Sometimes I did, but there were many times that I did not. I always completed the mission, but it could be said that I did go outside of my prescribed directions in completing them.
My peers would tell you that I was more of a nerd than a combat arms NCO. I was undeniably more of a technical than tactical expert. I knew my MOS just fine and I could still perform my duties and lead my soldiers, but we all knew that I was better cut out to do something outside of being a Cavalry Scout. I did the things that the other guys were not so practiced at. I was great with computers, tracking, managing, and counseling. This is probably what landed me in arms rooms and training rooms for much of my career. We had mutual respect for the skills that we each brought to the table, but I can look back now and say that I was definitely a little bit jealous of my friends who were those hard charging, PT studs, and tactical experts.
However, the opinion that mattered the most to me after I became an NCO was that of my subordinates. I remember being asked once by a senior NCO of mine what I believed my job was as an NCO. My answer, “I don’t work for you, Sergeant. I work for my Joes. I worked for NCOs and officers when I was a private and a specialist, but now my responsibility is not to you and to necessarily perform the mission. My soldiers will perform the mission, I promise you that. But my job is to take care of them and make sure that they don’t have to worry about anything outside of completing the mission. If my guys are taken care of, then I have succeeded.” Now, I can easily say with certainty that my outlook on my position as an NCO did not sit well with my superiors, but that was okay. I was not there to make friends.
I followed through with what I said. I was a huge proponent of conducting regular and in depth counseling; I even had some of my subordinate specialists “counsel” me in order for them to gain the experience that they would need later on. I enjoyed seeing them grow as professionals. I liked to tell my guys, “if I have to stand at parade rest for you someday, then I obviously did my job.”
Even with my trouble makers, I liked to be there and do what I thought would make them understand that, one, they done screwed up and, two, I was there to ensure that they got back on track. I once had a kid who showed up late a few times to formation. What was I to do for corrective action? I made him show up an hour prior to formation every day for a week, but, not only that, I showed up fifteen minutes prior to when I told him to arrive. I didn’t like being at the CP at 0500 every day for a week. Honestly, it really sucked. But I needed him to know that I was going to deal with the suck with him and make sure that he got back to where he needed to be.
I had to endure the displeasure of chaptering a few of the soldiers that were in my troop. I knew what they were going through, both professionally and personally, and I tried my best to make the transition easier for them. As the NCO responsible for their chapter, I often had to bring them to their appointments and make sure that they were on track to get kicked out; all the while, I was their advocate, a kind of middleman between the soon to be separated soldier and the command. I have no doubt in my mind that they appreciated it. Many of these young men still stay in contact with me through one medium or another.
As far as being a good NCO goes, I believe my final reassurance that I did my job well came two years after I was actually medically retired. It was nearly midnight and I was out at the bar with my younger brother when I received a phone call from a soldier who at one point was my private. Of course I answered the call, but I did not know what I was getting into. Turns out that he and his wife were in the middle of a huge fight that was about to end their marriage and he was calling me to get advice on how to make it right. I found it ironic that he called me for something like this seeing as how he knew my track record with my wives, but I did what I could. I gave him the best advice that I could after having had a few beers already, told him to get off the phone with me, go to his wife, talk, and get ahold of me later to let me know how everything was. He did. Later I found out that, after following my advice, everything worked out. I didn’t deserve it but he ended up thanking me.
Although it is just my opinion, I believe that being a good Noncommissioned Officer is a combination of many different things that can’t always be quantified. For those in these positions I say, you should take care of your subordinates and everything else should come second. They expect and deserve us to ensure that they are taken care of and I believe that it should be our primary mission to do so.
Be. Know. Do.
Be the NCO that your soldiers need in order to be successful. Know your soldiers; inside and out. Do whatever it takes to make sure that they do not fail.
I would love to be able to say that I was the best Noncommissioned Officer to have served, but, if I am being honest with everyone and myself, I was not anything close to being the best. I never went to any professional schools that earned me a shiny new badge to put on my uniform, but I also never received any bad ratings on evaluations. I wasn’t the best, but I was still a solid 1-3 NCO. If you are unfamiliar with what that means, I was above average, but not really front of the pack. I was definitely the guy in the middle of the pack as far as big Army was concerned. A “Promote with Peers” kind of soldier. Lucky for me though, it was never my goal after receiving my chevrons, to simply please my superiors and get that next stripe.
If you asked my superiors what kind of NCO I was, they would probably tell you that I was a problem child. Nothing against them, or me, but I did give plenty of them headaches from time to time. Perhaps even more often than just time to time. I was hard headed and always liked to do things in my own way because I believed that I knew better. Sometimes I did, but there were many times that I did not. I always completed the mission, but it could be said that I did go outside of my prescribed directions in completing them.
My peers would tell you that I was more of a nerd than a combat arms NCO. I was undeniably more of a technical than tactical expert. I knew my MOS just fine and I could still perform my duties and lead my soldiers, but we all knew that I was better cut out to do something outside of being a Cavalry Scout. I did the things that the other guys were not so practiced at. I was great with computers, tracking, managing, and counseling. This is probably what landed me in arms rooms and training rooms for much of my career. We had mutual respect for the skills that we each brought to the table, but I can look back now and say that I was definitely a little bit jealous of my friends who were those hard charging, PT studs, and tactical experts.
However, the opinion that mattered the most to me after I became an NCO was that of my subordinates. I remember being asked once by a senior NCO of mine what I believed my job was as an NCO. My answer, “I don’t work for you, Sergeant. I work for my Joes. I worked for NCOs and officers when I was a private and a specialist, but now my responsibility is not to you and to necessarily perform the mission. My soldiers will perform the mission, I promise you that. But my job is to take care of them and make sure that they don’t have to worry about anything outside of completing the mission. If my guys are taken care of, then I have succeeded.” Now, I can easily say with certainty that my outlook on my position as an NCO did not sit well with my superiors, but that was okay. I was not there to make friends.
I followed through with what I said. I was a huge proponent of conducting regular and in depth counseling; I even had some of my subordinate specialists “counsel” me in order for them to gain the experience that they would need later on. I enjoyed seeing them grow as professionals. I liked to tell my guys, “if I have to stand at parade rest for you someday, then I obviously did my job.”
Even with my trouble makers, I liked to be there and do what I thought would make them understand that, one, they done screwed up and, two, I was there to ensure that they got back on track. I once had a kid who showed up late a few times to formation. What was I to do for corrective action? I made him show up an hour prior to formation every day for a week, but, not only that, I showed up fifteen minutes prior to when I told him to arrive. I didn’t like being at the CP at 0500 every day for a week. Honestly, it really sucked. But I needed him to know that I was going to deal with the suck with him and make sure that he got back to where he needed to be.
I had to endure the displeasure of chaptering a few of the soldiers that were in my troop. I knew what they were going through, both professionally and personally, and I tried my best to make the transition easier for them. As the NCO responsible for their chapter, I often had to bring them to their appointments and make sure that they were on track to get kicked out; all the while, I was their advocate, a kind of middleman between the soon to be separated soldier and the command. I have no doubt in my mind that they appreciated it. Many of these young men still stay in contact with me through one medium or another.
As far as being a good NCO goes, I believe my final reassurance that I did my job well came two years after I was actually medically retired. It was nearly midnight and I was out at the bar with my younger brother when I received a phone call from a soldier who at one point was my private. Of course I answered the call, but I did not know what I was getting into. Turns out that he and his wife were in the middle of a huge fight that was about to end their marriage and he was calling me to get advice on how to make it right. I found it ironic that he called me for something like this seeing as how he knew my track record with my wives, but I did what I could. I gave him the best advice that I could after having had a few beers already, told him to get off the phone with me, go to his wife, talk, and get ahold of me later to let me know how everything was. He did. Later I found out that, after following my advice, everything worked out. I didn’t deserve it but he ended up thanking me.
Although it is just my opinion, I believe that being a good Noncommissioned Officer is a combination of many different things that can’t always be quantified. For those in these positions I say, you should take care of your subordinates and everything else should come second. They expect and deserve us to ensure that they are taken care of and I believe that it should be our primary mission to do so.
Be. Know. Do.
Be the NCO that your soldiers need in order to be successful. Know your soldiers; inside and out. Do whatever it takes to make sure that they do not fail.
Tips
Training
Leadership
Advice
Command Post
Posted 8 y ago
Responses: 28
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A good NCO is calm under pressure, can receive and follow directions, and looks after his men.
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Three Priorities: 1) Keeping Boss/Subordinates Informed; 2) Keeping Boss/Subordinates Out of Trouble, and 3) Making Boss/Subordinates Look Good.
These three priorities encompass leadership, communications, and management of resources.
These three priorities encompass leadership, communications, and management of resources.
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Let me confess that my experience with Non-commissioned Officers (NCOs) is limited. As an Air Force pilot, I worked with NCOs (Air Force SSgt through CMSgt) with less frequency than my fellow officers in Air Force support organizations or officers in the other Services. As an Army Civilian, I came in contact with E-8 and E-9 Soldiers because I worked in a Component Command Headquarters. Here's my list of ideal characteristics of a NCO:
-Accomplished supervisor able to lead teams to accomplish objectives effectively and efficiently
-Problem solver: correctly identifies a problem, determines solution or improvement, implements the solution and follows-up to make sure the issue remains solved
-Proficient communicator: able to clearly express him- or herself through a variety of communication media
-Judgement and Humility: Builds on training and experience to develop awareness of situations requiring immediate attention or elevation to higher authority. Understands the limits of his or her knowledge, experience, and authority.
-Care for Others: Recognizes the need to ensure people under his or her authority are trained, informed, and equipped to accomplish their mission. Models selfless service.
-Accomplished supervisor able to lead teams to accomplish objectives effectively and efficiently
-Problem solver: correctly identifies a problem, determines solution or improvement, implements the solution and follows-up to make sure the issue remains solved
-Proficient communicator: able to clearly express him- or herself through a variety of communication media
-Judgement and Humility: Builds on training and experience to develop awareness of situations requiring immediate attention or elevation to higher authority. Understands the limits of his or her knowledge, experience, and authority.
-Care for Others: Recognizes the need to ensure people under his or her authority are trained, informed, and equipped to accomplish their mission. Models selfless service.
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Lt Col Charlie Brown
Not a bad list Lt Col Jim Coe . I was in a support AFSC and started my career as OIC of a flight of 50 or so airmen and NCOs and a couple dozen civilians.
One more key ingredient, taking responsibility for your actions and those of your subordinates.
One more key ingredient, taking responsibility for your actions and those of your subordinates.
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A good NCO trains his people to accomplish the job without him. (Just in case there are coffee and donuts to be had. You make sure your people have eaten before he does. You don't yell or act out and let each outburst be a learning experience for the soldier.
POGs and Bean Counters always want numbers to play with while they are destroying your future. If you have this school and these two ribbons it adds up to a score which to them is your worth as a soldier. The same happens in Police Work where the rookie has a book full of citations and reports but the Police Officer has a prisoner.
I was lucky, I had Mentors who did their best to keep me out of trouble
POGs and Bean Counters always want numbers to play with while they are destroying your future. If you have this school and these two ribbons it adds up to a score which to them is your worth as a soldier. The same happens in Police Work where the rookie has a book full of citations and reports but the Police Officer has a prisoner.
I was lucky, I had Mentors who did their best to keep me out of trouble
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I would have to say, that the best sign of anyone being a truly great leader is when their former subordinates come back and thank them for their leadership, I agree a lot with what things you said and what others have said.
I myself am not "hard charger" or an asshole. I take care of my soldiers, I ensure their needs are met so they will accomplish any task I set before them.
I think there's many different styles of leadership that everyone uses, and we use different leadership styles depending on those we lead. As leaders and NCOs our biggest asset is out ability to adapt and overcome.
I myself am not "hard charger" or an asshole. I take care of my soldiers, I ensure their needs are met so they will accomplish any task I set before them.
I think there's many different styles of leadership that everyone uses, and we use different leadership styles depending on those we lead. As leaders and NCOs our biggest asset is out ability to adapt and overcome.
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I agree with a great deal of what was stated. I think the one thing that kept you from being that Superior NCO was you forgot who you were really serving, the citizens of the USA. And that means mission first, foremost, and always. You cannot perform the mission without your Soldiers. Therefore it pays great dividends to take care of them and eat the suck as well. When it comes to a decision between comfort of a Soldier or mission capabilities, Mission first. We serve the country our concerns should be that of the Country, not the individual.
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No one is more professional than I, you exuded all of the tenants and heart that is required to be a great NCO. The only piece you were lacking was the desire to exceed in all areas, that includes the training and development that these programs produce. The shinny medals and badges you admittedly neglected to earn show Soldiers that you lead from the front by setting the example in every way. I agree with the 1SG that had you stayed in service you would have eventually made the most senior ranks. That would have only happened after you attended those programs that are required of all NCOs. Thank you for your service and God Bless.
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I truly enjoyed reading your post. You seemed like a solid NCO. Stubborn, but solid nonetheless. We all definitely have our troublesome times that's for sure. I'm constantly going over in my head how if I should've handled a certain situation from the past in a better way, etc. A fellow NCO of mine once told me, ''your attitude determines your altitude.'' I truly believe this statement, as I'm a pretty optimistic person, however, I do have my shitty days and my attitude strays away from where it should be. There are a ton of times where I want to tell a superior or even a subordinate to ''shove their idea's and/or advice up their own ass,'' but I try my best to remain calm and nice and shut my mouth, before I tell them what I really wish to say. And sometimes, when I reflect back on what they were trying to tell me, there usually is always some advice that would in fact help me. Excellent post, brother. Cheers!
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A good NCO is a person who takes care of soldiers and does what has to be done to get the mission.But as a NCO your a Parent and a Brother.But now with thia new Army.The younger Soldiers are not haviing the adult experience.Your 23 and you get stripes .Your going to counsel a 34 year old Spc on family etc.That Spc will just look at you and sigh.A NCO is a jack of all trades.Experieces will differ .But When you get those Stripes you earn them the hard way.
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To me this is what a great NCO is, of course we should also be leading from the front or as close to it as we can get with PT, schools, additional duties etc. There are far too many NCOs who only care about themselves and getting ahead. What these NCOs don't seem to realize is if you take care of your soldiers and get your hands dirty with them, they will go above and beyond to accomplish the mission. Thus, in turn making leadership look good to command as well. It also helps to foster an environment where found soldiers feel a apart of a team. I see a lot of soldiers who are disenfranchised and feel like an outsider within their own squad or platoon.
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