...What’s the role of a Non-Commission Officer? Duties and Responsibilities of NCOs The main duty of NCOs is taking care of soldiers. Corporals and Sergeants do this by taking concern for their soldiers well being. Leaders need to know their soldiers enough to train them as individuals and teams which will give them the confidence in any conditions to perform there duties. Individual training is the main duty and responsibility of NCOs. No one in the Army has more todo with soldiers than NCOs. Duties also include giving punishments and rewards as it states in the NCO Creed. When giving punishments and NCO must be fair with all soldiers for example two soldiers do the same thing wrong an NCO can not be strong on one and lenient on the other. This is called favoritism which is most definitely not being fair at all. The same thing applies for rewards two soldiers do the same thing an NCO can not give one of them a higher reward. There are three types of duties specified duties which are those related to jobs and positions, directed duties which are not specified as part of a job position or MOS or other directive, and implied duties which often support specified duties. A good leader executes the boss’s decisions with energy and enthusiasm; looking at their leader, soldiers will believe the leader thinks it’s absolutely the best possible solution. As a leader we must ensure that our soldiers clearly understand their responsibilities as members of the team and as representative...
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...Duties and Responsibilities of NCOs The main duty of NCOs is taking care of soldiers. Corporals and Sergeants do this by taking concern for their soldiers well being. Leaders need to know their soldiers enough to train them as individuals and teams which will give them the confidence in any conditions to perform there duties. Individual training is the main duty and responsibility of NCOs. No one in the Army has more todo with soldiers than NCOs. Duties also include giving punishments and rewards as it states in the NCO Creed. When giving punishments and NCO must be fair with all soldiers for example two soldiers do the same thing wrong an NCO can not be strong on one and lenient on the other. This is called favoritism which is most definitely not being fair at all. The same thing applies for rewards two soldiers do the same thing an NCO can not give one of them a higher reward. There are three types of duties specified duties which are those related to jobs and positions, directed duties which are not specified as part of a job position or MOS or other directive, and implied duties which often support specified duties. A good leader executes the boss’s decisions with energy and enthusiasm; looking at their leader, soldiers will believe the leader thinks it’s absolutely the best possible solution. As a leader we must ensure that our soldiers clearly understand their responsibilities as members of the team and as representative of the Army. Responsibility is being accountable...
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...Duties of a NCO As a Non Commissioned Officers we need to seek what is best for our soldiers. It is our duty to guide them through this Army process. How are we going to do this? By maintaining discipline, training soldiers and ensuring welfare. Maintaining discipline, by ensuring that the soldiers are doing the right thing on and off duty like when we are in the motor pool and you see soldier not helping others to accomplish the assigned task. Ensure Preventive Maintenance Checks and Service are conducted by the book and ensuring that if they find a discrepancy to annotate in 5988’s. We need to be more creative and find some other ways to keep them busy. Inspecting their rooms and making sure they are living like people and not Pigs. Monitoring not micromanaging what they do and who they hang out with in their free time, will only help prevent them from getting in to trouble. Control the underage drinking, but how we can accomplish this one if we have other Non Commissioned Officers promoting “not to get caught”. We need to conduct every now and then some uniform inspections, in that way we can instill the habit in soldiers on having a fresh hair cut on Mondays, clean Army Combat Uniforms every day, and the necessary inspectable items. I think, and this is just an idea, but if we put one of soldiers in a Non Commissioned Officer position for a day, they would feel the weight of responsibilities a Non Commissioned Officer bares. At the same time we can start developing...
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...Abstract The disparity between officers and non-commissioned officers (NCO) in the military still prevails on the social and professional levels. The major issue of the relationship between these groups of men is considered an issue of class structure which is attributed to the differences in the educational levels between them. NCOs are treated in the same manner as a low category enlisted men and as such do not serve as a bridge between the enlisted men and officers. This wide social gap tends to make the learning process imprudent and ineffective. Many of the NCOs usually complained about the unwillingness of officers, or even unfortunate, of a senior NCO to listen to them. In the United States and other Western forces, the non-commissioned officer corps bridges it with a professional NCO corps critically essential for the American military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working relationships, they must know both the similarities and differences in their respective duties and responsibilities. Officer and Noncommissioned Officer Relationship ...
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...NCO-ER EVALUATION REPORT PREPARATION GUIDE 1. PURPOSE: To provide a simplified, easy-to-read, guide to preparing Noncommissioned Officer Evaluation Reports (NCO-ERs). The intent of this guide is not to replace the governing Regulation, AR 623-205. Rather, this guide will serve as a useful 'teaching' tool for young NCOs and officers. Users should still become familiar and comply with the provisions of AR 623-205. 2. APPLICABILITY: This guide applies to all Army NCOs, officers, and civilian personnel, as well as members of other services, who rate and senior rate Army NCOs. 3. SUGGEST IMPROVEMENTS: This is a one-time only publication and will be distributed electronically. Users may change it to meet the needs of their own installations/units and publish locally if desired. Hardcopies will not be distributed by PERSCOM. 4. TABLE OF CONTENTS: CHAPTER I PERFORMANCE COUNSELING Definition/requirement Page 2 How to Plan & Conduct Performance Counseling Page 3 CHAPTER II PREPARING AN NCO-ER Part I, Administrative Data Pages 4-6 Part II, Authentication Pages 6-7 Part III, Duty Description Pages 8-9 Part IV, Values/NCO Responsibilities Pages 9-13 Part V, Overall Performance and Potential Pages 14-15 Sample of Completed NCO-ER Pages 16-17 CHAPTER III RESPONSIBILITIES AND TIPS FOR RATING ...
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...Chapter 6 2. The purpose of this memorandum is to establish educational priorities for the Non-Commissioned Officers (NCOs) of the 33TH Military Police Battalion (MP BN) and provide training guidance for the planning, conducting, and execution of the NCODP for units within the 33TH MP BN for fiscal year 2015. 3. In order to maintain tactical, technical, and leadership proficiency all NCOs must be fully qualified in their career field and for their NCO level of leadership. The priority for course/school completion is as follows: a. MOSQ course schools for NCOs to become duty MOS qualified. b. NCOES/SSD course schools for NCOs compatible with their rank. * Sergeants are expected to complete WLC (SSD-1 completed prior to attending WLC). * Staff Sergeants are expected to complete ALC (SSD-2 completed prior to attending ALC). * Sergeant First Class are expected to complete SLC (SSD-3 prior to attending SLC). * Command Sergeant / Sergeant Major are expected to complete SMC (SSD-4 prior to completing SMC). * SSD-5 upon completing SMC * Complete all required Sharp training and NIMS courses c. Specialized course schools to meet duty position SSI requirements. d. Additional course schools which enhance the NCOs skills and abilities. 4. To further develop the skills of our NCOs, NCODP will be conducted and attended by all NCOs of the unit. IAW NGIL Regulation 350-2, NCODP is to be conducted at least quarterly during the training year. Monthly...
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...defined as the lack of respect. This does not explain completely what it is, but at least it gives us an idea about what it may be. As a matter of fact, there are many forms of respect. There is physical respect. Physical respect is shown through body language. The way you might move your arms and hands while talking to someone, or the way you might stand, and even your facial expressions. People have different definitions than others when it comes to respect, so when it comes to physical respect, you have to be careful on how you present yourself. In the army, when talking to an NCO, lower ranking soldiers should always stand at parade rest. This is part of the army standard. Another form of respect is mental or emotional respect. This is the way you perceive someone. Verbal respect is also a form of respect. This form is the one that is most abused. When a lower ranking soldier is speaking to an NCO, they should always be professional and respectful towards this person. And direct them with their proper title, such as sergeant, first sergeant, etc. I feel that respect should go both ways and if the soldier wants to be treated with respect by their chain of command, then the soldier should always treat their chain of command with respect as well. As I grow into my new life in the military, I am constantly learning there are different...
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...What it means to be an NCO to me, The mission of an NCO is to fulfill what we call the backbone of the Army. We are individuals who can hear and understand a mission and then take the necessary steps to make it happen. It is an honor to serve as an NCO because I take pride in leading my Soldiers to success. I take pride in contributing to the wider goals of my unit by helping other people succeed. These tasks require me to invest in individual Soldiers, to lead a group of people by instruction and example, and to properly represent the missions and morals. As an NCO, I must know and lead each Soldier under my command. I make it clear that they all must succeed, and I do what is necessary to ensure that each of them is a strong, able part of our group. This requires me to pay attention to their strengths and weaknesses. I work with them to ensure that they are able to physically perform their duties, and I also ensure that they understand how to be a Soldier. As their NCO, it is my duty to help each of them overcome their fears and apply their knowledge in every exercise. An NCO must ensure that each Soldier understands the importance of training. As I pay attention to every Soldier under my command, I also understand that the job of an NCO is to create a strong unit of Soldiers. If I am their leader, I lead them as individuals and as an entire team. My job as an NCO is to spend time every day ensuring that my team is in top physical condition. I push them beyond what they think...
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...inaccurate and irrelevant NCOERs and making them less effective, because NCOs are not applying themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that rating period. In recent years as I have become a senior noncommissioned officer and been able to review many NCOERs, I have seen a pattern for NCOs in the Visual Information career field for the Signal Corps. Leaders are writing inaccurate NCOERs and making them less effective, because NCOs are not applying themselves. I still believe that the NCOER is the most...
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...to identify NCOs for involuntary early separation from active duty. The QSP consists of a series of centralized enlisted selection board processes designed to support the Army Leader Development Strategy (ALDS) and to retain the highest quality NCOs who display the greatest potential for continued service while satisfying mandated force structure requirements. An active duty Noncommissioned Officer (NCO), upon attaining the rank of Staff Sergeant (SSG), serves in a voluntary indefinite status once they reenlist with over 10 years of active federal service (AFS). These NCOs continue to serve on active duty consistent with a retention control point (RCP) for the rank they hold. Depending on their rank, the maximum period of service may extend up to 35 years. Combined with promotion timing, RCPs establish specific leader development gateways used to develop a professional NCO Corps. When faced with rapid structure reductions, especially at the senior NCO grades, the Army cannot achieve balance by natural attrition alone. A force shaping process to accelerate losses becomes necessary in order to preserve viable career paths across all military occupational specialties (MOSs) in an effort to sustain an All Volunteer Army. Because the Army cannot achieve future end strength requirements through natural loss of personnel, the Army developed and implemented an additional centralized board process, known as the Qualitative Service Program (QSP), to consider select NCOs for denial...
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...Non-Commissioned Officer (NCO) for more than eight years, and held such leadership positions as Team Leader, Squad Leader, Section Sergeant and Platoon Sergeant. I have been directly in charge of as many as 18 Soldiers and NCOs as well as serving as an instructor at the AIT level as an NCO. I have also served as a Platoon Leader and Company Standardization Officer as a Warrant Officer and I can honestly say that the leadership role of an NCO is not much different than that of a Warrant Officer. As an NCO I was directly tasked with leading, mentoring, training and caring for the Soldiers. As a NCO it was my personal responsibility to ensure that Soldier had a task and purpose, were counseled on their performance, and were properly trained to accomplish their mission on a daily basis. As a Warrant Officer, I provide mentorship to the Soldiers and show them what the standards are, lead them by example and always exemplify a level of...
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...|NCO EVALUATION REPORT |SEE PRIVACY ACT STATEMENT | |For Use of this form, see AR 623-205; the proponent agency is ODCSPER |IN AR 623-205, APPENDIX C | | | | | | |PART I - ADMINISTRATIVE DATA | | | | | | |a. NAME (Last, First, Middle Initial) |b. SSN |c. RANK |d. DATE OF RANK |e. PMOSC | | | | | | | | | | | | | | |f. UNIT, ORG., STATION, ZIP CODE OR APO, MAJOR COMMAND |g. REASON FOR SUBMISSION ...
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...CBRN Room Maintenance SOP Table of Contents 1. CONCEPT Page 2 2. PURPOSE 2 3. APPLICABILITY 2 4. RESPONSIBILITIES 2– 7 5. OPERATOR PMCS 8 6. UNIT LEVEL PMCS 9 7. SUPPLY ACCOUNTABILITY 10 8. SAFETY GUIDANCE FOR CBRN EQUIPMENT MAINTENANCE 11 9. ENVIRONMENTAL COMPLIANCE 12 10. CALIBRATION/WIPETESTS 12-13 11. PUBLICATIONS MANAGEMENT 13 12. FILES MANAGEMENT 14 13. READINESS REPORTING 14 12. POINT OF CONTACT (For the SOP) REPLY TO ATTENTION OF DEPARTMENT OF THE ARMY HEADQUARTERS, 82ND CIVIL AFFAIRS BATTALION 1984 WILLIAM H. WILSON AVE STE. 108 FORT STEWART, GA 31314 AFZP-VSA-CO 16 June 2014 MEMORANDUM F0R RECORD SUBJECT: CBRN SOP 1. CONCEPT: This SOP contains information and guidance from many sources. It is intended to simplify the task of learning CBRN room maintenance operations, provide a ready reference for CBRN room maintenance operations, and convey the commander’s intent concerning maintenance of equipment stored in the CBRN room. 2. PURPOSE: To establish procedures for the maintenance of equipment stored in the unit CBRN room. 3. APPLICABILITY: This SOP applies to all personnel assigned to the unit. ...
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...I am writing about what is the importance on being a NCO and AR 670-1. Last week I got caught with a tongue ring in my mouth by a Senior NCO, 1SG D****. As a NCO I showed poor discipline and lack of character. AR 670-1 states that c. Body piercing. When on any Army installation or other places under Army control, soldiers may not attach, affix,or display objects, articles, jewelry, or ornamentation to or through the skin while they are in uniform, in civilian clothes on duty, or in civilian clothes off duty (this includes earrings for male soldiers). The only exception is for female soldiers, as indicated in paragraph 1–14d, below. (The term “skin” is not confined to external skin, but includes the tongue, lips, inside the mouth, and other surfaces of the body not readily visible). So by this regulation I was at the wrong. I should be a better role model to these solider. If they see me doing this how can a solider respect me or even the NCO core I need realize that I am not a kid anymore and I need to grow up and start acting maturely. If I don’t I can see that I don’t need to be a NCO and become one of the soldiers. The smart thing I did after I got caught with it I took it right out told my platoon SGT. SSG Dao. I remember too that SFC Tremmell told all the NCO if you cant act like one then he will take it from us NCOs’ . I took that to heart and I will never do something like that ever again. Sometime I have to step back and look at myself a as leader and read over with...
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...DEPARTMENT OF THE ARMY ENTER UNIT NAME AFVB-XB-F 15 January 2012 MEMORANDUM FOR SUBJECT: Initial Counseling/ Philosophy 1. The purpose of this counseling is to provide you with the information about my philosophy on leadership, standards and expectations. I have tremendous expectations of you as a Bradley Gunner in this platoon. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Section Leader. My goal is to ensure this section is the best Infantry Section in the Army (and I mean it)! Your job as a Bradley Gunner is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions...
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