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LEADERSHIP

LEADERSHIP. JIMMIE W. SPENCER CSM, U.S. ARMY RETIRED DIRECTOR NCO AND SOLDIER PROGRAMS. Reflections on 32 years of service in America’s Army 1961-1993 -and- 19 Years as Director of NCO & Soldier Programs, AUSA 1993-today. CHANGES THAT IMPACTED THE NCO CORPS. Vietnam Draft Ending

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LEADERSHIP

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  1. LEADERSHIP JIMMIE W. SPENCER CSM, U.S. ARMY RETIRED DIRECTOR NCO AND SOLDIER PROGRAMS

  2. Reflections on 32 years of service in America’s Army 1961-1993 -and- 19 Years as Director of NCO & Soldier Programs, AUSA 1993-today

  3. CHANGES THAT IMPACTED THE NCO CORPS • Vietnam • Draft Ending • NCOES • Drug Testing • Downsizing

  4. EVERY NCO HAS TWO BOSSES COMMANDERS VERSUS 1SG/CSM

  5. THE ARMY IS A TEAM SPORT Leader questions • Who is on the team? • Who is not on the team? • Who should be on the team? If you are to succeed as an NCO leader – you must build teams!

  6. NCO FOCUS Mission: The main thing is to make sure that the main thing remains the main thing. Taking care of Soldiers: • Growing Leaders • Leading and Training

  7. DEVELOP THE HABIT OF: Reading: • Professional Publications • Military History • Current Events Writing: • Pass on your experiences to the next generation. • Add to the body of knowledge. “To know and not to use is not yet to know.” Buddha

  8. LEADERSHIP BEGINS WITH VALUES & VISION Army Values • Loyalty • Duty • Respect • Selfless • Service • Honor • Integrity • Personal Courage NCO Corps Vision An NCO Corps, grounded in heritage, values, and tradition, that embodies the warrior ethos; values perpetual learning; and is capable of leading, training, and motivating Soldiers “We cannot direct the wind but we can adjust the sails.” author unknown

  9. REFLECTIONS • We are they. • Communicate…but listen. • Take time to reflect-before and after (Intellectual leads physical.) • You must have a propensity to act. • Expect to be surprised. (The first report is always wrong.) • Your organization will reflect you. • Have fun!

  10. SITUATIONAL LEADERSHIP Development Level __ ________Appropriate Leadership Style_____ Low Competence DIRECTING High Commitment Structure, organize, teach & supervise _______________________________________________________________________________________ Some to COACHING Low Competence Direct and support Low Commitment _______________________________________________________________________________________ Moderate to SUPPORTING High Competence Praise, listen, & facilitate Variable Commitment _______________________________________________________________________________________ High Competence DELEGATING Turn over responsibility for day to day High Commitment decision making War fighter Skills/Blue NCO Traditional Leadership Skills/Red

  11. FINAL THOUGHTS • You must have trust in your peers and leaders. • Think about your legacy. • Discipline/Regrets “Do not go where the path may lead, go instead where there is no path and leave a trail.” Ralph Waldo Emerson

  12. “Twenty years from now, you will be more disappointed by the things that you didn’t do than by the ones you did do. So, throw off the bowline. Sail away from the safe harbor. Catch the trade winds. Explore, dream, discover!” Mark Twain

  13. ARMY STRONG

  14. THOUGHTS FOR THE COMMAND SERGEANTS MAJOR Social: • Join, support, and participate in organizations and events (on and off post). • Pay close attention to protocol (RSVPs) • Remember names • Social graces (body language/symbolism). Business • Your place is next to the commander. • You are expected to be the expert. • Steal good ideas. • Be the voice of the Soldiers and the unit cheerleader (optimism). • Attend all award ceremonies/graduations • Seek speaking and writing opportunities

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