Duties, Responsibilities and Authority of a NCO

2. Duties, Responsibilities and Authority of a NCO “AS A LEADER, AS A TRAINER AND AS A TEACHER, THE NCO EMBODIES THE ARMY’S PAST, PRESENT AND FUTURE.” - FM 7-22.7 The Army Noncommissioned Officer Guide Instructor: ???

3. LEARNING OBJECTIVES • Identify factors that must be considered when assuming a leadership position. • Define the terms duty, responsibility and authority. • Discuss Noncommissioned, Commissioned and Warrant Officer relationships. • Inspections and Corrections • The Noncommissioned Officer Support Channel • Levels and Duties of the Noncommissioned Officer Ranks

4. REFERENCES • FM 7-22.7The Noncommissioned Officer Guide • FM 6-22Army Leadership • AR 350-1*Army Training and Leader Development • AR 600-20Army Command Policy • DA PAM 600-65Leadership – Statements and Quotes * Supersedes AR 350-17 Noncommissioned Officer Development Program

5. THE NCO 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 must always be an NCO corps that – Leads by example. Trains from experience. Maintains and enforces standards. Takes care of Soldiers. Adapts to a changing world.

7. Assuming a Leadership Position When assuming a leadership position, some things to identify include: • Determine what your organization expects from you. • Determine who your immediate supervisor is and what he or she expects from you. • Determine the competence level and the strengths and weaknesses of your Soldiers. • Identify the key people outside of your organization who are willing to support you in accomplishing your mission.

8. Tasks to Assume a Leadership Position • What is the organization’s mission? How does it fit in with the mission of the next higher organization? • What standards must the organization meet? • What resources are available to help the organization accomplish the mission? • What is the current state of morale? • Who reports directly to you and who do you report to? • When and what do you talk to your Soldiers about?

9. DUTY A duty is something you must do by virtue of your position and is a legal and moral obligation. • It is the supply sergeant’s duty to issue equipment and keep records of unit supplies. • It is the first sergeant’s duty to hold formations, instruct platoon sergeants and assist/advise the commander. • It is the squad leader’s duty to account for his soldiers and ensure they receive necessary instructions and are properly trained. “OFFICERS OF MY UNIT WILL HAVE MAXIMUM TIME TO ACCOMPLISH THEIR DUTIES; THEY WILL NOT HAVE TO ACCOMPLISH MINE.” - CREED OF THE NONCOMMISSIONED OFFICER

10. THREE TYPES OF DUTIES SPECIFIED DIRECTED IMPLIED “NCOs SHOULD MAKE IT A POINT TO DROP BY THE BARRACKS ON AND OFF DUTY TO VISIT SOLDIERS AND CHECK ON THEIR WELFARE.” - SMA JACK L. TILLEY

11. SPECIFIED DUTIES Specified duties are duties related to jobs and positions. Those duties are “specified” by Army regulations, DA general orders, soldier’s manuals, MOS job descriptions, etc. Example: AR 600-20 says that NCOs must ensure that their Soldiers get proper individual training and maintain personal appearance and cleanliness.

12. DIRECTED DUTIES Directed duties are passed down from a superior, either orally or written, and are not specified in MOS duty descriptions, Army publications, or as part of a job position. Example: Staff Duty NCO, DFAC Headcount, Unit Mail Clerk, Training NCO

13. IMPLIED DUTIES Implied duties often support specified duties. They may or may not be written but ARE implied in the instructions. They improve the quality of the job and help keep the unit functioning at optimum level. Example: While not specifically directed to do so, you inspect the uniform of your Soldier appearing before the promotion board to ensure it is in accordance with AR 670-1.

14. RESPONSIBILITY Responsibility is being accountable for what you do or what you fail to do. • NCOs are responsible to fulfill their individual duties, and to ensure their teams and units are successful • NCOs are accountable for their own personal conduct and that of their Soldiers • Any duty, because of the position you hold in the unit, includes a responsibility to execute that duty “MY TWO BASIC RESPONSIBILITIES WILL ALWAYS BE UPPERMOST IN MY MIND- -ACCOMPLISHMENT OF MY MISSION AND THE WELFARE OF MY SOLDIERS.” - CREED OF THE NONCOMMISSIONED OFFICER

15. TWO TYPES OF RESPONSIBILITY COMMAND RESPONSIBILITY INDIVIDUAL RESPONSIBILITY “BEING RESPONSIBLE SOMETIMES MEANS PISSING PEOPLE OFF.” - GENERAL COLIN POWELL

16. COMMAND RESPONSIBILITY Refers to collective or organizational accountability and includes how well the unit performs their missions. The amount of responsibility delegated to the NCO depends on the mission, the position he holds, and their willingness to accept the responsibility A detachment commander is responsible for all the tasks and missions assigned to the detachment. His superiors will hold him accountable for completing them and the end results.

17. INDIVIDUAL RESPONSIBILITY Individual responsibility as a noncommissioned officer means that you are accountable for your own personal conduct. All Soldiers have their own responsibilities and are accountable for their actions, to their fellow Soldiers, to their leaders, to their unit and to the United States Army. A soldier without a car decides to live off-post with his family is responsible for securing his own transportation to and from his place of duty.

18. AUTHORITY Authority is defined as the right to direct Soldiers to do certain things. • It is the legitimate power of leaders to direct Soldiers or to take action within the scope of their position. • Using good judgment when exercising authority is imperative. Know what authority you have and where it comes from. • NCOs do not have the authority to impose non-judicial punishments on other enlisted Soldiers. “I WILL NOT USE MY GRADE OR POSITION TO ATTAIN PLEASURE, PROFIT, OR PERSONAL SAFETY.” - CREED OF THE NONCOMMISSIONED OFFICER

19. TWO BASIC TYPES OF AUTHORITY COMMAND AUTHORITY GENERAL MILITARY AUTHORITY “IT TAKES GUTS FOR AN NCO TO USE INHERENT AUTHORITY AND RESPONSIBILITY IN TRAINING, MAINTAINING, LEADING AND CARING FOR SOLDIERS.” - SMA GLEN E. MORRELL

20. COMMAND AUTHORITY Command authority is the authority leaders have over Soldiers by virtue of rank or assignment. It originates with the President and may be supplemented by law or regulation. NCOs’ command authority is inherent with the job by virtue of position to direct or control Soldiers. Examples of Command Authority Positions Tank Commander Sergeant of the Guard Team Leader Cannon Crew Chief

21. GENERAL MILITARY AUTHORITY General military authority is extended to all Soldiers to take action and act in the absence of a unit leader or other designated authority. It allows leaders to take appropriate corrective actions whenever a member of any armed service commits an act involving a breach of good order and discipline. You have the military authority, and a duty, to: stop a fight between Soldiers, correct violations of AR 670-1, correct violations involving military customs and courtesies, etc.

22. DELEGATION OF AUTHORITY Commanders and their staffs, at all levels of command, are responsible for ensuring proper delegation of authority to NCOs by their seniors. This is true regardless of whether the senior is an officer, warrant officer, or another NCO. Just as Congress and the President cannot participate in all aspects of armed forces operations, most leaders cannot be directly involved in handling each and every action. Abu Ghraib Prison Walter Reed

23. KEY POINTS ON AUTHORITY OF AN NCO • Your authority plays an essential part in military discipline. • Combination of the chain of command and the NCO support channel provide you authority to get the job done. • The chain of command backs up the NCO support channel by legally punishing those who challenge the NCO’s authority. • Use of mature, sound judgment is critical when exercising authority. Not only for NCOs, but for officers as well. “The message is that better soldiers demand more from their leaders. In this sense authority flows from competence, not rank. - GEN. MAXWELL R. THURMAN

24. NONCOMMISSIONED, COMMISSIONED AND WARRANT OFFICER RELATIONSHIPS An important part of your role as an NCO is how well you relate to commissioned officers. To develop a successful working relationship, NCOs and officers must know the similarities of their respective duties and responsibilities. There is naturally some overlap of duties and responsibilities between officers and NCOs. This is a necessary and desirable outcome of close cooperation and should be a source of strength for a unit rather than the cause of friction.

25. COMMISSIONED OFFICER Commissioned officers hold a commission from the President of the United States, which authorizes them to act as the President’s representative in certain military matters. As such, commissioned officers carry out the orders of the Commander in Chief as they are handed down through the chain of command. In carrying out these orders, commissioned officers get considerable help, advice and assistance from NCOs. Both share the same goal of accomplishing the unit’s mission.

26. COMMISSIONED OFFICER • Commands, establishes policy, plans and programs the work of the Army. • Concentrates on collective training, which will enable the unit to accomplish its missions. • Is primarily involved with unit operations, training and related activities. • Concentrates on unit effectiveness and unit readiness. • Pays particular attention to the standards of performance, training and professional development of officers as well as NCOs. • Creates conditions – makes the time and other resources available – so the NCO can do the job. • SUPPORTS THE NCO.

27. WARRANT OFFICER As leaders and technical/tactical experts, warrant officers provide valuable skills, guidance and expertise to commanders and organizations in their particular field. They can and sometimes do command detachments, units and activities as well as lead, coach, train and counsel Soldiers. The relationship between the warrant officer and the NCO is similar to the commissioned officer…they rely on each other for help, advice and assistance to accomplish the unit’s mission.

28. WARRANT OFFICER • Provides quality advice, counsel and solutions to support the command. • Executes policy and manages the Army’s system. • Commands special-purpose units and task-organized operational elements. • Focuses on collective, leader and individual training. • Operates, maintains, administers and manages the Army’s equipment, support activities and technical system. • Concentrates on unit effectiveness and readiness. • SUPPORTS THE NCO.

29. NONCOMMISSIONED OFFICER Noncommissioned officers , the backbone of the Army, train, lead, and take care of enlisted Soldiers. They represent officer and sometimes DA civilian leaders. NCOs ensure their Soldiers, along with their personal equipment, are prepared to function as an effective unit and team members. While commissioned officers command, establish policy and manage resources, noncommissioned officers conduct the Army’s daily business.

30. NONCOMMISSIONED OFFICER • Conducts the daily business of the Army within established orders, directives and policies. • Focuses on individual training, which develops the capability to accomplish the mission. • Primarily involved with training and leading Soldiers and teams • Ensures each subordinate team, NCO and Soldier are prepared to function as a effective unit and each team member is well trained, highly motivated and ready. • Concentrates on standards of performance, training and professional development of NCOs and enlisted Soldiers. • Follows orders of officers and NCOs in the support channel. • GETS THE JOB DONE.

31. OFFICER/NCO RELATIONSHIP, POINTS TO REMEMBER • Officers, warrant officers and NCOs depend on each other and work together to accomplish unit missions. • It is impossible for officers to command an effective unit and accomplish the mission if the NCO doesn’t ensure the Soldiers know their jobs. • Officers, warrant officers and NCOs must advise, assist and learn from each other. • Although the officer is held accountable for all that the unit does or fails to do, only by working with the NCO can he assure that the job will get accomplished.

32. INSPECTIONS AND CORRECTIONS • Why Do We Have Inspections? • To prevent carelessness and lackadaisical behavior in Soldiers • To correct minor deficiencies and maintain the Army standard • Serviceability of uniforms and equipment • To promote healthy, safe living and work environments

33. TYPES OF INSPECTIONS In-ranks: Inspection of personnel and equipment while in unit formation In-quarters: May include inspection of personal appearance, field equipment, displays, maintenance and sanitary conditions PCC/PCI: Inspection of personnel, equipment and mission knowledge prior to conducting training or combat ops

34. CORRECTIVE TRAINING • The training, instruction, or correction given to a Soldier must be directly related to the deficiency • Orient the corrective action to improving the Soldier’s performance in the problem area • Corrective measures may be taken after normal duty hours, but must not be construed as punishment • Corrective training should continue only until the deficiency has been overcome • All levels of command should take care to ensure that training and instruction are not used in an oppressive manner to evade the procedural safeguards in imposing non-judicial punishment • Do not annotate deficiencies in Soldier’s official records that have been satisfactorily corrected

35. ON-THE-SPOT CORRECTIONS One of the most effective administrative corrective measures; used in making the quickest correction to training or standards deficiencies. • CORRECT THE SOLDIER • ATTACK THE PERFORMANCE, NEVER THE SOLDIER • GIVE ONE CORRECTION AT A TIME. DO NOT DUMP • DON’T KEEP BRINGING IT UP. WHEN THE CORRECTION IS OVER, IT’S OVER.

36. NCO SUPPORT CHANNEL The NCO support channel is subordinate to and supportive of the chain of command; it is not an independent channel. It is a channel of communication and supervision from the Command Sergeant Major, to the First Sergeant, and to other NCOs within the unit. In addition, the NCO support channel is used for executing the commander’s orders and getting routine, but important, jobs done. It is used most often to put into effect policies and procedures and to enforce standards of performance, training, appearance and conduct.

37. NCO SUPPORT CHANNEL RESPONSIBILITIES • Administering and monitoring NCODP and other unit training programs • Accounting for and maintaining individual arms and equipment • Achieving and maintaining courage, candor, competence and commitment • Transmitting, instilling and efficacy of the professional Army ethic • Training enlisted Soldiers in their military occupational specialty as well as in the basic skills and attributes of a Soldier

38. NCO SUPPORT CHANNEL RESPONSIBILITIES(CONTINUED) • 6. Teaching Soldiers the history of the Army, to include military customs, courtesies and traditions • 7. Teaching Soldiers the mission of the unit and developing individual training programs to support the mission • Planning and conducting the day-to-day unit operations within prescribed policies and directives • Caring for individual Soldiers and their families both on and off duty • Supervising unit physical fitness training and ensuring unit Soldiers comply with weight and appearance standards • Advising the commander on rewards and punishments for enlisted Soldiers

39. CORPORAL The Corporal is at the base of the NCO Corps. Along with the Sergeant, it is the only rank that has never disappeared from the NCO rank structure. Corporals serve as leaders of the smallest Army units, typically as Team Leaders. Like Sergeants, Corporals are responsible for the training, personal appearance and cleanliness of their Soldiers.

40. SERGEANT Of all the NCO ranks, the Sergeant, very possibly has the greatest impact on lower-ranking Soldiers. Privates, who are the basic manpower strength of the Army, usually have Sergeants as their first NCO leaders. The rank of Sergeant is not a position where one learns to become a leader...there is NO APPRENTICESHIP. Although the new Sergeant will be learning new skills, strengthening old ones and getting better, he or she is a Sergeant, and possesses authority equal to that of any other NCO. Responsible for the individual training, personal appearance and cleanliness of their Soldiers

41. STAFF SERGEANT The Staff Sergeant closely parallels the Sergeant in duties and responsibilities, but is usually a more experienced leader of Soldiers. The major difference between the two is not the level of authority, as so often believed, but the scope of influence. The Staff Sergeant is in daily contact with large numbers of Soldiers and generally responsible for more property and equipment. Staff Sergeants usually have one or more Sergeants working under their direct leadership. In addition to the continued successful development of the Sergeant, the Staff Sergeant is responsible for the continued development of everyone else in their section, squad or team. The Staff Sergeant’s success leads to the Army success more than any other NCO grade.

42. SERGEANT FIRST CLASS Otherwise known as a platoon sergeant, key to the command structure of the Army. Platoon sergeants generally have several Staff Sergeants working under their direct leadership. The platoon sergeant is the key assistant to the platoon leader and commands the platoon in his absence. Whether platoon sergeant or Sergeant First Class, this is the first level at which the term Senior NCO properly applies. He usually has 15 to 18 years or more of military experience and is rightfully expected to bring that competence to bear in quick, accurate decisions that are in the best interest of the mission and the Soldier. The Sergeant First Class is expected to embody all the traits of a leader.

43. FIRST SERGEANT When you are talking about the First Sergeant, you are talking about the life-blood of the Army. There can be no substitute of this position nor any question of its importance. When First Sergeants are exceptional, their units are exceptional, regardless of any other single personality involved. Perhaps their rank insignia should be the keystone rather than the traditional one depicted here. It is the first sergeant at whom almost all unit operations merge. The First Sergeant holds formations, instructs platoon sergeants, advises the Commander, and assists in training of all enlisted members. The first sergeant may swagger and appear, at times, somewhat of an exhibitionist, but he  is not egotistical. The First Sergeant is proud of the unit and, understandably, wants others to be aware of his unit’s success. For the first time, the title of address for this grade is not sergeant, but first sergeant! There is a unique relationship of confidence and respect that exits between the First Sergeant and the Commander not found at another level within the Army.

44. MASTER SERGEANT The Master Sergeant serves as the principle NCO in staff elements at battalion and higher levels. Although not charged with the enormous leadership responsibilities of a First Sergeant, the Master Sergeant is expected to dispatch leadership and other duties with the same professionalism and to achieve the same results as the First Sergeant.

45. COMMAND SERGEANT MAJOR Enlisted soldiers who attain the distinction of being selected as Command Sergeants Major are the epitome of success in their chosen field, in this profession of arms. There is no higher grade of rank, except Sergeant Major of the Army, for enlisted Soldiers and there is no greater honor. The Command Sergeant Major carries out policies and standards of the performance, training, appearance, and conduct of enlisted personnel. The Command Sergeant Major advises and initiates recommendations to the commander and staff in matters pertaining to the local NCO support channel. Perhaps slightly wiser and more experienced than the First Sergeant, the Command Sergeant Major is expected to function completely without supervision. Like the old sage of times past, the Command Sergeant Major’s counsel is expected to be calm, settled and unequivocally accurate, but with an energy and enthusiasm that never wanes, even in the worst of times. Assignable to any billet in the Army, the Command Sergeant Major is all those things, and more, of each of the preceding grades of rank.

46. SERGEANT MAJOR The Sergeant Major is generally the key enlisted member of staff elements at levels higher than battalion. The Sergeant Major’s experience and ability are equal to that of the Command Sergeant Major, but the sphere of influence regarding leadership is generally limited to those directly under his charge.

47. SERGEANT MAJOR OF THE ARMY Established in 1966, the Sergeant Major of the Army (SMA) is the senior enlisted position in the United States Army. He is the senior enlisted advisor and consultant to the Army Chief of Staff, providing information on problems affecting enlisted personnel and proposing solutions. Specific areas of concern include standards, professional development, NCO growth and advancement, morale, training, pay, promotions and quality of life for Soldiers and their families. His exact duties vary, depending on the Chief of Staff, though he generally devotes much of his time to traveling throughout the Army observing training and talking to soldiers and their families. The SMA directs NCO support channel activities through MACOM CSMs by using written and verbal communications.

48. WHAT SOLDIERS EXPECT FROM THEIR LEADERS • BE A GOOD LISTENER • DEMONSTRATE TACTICAL AND TECHNICAL COMPETENCE • TEACH THEM • TREAT THEM WITH RESPECT AND DIGNITY • STRESS THE BASICS • SET THE EXAMPLE • SET AND ENFORCE THE STANDARDS

49. RANDOM QUOTES USMILREP NATO “All of us who are fortunate enough to be in leadership positions now, and those who aspire to lead soldiers in the future must hone our skills so that we can be the best leaders possible. Our soldiers want leaders who are willing to share their hardships, who are totally concerned with their welfare, and who are willing to place personal ambitions secondary to the needs of their troops or units. We must provide the direction, the counsel, and the good example to insure the concepts of excellence are firmly established in those under our supervision.” –– GEN Roscoe Robinson, Jr. Unknown Source: “Soldiers coming into the Army expect their leadership to provide training and direction, provide discipline, administer justice fairly and equitably, set the moral and ethical example, give counseling and career guidance, and to be a font of knowledge and experience from which to draw from If we, as the leaders in the Army, don’t do this we are failing the soldier and the Army.” ––SGM Vallair

50. “There is a lot of material on what should be done regarding leadership, but it takes intestinal fortitude to do what is right. It takes guts for an NCO to use inherent authority and responsibility in training, maintaining, leading, and caring for soldiers. Young noncommissioned officers are the ones who call the shots; it is on their knowledge, initiative, and courage that our success in battle rests.” -- SMA Glen E. Morrell “It is difficult to be a good noncommissioned officer. If it had been easy, they would have given it to the officer corps.” -- SMA William A. Connelly “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” -- General Colin Powell