Noncommissioned Officer (NCO) ROLES AND RESPONSIBILITIES

1. Noncommissioned Officer (NCO) ROLES AND RESPONSIBILITIES Lesson #1Transition from Corporal to Sergeant

2. PURPOSE Provide guidance concerning successful transition from Corporal to Sergeant.

3. Performance Objectives • At the conclusion of this lesson, Cadet Sergeants will understand their overall role in their unit and the keys to being a successful Sergeant.

4. Transition to NCO Congratulations! • You are now an NCO in the South Carolina Corps of Cadets • Last Year you may have been a Corporal and learned what it is to serve. • This year you will learn and experience what it is to lead.

5. Transition to NCO • Leading is the third phase of The Citadel Leader Development Program and a key element of the The Citadel’s Military Pillar.

6. The Citadel Leadership Model

7. Lessons Learned • Before progressing to the Leadership Phase; What did you learn about service last year? • Does service stop now that you have entered into the leadership phase?

8. New Responsibility • During the Leadership phase as an NCO you will take on the responsibility for a small unit. -What is meant by a small unit?

9. The Small Unit Regiment Battalion Company Platoon Squad Company, Platoon, and Squad are Small Units

10. Overall Duty of a Sergeant • Sergeants are responsible for individual training, personal appearance,cleanliness, and overall performanceof their cadets. • Corporals are to assist their Sergeants in fulfilling these responsibilities.

11. Sergeants and the CTM • Sergeants are directly responsible for the individual training, personal appearance, cleanliness and overall performance of their cadets. • Since most sergeants are responsible for a small number of cadets, it is easierto keep on top of the training, personal appearance, cleanliness and overall performance of their cadets. • IfANYcadet has poor personal appearance, is not clean , is inadequately trained or performing poorly, it is the result of the sergeant not doing his or her job. • IfANYcadet has good personal appearance, is clean , well trained, and performing well it is the result of the sergeant doing his or her job.

12. Sergeants and the CTM • “Whenever I could not get the results I wanted, I swallowed my temper and turned inward to see if I was part of the problem. I asked myself three questions: Did I clearly articulate the goals? Did I give people enough time and resources to accomplish the task? Did I give them enough training? I discovered that 90 percent of the time, I was at least as much a part of the problem as my people were.” -CAPT (USN, Ret) D. Michael Abrashoff, from, It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy

13. Sergeants and the CTM The Cadets in your squad will be a reflection of your effectiveness as a Sergeant. When cadets in your squad perform poorly, first examine yourself to see where you can improve to help your cadets perform better. -This is the first step in taking responsibility as a leader.Socrates: “The unexamined life is not worth living.” – Use self discipline to examine your actions before casting the blame on others.

14. Sergeants and the CTM • Your mission is to develop your people to achieve results!

15. NCOs and Leadership Leadership is the means by which you will develop your people and achieve results.

16. Questions “What is leadership?” “What is Principled Leadership?”

17. Definition of Principled Leadership Principled Leadership is influencing others to accomplish organizational goals while adhering to the following core values: • Honor • Duty • Respect

18. Influencing • Notice that a key element in the definition of leadership is “influencing.”Influencing is not: -Harassing -Dictating -Abusing

19. Influencing • Influencing is your ability to compel others to produce a result or complete an action. This involves: -Shaping the way they think -Molding the way they behave

20. Influencing=Mission Accomplishment • Your job is to influence the members of your unit to accomplish the mission.If you are successful, your personnel will internalize the mission and execute it. • The end result is MISSION ACCOMPLISHEMENT

21. Influencing=Mission Accomplishment • The mission is articulated by Cadet Officers ; specifically commanders. • The commander’s mission is your mission. • You must never work contrary to the Commander’s Mission.

22. Where Mission Comes From Commandant of Cadets Cadet Commanders NCOs Execute Mission

23. For Consideration • U.S. Military Special Operations Truth:1) Mission First 2) People Always

24. Corps Runs the Corps? • You are really running the Corps when you execute the mission. • In the military and in life you are always working for somebody else.

25. U.S. Army NCO Creed

26. U.S. Army NCO Creed • What aspects of the NCO Creed are applicable to your role as a Cadet NCO in the South Carolina Corps of Cadets?

27. NCOs = The Backbone • Fact: In the United States Military, the NCO is the “Backbone” of an organization?What do you think this means?

28. NCOs = The Backbone • As a Cadet NCO, you are the “backbone” of your organization. • A small unit at The Citadel is only as strong as its NCO Corps. With this in mind… …..It is essential that you know your job and perform it with professionalism.

29. What makes a successful NCO? Successful Unsuccessful Fire and forget Stops after a time “Why are we doing this?” Gives too much feedback Addresses person Dismisses order and go Knows their last names Runs at first opportunity Late and can’t shut up Dr. Jekyll vs. Mr. Hyde • Never stops learning • Never stops training • Asks questions of POCs • Seeks feedback • Addresses action • Confirms orders and go • Knows subordinates • Sacrifices personal time • Displays self-discipline • Consistent intensity/care

30. What will your formula be?