Duties, Responsibility and Authority of NCOs

8/2/2019 Duties, Responsibility and Authority of NCOs

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Duties, Responsibilities and Authority of the NCO

Do the right thing always

Assuming a Leadership Position

Duties, Responsibilities and Authority

DutyResponsibility

Authority

Inspections and Corrections

Types of Inspections

Noncommissioned, Commissioned and Warrant fficer Relationships

The Commissioned fficer

The Warrant fficer

The Noncommissioned fficer

!pecial "ention

The Noncommissioned fficer !upport Channel

NC Ran#s!ergeant "a$or of the Army

Command !ergeant "a$or and !ergeant "a$or

%irst !ergeant and "aster !ergeant

Platoon !ergeant and !ergeant %irst Class

!&uad, !ection and Team Leaders

'ou Are a Noncommissioned fficer

For more information on Duties, Responsibilities and Authority of the NCO see AR 600-

20, "Army Command oli!y," DA A 600-2#, "$% Army NCO rofessional

De&elopment 'uide" and F 6-22 (22-)00*,Army Leadership+

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For more information on inspe!tions see F 22-#,Drill and Ceremonies

and AR )-20), "Army nspe!tion oli!y+"

A%%$N' A .AD.R%/ O%ON

)*(+ Assuming a leadership position is one of the most important leadership situations youllface as an NC+ -.erything discussed in %" /*)) 0))*(112about 3hat you must 1.,

NO3 andDOis rele.ant to your success of assuming a leadership position+

)*)+ When assuming a leadership position, there are some things to thin# about and learn as

you establish your goals in the organi4ation+ %igure )*(3ill assist you in achie.ing your

goals+

Determine 3hat your organi4ation e5pects of you+

Determine 3ho your immediate leader is and 3hat they e5pect of you+

Determine the le.el of competence and the strengths and 3ea#nesses of yoursoldiers+

Identify the #ey people outside of your organi4ation 3hose 3illing support

you need to accomplish the mission+

Fi4ure 2-)+ as5s to Assume a eadership osition

)*6+ 'ou should also tal# to your leaders, peers and #ey people such as the chaplain and the

sergeant ma$or+ !ee# clear ans3ers to the &uestions in%igure )*)+

What is the organi4ations mission7

8o3 does this mission fit in 3ith the mission of the ne5t higher

organi4ation7

What are the standards the organi4ation must meet7

What resources are a.ailable to help the organi4ation accomplish the

mission7

What is the current state of morale7

Who reports directly to you7

What are the strengths and 3ea#nesses of your #ey subordinates and the

unit7

Who are the #ey people outside the organi4ation 3ho support missionaccomplishment7 0What are their strengths and 3ea#nesses72

When and 3hat do you tal# to your soldiers about7

Fi4ure 2-2+ uestions 3hen Assumin4 a eadership osition

)*9+ :e sure to as# these &uestions at the right time, of the right person and in the best 3ay+

The ans3ers to these &uestions and others you may ha.e 3ill help you to correctly assess the

situation and select the right leadership style+

D$.%, R.%ON%1.% AND A$/OR7

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)*;+ As a noncommissioned officer, you ha.e duties, responsibilities and authority+ Do you

#no3 the meaning of duties, responsibilities and authority7

D$7

)*/+ A duty is something you must do by .irtue of your position and is a legal or moralobligation+ %or e5ample, it is the supply sergeants duty to issue e&uipment and #eep records

of the units supplies+ It is the first sergeants duty to hold formations, instruct platoon

sergeants and assist the commander in super.ising unit operations+ It is the duty of the

s&uad pro.iding counsel of this sort is an important part of leadership+

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b.iously, you need to ma#e time to do this before youre faced 3ith a tough call+ This could

possibly be the most difficult decision youll e.er ma#e, but thats 3hat leaders do+

)*(1+ Noncommissioned officers ha.e three types of duties specified duties, directed duties

and implied duties+

)*((+ %pe!ified dutiesare those related to $obs and positions+ Directi.es such as Army

regulations, Department of the Army 0DA2 general orders, the Eniform Code of "ilitary

Fustice 0EC"F2, soldiers manuals, Army Training and -.aluation Program 0ART-P2

publications and "! $ob descriptions specify the duties+ %or e5ample,AR /11*)1says that

NCs must ensure that their soldiers get proper indi.idual training and maintain personal

appearance and cleanliness+

)*()+ Dire!ted dutiesare not specified as part of a $ob position or "! or other directi.e+ A

superior gi.es them orally or in 3riting+ Directed duties include being in charge of &uarters

0CG2 or ser.ing as sergeant of the guard, staff duty officer, company training NC and N:C

NC, 3here these duties are not found in the units organi4ation charts+

)*(6+ mplied dutiesoften support specified duties, but in some cases they may not be

related to the "! $ob position+ These duties may not be 3ritten but implied in the

instructions+ Theyre duties that impro.e the &uality of the $ob and help #eep the unit

functioning at an optimum le.el+ In most cases, these duties depend on indi.idual initiati.e+

They impro.e the 3or# en.ironment and moti.ate soldiers to perform because they 3ant to,

not because they ha.e to+ %or e5ample, 3hile not specifically directed to do so, you hold in*

ran#s inspections daily to ensure your soldiers appearance and e&uipment are up to

standards+

R.%ON%17

)*(9+ Responsibility is being accountable for 3hat you do or fail to do+ NCs are responsible

to fulfill not only their indi.idual duties, but also to ensure their teams and units are

successful+ Any duty, because of the position you hold in the unit, includes a responsibility to

e5ecute that duty+ As an NC, you are accountable for your personal conduct and that of your

soldiers+ Also, each soldier is indi.idually responsible for his o3n personal conduct and that

responsibility cannot be delegated+ A soldier is accountable for his actions to fello3 soldiers,

leaders, unit and the E! Army+

)*(;+ As a leader you must ensure that your soldiers clearly understand their responsibilitiesas members of the team and as representati.e of the Army+ Commanders set o.erall policies

and standards, but all leaders must pro.ide the guidance, resources, assistance and

super.ision necessary for soldiers to perform their duties+ "ission accomplishment demands

that officers and NCs 3or# together to ad.ise, assist and learn from each other+

Responsibilities fall into t3o categories command and indi.idual+

)*(/+ Command responsibilityrefers to collecti.e or organi4ational accountability and

includes ho3 3ell the unit performs their missions+ %or e5ample, a company commander is

responsible for all the tas#s and missions assigned to the company> his superiors hold him

accountable for completing them+ Commanders gi.e military leaders the responsibility for

3hat their sections, units, or organi4ations do or fail to do+ NCs are therefore responsible tofulfill not only their indi.idual duties, but also to ensure that their team and unit are

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successful+ The amount of responsibility delegated to you depends on your mission, the

position you hold and your o3n 3illingness to accept responsibility+

)*(=+ ne point you need to get straight is that although a list of duties can be dra3n up

describing 3hat is e5pected of you, it 3ill not tell you ho3 to do your $ob+ %or e5ample, one

of an NCs duties is to enforce standards of military appearance+ This means you areresponsible for correcting soldiers 3ho 3ear the uniform improperly and for teaching them

the correct standards of appearance+ It also means that you should inspect for proper and

ser.iceability, clothing and e&uipment of your soldiers+ Remember that you must set the

e5ample first and your soldiers 3ill follo3 in your footsteps+

"#an is a badge of resonsibility..."

DA Pam 6/1*( 0(;=2

)*(@+ ndi&idual responsibilityas a noncommissioned officer means you are accountable for

your personal conduct+ !oldiers in the Army ha.e their o3n responsibilities+ %or e5ample, ifyou 3rite a chec# at the commissary, it is your responsibility to ha.e sufficient funds in the

ban# account to co.er the chec#+ Indi.idual responsibility cannot be delegated> it belongs to

the soldier that 3rote the chec#+ !oldiers are accountable for their actions, to their fello3

soldiers, to their leaders, to their unit and to the Enited !tates Army+ As a leader you must

ensure that your soldiers understand clearly their responsibilities as members of the team and

as representati.es of the Army+

"A leader does not choose the best or most oortune time in which to lead. A good leader

taes the challenge whene$er and where$er it resents itself and does the best he or she can."

!"A Richard A+ ?idd

A$/OR7

)*(+ As a noncommissioned officer, you must #no3 3hat authority you ha.e and 3here it

comes from+ 'ou are also e5pected to use good $udgment 3hen e5ercising your authority+

)*)1+ Authority is defined as the right to direct soldiers to do certain things+ Authority is the

legitimate po3er of leaders to direct soldiers or to ta#e action 3ithin the scope of their

position+ "ilitary authority begins 3ith the Constitution, 3hich di.ides it bet3een Congress

and the President+ The President, as commander in chief, commands the armed forces,including the Army+ The authority from the Commander*in*Chief e5tends through the chain

of command, 3ith the assistance of the NC support channel, to the s&uad, section or team

leader 3ho then directs and super.ises the actions of indi.idual soldiers+ When you say, HP%C

Lee, you and P%C Fohnson start filling sandbags> !PC arcia and !PC !mith 3ill pro.ide

security from that hill,H you are turning into action the orders of the entire chain of command+

)*)(+ In the Army there are t3o basic types of authority command authority and general

military authority+

)*))+ Command authorityis the authority leaders ha.e o.er soldiers by .irtue of ran# or

assignment+ Command authority originates 3ith the President and may be supplemented byla3 or regulation+ -.en though it is called HcommandH authority, it is not limited to officers J

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you ha.e command authority inherent in your leadership position as a tan# commander or

team leader, for e5ample+ Noncommissioned officers command authority is inherent 3ith the

$ob by .irtue of position to direct or control soldiers+

"It taes guts for an %&' to use inherent authority and resonsibility in training,

maintaining, leading, and caring for soldiers."

!"A len -+ "orrell

)*)6+ Leading soldiers includes the authority to organi4e, direct and control your assigned

soldiers so that they accomplish assigned missions+ It also includes authority to use assigned

e&uipment and resources to accomplish your missions+ Remember that this only applies to

soldiers and facilities in your unit+ %or e5ample, if the platoon sergeant of first platoon goes

on lea.e and a s&uad leader is put in charge, that s&uad leader has command authority o.er

only first platoon, until he is relie.ed from the responsibility+ The soldiers in first platoon 3ill

obey the s&uad leaders orders due to his position+ 8o3e.er, the s&uad leader does not ha.e

command authority o.er another platoon+

"As a leader you are not gi$en authority, status and osition as a ersonal reward to enjoy

in comfort. (ou are gi$en them so that you may be of greater ser$ice to your subordinates,

your unit and your country."

%" ))*(11,Army )eadershi0(@62

)*)9+ 'eneral military authorityis authority e5tended to all soldiers to ta#e action and act

in the absence of a unit leader or other designated authority+ It originates in oaths of office,

la3, ran# structure, traditions and regulations+ This broad*based authority also allo3s leadersto ta#e appropriate correcti.e actions 3hene.er a member of any armed ser.ice, any3here,

commits an act in.ol.ing a breach of good order or discipline+ %or e5ample, if you see

soldiers in a bra3l, you ha.e the general military authority 0and the obligation2 to stop the

fight+ This authority applies e.en if none of the soldiers are in your unit+

)*);+ eneral military authority e5ists 3hether you are on duty or not, in uniform or in

ci.ilian attire and regardless of location+ %or e5ample, you are off duty, in ci.ilian clothes and

in the PK and you see a soldier in uniform 3ith his headgear raised up and trousers

unbloused+ 'ou stop the soldier immediately, identify yourself and ensure the soldier

understands and ma#es the necessary corrections+ If he refuses, saying you dont ha.e the

authority to tell him 3hat to do because hes not in your NC support channel, the soldier iswrong..

)*)/+ 'ou as an NC ha.e both general military authority and the duty to enforce standards

as outlined in AR /=1*(+ 'our authority to enforce those regulations is specified inAR /11*

)1and if you neglect your duty, you can be held accountable+If the soldier refuses to obey

you, 3hat can you do7 %or starters, you can e5plain that you ha.e authority regardless of your

location, your unit, or 3hether you are in uniform or ci.ilian attire+ 'ou may decide to settle

for the soldiers name and unit+ If so, a phone call to his first sergeant should be more than

enough to ensure that such an incident does not recur+

"*ea with your own $oice."

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)*66+ 'our superiors 3ill order inspections to see that soldiers ha.e all the e&uipment and

clothing issued to them and that it is ser.iceable+ Inspections ser.e this practical purpose>

they are not harassment+ 'ou 3ill probably agree that inspections often correct small

problems before they become big problems+ !harp appearance, efficient performance and

e5cellent maintenance are important considerations that affect you directly+ They are the

earmar#s of a good organi4ation and one you should be a proud member of+ %irst line leaders

should inspect their soldiers daily and should regularly chec# soldiers rooms in the barrac#s+

%irst line leaders should also ma#e arrangements 3ith soldiers 3ho li.e in &uarters 0on or off

post2 to ensure the soldier maintains a healthy and safe en.ironment for himself and his

family+

7.% OF N%.CON%

)*69+ There are t3o categories of inspections for determining the status of indi.idual soldiers

and their e&uipment in*ran#s and in*&uarters+ An in*ran#s inspection is of personnel and

e&uipment in a unit formation+ The leader e5amines each soldier indi.idually, noticing theirgeneral appearance and the condition of their clothing and e&uipment+ When inspecting cre3*

ser.ed 3eapons and .ehicles, the personnel are normally positioned to the rear of the

formation 3ith the operators standing by their .ehicle or 3eapon+ Leaders may conduct an in*

&uarters 0barrac#s2 inspection to include personal appearance, indi.idual 3eapons, field

e&uipment, displays, maintenance and sanitary conditions+ rgani4ations 3ill ha.e inspection

programs that help determine the status and mission readiness of the unit and its components+

These include Command Inspections, !taff Inspections and Inspector eneral Inspections+

The training, instruction, or correction gi.en to a soldier to correct

deficiencies must be directly related to the deficiency+

rient the correcti.e action to impro.ing the soldiers performance in their

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problem area+

'ou may ta#e correcti.e measures after normal duty hours+ !uch measures

assume the nature of the training or instruction, not punishment+

Correcti.e training should continue only until the training deficiency is

o.ercome+

All le.els of command should ta#e care to ensure that training and

instruction are not used in an oppressi.e manner to e.ade the procedural

safeguards in imposing non$udical punishment+

Do not ma#e notes in soldiers official records of deficiencies satisfactorily

corrected by means of training and instruction+

Fi4ure 2-8+ On-the-%pot Corre!tions 'uidelines

)*6;+ On-the-%pot Corre!tions+ ne of the most effecti.e administrati.e correcti.e

measures is on*the*spot correction+ Ese this tool for ma#ing the &uic#est and often mosteffecti.e corrections to deficiencies in training or standards+ enerally there is one of t3o

reasons a soldier re&uires an on*the*spot correction+ -ither the soldier you are correcting does

not #no3 3hat the standard is or does not care 3hat the standard is+ If the soldier 3as a3are

of the standard but chose not to adhere to it, this may indicate a larger problem that his chain

of command should address+ In such a situation you might follo3 up an on*the*spot

correction 3ith a call to the soldiers first sergeant+ %igure )*6pro.ides guidelines on ma#ing

an on*the*spot correction+

%' ar5 and the On-the-%pot Corre!tion

As !T Par# left the Dining %acility after brea#fast one morning, he

stopped to buy a paper from a ne3spaper machine nearby+ Fust as he let go

of the machine door, letting it slam shut, a soldier 03ho 3as about 61 feet

a3ay2 shouted, H8ey 8old it penH When the soldier sa3 !T Par# had

let it close he said, HThan#s a lot, pal+H

!T Par# called the soldier o.er, identified himself and his unit and as#ed

if the soldier #ne3 the proper 3ay to address an NC+ The soldier said he

hadnt reali4ed that !T Par# 3as an NC and 3ould ha.e addressed him

by his ran# if he had+ Then !T Par# as#ed him if he 3as a3are that

ta#ing a ne3spaper 3ithout paying for it 3as theft+ The soldier said that hedidnt thin# it mattered since it 3as H$ust a ne3spaper+H !T Par# told him

that it did matter, $ust as proper e5ecution of seemingly small, unimportant

tas#s matters to the Army as a 3hole+ The soldier, 3ho 3as at parade rest

and respectful throughout the con.ersation, nodded and said, HAlright,

sergeant+H

!T Par# ended the on*the*spot correction by as#ing the soldier to thin#

about 3hat integrity meant and 3hether a soldiers honesty is important to

the Army+
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)*6/+ ?eeping a soldier on trac# is the #ey element in sol.ing performance problems+

"oti.ated soldiers #eep the group functioning, training producti.e and ultimately,

accomplish the training ob$ecti.es and most importantly the mission+ !ome leaders belie.e

that soldiers 3or# as e5pected simply because that is their $ob+ That may be true+ :ut soldiers

and leaders need a simple pat on bac# once in a 3hile, for a $ob 3ell done+ 'ou need to praise

your soldiers and let them #no3 that you care about the $ob they are doing and you are gladthey are part of the team+ !oldiers not performing to standard need correction> use the on*the*

spot correction tool+ -.en after ma#ing an on*the*spot correction additional training may be

necessary+ %igure )*9sho3s the steps in ma#ing an on*the*spot correction+

Correct the soldier+

Attac# the performance, ne.er the person+

i.e one correction at a time+ Do not dump+

Dont #eep bringing it up M 3hen the correction is o.er, it is o.er+

Fi4ure 2-9+ On-the-%pot Corre!tion %teps

)*6=+ "ore often than not, your soldiers do good things that deser.e a pat on the bac#+ In the

same 3ay you do on*the*spot corrections 0but ob.iously for different reasons2, praise your

soldiers good 3or# by telling them the specific action or result obser.ed, 3hy it 3as good

and encourage the soldier to continue+ 'our soldiers #no3 3hen they.e done 3ell but your

ac#no3ledgment of their performance is a po3erful moti.ator+ It reinforces standards, builds

soldiers pride and lets them #no3 you notice the hard 3or# they do+ It is also another

indicator that you care about them+

"&orrect errors in the use of judgment and initiati$e in such a way as to encourage the

indi$idual."

%" ))*(1,)eadershi0(;(2

)*6@+ On-the-%pot nspe!tions+ "a#ing an informal, unscheduled chec# of e&uipment,

soldiers or &uarters is called an on*the*spot inspection+ !topping to chec# the tag on a fire

e5tinguisher as you 3al# through a maintenance bay is an e5ample of an on*the*spot

inspection+ Another e5ample is chec#ing the condition of the trash dumpster area in bac# of

the orderly room+ %or any inspection, the steps are the same+

Preparation+

Conduct+

%ollo3*up+

)*6+ CC:C+ Pre*combat chec#s 0PCCs2 < Pre*combat inspections 0PCIs2 and Pre*

e5ecution chec#s are #ey to ensuring leaders, trainers and soldiers are ade&uately prepared to

e5ecute operations and training to Army standard+ PCC< PCIs are the bridge bet3een pre*

e5ecution chec#s and e5ecution of training+ They are also detailed final chec#s that all units

conduct before and during e5ecution of training and combat operations+ Conduct PCC


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planning and prere&uisite training 0soldier, leader and collecti.e2 are complete prior to the

e5ecution of training+ They systematically prepare soldiers, trainers and resources to ensure

training e5ecution starts properly+ Pre*e5ecution chec#s pro.ide the attention to detail needed

to use resources efficiently+

)*91+ 'ou are the #ey to inspections, chec#ing soldier and unit readiness in personal hygieneand appearance, 3eapons, field e&uipment, displays and sanitary conditions+ Inspections must

be done regularly to help reinforce standards and instill discipline+ Regular, impartial

inspections of important areas de.elop confidence, team3or# and soldiers pride in

themsel.es and their e&uipment+

NONCO%%ON.D, CO%%ON.D AND 3ARRAN OFFC.R

R.AON%/%

)*9(+ An important part of your role as an NC is ho3 you relate to commissioned officers+

To de.elop this 3or#ing relationship, NCs and officers must #no3 the similarities of their

respecti.e duties and responsibilities+

)*9)+ Commissioned officers hold a commission from the President of the Enited !tates,

3hich authori4es them to act as the Presidents representati.e in certain military matters+

La3s, regulations, policies and customs limit the duties and responsibilities of commissioned

officers, li#e NCs and other go.ernment officials+ As the Presidents representati.es,

commissioned officers carry out the orders of the Commander in Chief as they are handed

do3n through the chain of command+ In carrying out orders, commissioned officers get

considerable help, ad.ice and assistance from NCs+ :oth commissioned officers and NCs

share the same goal J accomplish the units mission+%igure )*;lists general duties of

commissioned officers+

he Commissioned Offi!er

Commands, establishes policy, plans and programs the 3or# of the Army+

Concentrates on collecti.e training, 3hich 3ill enable the unit to accomplish

its mission+

Is primarily in.ol.ed 3ith unit operations, training and related acti.ities+

Concentrates on unit effecti.eness and unit readiness+

Pays particular attention to the standards of performance, training and

professional de.elopment of officers as 3ell as NCs+

Creates conditions J ma#es the time and other resources a.ailable J so theNC can do the Fob+

!upports the NC+

Fi4ure 2-#+ 'eneral Duties of Commissioned Offi!ers

)*96+ Warrant officers are highly speciali4ed, single*trac#ed specialty officers 3ho recei.e

their authority from the !ecretary of the Army upon their initial appointment+ 8o3e.er, Title

(1 E!C authori4es the commissioning of Warrant fficers 0W(2 upon promotion to Chief

Warrant fficer 0CW)2+ These commissioned 3arrant officers are direct representati.es ofthe President of the Enited !tates+ They deri.e their authority from the same source as

((
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commissioned officers but remain specialists, in contrast to commissioned officers 3ho are

generalists+ %igure )*/lists general duties of 3arrant officers+

he 3arrant Offi!er

Pro.ides &uality ad.ice, counsel and solutions to support the command+

-5ecutes policy and manages the Armys system+

Commands special*purpose units and tas#s*organi4ed operational elements+

%ocuses on collecti.e, leader and indi.idual training+

perates, maintains, administers and manages the Armys e&uipment,

support acti.ities and technical system+

Concentrates on unit effecti.eness and readiness+

!upports the NC+

Fi4ure 2-6+ 'eneral Duties of 3arrant Offi!ers

)*99+ Warrant officers can and do command detachments, units, acti.ities and .essels as 3ell

as lead, coach, train and counsel soldiers+ As leaders and technical


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actions re&uired to accomplish the mission and enforce good order and discipline+ NCs

represent officer and sometimes DA ci.ilian leaders+ They ensure their soldiers, along 3ith

their personal e&uipment, are prepared to function as an effecti.e unit and team members+

While commissioned officers command, establish policy and manage resources, NCs

conduct the Armys daily business+ %igure )*=lists general duties of NCs+

%.CA .NON

)*9=+ T3o noncommissioned officer positions re&uire special mention the platoon sergeant

and the s&uad the platoon

sergeant must be able to mo.e in and out of the officers area of responsibility to prepare to

replace the platoon leader if necessary+ In many cases, the platoon sergeant has much moree5perience than the lieutenant does> one important tas# is to teach and ad.ise the lieutenant+

The platoon needs both the officer and the sergeant and they must #no3 each other 3ithout

thin#ing+

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

)*9@+ The second uni&ue position is the s&uad, section or team leader+ Possibly the only NC

in the s&uad, section or team, he is theleader of his soldiers+ This NC is the first lin# in

both the NC support channel and chain of command+ They ta#e their orders from both the

platoon sergeant and platoon leader+ This is another reason 3hy the platoon sergeant and

platoon leader must #no3 3hat each other are doing+ If they do not, they might gi.e

conflicting orders to the s&uad, section or team leaders+

)*9+ Noncommissioned, commissioned and 3arrant officers depend on each other and 3or#

together to accomplish the mission of the unit+ It is impossible for an officer to command an

effecti.e unit and accomplish the mission if the NC doesnt ensure the soldiers #no3 their

$obs+ Commissioned officers, 3arrant officers and NCs must ad.ise, assist and learn from

each other+ Although the officer is held accountable for all that the unit does or fails to do,

only by 3or#ing together 3ith the NC can he assure the $ob 3ill get accomplished+

/. NONCO%%ON.D OFFC.R %$OR C/ANN.

)*;1+ The NC support channel is subordinate to and supporti.e of the chain of command+

The NC support channel is not an independent channel+ It is incumbent on the users of this

channel to ensure that the chain of command is #ept informed of actions implemented

through the NC support channel and to eliminate the possibility of the NC support

channel operating outside of command policy and directi.es+ Problems should be brought to

the attention of the chain of command and resol.ed through a coordinated effort+ !ince the

NC support channel should be operating in accordance 3ith established command policy

and directi.es, conflicts should be minimal and easily resol.ed+

(6
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)*;(+ Prior to (== the NC support channel 3as regarded as informal+ 8o3e.er, AR /11*)1

formali4ed the NC support channel and e5panded its functions in December (=/+ The

NC support channel is no3 directi.e in nature 3ithin established policies and orders+

:ecause of this, commanders are seeing the senior NC more acti.ely participating in all

unit acti.ities and tas#s+ The NC support channel 0leadership chain2 parallels and reinforces

the chain of command+ NC leaders 3or# 3ith and support the commissioned and 3arrantofficers of their chain of command+

)*;)+ In units at the battalion le.el and higher, the NC support channel is the

communication and super.ision that begins 3ith the command sergeant ma$or 0C!"2,

e5tends through first sergeants and platoon sergeants and ends 3ith section chiefs, s&uad

leaders, or team leaders+!n addition to passing information" this channel is used for

e#ecuting the commander$s orders and getting routine" but important" %obs done "ost

often it is used to put into effect policies and procedures and to enforce standards of

performance, training, appearance and conduct+

)*;6+ The connection bet3een the chain of command and the NC support channel is thesenior NC+ Commanders issue orders through the chain of command, but senior NCs must

#no3 and understand the orders to issue effecti.e implementing instructions through the

NC support channel+ Although the first sergeant and command sergeants ma$or are not part

of the formal chain of command, leaders should consult them on indi.idual soldier matters+

)*;9+ !uccessful officers ha.e a good leader and NC relationship 3ith their first sergeants

and command sergeants ma$or+ This lea.es the commander free to plan, ma#e decisions and

program future training and operations+ The need for such a relationship applies to platoon

leaders and platoon sergeants as 3ell as to staff officers and NCs+ !enior NCs ha.e

e5tensi.e e5perience in successfully completing missions and dealing 3ith enlisted soldier

issues+ Also, senior NCs can monitor organi4ational acti.ities at all le.els, ta#e correcti.e

action to #eep the organi4ation 3ithin the boundaries of the commanders intent, or report

situations that re&uire the attention of the officer leadership+&egardless of where the

information or tas' begins in the chain of command or in the NCO support channel

'eep the counterpart informed A positi.e relationship bet3een officers and NCs creates

conditions for success+

)*;;+ The NC support channel assists the chain of command in accomplishing the

follo3ing

Transmitting, instilling and ensuring the efficacy of the professional Army ethic+ Planning and conducting the day*to*day unit operations 3ithin prescribed policies and

directi.es+

Training enlisted soldiers in their "! as 3ell as in the basic s#ills and attributes of a

soldier+

!uper.ising unit physical fitness training and ensuring that soldiers comply 3ith the

3eight and appearance standards in AR /11* and AR /=1*(+

Teaching soldiers the history of the Army, to include military customs, courtesies and

traditions+

Caring for indi.idual soldiers and their families both on and off duty+

Teaching soldiers the mission of the unit and de.eloping indi.idual training programs

to support the mission+

(9
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Accounting for and maintaining indi.idual arms and e&uipment of enlisted soldiers

and unit e&uipment under their control+

Administering and monitoring the NC professional de.elopment program and other

unit training programs+

Achie.ing and maintaining Army alues+

Ad.ising the commander on re3ards and punishment for enlisted soldiers+

)*;/+ The NC support channel and the chain of command must be reinforced by all to

ensure effecti.eness+ It is the channel of communication and super.ision from the command

sergeant ma$or to the most $unior enlisted soldier in the unit+ Commanders may further

specify responsibilities and authority of their NCs to their staffs and subordinates+ 'our

contribution to the NC support channel ensures its o.erall success+

"the routine daily business of the Army is noncommissioned officer business, that is to say,

e+ecution of established olicies and standards ertaining to the erformance, training and

conduct of enlisted ersonnel is the resonsibility of the %oncommissioned 'fficer &ors.

he establishment of those olicies and standards is the resonsibility of the officer cors."

C!" F+ %+ La oie

NCO RAN%

%.R'.AN A


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and dri.ing the entire training program+ The C!" assists the commander in determining

leader tas#s and training for NCs+

)*/1+ The C!" and commander $ointly coordinate and de.elop the units "ission -ssential

Tas# List 0"-TL2 and indi.idual training tas#s to create a team approach to battle*focused

training+ The C!" and NC leaders then select the specific indi.idual tas#s, 3hich supporteach collecti.e tas# to be trained during this same period+ C!"s use command information

channels to inform, e5press concerns on enlisted issues and build esprit+ They also represent

the commander at military and ci.ilian functions to maintain good community relations+

)*/(+ The !ergeant "a$or is often the #ey enlisted member of the staff elements at battalion

and higher le.els+ The sergeant ma$ors e5perience and ability are e&ual to that of the unit

command sergeant ma$or, but leadership influence is generally limited to those directly under

their charge+ The sergeant ma$or is a sub$ect matter e5pert in his technical field, primary

ad.isor on policy de.elopment, analytical re.ie3er of regulatory guidance and often fulfills

the duties of the command sergeant ma$or in his absence+ !ergeants ma$or also ser.e in non*

staff and leadership positions such as !pecial %orces Team !ergeant "a$or, instructor at the!ergeants "a$or Academy or as the !tate !enior -nlisted Ad.isor+

Colors and Color 'uards

%lags are almost as old as ci.ili4ation itself+ Imperial -gypt and the armies

of :abylon and Assyria follo3ed the colors of their #ings+ Ancient te5ts

mention banners and standards+ The flag that identified nations usually

3ere based on the personal or family heraldry of the reigning monarch+ As

autocracies faded or disappeared, dynastic colors 3ere no longer suitable

and national flags came into being+ These national flags such as the EnionFac# of reat :ritain, the Tricolor of %rance and the !tars and !tripes are

relati.ely ne3 to history+ When the struggle for independence united the

colonies, there gre3 a desire for a single flag to represent the ne3 Nation+

The first flag borne by our Army representing the (6 colonies 3as the

grand union flag+ It 3as raised o.er the Continental Army at Cambridge,

"assachusetts, on ) Fanuary (==/+ The !tars and !tripes as 3e no3 #no3

it 3as born on (9 Fune (===+

The flags carried by Color*bearing units are called the national and

organi4ational colors+ The Colors may be carried in any formation in

3hich t3o or more company honor guards or representati.e elements of acommand participate+ The Command !ergeant "a$or is responsible for the

safeguarding, care and display of the organi4ational color+ 8e is also

responsible for the selection, training and performance of the Color bearers

and Color guards+

The honorary position for the C!" is t3o steps to the rear and centered on

the Color guard+

:ecause of the importance and .isibility of the tas#, it is an honor to be a

member of the Color guard+ The detail may consist of three to eight

soldiers, usually NCs+ The senior 0Color2 sergeant carries the National

(/


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responsibilities and duties of the platoon sergeant+ A platoon sergeant or sergeant first class

generally has e5tensi.e military e5perience and can ma#e accurate decisions in the best

interest of the mission and the soldier+

)*/=+ Etili4ing tough, realistic and intellectually and physically challenging performance*

oriented training to e5cite and moti.ate soldiers, the platoon sergeant ensures Army standardsare met and maintained+ Additionally, the platoon sergeant must conduct cross training to

promote critical 3artime s#ills 3ithin the unit, e.aluate the effecti.eness of the platoon and

pro.ide training feedbac# to the commander and first sergeant during After*Action Re.ie3s

0AAR2 on all unit collecti.e training+

%$AD, %.CON AND .A .AD.R%

)*/@+ !taff !ergeants, !ergeants and Corporals are normally s&uad, section and team leaders

and are a critical lin# in the NC channel+ These NCs li.e and 3or# 3ith their soldiers

e.ery day and are responsible for their health, 3elfare and safety+ These s&uad, section and

team leaders ensure that their soldiers meet standards in personal appearance and teach themto maintain and account for their indi.idual and unit e&uipment and property+ The NC

enforces standards and de.elops and trains soldiers daily in "! s#ills and unit missions+

"%&'s should mae it a oint to dro by the barracs on and off duty to $isit soldiers and

chec on their welfare."

!"A Fac# L+ Tilley

)*/+ The NC teaches indi.idual and collecti.e training, de.elops unit cohesion, fosters the

.alues of loyalty and commitment and builds spirit and confidence+ The NC e.aluatesperformance oriented training and through coaching and counseling grooms young soldiers

for future positions of increased responsibility+ !&uad, section and team leaders teach

e.erything from the ma#ing of sound and timely decisions to physical training to ethics and

.alues+ 'ou, corporals and sergeants, are the basic trainer of todays soldiers+

7O$ AR. A NONCO%%ON.D OFFC.R

)*=1+ 'ou as an NC ha.e a tough, demanding, but .ery re3arding $ob+ The soldiers you lead

are the heart of the Army+ 'ou lead soldiers at the action le.el 3here the important day*to*day

fundamental 3or# of the Army is mission oriented+ :ecause you li.e and 3or# directly 3ith

and among soldiers, you ha.e the best opportunity to #no3 them as they really are+ 'ou arethe first to identify and teach soldiers ho3 to best use their strengths and help them detect and

o.ercome their shortcomings+ 'ou are in the best position to secure the trust and confidence

of soldiers by leading by e5ample+ 'ou ha.e the ad.antage of a deeper understanding of

soldier beha.ior because you 3ere promoted directly from the ran#s that you no3 lead and

ser.e+ 'our soldiers 3ill challenge you each and e.ery day and you 3ill be re3arded by the

respect they hold for your ability as a leader+ 'ou 3ill be successful as they follo3 your

leadership in the difficult business of getting ready to fight and 3in our Nations 3ars+

Duties, Responsibility and Authority of NCOs

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