Tag Archives: Sergeant’s Time

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The Selfie-Leader Part I

Please Like, Share and Follow Me As I Lead

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“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves” – Lao Tzu

 

For those who read articles published by the Company Leader and other leadership initiative based sites in support of the Armed Forces, you understand that in order to dissect what a “Leader” is, it is important to first understand its definition. According to ADP 6-22, Army Leadership and the Profession, leadership is defined as “the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (Department of the Army, 2017). This should sound remarkably familiar, as it is one of the most common board questions asked during any evaluation or promotion board.

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Counseling in the Guard and Reserves

A Personal Observation

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Counseling is one of the most important tools given to Non Commissioned Officers in today’s Army. It allows us to provide valuable feedback to our subordinates, and allows us to map out development plans that will ultimately shape the Army of tomorrow. So why is it so rarely utilized in the National Guard and Reserves?

 

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Principles to a Successful Army Career

A Command Sergeant's Major Perspective

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Command Sgt. Maj. Scott Schroeder, U.S. Army Forces Command senior enlisted adviser, discusses trends and priorities for Army leaders, and gets feedback from 1st Cavalry Division enlisted leaders during an open forum at Howze Auditorium Dec. 8 at Fort Hood, Texas. Schroeder, who served as the III Corps and Fort Hood senior enlisted adviser from September 2012 to June 2014, discussed FORSCOM priorities and topics with leaders, including improving readiness, equipping the force, training, operationalizing the total Army, sponsorship, career progression and development, family care plans and many other topics. (U.S. Army photo by Staff Sgt. Keith Anderson, 1st Armored Brigade Combat Team Public Affairs, 1st Cavalry Division) (Photo Credit: Staff Sgt. Keith Anderson)

Military service is a unique profession that less than one percent of our nation answer the noble call to serve their country. Some are motivated to join based on a relative that served or something more profound such as, answering a higher calling. In the quest to serve, some will make a career of their service while others will only commit to their first term obligation. Whether they decide to make it a long-term profession, or move on after a few years, one should aim to have a successful career serving their country. While there’s no exact recipe or secret to a successful Army career, it takes dedication and sacrifice to ultimately achieve success.

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Copy and Paste Leadership

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In a 21st-century leadership environment that is dominated by technological advancements, communication between noncommissioned officers and their soldiers is easier today than it’s ever been. Compounding this ease of communication with the United States Army’s long-standing philosophy of standardization, today’s leadership environment has created quite the conundrum for the new era of NCOs. Though the Army’s workplaces are dominated by multiple levels of structure, it is essential for NCOs to understand that the key to effectively developing their Soldiers is individualized leadership.

 

Professional Counseling

Second Lt. Isaac Brunson practices conducting noncommissioned officer counseling with Staff Sgt. Devon Perry, a student attending the Logistics Noncommissioned Officer Academy at the Army Logistics University. (Photo Credit: Adam Gramarossa)
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Writing For Personal Clarity

Why We Write #5

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Everyone has their own way of portraying their feelings, ideas, and problems. For some it’s art, for others music, or acting; for me it has become writing. In this profession especially, writing is the one of the best ways to convey information. It helps to communicate goals and expectations, whether it just be for us to read, or a broader audience.

NCO Writing

Sgt. Nicholas Johnson, 8th U.S. Army Soldier of the Year, writes down answers to the 20 essay questions of the written exam during the Department of the Army Soldier/NCO of the Year competition at Fort Lee, Va. Oct. 3. (Photo Credit: Spc. Fay Conroy, 8th U.S. Army Public Affairs)
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A Corporal’s Perspective

Why We Write #4

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Why do we write? As humans, we write to communicate information and ideas across time and space, when we cannot do so through oral means with physical presence. As Non-Commissioned Officers in the United States Military, we do so because we can no longer afford to do otherwise. Writing is now a part of all professional military education, starting at the Basic Leaders Course that all enlisted soldiers must go through to become NCOs.

Promotion to Corporal

Four soldiers assigned to 444th Engineer Company, Oswego, N.Y., receive lateral transfer from specialist to corporal rank, during the company’s annual training event July 14 at Ft Drum. Pictured here are Barry J. Bullis, of Baldwinsville, Christopher Zajac of North Syracuse, John M. Anderson of Henderson, and Charles J. Delaney of Brewerton, N.Y., receiving promotion from Sgt. 1st Class Charles Haws, unit training non-commissioned officer. (Photo Credit: Spc. Karen Sampson, 362nd MPAD)
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Hitting the Mark

Teaching Unit Level Marksmanship

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Marksmanship in the Army is continually evolving, and everyone seems to be an “expert.”  Leaders at all levels tend to limit their teaching to the TTPs that they think work best. Individuality has its benefits, but we can’t rely on a “shooter’s preference” mentality when teaching marksmanship. Don’t become the NCO who says “this is how I did it,” or “this is how I was taught.” Learn the standard and know the doctrine. We need to balance hard-earned experience with an understanding of our constantly developing profession. TTPs and personal experience makes NCOs stronger as teachers and trainers. But if they aren’t built on a strong doctrinal foundation, we are setting our soldiers and future NCOs up for failure.

Soldiers with 3rd Armored Brigade Combat Team, 1st Armored Division, prepare to qualify on the M240 and M249 in South Korea, Jan. 25, 2019. (U.S. Army photo by Sgt. Alon Humphrey)
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Planning…It’s Your Business Too

An NCO's Role in TLPs

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If your company were to mobilize today, are the squad leaders ready? The future of war may require squads to work independently to exploit fleeting gaps in the enemy’s capabilities. As NCOs in today’s Army, some leaders have grown accustomed to recognizing “NCO business” and “Officer business,” rather than Leader business. Are you prepared, not only to execute, but to plan and execute the mission?

Sgt. 1st Class Fernando Gonzalez directs the movement of his platoon outside Combat Outpost Zormat in Afghanistan’s Paktya province, May 30, 2012. Gonzales is assigned to the 25th Infantry Division’s Company D, 3rd Battalion, Airborne, 509th Infantry Regiment. Photo Retrieved from U.S. DOD Website.
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Introducing Sergeant’s Time

An Invitation for NCOs to Write and Contribute, by Harlan Kefalas

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Effective writing is critical to an NCO’s success. It is a critical component of the Non-Commissioned Officer Education System (NCOES). Effective writing is an evaluated skill at both the Master Leader Course (MLC) and Basic Leader Course (BLC). This is for good reason; counseling, awards, and evaluations are just a few of the writing responsibilities championed by our Sergeants and the NCO Corps. If you want to get better at writing, write more. Sergeant’s Time is your invitation to write more and contribute.