Soldiers

The most impressive thing about any Army is the individual soldier. He will always be the one responsible for taking and holding the ground in support of our foreign policy, mission, goals, and objectives. Even with sophisticated technology and advanced equipment, an Army cannot fight, sustain, and win a war without individual, quality soldiers. -SMA Glen E. Morrell, "The Army as an Institution." Sergeants’ Business, Mar-Apr 1987, p. 4

The Army is like a funnel. At the top, you pour doctrine, resources, concepts, equipment, and facilities. Then, out at the bottom comes one lone soldier, walking point. -GEN Harold K. Johnson, 1966, in "Reunion: Retired SMAs Sound Off on the State of the NCO Corps." NCO Journal, Fall 1996, p. 16

[I think of the whole process of "people" programs] as a kind of inverted pyramid. At the top is the broad base of policy. Many high-level staffs and agencies help establish these policies, each of which carries considerable weight. Beneath the policies in the inverted pyramid are the implementing policies and instructions. There are numerous sources and channels for these, each of which adds to the weight and increases the pressure. Finally, at the bottom, is the apex of the inverted pyramid, the unit: the company or battery, and the platoons, squads, and sections that make up the Army. The entire pyramid’s weight is concentrated here. This is the focal point where the noncommissioned officer can play a major role. -SMA Leon L. Van Autreve, "The NCO at the Apex." ARMY, Oct 1974, p. 17

The soldier is the system. -SGM Edgar Torres-Berrios, "Futuristic Combat Gear Built Around the Soldier." NCO Journal, Summer 1992, p. 17

Soldiers really...charge my batteries. -CSM Doug Russell, "NCO and Enlisted Affairs Report." AUSA News, Jul 1992, p. 7

Soldiers...are our most precious resource and reflect our success as leaders and mentors! -CSM Roy L. Burns, "Bridge the Gap." Engineer, Apr 1993, p. 49

Soldiers are the Army’s...greatest weapon. -CSM Ronnie W. Davis, "Today, Tomorrow, and the 21st Century." Armor, Nov-Dec 1995, p. 5

NCOs and Soldiers

A noncommissioned officer’s job is not easy and we expect a lot from those who are selected to lead, train, and care for the best soldiers in the world.... The reward for being a noncommissioned officer is the honor and privilege to lead and train America’s finest men and women during peace and war. -SMA Julius W. Gates, "Sergeant Major of the Army Julius W. Gates." INSCOM, Aug-Sep 1989, p. 14

NCOs provide the leadership which is most apparent to soldiers on a day-to-day basis.... NCOs lead soldiers day-in, day-out, every day. -NCOPD Study, Vol 1, 1986, p. 30

Although officers may outwardly appear to command the most attention, it is the day-to-day interaction between a trooper and his sergeant that will ultimately determine a soldier’s performance. From the early morning accountability formations in dark motor pools to the demand that [a] finance clerk get his squad member’s pay straight, to the late night walk-throughs of a sleeping barracks, noncommissioned officers train and maintain the force best by their example of selfless dedication. -MG Paul E. Funk, "The NCO’s Role Is Crucial in Setting the Army’s Standards." Armor, Nov-Dec 1992, p. 4

The school of the Soldier is still the unit- explicitly his NCO. -GEN Edward C. Meyer, E. C. Meyer, 1983, p. 109

Young soldiers look at their first and second line bosses as "higher headquarters." The NCO is Department of the Army to them.... Soldiers must know that NCOs care, that they can approach the NCO for guidance and direction, and that NCOs can make things happen when a difficult situation arises. -SMA Glen E. Morrell, "Hard Work, Leadership Still Keys to Quality." ARMY, Oct 1984, p. 52

Forget the idea that any soldier in your unit is an 8-ball. Backward men are the challenge- not the bane- of leadership.... Provide opportunities to put their best foot forward for soldiers who had the reputation of being 8-balls [and eliminate] the term from the unit’s vocabulary.... In some cases, it even pays to give an erstwhile 8-ball more responsibility. He may be a frustrated leader capable of developing into a fireball of a noncommissioned officer. -SFC Forrest K. Kleinman, "Tips on Troop Leading." ARMY, Aug 1958, p. 42

When [a soldier] calls, he needs you.... It might be in the middle of the night, or Saturday afternoon when I have guests over for a cookout.... The man needs someone he can call on and, to him, his platoon sergeant is that someone. -SFC Reuben H. Heutner, in "Platoon Sergeants." Soldiers, Sep 1975, p. 9

You can expect telephone calls from [soldiers] at all hours of the day and night. They’ll call you up and say, "First sergeant, the building is on fire. What shall I do?" You can’t get mad. You tell him: Call the fire department. Next time he calls with the same question- then you can get mad. Or maybe they’ll get drunk and call you. Alcohol gives a man false courage. By the time you get there he’s sobered up, he’s sorry he called, he says it was a mistake. But it’s important to sit down and talk with him. You have to find out if there’s a problem. When they call you, you have to go.... Everybody has personal problems. Sometimes there’s something that will push a man to the breaking point. When he does break, the first sergeant has got to be there. -a 1SG, in Polishing Up the Brass, 1988, p. 102

[The 1SG] should memorize the roster of the company in alphabetical order, so that he can at all hours form the company and call the roll, day or night. Much natural shrewdness is required in this duty, to associate in the memory the name, face, and voice of the soldier and his proper position in the ranks; for the men are frequently in the habit of answering for absentees, and if they find that the sergeant can be deceived in this respect they are very likely to practise it on him. -Customs of Service for Non-Commissioned Officers and Soldiers, 1865, p. 133

Soldiers go where their sergeants lead them. -1SG Pedro Olivari, in "Stay in Your Lane." NCO Journal, Spring 1995, p. 5

Developing Soldiers

Seeing a person grow to the standards of a soldier because of your teaching has got to be satisfying. To have his parents tell you that they are proud of him at the completion of training, and knowing you are responsible, is very rewarding. Seeing that same soldier a couple of years after graduation as a mature soldier makes it even more gratifying and rewarding. It makes you proud that you are part of the system and not the problem. -CSM John M. Stephens, "Fighting the System." Armor, Jan-Feb 1985, p. 7

Seeing someone develop to the point where they recognize the importance of what they’re doing is one of the best feelings in the world. -1SG Miles A. Retherford, in "The First Sergeant." Sergeants’ Business, Mar-Apr 1989 p. 17

It isn’t financial reward that makes our PLDC people work long hours out in the nasty weather; it’s the warm inner feeling they get from having a hand in shaping these eager junior leaders. -SFC Joe Zambone, "PLDC: Do-It-Yourself Leadership Kit." National Guard, Jan 1988, p. 26

[The Chaplain’s relations with the unit noncommissioned officers are as important as his relations with the commissioned officers. The NCOs] have a more intimate knowledge of the outlook and feeling of the enlisted men than the commanding officer. If there is any particular desire or an occasion for dissatisfaction among the men, the noncommissioned officers know it first and usually understand it best. -TM 16-205, The Chaplain, 1944, p. 28

NCOs...focused on those things that touched soldiers most directly. -reference Desert Storm, TRADOC Pam 525-100-4, Leadership and Command on the Battlefield: Noncommissioned Officer Corps, 1994, p. 7

You, the NCO, are closest to our soldiers. Therefore, your care and concern is most evident. Your personal example will have the most direct effect on our ability to retain the quality soldiers needed to meet the challenges of the 21st century. -GEN Dennis J. Reimer, "CSA Counts on NCOs to Keep the Spirit Alive." NCO Journal, Spring 1996, p. 5

Our subordinates see the Army through us- their immediate leaders. They do not realize or appreciate the size and complexity of our Army, or how it functions. The chain of command for our young soldiers for all practical purposes stops at the battalion level. -MSG Archer W. Miller, "Strengthening the Backbone." Engineer, Summer 1980, p. 7

If you treat a person the way you see them, they’ll stay that way; but if you treat that person the way you want them to be, then chances are they’ll change. -SMA Gene C. McKinney, "SMA McKinney Launches Each Day with NCO Creed." NCO Journal, Fall 1995, p. 16

NCOs Closest to the Soldier

It is the noncommissioned officer to whom the soldier first turns when he needs information, counsel, or other help. -SMA Leon L. Van Autreve, "The NCO at the Apex." ARMY, Oct 1974, p. 18

Because you live and work directly with and among soldiers, you have the best opportunity to know them as they really are. You are the first to identify and teach soldiers how to best use their strengths; the first to detect and train soldiers to overcome their shortcomings. You are in the best position to secure the trust and confidence of soldiers. -FM 22-600-20, The Army Noncommissioned Officer Guide, 1986, p. 3

From Soldier to NCO

Good NCOs are not just born- they are groomed and grown through a lot of hard work and strong leadership by senior NCOs.... The transformation that takes place when you say, "Jones, you are in charge" is amazing. -SMA William A. Connelly, "Keep Up with Change in ’80s." ARMY, Oct 1982, pp. 29, 30

Identifying good soldiers- potential leaders- and turning them into good noncommissioned officers is a complex process. The bottom line is simple, however: weed out the poor performers, teach the right soldiers the right things, and recommend the best soldiers for promotion and retention. The only way to prepare good soldiers to become noncommissioned officers is to place them in leadership positions and increase their responsibility according to their ability. This process takes time and patience.... Noncommissioned officers make noncommissioned officers! -SMA Glen E. Morrell, "NCOs Are the ‘Vital Link in the Chain of Command.’" ARMY, Oct 1985, p. 64

Anybody who comes into the NCO Corps has to be recommended by an NCO, whether it be a squad leader, section leader, platoon sergeant, or first sergeant. We’re the ones who really open the door for them.... One good indicator as to whether [a soldier] should become a future Army leader is whether you are willing to let that person lead one of your loved ones. That’s the kind of person we need. -SMA Glen E. Morrell, "Performance, Character and Contact." Soldiers, Jan 1984, p. 6

[In training] we placed each MP, E3 through E7, in the position of leader as well as follower. This rotation of responsibilities proved to be highly successful in establishing a working atmosphere of cooperation and teamwork throughout the ranks. Once each individual experienced the hardships and stress of being the one individual responsible for the mission’s success, the importance of ensuring our subordinates are as prepared to lead as our assigned leaders became clear. -SSG Michael A. Goethals, "Small Unit Leadership Training: A National Guard Course in Leadership and Combat Skills." Army Trainer, Spring 1989, p. 17

That First Leadership Position

When [a corporal] first receives his appointment, his calibre meets with the severest tests. Soldiers, for a time, will be apt to try the material he is made of, which they do in many ways, and by progressive steps, and, if not checked, will increase to a complete disregard, and terminate in an entire inefficiency of the corporal. -Customs of Service for Non-Commissioned Officers and Soldiers, 1865, p. 104

The time comes to every newly-made corporal when he has to show his mettle- and that does not mean loss of temper or ability to knock down and drag out. It means moral force.... It is then that you have to summon your moral force to the point of letting your men understand that it is a business proposition and that you mean for the squad commander (not you personally) to be respected and obeyed. -Instructions for the Non-Commissioned Officer, 1909, p. 6

When the noncommissioned officer receives his first set of chevrons, he becomes a different individual. He is no longer "one of the guys," but the man his subordinates look to for leadership. He is no longer responsible only for himself but for all those who work for him. -CSM Johnny W. Greek, "The Noncommissioned Officer." Engineer, Fall 1980, p. 32

Today, as in the past, our junior NCOs have a tough job. It is especially difficult because their challenges are the greatest at a time when their experience level is low. It is important for junior NCO leaders to know their job thoroughly and understand the skills of the soldiers they lead. -SMA Glen E. Morrell, "Hard Work, Leadership Still Keys to Quality." ARMY, Oct 1984, p. 51

When you pin that first stripe on, you’re going to have to make a mental adjustment. You’re going to have to weigh being a good friend on the one hand with being a good leader and dispatching your duties and responsibilities on the other. When you do, I think your peers must understand, "He was selected to be a leader." I think most of them do. Sometimes you’re tested by your peers. That’s where you have to let everybody know: "Look, I was selected and I’m going to be the best possible leader that I can be. If I have to get on you now and then, that’s the way it’s going to have to be. I’m going to make you be good soldiers. At the same time, I’m going to develop you and give you a chance to be leaders, too." -SMA Glen E. Morrell, "Soldiers Deserve the Best Leaders." Soldiers, Dec 1985, p. 8

[When I was promoted to SGT, my platoon sergeant, Franco,] sat down with me and explained that I was no longer one of the boys. He said my job was to train my soldiers so they could do whatever our leaders asked us to do and to make sure that none of them got hurt doing it. -SMA Julius W. Gates, "Noncom Know How." Soldiers, Aug 1987, p. 21

If you have just become a sergeant, you march in the footsteps of all the noncommissioned officers who have gone before you, and the Army offers you a full life if you are a true professional. The more you strive for professional expertise, the more you contribute to the Army, your soldiers, and your own satisfaction... "