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PROFESSIONAL DEVELOPMENT
Professional Development
If you have the desire to go forth and make something of
yourself, you can do it.... Every day when I get up I see the
Washington Monument. It stands tall in the snow, wind, rain, and
sleet. You know why it stands tall? Because it has a great
foundation. You need that kind of foundation for yourself as well. -SMA
Gene C. McKinney, address, 1996 AUSA Convention
Professional development is the sum of all the training,
education, and experience the Army provides NCOs to better enable
them to carry out their missions. These components must complement
each other.... All training, education, and experiences which
maintain that focus and which help NCOs to apply that dedication
constitute professional development. -DA Pam 600-25, US Army
NCOPD Guide, 1987, p. 15
A sergeant can’t say on the one hand, "self-improvement is
essential," then on the other hand put off Army schooling or other
self-development programs. -CSM George D. Mock and SFC John K.
D’Amato, "Building the Force: ‘Skill, Will and Teamwork.’" NCO
Journal, Summer 1991, p. 18
Knowing Your Stuff
The Serjeant Major...should bee a man of most exquisite
knowledge. -A Path-Way to Military Practise, 1587, no page
number
You must have the knowledge required to create favorable
situations. This knowledge includes the ability to identify,
analyze, and influence the important forces in a situation; ability
to plan; technical and tactical knowledge necessary to do your job;
and important lessons of military history. -FM 22-600-20, The
Army Noncommissioned Officer Guide, 1986, p. 14
Nothing replaces knowledge. -1SG Larry Drape, address "The Do’s
and Don’ts of Quality NCO Leadership." 1990, p. 10
If on guard or on other duty the corporal’s military knowledge is
deficient, the captain hears from the commanding officer, and he is
also kindly informed by his brother officers of the corporal’s
[deficiencies]. -1LT C. W. Farber, "To Promote the Efficiency of
Non-Commissioned Officers." Journal of the Military Service
Institution of the United States, Jan 1898, p. 98
[Knowing] your stuff...always calls for some off-duty work. -Handbook
and Manual for the Noncommissioned Officer, 1952, p. 9
Each of you is a gold mine of information. -CSM O. W. Troesch,
"Give Us Your Two Cents Worth." Engineer, Summer 1983, p. 7
A wealth of knowledge is available to you each day on duty....
Leave no source of knowledge untouched. -CSM David W. Salter,
"Regimental Command Sergeant Major." Military Police, Jun
1992, pp. 3, 4
Imparting and Building on Knowledge
The NCO corps...has a great repository of knowledge to share
within itself, and to pass on to the next generation of NCOs. Every
senior NCO has some tricks, some better ways of doing a few
particular things. Sometimes the NCO passes on that special
knowledge to others in the unit. But too often the unit loses the
knowledge when it loses the NCO.... NCOs have all the tools and
talent to write. [Their knowledge can] be shared with the entire
Army, or with others in the NCO’s career field [by publishing] one
small, widely circulated article.... Be sure to leave copies of your
articles with other NCOs in your unit, in your unit files, and
possibly in your unit standard operating procedures. That way,
others can benefit from your special knowledge. -SFC John K.
D’Amato, "NCOs, Write!" NCO Call, May-Jun 1990, pp. 18, 19
NCOs...learned from NCOs, who learned from NCOs, who learned from
NCOs.... Pass the torch of knowledge. -GEN Edwin H. Burba and CSM
Robert F. Beach, in "The NCO" In Their Own Words, 1991,
forewords
Without the training I had received [at the Advanced Armor NCO
Course], and the expert knowledge and education that had been given
to me, we probably would have been successful, but only after many
trial and error situations, coupled with many wasted man-hours and
at the expense of unhappy and frustrated troops.... We no longer can
afford to spend the time to learn new concepts and developments by
trial and error methods after arriving at our world-wide deployment
stations, which in most cases, are only minutes from our potential
enemies. -SGM Robert E. Spencer, "Education + Responsibility =
Prestige and an Effective Armor NCO." Armor, Sep-Oct 1965, p.
3
The US Army Sergeants Major Academy is the focal point for NCO
wisdom and lessons learned. Contribute to follow-on generations of
soldiers, NCOs, and officers by writing down your experiences and
what you learned from them, and sending them to the Archives at the
U.S. Army Museum of the Noncommissioned Officer at Ft. Bliss, Texas.
-L. R. Arms, in A Treasury of NCO Quotations, 1997, no page
number
NCOs have a vast store of tricks of the trade, or "lessons
learned" that can’t be found in any field manual. Some save time,
others save equipment or energies. Others enhance training or make
face-to-face communications more exact. All have improved the way we
do our jobs and are characteristic of the many ways good
noncommissioned officers contribute to the welfare of soldiers and
the accomplishment of their missions.... Time and equipment tricks
are one thing, but noncommissioned officers also must guard the
welfare of their soldiers. The tricks we develop to save their
energies and make life a little easier often are an NCO’s most
important contribution to a unit’s mission.... The body of our NCO
knowledge comes from our experience and abilities to build on the
good ideas of others.... By sharing those tricks with others we
provide an invaluable resource to today’s Army and lay the
foundation for the NCOs of tomorrow. -MSG Michael D. Bates, "Tricks
of the Trade." NCO Journal, Summer 1991, pp. 20, 21
[I drop by the barracks during the evening and weekends and] sit
on the steps and a man comes out and asks a question. Within a few
minutes, there’s half a dozen out there. The conversation usually
turns to the job or some other aspect of Army life. You have to do
it this way because you just don’t see as many of them in a group
after duty hours. -SFC Charles W. Terrill, "Platoon Sergeants."
Soldiers, Sep 1975, pp. 9-10
A maxim accompanied by its rationale is always remembered and
passed on. -DACOWITS member (spouse of former NCO), in A Treasury
of NCO Quotations, 1997, no page number
Writing
With all its limitations, writing is an important medium- often
the only feasible one.... Writing your message lets you reach an
audience that’s widely dispersed in time and place. And it records
your words so your audience can reread them later as needed. [The
TRADOC standard for effective communication includes] writing that
can be understood in a single, rapid reading and is generally free
of errors in grammar, mechanics, and usage. -SGM Jack L. Hooper,
"Communicative Skills- A Must for NCOs." NCO Call, Nov-Dec
1990, pp. 3, 5
Any journal article should begin as a good idea that is supported
by a statement of purpose. This gives you a base from which to start
and a visible goal to keep you on track. A purpose statement also
helps you narrow the subject, to keep it within workable limits, and
to test whether the subject has value to its intended audience....
Once your research is complete, make an outline.... Once the
framework is in place, the first draft will take shape more easily.
-MSG Gil High, "Wanted: Writers: No Experience Necessary." NCO
Journal, Spring 1991, p. 22
Despite the fact that the pen is not the natural weapon of the
military man, a fair proportion of our rank and file display
considerable literary talent. -MAJ Wilmot E. Ellis, "What Is the
Cause of the Recent Falling Off in the Enlisted Strength of the Army
and Navy, and What Means Should Be Taken to Remedy It?" Journal
of the Military Service Institution, Mar-Apr 1909, p. 180
Writing, the art of communicating thoughts to the mind through
the eye, is the greatest invention of the world. [It enables] us to
converse...at all distances of time and space. -Abraham Lincoln,
1859, The Lincoln Encyclopedia, p. 391
Instructing and Teaching
A man learns best when he knows that he is making progress. Do
not let your students get discouraged, especially those who are slow
to learn. Limit your reproaches to men who are slack and careless. -The
Noncom’s Guide, 1957, p. 128
Our young soldiers really expect you to teach them something.
They’ll accomplish any mission you give them if you’ve taught them
well and earned their respect. -SFC Robert N. Pearson, "Platoon
Sergeants." Soldiers, Sep 1975, p. 10
Because he’s not too proud to listen to others, the NCO will
normally find the smartest, safest way to teach soldier skills. -MG
Paul E. Funk, "The NCO’s Role Is Crucial in Setting the Army’s
Standards." Armor, Nov-Dec 1992, p. 4
[While teaching aircraft and armored vehicle recognition classes
during WWII] I noticed that the men learned to recognize the British
and Japanese planes much quicker and more accurately than U.S. and
German planes. At first I thought the British and [Japanese] planes
might have more distinctive features. Close comparison, however, did
not turn up any such distinguishing features. But why were one
nation’s planes more difficult to recognize than another’s? [One day
a soldier] said, "...Them airiplanes with the names ain’t so hard to
larn.... Them Spitfires and Mosquitoes and Barracudas is got
somethin’ you kin hang onto. But them B-24s, B-25s, and B-26s get
all mixed up in my head." After a bit of snickering, other members
of the class spoke up in agreement. I pointed out that all U.S.
planes had names. However, I had to admit that for some reason the
names appeared on only a few of our training aids.... Our armored
vehicles were even harder to remember than our planes. M3, M4, M5A1,
M10, M12, M16, M20, M24, and M26 "got all mixed up."... Had names of
U.S. planes and tanks appeared on all of our training aids, our
training problem would have been lessened.... Use of easily
remembered names will make our training processes easier and make
our literature more forceful. -MSG Julian Hiley, "The Army Needs
Names." Combat Forces Journal, Oct 1951, pp. 17, 20
We remember terms because they are relevant. With soldiers, if
you can make it relevant to their survival, learning accelerates
along with retention rates.... When we taught the terms [for armored
vehicle recognition], it was very important to include a brief
explanation of the component’s function. For example: the bore
evacuator prevents the poisonous combustion fumes, generated when
the main gun is fired, from being pulled back into the turret. -SSG
Michael J. Ulinski, "Recognition/ Identification of Armored
Vehicles: If It Moves, Shoot It?" Army Trainer, Spring 1986,
pp. 6, 4
[When an instructor] knows his topic thoroughly, he is eager to
pour it out. -MSG Jose R. Carmona, "Only a Trained Instructor Can
Teach." ARMY, Jan 1968, p. 74
The kings of Prussia, Frederick William I and his successors,
frequently employed retired or invalided noncommissioned officers as
village schoolmasters. Prussian kings considered these men, veterans
of many campaigns, able leaders and teachers of young men, to be
ideally qualified as teachers and trainers of sometimes unruly farm
boys. -Ernest F. Fisher, Guardians of the Republic: A History of
the Noncommissioned Officer Corps of the U.S. Army, p. 412
Mistakes and Learning from Mistakes
Sometimes soldiers, particularly leaders, try to find a better
way of doing things and make mistakes. Provided they don’t make the
same mistake over and over, there’s nothing wrong with that. -MG
Donald R. Infante and MSG Norman J. Oliver, "The Officer and the
NCO: Who Does What?" Officers’ Call, Mar-Apr 1989, p. 6
Schools and their training offer better ways to do things, but
only through experience are we able to capitalize on this learning.
The process of profiting from mistakes becomes a milestone in
learning to become a more efficient soldier. -SMA William G.
Bainbridge, "Quality, Training and Motivation." ARMY, Oct
1976, p. 28
To err is human- but if you find yourself wearing out the eraser
you’re not learning from your mistakes. -CSM Joshua Perry,
"Regimental Command Sergeant Major." Military Police, Jan
1989, p. 3
Sometimes you’ll make mistakes, which is part of the learning
process, and you need to learn from them.... As you mature as an
NCO, your judgment will improve. -TC 22-6, The Army
Noncommissioned Officer Guide, 1990, pp. 40, 41
Learning and Studying
[When] learning a new skill...go slowly.... At this stage you
want to be absolutely accurate, not fast. Speed will come later,
with more practice. -The Noncom’s Guide, 1948, p. 49
Only the imagination [limits] learning possibilities. -SGM Jerry
Asher, "Words on Tape." NCO Journal, Fall 1993, p. 24
Computer mastery opens new horizons for you in the workplace. The
important thing is to try, to learn, [and your computer will be]
purring like a pussycat. -MSG Terry L. Hall, "The Computer Monster-
Tiger or Pussycat?" NCO Journal, Fall 1993, p. 18
Be competent in the field you have chosen. You’ve got to study
and you’ve got to restudy. -SMA Julius W. Gates, "NCOs: Maintain the
Momentum." Field Artillery, Dec 1987, p. 47
Don’t study while in bed or lying on the couch (gravity tends to
affect the eyelids). -SFC Ronald W. Rosier, "ABC’s of SDT." NCO
Journal, Spring 1994, p. 11
Handy items you might want to bring [to schools]:
--Highlighters in several different shades...to use in the
classroom to mark important material.
--A good mechanical pencil with a fine point for map reading
exercises and land navigation. (When you’re working with ten-digit
grid coordinates, a fat-tipped pencil may make the difference
between a right answer and a wrong one.)
--Tabs to use in marking manuals for quick reference. (These
will make life much easier for you, especially during the
maintenance exam.)
--A good straight-edge.
Probably the most important item, and one that you can’t find in
any PX or bookstore- is a good attitude. -SSG Mark S. Wafler, "ANCOC:
A Student’s Viewpoint." Infantry, Mar-Apr 1984, pp. 7-8
Education
You must learn more so that you can do more for your men as well
as prepare for higher rank and greater responsibility. -The
Noncom’s Guide, 1948, p. 16
Not a single one of us can afford to limp through our military
life on the crutch of limited education.... Civilian education
certainly enhances the individual’s personal and professional value
and especially the NCOs.... We aren’t talking about an entry on a
service record. We’re talking about an individual acquiring more
tools which will assist in daily living and certainly in the
performance of military duties. -SMA Leon L. Van Autreve, "Walking
Tall- and Eager." Soldiers, Feb 1974, p. 33
[Comments from Division CSMs on the value of education]: The
value of education increases when the NCO increases in rank and
responsibility.... Civilian education...allows NCOs to grasp
concepts more easily and apply them using different techniques....
The more education an individual has means a more professional
product. -NCOPD Study, Vol 2, 1986, pp. L-4-110, 111
A vital part of professional development is education.
Fundamental to all that we do in life, the search for knowledge must
not end with a high school diploma. -SMA Glen E. Morrell, "Reaching
for Excellence." Sergeants’ Business, Nov-Dec 1986, p. 5
Educational skills increase capacity and motivation to learn
more. They encourage vision, imagination, and originality. These
skills emphasize how to think rather than what to think....
Education enhances competence and normally leads to job satisfaction
and retention. -FM 22-600-20, The Army Noncommissioned Officer
Guide, 1986, p. 35
If you want to pursue a civilian education, usually you can find
the time, and there are ways. You’ll find them- as easily as you’d
find time to go down-town and look at a new car you want to buy; as
easily as you find time to go on a Rhine cruise, or take leave and
go someplace. You can find the time- it’s just a question of
priorities. -CSM George L. Horvath, "Focus on NCOs." EurArmy,
Aug 1989, p. 9
Education and a diploma are the keys to success.... Every time I
approach a school audience I see the faces of the children that my
fellow soldiers fought and died for. I must admit, however, that
what I am now seeing in many of those eyes shocks me. I learn of
dropout rates in schools...that approach seventy-five percent. When
I address these students I see poverty. Not just poverty of finances
but poverty of values, morals, and purpose. It...breaks my heart.
-MSG Roy Benavidez, Medal of Honor, 1995, p. 172
Why You Should Read
When you read to grow, that is to say, for self-development, you
will study what you read. You will find yourself trying new concepts
and ideas. You will remove limitations you have put on yourself and
you will find the challenge of leading more interesting and
rewarding. -CSM Robert A. Dare, "NCOs for the XXI Century Army."
NCO Notes, No. 96-2, Sep 1996, p. 2
Remember the lessons that my generation learned the hard way on
the battlefields of World War II. Although we may be leaving active
duty, our experience remains in the military textbooks and in the
military histories. Take advantage of it. -SMA William G.
Bainbridge, "Bainbridge Hailed as NCO Leader." Army Times, 2
Jul 1979, p. 16
A reading program on the training schedule is low cost, yet
high-tech.... Soldiers from any walk of life can find inspiration,
role models, heroes, and lessons learned by reading military
history. -MSG Lance Allen, "Words in Print." NCO Journal,
Fall 1993, p. 25
Look around your company quarters and notice where the non-coms
sleep. There near the bed of each is a little row of books, drill
regulations, military manuals, books about their job. -"Backbone of
the Army." Infantry, Aug 1923, p. 146
Soldiers are avid readers.... Soldiers at the front read K-ration
labels when the contents are listed on the package, just to be
reading something. -SGT Bill Mauldin, Up Front, 1945, pp. 18,
25
From reading, we learn how men think, and that poor thinking has
lost more battles than poor fighting. Reading also gives us a
standard by which to judge the future...reading can help us gain
objectivity with which we must view certain issues and problems. -LTC
Percy South, quoted by MSG Frank K. Nicolas, "Noncommissioned
Officer." Infantry, Jan 1958, p. 79
The drawbacks of learning only from our own experiences are that
one person’s experiences may be quite limited, and failures can
often be extremely costly. Study, however, places at one’s
fingertips the collective experience of the ages. [By reading] we
can learn about bearing, courage, competence, training, about
strategy, tactics, and operations from the finest military minds of
all time. -Patricia Rhodes, "Back to the Future." NCO Journal,
Spring 1991, p. 19
The Major came to the orderly room and broached the subject of a
company library. He had learned the cost of "Harper’s Classical and
Family Libraries"; a pair of book cases, with hinges [and holding
the library of books] of uniform size and binding. When open the
title of each book could be read, and when closed no book could move
or get out of place; the books were all the same length and breadth,
and an excellent collection. The Major led off with a subscription
of $25.00. I followed with the same, [SGT Langford] Peel the same,
then followed a calculation of what percentage would be due from
each man in proportion to his pay to make up enough to pay for the
whole. I took the list with each man’s name. The Major spoke to the
troop on the subject at the retreat roll call, explaining to them
the advantages of so much good reading matter, and before dismissing
the troop I requested each man who wanted to subscribe to come to
the orderly room and sign the list pledging himself to pay the
amount opposite his name on pay day. Most of the men off duty and
at liberty signed immediately and the others soon after, and the
library was assured with scarcely an effort. The Major collected the
money at the pay table, and the books in their cases came on the
first steamboat in February. Of course the library was sure to give
me some trouble, but it was so popular and had such a good effect
that with Bugler Brydon’s help I got used to it and ceased to look
upon it as a burden. -1SG Percival G. Lowe, Five Years a Dragoon
[1849-1854], pp. 124-125
Career Goals
Don’t just shoot for the standard. Use the standard as a
springboard to even greater achievements. -SMA Richard A. Kidd, in
"Facing the Future." Soldiers, Jul 1993, p. 7
It’s important that soldiers set their sights early, but not too
high. They should stair-step their goals and aim for them early. I
can’t stress that enough. You must set your goals and do this early
enough to explore all the options of a military career. -CSM Harry
E. Hicks, "Hicks Speaks on ADA Concerns, Strengths." Air Defense
Artillery, Sep-Oct 1987, p. 31
Soldiers and NCOs should have personal and professional goals.
Leaders must sit down with their soldiers and ensure that a good
self-development program is in use. Every soldier should strive for
excellence and be totally trained to do his or her job at the
respective skill level. Professional goals should be based upon
abilities to obtain these goals. NCOs play an important role,
because we have a personal and professional responsibility to guide
and help soldiers obtain these goals. We have a sacred
responsibility to do that as leaders. -CSM David P. Klehn, "Vantage
Point." Military Intelligence, Jul-Sep 1989, p. 3
Envision the top of the ladder- not midway. -CSM Charles E.
Webster, "Changes in the Quartermaster Corps." Army Trainer,
Fall 1989, p. 52
Where do you see yourself next year? What do you wish your duties
to be? Answer the same questions for three years from now. Four,
five, or six years from now. Is there a particular job, MOS, or
skill you feel might be the key to your career potential? Assume you
stay in the Army: Do you see your future as a troop leader or a
staff specialist? Which appeals to you more? Use the answers to
these questions as a starting point. Examine your qualifications and
desires to help establish some realistic goals for the next year and
more. Talk it over with your leaders. Some possible goals are- skill
development training, add a new skill, change of MOS, change of
Career Management Field, qualify for promotion, transfer to another
unit, leadership training (NCOES), work toward a commission or
warrant.
Now comes the important part of career development planning. You
must identify what must be done to accomplish your goals. Discuss
your goals with your leaders. List the actions that must occur, and
estimate some dates (milestones) for completion. [Once this is done]
you have accomplished the three steps of Career Development
Planning. You have determined where you stand right now, set some
realistic short-term (and perhaps longer-term) goals, and decided
the actions and timing that might make it all happen.... Go through
this exercise at least once each year with your first line leader.
Chart your progress, reevaluate your professional standing and
goals, and revise or make new plans. Your plans must be as alive as
you are. -Army National Guard Noncommissioned Officer Handbook,
1989, pp. B-15- B-18
While an E8, an NCO must serve one or more tours as a first
sergeant to gain battery-level experience in administration,
logistics, and leadership. Those with potential for even
higher-level service should serve at least one year on battalion
staffs as operations or intelligence NCOs. In these assignments, the
NCO can closely observe the battalion commander, the command
sergeant major, and the battalion staff in action. The result is a
better Field Artilleryman who understands the operation of larger
units and the role of artillery in support of maneuver. -LTC Daniel
L. Breitenbach and the FA Enlisted Branch PD NCOs, "The Commander
and NCO Professional Development." Field Artillery, Aug 1989,
p. 8
Don’t be a casual observer; actively plan your career. Don’t
become "deadlined" because you didn’t follow the preventive
maintenance checks and services required for your career. -CSM
Ronnie W. Davis, "It’s Your Career, What Are You Going to Do About
It?" Armor, Nov-Dec 1994, p. 5
Plan at least two promotions ahead.... Find out what it takes to
be selected for promotion two grades ahead, and strive to meet those
requirements before reaching that promotion window.... Try to attend
and complete a military school, a correspondence course, or college
classes each year. -MSG Wayne Kelley, "Getting Your Stripes."
Soldiers, Aug 1995, p. 27
Each of us as a noncommissioned officer can expect to be selected
as a recruiter, drill sergeant, ROTC instructor, or other special
assignment during our career. Generally, the selection for a special
assignment indicates that the sergeant is a top quality NCO,
one who will perform well over a three-year period without
supervision or a major loss of knowledge in his job skills....
Don’t fight it!... Special assignments outside of our MOS can be
very rewarding and positive for our career. -CSM John M. Stephens,
"Fighting the System." Armor, Jan-Feb 1985, p. 7
A successful career as a noncommissioned officer is like a three
legged stool. Each leg has its purpose. Remove one leg and you will
fall flat. Your career legs are organizational assignments,
institutional training, and self-development. The Army handles your
organizational assignments and institutional training....
Self-development is a different matter.... Self-development programs
are multi-faceted. If missions do not allow soldiers to participate
in one area of self-development, they can concentrate on another
until the situation changes.... With self-development, each soldier
is the master of his destiny. -SGM James H. Clifford, "A Successful
Career." AUSA files, 1996, no page number
Promotion
A question frequently asked is, "What can I do to improve my
chances of promotion?" The reply is really quite simple.... A
soldier must seek the responsible jobs and see to it that his job
performance will earn him the desired efficiency report; and he must
strive to improve his score on his MOS evaluation test. -SMA George
W. Dunaway, "New Emphasis Aims at Putting More Strength in ‘Backbone
of the Army.’" ARMY, Oct 1969, p. 35
Progress is morale-raising to all men. Knowing that advancement
is possible and that excellent performance and preparation lead to
promotion helps morale. -DA Pam 350-12, Guide for Squad Leaders,
1967, p. 35
The first soldier to get promoted is usually the one who does the
hard jobs well.... The most satisfying jobs are the hardest and the
hardest are leadership positions. -SGM Buddy W. Maxwell, "The Road
to E9." Ordnance, Summer 1984, pp. 24, 25
Promotions are based on the whole person concept. A soldier’s
ability to compete for promotion was never in the past, isn’t today,
nor will it ever be based [solely] on a written report. Certainly,
the evaluation report plays a critical role, but there are many
other areas considered by the promotion board members. SQT scores,
appearance of the soldier- based on the DA photo- experience,
variety of assignments, difficult leader assignments, the
disciplinary record, awards and decorations, physical fitness, NCOES
attendance, academic reports, are all areas other than the
evaluation report the promotion board considers to determine
promotion eligibility. -SMA Julius W. Gates, "NCOs: Maintain the
Momentum." Field Artillery, Dec 1987, p. 47
What do NCOs have to do to come out on top? Remember this
acronym: PROMOTE. It stands for performance (and potential),
recruiter (and other "hard" jobs), your OMPF (Official Military
Personnel File), memorandum (that can be used to correspond with
boards), your official photo, training, and education. -SGM Lena
Williams, "PROMOTE: Seven Letters Are an Easy Guide to Centralized
Boards." NCO Journal, Spring 1992, p. 14
Soldiers who have performed their fair share of the tough
overseas duty tend to have better career patterns, more varied
assignments, more leadership experience, and higher selection rates.
-COL Ron Dabbieri, Chief, Combat Support Career Division, "Misplaced
Compassion." Engineer, Jul 1990, p. 48
The tougher the job, the better the opportunity to show
potential. But the [promotion board I served on] focused on
performance rather than jobs. We first acknowledged that soldiers
and NCOs have very little to do with what jobs they’re assigned, but
they have everything to do with how well they perform in those jobs.
It’s important to try to seek the hard jobs: section chief, platoon
sergeant, first sergeant- those are tough jobs. But the board also
saw drill sergeant, recruiter, and instructor as tough jobs. But
that’s only one piece of the pie. -CSM James C. McKinney, "Advice to
NCOs Today- Be Patient and Professional." Field Artillery,
Oct 1993, p. 8
Let no man that is a Souldier, seeke to come to preferment in any
office in the Field, except hee know himselfe fit to discharge the
same. -The Military Garden...Instructions for All Young Souldiers,
1629, p. 3
Promotion and Perseverance
Some really fine soldiers were not promoted because others were
better qualified. The differences between the NCOs who were selected
and those who were not are frequently very small. -SMA William G.
Bainbridge, "How Fair Is the Centralized Enlisted Promotion System?"
in DA Pam 360-838, Commanders Call, Mar-Apr 1978, p. 5
An NCO doesn’t stop doing his duty because he’s upset over not
being promoted. There are many good NCOs in the Army who can’t get
promoted for various reasons, but they continue to do their job in a
professional manner. [One NCO] believes he is justified in giving up
and developing a negative attitude because he didn’t receive what he
believed to be proper recognition. However, he not only quit on
himself but also quit on his soldiers.... Many truly good NCOs...do
their job for no other reason than it’s what they want to do. -MSG
Samuel McGregor, "Reply to ‘Ranger Rick.’" NCO Journal,
Spring 1993, p. 22
Often when people realize they aren’t going any further in the
military you see their true character come out. -LTC Dean E. Mattson
(former NCO), in Command, Leadership, and Effective Staff Support,
1996, p. 150
Preparing for Promotion Boards
Remember your file and your fiche. Your file will not take care
of itself and the soldier who looks out for his file is doing
himself and the Army a great service. If your file does not show
your training and experience, then it may as well never have
happened as far as the promotion board is concerned. -SGM Buddy W.
Maxwell, "The Road to E9." Ordnance, Summer 1984, p. 25
Your photo is your only visual representation before a board. -CSM
John M. Stephens, "Your Records Speak for You." Armor,
May-Jun 1986, p. 50
Take care of your Department of the Army records. Keep them
updated with all of the positive information you can. The contents
of your records decide if and when you get promoted. -CSM David P.
Taylor, "Education: One Key to NCO Development." Field Artillery,
Dec 1988, p. 41
To be selected for promotion, you must demonstrate continued
outstanding performance and potential for increased responsibility.
The bottom line is your record must speak for you- it will speak
to the board. -"How to Get Promoted." Field Artillery,
Aug 1989, p. 9
About 10 percent of all [promotion] packets are missing
something.... NCOs need to think back to when they were going up in
front of an E-5 board. For that board they did everything just
right- fresh haircut, spit-shine, and the uniform looked perfect.
The same principle applies when putting together their promotion
packets. They need to do everything with care and a whole lot of
pride. By doing this they will have a better chance of seeing more
stripes. -SFC William Broderson, in "Promotion Packets." EurArmy,
Jan 1991, p. 29
NCOs should go about preparing their records [for promotion
boards] with the same attention to detail they would give if
appearing in person.... An NCO’s record is a reflection of the total
soldier. What a board member sees in a file is what they vote on.
For that reason, NCOs must personally ensure their file is current
and accurate before the board reviews it. -SGM Robert A. Wagner,
"Focus on Centralized Promotion Boards." NCO Journal, Winter
1994, p. 13
[For promotion boards] you must look good, be proficient in your
job skills, know Army customs and courtesies, keep your records up
to date, tend to your health, and make sure your confidence in your
abilities shines through in all you do. -CSM Collin L. Younger, USAR
CSM, "Soldiers- Prepare for Your Evaluation Board." AUSA News,
Feb-Mar 1995, p. 6
NCOPD/NCODP (NCO Professional Development/ NCO Development
Program)
The development of noncommissioned officers...is the cumulative
result of their military schooling, operational assignments, and
self-development. -DA Pam 600-32, Leader Development for the
Total Army, 1991, p. 32
NCODP is a leadership tool. -AR 350-17, Noncommissioned
Officer Development Program, 1985, p. 3
The goal of the NCODP is to increase and sustain NCO combat
readiness at the highest possible level.... NCOPD is (1) Sequential
and progressive. (2) Battle focused. (3) In accordance with existing
and emerging doctrine.... NCOPD consists of training programs,
formal and informal, one-on-one or groups, involving coaching as
well as instruction, and will be fully integrated into the daily
routine of the unit. -AR 350-17, Noncommissioned Officer
Development Program, 1991, p. 3
Professional development [is] a means to an end, not an end in
itself. -"Group Studies NCOs." Soldiers, Apr 1986, p. 24
The NCOES system is primarily an educational system, but it’s
only an element of the total system we need to develop NCOs. NCOs
develop in the motor pool, in the barracks, in the field and going
down the tank ranges. Units have to provide opportunities to develop
their NCOs in each of these places. Opportunities for "old"
sergeants and "new" sergeants to learn their jobs, to learn their
strengths and weaknesses, and to develop their capabilities to their
full potential must be provided in the unit. And I don’t only mean
NCO classes where you talk about police call or what you’re going to
do next week on the volksmarch or out in the field. Units have to
have a program which identifies shortcomings in their NCOs and
provides them ways to overcome those shortcomings. We’re not
preparing our NCOs in the best way if we just send them off to
school without also having unit development programs. And units will
have to have regular programs. There will have to be an evaluation
by the command sergeant major and strong direction by the commander,
the sergeant major, and all senior NCOs. -GEN Edward C. Meyer, "From
the Top." Soldiers, Jan 1981, p. 30
[1SG Michael Teal’s first steps in developing an NCODP program
for a National Guard unit were]: interview personally each NCO from
E5 to E7; estimate their strengths, weaknesses, and knowledge;
record for future reference; identify individuals, not necessarily
NCOs, who had skills or special knowledge to help teach the classes.
-CPT Thomas R. Siler, "NCO Development Program." Army Trainer,
Summer 1983, p. 15
As a first sergeant, I ran across [an NCODP] self-assessment
program. It has proven to be a valuable tool in determining subject
areas the NCOs want for NCODP. Each NCO or potential NCO receives a
copy of the self-assessment; he completes and returns it to the unit
first sergeant. [The NCOPD Self-Assessment has the subjects on the
left, and across the top are the categories for the NCOs to rate
such as: "I know all I need about this." "I could use refresher
training." "I need some instruction in this." "I need a lot of
instruction."] The first sergeant then consolidates all the
self-assessments. This gives him an idea of subject areas the unit
NCOs want emphasized during NCODP. -CSM William J. Stoltz, "NCO
Professional Development Self-Assessment." Army Trainer, Fall
1984, p. 25
The noncommissioned officers’ education system (NCOES) does not
produce noncommissioned officers. It will not nor was it ever
intended to do so. The NCOES builds upon the training conducted by
the unit to further the development of that noncommissioned officer.
Leaders are made, not born. -SMA Glen E. Morrell, "NCOs Are the
‘Vital Link in the Chain of Command.’" ARMY, Oct 1985, p. 64
[Our unit’s Soldier Profile Worksheet includes important
questions] such as: Why is this soldier in my unit? What can he/she
contribute to the unit? What does he/she personally want to get/gain
from the unit? -SFC Elesix R. Estepa, "Reserve Component Soldiers
Also Deserve Mentoring." NCO Journal, Fall 1994, p. 19
If it is possible, the soldier’s immediate supervisor and other
NCOs and officers in the unit’s chain of command should visit him
while he is attending school. If they can’t, they should at least
try to keep in touch by mail or telephone. Some members of the chain
of command should attend the soldier’s graduation and if he does an
outstanding job at the school, a letter from the commander should be
presented to him at a company formation. -CSM William J. Cronin,
"The First Sergeant." Infantry, Nov-Dec 1981, p. 40
[Comments on NCODP]:
--Those units that truly have well-thought-out programs are
definitely strengthening the NCO leadership in their units.
(Division CDR).
[The] formalized program emphasized in AR 350-17 is just one
small portion of an effective NCODP. NCODP is an every day- all day
program built on mentoring and coaching at every level. (Division
CSM).
--NCOES is just one part of NCOPD. We must develop NCOs just
like we develop discipline, day by day, little by little. (Division
CSM).
--NCOPD should flow with the mission and problems of the unit.
Tailor the instruction around the unit’s annual training
schedule...concentrate on real world problems! (Post/School CSM). -NCOPD
Study, Vol 2, 1986, pp. L-4-23, 31, 32, 35
NCOES (Noncommissioned Officer Education System)
[In NCOES] we work on a soldier’s potential, better equip him to
understand himself, his abilities, and his role on the Army team.
The NCOES provides a means of ensuring the quality NCO’s continued
contribution to a constantly modernizing Army. These training
systems are more than merely some more schools; they are true
educational institutions. The entire system available to the
enlisted force continues to improve and is the prime catalyst in
producing a more professional force. This training, because the
soldier can see a career pattern develop, is another reason why he
becomes motivated. -SMA William G. Bainbridge, "Quality, Training
and Motivation." ARMY, Oct 1976, p. 28
The purpose of schools is to equip noncommissioned officers with
the necessary knowledge and skill to lead and instruct their units
in an effective manner. They teach the tactical procedure governing
the employment of small units and develop the pertinent methods of
instruction. -FM 7-5, Infantry Field Manual, 1940, p. 8
Career noncoms form the backbone of any army, and producing them
requires years of professional soldiering. -GEN Colin L. Powell,
My American Journey, 1995, p. 144
[The Summer 1985 Engineer journal included a quiz to test
yourself on how much] you know about the Noncommissioned Officer
Education System... If you are qualified on the subject of NCOES and
AR 351-1, then you should be able to answer all of [the] questions
correctly. -"NCO Education System Quiz." Engineer, Summer
1985, p. 13
NCOES is another Army tool to build and strengthen the foundation
of the NCO Corps. Yes, it is part of our promotion system but is no
guarantee of promotion by itself. We earn promotions through working
hard, serving in demanding leadership positions, taking care of our
soldiers, maintaining technical and tactical competence, and earning
NCO enlisted ratings that set us apart from our peers. NCOs should
not look at any school as a certification for promotion but rather a
gateway to growth. -CSM Randolph S. Hollingsworth, "Vantage Point."
Military Intelligence, Jul-Sep 1995, p. 4
The Development of NCOES- The Discussion of the Need for
Standardized NCO Education and Training
If in future wars we would increase the chances of victory, and
diminish the waste of human life, we should devote our attention to
the education of our non-commissioned no less than the commissioned
officers of our army. [All European armies have accepted the theory]
that a good non-commissioned officer can no more be improvised than
an officer. [The following description of sergeants applies] with
very few modifications to all of the armies on the Continent.... The
Italian Government manifests its care in forming an efficient body
of non-commissioned officers [through a] system of schools provided
for their special education and training...and still further
[increases] their efficiency by a long system of practical training.
-MG Emory Upton, The Armies of Asia and Europe, 1878, pp.
123- 126
Non-commissioned officers, properly to perform the duties of
their position, require, and should receive, a special education. -Report
of the Secretary of War, 1888, p. 142
We cannot recognize too clearly that modern warfare makes
enlarged demands upon the abilities of non-commissioned officers,
and their character, instruction, and familiarity with
responsibility is of very special importance to us. -Report of
the Secretary of War, 1889, p. 131
The object should be to teach non-commissioned officers in such a
manner that when they are pronounced proficient, they actually do
know these things and can impart them to others. It is not to give
the captain and lieutenants an easy time- so that the captain can
say, "Sergeant, drill so and so," and then go home and sleep. It is
for the purpose of strengthening the efficiency of the troop, giving
the officer more time to devote to instructing his non-commissioned
officers and men in the higher duties of the art of war. -1LT C. W.
Farber, "To Promote the Efficiency of Non-Commissioned Officers."
Journal of the Military Service Institution of the United States,
Jan 1898, p. 101
Of all our grades more is expected, with less opportunity to
learn, of the "non-coms." than of any other of our members. -CPT
Craft W. Voneiff, "Enthusiasm- It Recruits Companies and Keeps Up
the Standard." National Guard, Sep 1912, p. 350
Noncommissioned officers of all grades should be men...in whom
the qualities of leadership have been developed to the highest
possible degree along the same uniform and systematic lines as have
those of their officers.... The instruction of noncommissioned
officers should also be coordinated and standardized.
-MAJ R. S. Bratton, "Noncommissioned Officers’ Training School."
Infantry, Apr 1922, p. 426
When I first started out as an infantryman I would have been very
fortunate to have attended some type of school. I was among those
fumbling corporals and buck sergeants who were spending 16 to 18
hours a day attempting to do a good job that should have taken only
ten to 12 hours. For a while, we must have looked like the blind
leading the blind, burning the midnight oil, rehearsing classes,
with no one to teach us proper teaching methods, and not knowing
whether we were carrying on correctly. I don’t doubt that had I been
made more proficient through proper training, many of the soldiers I
taught would have fared better in combat during the first months of
the Korean War. I can admit now that I carried on in the best way I
knew how- as many other young noncoms did- but that best was not
good enough. -SGM Morris J. Terrebonne, "Needed: A Corps of NCO
Instructors." ARMY, Nov 1967, p. 61
The Development of NCOES- The Establishment of the NCO
Academies
The United States Constabulary opened a Noncommissioned Officers
Academy- the Army’s only school of its type- on October 17, 1949, in
Munich, Germany.... It has been an answer to developing the NCO as a
leader- the role which must be his in our modern Army. And it is a
challenge in sharpening his know-how, expanding his background, and
lifting his prestige. The NCO Academy at Munich, heralded as the
most advanced effort by any postwar Army unit to custom-train its
noncommissioned officers for today’s command responsibility, is the
outgrowth of the belief of Major General I. D. White, Constabulary
Commander, that an Army’s chain of command is no stronger than its
critical link- the noncommissioned officer. -BG Bruce C. Clarke,
"U.S. Constabulary Builds an NCO Academy." Armored Cavalry,
May-Jun 1950, p. 36
The NCO academies were the polishing stones for NCOs. -SMA Leon
L. Van Autreve, "As I See It." Soldiers, Jul 1975, p. 9
[GEN Bruce Clarke was] the Johnny Appleseed of NCO academies.
[The success of the Army’s NCO Academies] brought imitation. In the
Air Force GEN Curtis E. LeMay sought to establish a similar system
of academies within the Strategic Air Command (SAC). He sent
observers to Munich to see how the Army academies were organized,
and copied portions of the Army’s system as he set up academies
within his command. Soon academies could be found throughout the Air
Force. They continue in operation to this day. -Dr. Robert H.
Bouilly, "Twenty-Five Years of NCOES 1970-1995." 1995, pp. 2, 3
The Implementation of NCOES
In 1966, Chief of Staff GEN Harold K. Johnson convened the first
major command command sergeants major conference at the Pentagon....
The number one recommendation was establishment of an NCOES. -SMA
William O. Wooldridge, in "But You’re a Combat Veteran." NCO
Journal, Fall 1992, p. 15
Implemented in 1971, NCOES began as a three-level (later four-
and now five-level) education system for enlisted careerists. The
program had four specific objectives: to increase the professional
quality of the NCO corps; to provide enlisted personnel with
opportunities for progressive, continuing professional development;
to enhance career attractiveness; and to provide the Army with
trained and dedicated NCOs. -The Story of the Noncommissioned
Officer Corps, 1989, p. 27
The Sergeants Major Academy
The Sergeants Major Academy [is the] keeper of the flame for its
NCO corps. [Its] guiding principles [are]: we serve as the
conscience and voice of the NCO corps and project its ideals
worldwide; where there is an Army standard, we set the example; we
exemplify the Army ethic and Army values; our focus is serving the
Army in the field; total quality is the source of our pride and
reputation; continuous improvement is essential to our success; our
people are the source of our strength. -L. James Binder,
"Conscience, Voice of a Corps." ARMY, Jul 1992, p. 30
We’re the capstone of the NCO Education System, but we’re also
the bedrock and all points between. We’re stepping stones. -CSM
Larry J. Hampton, in "The NCO Leader Ladder." Soldiers, Jan
1987, p. 6
There can be no question that [the Sergeants Major Academy] is
one of the best things that ever happened to the NCO corps. -SMA
George W. Dunaway, in The Sergeants Major of the Army, 1995,
p. 65
The Effectiveness of NCOES
We’re sold on NCOES.... Our people come out of those courses
walking tall and eager to take on the world.... It’s the only way to
fly and we like the flight plan a little better each time we attend
an NCOES graduation. -SMA Leon L. Van Autreve, "Walking Tall- and
Eager." Soldiers, Feb 1974, p. 31
[Comments on NCOES]:
--NCOES is an excellent investment with high returns. Reduction
of unit readiness is offset by long term gains. (MACOM CDR).
--The most cost-effective program in the Army, bar none. (MACOM
CDR).
--The hidden benefit of having our leaders away is the
development of our junior leaders. (Division CDR, ARNG).
--The system is very responsive to the needs of the NCO Corps,
and is continually changing to fit the needs of the Army. (Division
CSM).
--NCOES is money in the bank. (Division CSM). -NCOPD Study,
Vol 2, 1986, pp. L-4-38, 39, 45, 50
Our Army has invested heavily into building a strong
noncommissioned officer corps.... Our Army has made a wise
investment. -SMA Julius W. Gates, "From the SMA." NCO Call,
May-Jun 1990, inside front cover
I sincerely believe both the Army and the Officer Corps have been
enhanced 1,000-percent by NCOES. -SMA Leon L. Van Autreve, in "NCOES
Sets the Pace for Enlisted Leadership." NCO Journal, Fall
1992, p. 10
I cannot overstate the impact of...the Sergeants Major Academy
and the NCOE System on leadership in our Army. The health of the
Army is directly related to and influenced by the health of the NCO
Corps. NCO leadership has sustained the institution, made it grow
and flourish. -GEN Gordon R. Sullivan, Collected Works, 1995,
p. 109
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