LEADERSHIP JIMMIE W. SPENCER CSM, U.S. ARMY RETIRED DIRECTOR NCO AND SOLDIER PROGRAMS

Reflections on 32 years of service in America’s Army and- 19 Years as Director of NCO & Soldier Programs, AUSA 1993-today Reflections on 32 years of service in America’s Army and- 19 Years as Director of NCO & Soldier Programs, AUSA 1993-today

CHANGES THAT IMPACTED THE NCO CORPS Vietnam Draft Ending NCOES Drug Testing Downsizing Vietnam Draft Ending NCOES Drug Testing Downsizing

EVERY NCO HAS TWO BOSSES COMMANDERS VERSUS 1SG/CSM COMMANDERS VERSUS 1SG/CSM

THE ARMY IS A TEAM SPORT Leader questions  Who is on the team?  Who is not on the team?  Who should be on the team? If you are to succeed as an NCO leader – you must build teams!

NCO FOCUS Mission: The main thing is to make sure that the main thing remains the main thing. Taking care of Soldiers:  Growing Leaders  Leading and Training

DEVELOP THE HABIT OF: Reading:  Professional Publications  Military History  Current Events Writing:  Pass on your experiences to the next generation.  Add to the body of knowledge. “To know and not to use is not yet to know.” Buddha

LEADERSHIP BEGINS WITH VALUES & VISION Army Values  Loyalty  Duty  Respect  Selfless  Service  Honor  Integrity  Personal Courage Army Values  Loyalty  Duty  Respect  Selfless  Service  Honor  Integrity  Personal Courage NCO Corps Vision An NCO Corps, grounded in heritage, values, and tradition, that embodies the warrior ethos; values perpetual learning; and is capable of leading, training, and motivating Soldiers NCO Corps Vision An NCO Corps, grounded in heritage, values, and tradition, that embodies the warrior ethos; values perpetual learning; and is capable of leading, training, and motivating Soldiers “We cannot direct the wind but we can adjust the sails.” author unknown “We cannot direct the wind but we can adjust the sails.” author unknown

REFLECTIONS  We are they.  Communicate…but listen.  Take time to reflect-before and after (Intellectual leads physical.)  You must have a propensity to act.  Expect to be surprised. (The first report is always wrong.)  Your organization will reflect you.  Have fun!

SITUATIONAL LEADERSHIP War fighter Skills/Blue NCO Traditional Leadership Skills/Red Development Level__________Appropriate Leadership Style_____ Low CompetenceDIRECTING High Commitment Structure, organize, teach & supervise _______________________________________________________________________________________ Some toCOACHING Low Competence Direct and support Low Commitment _______________________________________________________________________________________ Moderate toSUPPORTING High Competence Praise, listen, & facilitate Variable Commitment _______________________________________________________________________________________ High CompetenceDELEGATING Turn over responsibility for day to day High Commitment decision making

FINAL THOUGHTS  You must have trust in your peers and leaders.  Think about your legacy.  Discipline/Regrets “Do not go where the path may lead, go instead where there is no path and leave a trail.” Ralph Waldo Emerson

“Twenty years from now, you will be more disappointed by the things that you didn’t do than by the ones you did do. So, throw off the bowline. Sail away from the safe harbor. Catch the trade winds. Explore, dream, discover!” Mark Twain “Twenty years from now, you will be more disappointed by the things that you didn’t do than by the ones you did do. So, throw off the bowline. Sail away from the safe harbor. Catch the trade winds. Explore, dream, discover!” Mark Twain

THOUGHTS FOR THE COMMAND SERGEANTS MAJOR Social:  Join, support, and participate in organizations and events (on and off post).  Pay close attention to protocol (RSVPs)  Remember names  Social graces (body language/symbolism). Business  Your place is next to the commander.  You are expected to be the expert.  Steal good ideas.  Be the voice of the Soldiers and the unit cheerleader (optimism).  Attend all award ceremonies/graduations  Seek speaking and writing opportunities