1. Duties, Responsibilities and Authority of the NCO Professional Military Education Initial Entry Training

2. U.S. Army FM 7-22.7 (TC 22-6) The Army Noncommissioned Officer Guide References Slide 2

3. Assuming Leadership Position Assuming Leadership Position Duties, Responsibilities and Authority Duties, Responsibilities and Authority Inspections and Corrections Inspections and Corrections NCO Relationships with Commissioned and Warrant Officers NCO Relationships with Commissioned and Warrant Officers Commissioned Officer Commissioned Officer Warrant Officer Warrant Officer Noncommissioned Officer (NCO) Noncommissioned Officer (NCO) NCO Support Channel & NCO Ranks NCO Support Channel & NCO Ranks Overview Slide 3

4. Establishing Your Goals: Determine what unit expects of you Determine what unit expects of you Determine immediate leader and what he/she expects of you Determine immediate leader and what he/she expects of you Determine competence, strengths and weaknesses of your soldiers Determine competence, strengths and weaknesses of your soldiers Identify key people outside your unit whose support you need Identify key people outside your unit whose support you need Assuming Leadership Slide 4

5. Assuming a Leadership Position: What is the unit’s mission? What is the unit’s mission? How this fit with the mission of the next higher organization? How this fit with the mission of the next higher organization? What are the standards? What are the standards? What resources are available to accomplish the mission? What resources are available to accomplish the mission? What is the current state of morale? What is the current state of morale? Who reports directly to you? Who reports directly to you? Assuming Leadership Slide 5

6. Assuming a Leadership Position: What are strengths and weaknesses of key subordinates and unit? What are strengths and weaknesses of key subordinates and unit? Who are key people outside unit who support mission accomplishment? Who are key people outside unit who support mission accomplishment? What are their strengths and weaknesses? What are their strengths and weaknesses? When and what do you talk to your soldiers about? When and what do you talk to your soldiers about? Assuming Leadership Slide 6

7. A duty is something you must do by virtue of your position and is a legal or moral obligation. Duties, Responsibilities and Authority Slide 7

8. NCO Duties: Priority: take care of soldiers Priority: take care of soldiers Corporals & sergeants: develop concern for their soldiers’ well-being Corporals & sergeants: develop concern for their soldiers’ well-being Leaders: understand soldiers well to train them as individuals and teams Leaders: understand soldiers well to train them as individuals and teams Principle Duty: individual training Principle Duty: individual training Soldiers should believe the leader implements the best possible solution Soldiers should believe the leader implements the best possible solution Duties, Responsibilities and Authority Slide 8

9. NCO Duties: Requires refusal to obey illegal orders Requires refusal to obey illegal orders Do what’s ethically & legally correct Do what’s ethically & legally correct Sometimes means telling your supervisor you think he/she is wrong Sometimes means telling your supervisor you think he/she is wrong First be sure that you understand details and intent of the orders First be sure that you understand details and intent of the orders Seek clarification from the person who gave the order Seek clarification from the person who gave the order Duties, Responsibilities and Authority Slide 9

10. NCO Duties: Specified Duties Specified Duties Directed Duties Directed Duties Implied Duties Implied Duties Duties, Responsibilities and Authority Slide 10

11. Specified Duties: Related to jobs and positions. Related to jobs and positions. Field manuals, DSCA Playbook, MOS job descriptions specify duties Field manuals, DSCA Playbook, MOS job descriptions specify duties E.g.: AR 600-20 says that NCOs must ensure that their soldiers get proper individual training and maintain personal appearance and cleanliness. E.g.: AR 600-20 says that NCOs must ensure that their soldiers get proper individual training and maintain personal appearance and cleanliness. Duties, Responsibilities and Authority Slide 11

12. Directed Duties: Not specified as part of a job position or MOS or other directive Not specified as part of a job position or MOS or other directive Given orally or in writing by superior Given orally or in writing by superior Includes being in charge of quarters or serving as sergeant of the guard, staff duty officer, company training NCO and NBC NCO, where these duties are not found in the MTO Includes being in charge of quarters or serving as sergeant of the guard, staff duty officer, company training NCO and NBC NCO, where these duties are not found in the MTO Duties, Responsibilities and Authority Slide 12

13. Implied Duties: Often support specified duties, but may not be in MOS job position Often support specified duties, but may not be in MOS job position May not be written but implied in the instructions May not be written but implied in the instructions Improve quality of job and keep the unit functioning at an optimum level Improve quality of job and keep the unit functioning at an optimum level May depend on individual initiative May depend on individual initiative E.g.: holding in-ranks inspections daily to ensure your soldiers’ standards. E.g.: holding in-ranks inspections daily to ensure your soldiers’ standards. Duties, Responsibilities and Authority Slide 13

14. Responsibility is being accountable for what you do or fail to do. Duties, Responsibilities and Authority Slide 14

15. Responsibility: Fulfill your own duties and ensure your teams and units are successful Fulfill your own duties and ensure your teams and units are successful Includes responsibility to execute duty Includes responsibility to execute duty Accountable for your personal conduct and that of your soldiers. Accountable for your personal conduct and that of your soldiers. That responsibility cannot be delegated That responsibility cannot be delegated Accountable for actions to fellow soldiers, leaders, unit and the VDF Accountable for actions to fellow soldiers, leaders, unit and the VDF Duties, Responsibilities and Authority Slide 15

16. Responsibility: Ensure soldiers understand their responsibilities as members of the team and as representative of VDF Ensure soldiers understand their responsibilities as members of the team and as representative of VDF Provide guidance, resources, assistance and supervision necessary for soldiers to perform their duties Provide guidance, resources, assistance and supervision necessary for soldiers to perform their duties Officers and NCOs work together to advise, assist and learn from each other Officers and NCOs work together to advise, assist and learn from each other Duties, Responsibilities and Authority Slide 16

17. Two Categories of Responsibilities: Command Responsibility Command Responsibility Individual Responsibility Individual Responsibility Duties, Responsibilities and Authority Slide 17

18. Command Responsibility: Collective or organizational accountability Collective or organizational accountability Includes how unit performs missions Includes how unit performs missions NCOs responsible to fulfill individual duties, but also to ensure that team and unit are successful NCOs responsible to fulfill individual duties, but also to ensure that team and unit are successful Delegated responsibility depends on mission, position you hold and your willingness to accept responsibility Delegated responsibility depends on mission, position you hold and your willingness to accept responsibility Duties, Responsibilities and Authority Slide 18

19. Authority is defined as the right to direct soldiers to do certain things. Authority is the legitimate power of leaders to direct soldiers or to take action within the scope of their position. Duties, Responsibilities and Authority Slide 19

20. Authority: Begins with the Code of Virginia Begins with the Code of Virginia Governor is Commander in Chief Governor is Commander in Chief Extends through the chain of command, with assistance of the NCO support channel Extends through the chain of command, with assistance of the NCO support channel Duties, Responsibilities and Authority Slide 20

21. Two Kinds of Authority: Command authority Command authority General Military Authority. General Military Authority. Duties, Responsibilities and Authority Slide 21

22. Command Authority: Virtue of rank or assignment. Virtue of rank or assignment. Originates with the Governor Originates with the Governor Supplemented by law or regulation. Supplemented by law or regulation. Not limited to officers Not limited to officers Inherent in your leadership position Inherent in your leadership position NCO command authority is inherent with the job by virtue of position to direct or control soldiers NCO command authority is inherent with the job by virtue of position to direct or control soldiers Duties, Responsibilities and Authority Slide 22

23. Command Authority: Includes authority to organize, direct and control your assigned soldiers Includes authority to organize, direct and control your assigned soldiers Includes authority to use assigned equipment and resources Includes authority to use assigned equipment and resources Applies to soldiers and facilities in your own unit Applies to soldiers and facilities in your own unit E.g., squad leader does not have authority over another platoon. E.g., squad leader does not have authority over another platoon. Duties, Responsibilities and Authority Slide 23

24. General Military Authority: Extended to all soldiers to take action and act in the absence of a unit leader or other designated authority. Extended to all soldiers to take action and act in the absence of a unit leader or other designated authority. Originates in oaths of office, law, rank structure, traditions and regulations Originates in oaths of office, law, rank structure, traditions and regulations Allows to take corrective actions in a breach of good order or discipline Allows to take corrective actions in a breach of good order or discipline Applies even if none of the soldiers are in your unit Applies even if none of the soldiers are in your unit Duties, Responsibilities and Authority Slide 24

25. General Military Authority: Whether on duty or not, in uniform or not, regardless of location. Whether on duty or not, in uniform or not, regardless of location. E.g., you are in civilian clothes and see a soldier in uniform with his headgear up and trousers unbloused E.g., you are in civilian clothes and see a soldier in uniform with his headgear up and trousers unbloused Identify yourself and ensure the soldier understands and makes the necessary corrections. Identify yourself and ensure the soldier understands and makes the necessary corrections. Duties, Responsibilities and Authority Slide 25

26. General Military Authority: Both general military authority and the duty to enforce standards in AR 670-1 Both general military authority and the duty to enforce standards in AR 670-1 Authority is specified in AR 600-20 and if you neglect your duty, you can be held accountable. Authority is specified in AR 600-20 and if you neglect your duty, you can be held accountable. May ask for soldier’s name and unit May ask for soldier’s name and unit May call soldier’s first sergeant May call soldier’s first sergeant Duties, Responsibilities and Authority Slide 26

27. Delegation of Authority: Officers delegate authority to NCOs in the NCO Support Channel who, in turn, may further delegate that authority Officers delegate authority to NCOs in the NCO Support Channel who, in turn, may further delegate that authority Unless restricted by regulation, or superior, leaders may delegate any or all of their authority to subordinates Unless restricted by regulation, or superior, leaders may delegate any or all of their authority to subordinates Must be in leader’s scope of authority Must be in leader’s scope of authority Leaders cannot delegate authority they do not have Leaders cannot delegate authority they do not have Duties, Responsibilities and Authority Slide 27

28. Authority: From chain of command and the NCO support channel From chain of command and the NCO support channel Orders and policies through chain of command or NCO support channel automatically provide the authority necessary to get the job done. Orders and policies through chain of command or NCO support channel automatically provide the authority necessary to get the job done. Critical to use mature, sound judgment Critical to use mature, sound judgment Chain of command backs up the NCO support channel Chain of command backs up the NCO support channel Duties, Responsibilities and Authority Slide 28

29. Slide 29 Some soldiers, if allowed to, will become careless in uniform and equipment Some soldiers, if allowed to, will become careless in uniform and equipment They become accustomed to current conditions and overlook minor deficiencies They become accustomed to current conditions and overlook minor deficiencies Superiors order inspections to ensure that soldiers have required equipment and clothing and that it is serviceable Superiors order inspections to ensure that soldiers have required equipment and clothing and that it is serviceable Inspections

30. Inspections serve a practical purpose Inspections serve a practical purpose Inspections are not harassment Inspections are not harassment Inspections correct small problems before they become big problems. Inspections correct small problems before they become big problems. Sharp appearance, efficient performance and excellent maintenance are important considerations that affect you directly Sharp appearance, efficient performance and excellent maintenance are important considerations that affect you directly Inspections Slide 30

31. Two categories of inspections for individual soldiers and their equipment: In-ranks: personnel and equipment in a unit formation. In-ranks: personnel and equipment in a unit formation. In-quarters (barracks): for personal appearance, individual weapons, field equipment, displays, maintenance and sanitary conditions. In-quarters (barracks): for personal appearance, individual weapons, field equipment, displays, maintenance and sanitary conditions. Inspections Slide 31

32. “On the spot” correction is most effective administrative corrective measures “On the spot” correction is most effective administrative corrective measures Used for making the quickest and often most effective corrections to deficiencies in training or standards. Used for making the quickest and often most effective corrections to deficiencies in training or standards. Either soldier does not know what the standard is or does not care Either soldier does not know what the standard is or does not care Corrections Slide 32

33. If soldier was aware of standard but chose not to adhere to it, this may indicate a larger problem If soldier was aware of standard but chose not to adhere to it, this may indicate a larger problem May need to follow up an on-the-spot correction with a call to the soldier’s first sergeant. May need to follow up an on-the-spot correction with a call to the soldier’s first sergeant. Corrections Slide 33

34. Training, instruction, or correction given to a soldier to correct deficiencies must be directly related to the deficiency. Training, instruction, or correction given to a soldier to correct deficiencies must be directly related to the deficiency. Orient the corrective action to improving the soldier’s performance in their problem area. Orient the corrective action to improving the soldier’s performance in their problem area. You may take corrective measures after normal duty hours You may take corrective measures after normal duty hours Corrections Slide 34

35. Measures assume the nature of the training or instruction, not punishment Measures assume the nature of the training or instruction, not punishment Corrective training should continue only until the training deficiency is overcome Corrective training should continue only until the training deficiency is overcome Ensure that training and instruction are not used in an oppressive manner to evade the procedural safeguards in imposing non-judicial punishment. Ensure that training and instruction are not used in an oppressive manner to evade the procedural safeguards in imposing non-judicial punishment. Corrections Slide 35

36. Do not make notes in soldiers’ records of deficiencies satisfactorily corrected by means of training and instruction. Do not make notes in soldiers’ records of deficiencies satisfactorily corrected by means of training and instruction. Praise soldiers’ good work by telling them specific action or result observed Praise soldiers’ good work by telling them specific action or result observed Soldiers know when they’ve done well but your acknowledgment of their performance is a powerful motivator. Soldiers know when they’ve done well but your acknowledgment of their performance is a powerful motivator. Corrections Slide 36

37. On-the Spot Correction Steps: Correct the soldier. Correct the soldier. Attack performance, never the person. Attack performance, never the person. Give one correction at a time. Give one correction at a time. Do not dump. Do not dump. Don’t keep bringing it up — when the correction is over, it is over. Don’t keep bringing it up — when the correction is over, it is over. Corrections Slide 37

38. An important part of your role as an NCO is how you relate to commissioned officers. NCOs and officers must know the similarities of their respective duties and responsibilities. NCO Relationships Slide 38

39. Commissioned Officer: Commands, establishes policy, plans and programs the work of VDF Commands, establishes policy, plans and programs the work of VDF Concentrates on collective training enabling unit to accomplish mission Concentrates on collective training enabling unit to accomplish mission Involved with unit operations, training and related activities Involved with unit operations, training and related activities Concentrates on unit effectiveness and unit readiness Concentrates on unit effectiveness and unit readiness NCO Relationships Slide 39

40. Commissioned Officer: Pays attention to standards of performance, training and professional development of officers and NCOs Pays attention to standards of performance, training and professional development of officers and NCOs Creates conditions – makes the time and other resources available – so the NCO can do the Job Creates conditions – makes the time and other resources available – so the NCO can do the Job Supports the NCO Supports the NCO NCO Relationships Slide 40

41. Warrant Officer: Provides advice, counsel and solutions to support the command Provides advice, counsel and solutions to support the command Executes policy and manages system Executes policy and manages system Commands special-purpose units Commands special-purpose units Manages equipment, support activities and technical system. Manages equipment, support activities and technical system. Supports the NCO. Supports the NCO. NCO Relationships Slide 41

42. Noncommissioned Officer (NCO): Conducts the business in established orders, directives and policies Conducts the business in established orders, directives and policies Focuses on individual training to accomplish the mission Focuses on individual training to accomplish the mission Leads soldiers and teams. Leads soldiers and teams. Ensures teams, NCOs and soldiers function as unit and is well trained, motivated, ready and functioning Ensures teams, NCOs and soldiers function as unit and is well trained, motivated, ready and functioning NCO Relationships Slide 42

43. Noncommissioned Officer (NCO): Concentrates on standards of performance, training and professional development of NCOs and enlisted soldiers. Concentrates on standards of performance, training and professional development of NCOs and enlisted soldiers. Follows orders of officers and NCOs in the support channel Follows orders of officers and NCOs in the support channel Gets the job done Gets the job done NCO Relationships Slide 43

44. Subordinate to and supportive of the chain of command Subordinate to and supportive of the chain of command Not an independent channel Not an independent channel Ensure that the chain of command is kept informed of actions implemented through the NCO support channel Ensure that the chain of command is kept informed of actions implemented through the NCO support channel Does not operate outside of command policy and directives Does not operate outside of command policy and directives NCO Support Channel Slide 44

45. Problems brought to attention of chain of command and resolved through a coordinated effort Problems brought to attention of chain of command and resolved through a coordinated effort Operating in accordance with established command policy and directives Operating in accordance with established command policy and directives Conflicts should be minimal and easily resolved. Conflicts should be minimal and easily resolved. NCO Support Channel Slide 45

46. Problems brought to attention of chain of command and resolved through a coordinated effort Problems brought to attention of chain of command and resolved through a coordinated effort Operating in accordance with established command policy and directives Operating in accordance with established command policy and directives Parallels and reinforces the chain of command Parallels and reinforces the chain of command Support commissioned and warrant officers of their chain of command. Support commissioned and warrant officers of their chain of command. NCO Support Channel Slide 46

47. Used for executing the commander’s orders and getting routine, but important, jobs done Used for executing the commander’s orders and getting routine, but important, jobs done Used to put into effect policies and procedures and to enforce standards of performance, training, appearance and conduct Used to put into effect policies and procedures and to enforce standards of performance, training, appearance and conduct Connection between the chain of command and the NCO support channel is the senior NCO. Connection between the chain of command and the NCO support channel is the senior NCO. NCO Support Channel Slide 47

48. Commanders issue orders through chain of command, but senior NCOs must know and understand the orders to issue effective implementing instructions through the NCO support channel Commanders issue orders through chain of command, but senior NCOs must know and understand the orders to issue effective implementing instructions through the NCO support channel First sergeant and command sergeants major are not part of the formal chain of command, leaders should consult them on individual soldier matters First sergeant and command sergeants major are not part of the formal chain of command, leaders should consult them on individual soldier matters NCO Support Channel Slide 48

49. Assists Chain of Command by: Transmitting, instilling and ensuring the efficacy of the VDF ethic. Transmitting, instilling and ensuring the efficacy of the VDF ethic. Planning and conducting the day-to- day unit operations within prescribed policies and directives Planning and conducting the day-to- day unit operations within prescribed policies and directives Training enlisted soldiers in their MOS as well as in the basic skills and attributes of a soldier. Training enlisted soldiers in their MOS as well as in the basic skills and attributes of a soldier. NCO Support Channel Slide 49

50. Assists Chain of Command by: Supervising unit physical fitness training Supervising unit physical fitness training Teaching soldiers the history of the Army, to include military customs, courtesies and traditions. Teaching soldiers the history of the Army, to include military customs, courtesies and traditions. Caring for individual soldiers and their families both on and off duty. Caring for individual soldiers and their families both on and off duty. NCO Support Channel Slide 50

51. Assists Chain of Command by: Teaching unit mission and developing individual training programs. Teaching unit mission and developing individual training programs. Maintaining equipment of enlisted soldiers and unit under their control. Maintaining equipment of enlisted soldiers and unit under their control. Administering and monitoring NCO professional development program and other unit training programs. Administering and monitoring NCO professional development program and other unit training programs. NCO Support Channel Slide 51

52. Assists Chain of Command by: Achieving and maintaining VDF. Achieving and maintaining VDF. Advising the commander on rewards and punishment for enlisted soldiers. Advising the commander on rewards and punishment for enlisted soldiers. NCO Support Channel Slide 52

53. Command Sergeant Major (CSM): Senior NCO of command at Regiment or higher levels Senior NCO of command at Regiment or higher levels Carries out policies and standards on performance, training, appearance and conduct of enlisted personnel Carries out policies and standards on performance, training, appearance and conduct of enlisted personnel Gives advice to commander and staff pertaining to enlisted personnel Gives advice to commander and staff pertaining to enlisted personnel NCO Ranks Slide 53

54. Command Sergeant Major (CSM): HQ CSM directs the activities of that NCO support channel HQ CSM directs the activities of that NCO support channel Support channel functions orally through CSMs or first sergeant’s call Support channel functions orally through CSMs or first sergeant’s call Normally not written instruction Normally not written instruction Training professional within unit, overseeing and driving the entire training program Training professional within unit, overseeing and driving the entire training program NCO Ranks Slide 54

55. Command Sergeant Major (CSM): Assists commander in determining leader tasks and training for NCOs Assists commander in determining leader tasks and training for NCOs CSM and commander jointly develop unit’s Mission Essential Task List (METL) and individual training tasks CSM and commander jointly develop unit’s Mission Essential Task List (METL) and individual training tasks CSMs use command information channels to inform, express concerns on enlisted issues and build esprit CSMs use command information channels to inform, express concerns on enlisted issues and build esprit NCO Ranks Slide 55

56. Sergeant Major (SGM): Key enlisted member of the staff elements at regiment and higher Key enlisted member of the staff elements at regiment and higher Experience and ability equal to that of the unit command sergeant major Experience and ability equal to that of the unit command sergeant major Leadership influence is generally limited to those directly under their charge. Leadership influence is generally limited to those directly under their charge. NCO Ranks Slide 56

57. Sergeant Major (SGM): Subject matter technical expert Subject matter technical expert Primary policy development advisor Primary policy development advisor Analytical reviewer of regulatory guidance Analytical reviewer of regulatory guidance Often fulfills duties of the command sergeant major in his absence. Often fulfills duties of the command sergeant major in his absence. NCO Ranks Slide 57

58. First Sergeant (1SG): Senior NCO in MRGs Senior NCO in MRGs Enforce discipline, foster loyalty and commitment in their soldiers Enforce discipline, foster loyalty and commitment in their soldiers Maintain duty rosters and made morning reports to commanders Maintain duty rosters and made morning reports to commanders Requires extraordinary leadership and professional competence Requires extraordinary leadership and professional competence 2-63. First sergeants hold formations, instruct platoon sergeants and assist the commander in daily unit operations. Though first sergeants supervise routine administrative duties their principle duty is training soldiers. The CSM, first sergeant and other key NCOs, must understand the organization’s collective mission essential tasks during METL- based training. Through NCO development programs, performance counseling and other guidance, first sergeants are the Army’s most important mentors in developing subordinate NCOs. NCO Ranks Slide 58

59. Questions? Professional Military Education Initial Entry Training