Meeting the Army Senior NCO Needs

“How to Grow the ADA Senior Enlisted Leader of Tomorrow”

 by Sergeant Major Scott R. Wilmot, Proponent Sergeant Major of Air Defense Artillery,

and Master Sergeant Fernando Crichlow, Chief of Personnel Developer Division

          In fiscal year (FY) 2010, the Army will begin changing the way we use our sergeants major (SGM) and command sergeants major (CSM). The transformation began a few years ago with the implementation of the Select-Train-Promote development strategy, a sharp departure from the Train-Select-Promote strategy of the past. We will see the culmination of the Select-Train-Promote strategy with the Sergeants Major Course (SMC) Class-60, which begins in August 2009.

          The Army will fill SMC Class-60 seats using a selection process that mirrors existing brigade/battalion command selection list (CSL) processes for selection and slating of  CSMs against positions. This process ensures placement of the best qualified Soldiers to the right positions in FY11-12, but it also means that only those SGMs and CSMs who possess the qualities and skill sets to perform in either an Ops SGM or CSM position will be selected.  In fact, once this process begins, battalion CSMs who finish their time in position will face three choices: retire, become a SGM again, or compete for another CSM position on an upcoming CSL.  We must convey to our junior NCOs who will ultimately grow into this system that the new selection process is almost here. So, how do we prepare our NCOs for this transformation?

            We must begin with a culture change.  Culture doesn’t change overnight; in fact, such change can take a generation. We must ensure our current senior enlisted leaders understand that every ADA position is important, otherwise it wouldn’t exist.  We will use our SFC authorizations as an example to show that we are already making headway in growing the SGM/CSM of tomorrow according to the new utilization plan.  When the SFC Promotion Board convenes, the panel members must consider – based on fulfillment of key leadership positions versus those performing duties of increased responsibility and grade – the following when selecting eligible ADA SSGs for promotion to SFC:

• Military Occupational Specialty (MOS) 14E has 119 SFC positions, of which only 54 are Platoon Sergeant positions.

• MOS 14J has 154 SFC positions, but none of these are Platoon Sergeant positions.

• MOS 14S has 113 SFC positions, of which 40 are Platoon Sergeant positions.

• MOS 14T has 115 SFC positions, of which 53 are platoon sergeant positions.

         The remainder of ADA NCOs may hold positions such as Advanced Individual Training Platoon Sergeant, MOS Career Advisor/Manager, Senior Small-Group Leader, Equal Opportunity Advisor, Military Science Instructor, Assistant Inspector General, S3 NCO, System Evaluation NCO, Detachment Sergeant, Operations Sergeant, or Master Gunner.

          It is evident we already have positions for our SFCs to serve in that will ensure they receive the training and experience to successfully become the SGMs and CSMs of tomorrow.  So why do we treat positions other than Platoon Sergeant, First Sergeant and CSM as less important?  Currently we promote against all the approved/authorized force structure, but then we try to place all of those newly selected personnel into the same job (Platoon Sergeant) because we worry about future upward mobility.  If our leaders and NCOs use the Professional Development Model as a tool for managing our NCOs, look them in the eye when they are not performing well and rate them accordingly, and finally, treat every position as being important while holding the NCO assigned to it accountable for the perception of that position, in time the culture will change. Then and only then will we evaluate NCOs based on their true performance and potential instead of a particular position they held.

          Don’t blame the status quo on personnel management. NCOs need to rotate properly through positions according to the Professional Development Model, and NCOs must subsequently be screened for duty in critical and demanding positions and assignments. Only those NCOs who – for the duration of their careers – have performed above expectation in every position held will prove themselves qualified for upward mobility.

          Many wait for the proponent packet to be published before figuring out what to do for the upcoming board; however, this should not be the unit First Sergeant’s or battalion CSM’s primary focus. If you wait for the memo, you are too late.  For trend analysis and education on the branch, NCOs and unit leaders should use the proponent memorandum and brief as a tool to prepare for future boards.

          One area we’ve targeted as needing immediate change is the culture/mentality of positions held. How do we look an MOS 14J SFC in the eye and tell him or her to find Platoon Sergeant time if the MOS doesn’t have any, and then penalize that NCO for this during the MSG board?  By doing so we place the other authorized SFC 14J positions in a basket of lesser importance.

         Let’s explore this further. When an MOS 14J SFC works in a brigade S3 shop and carries the title of Assistant Operations Sergeant, we automatically assume this SFC doesn’t have any NCOs or Soldiers below him/her to lead and mentor, doesn’t get the phone calls at 0200, and doesn’t have to do Noncommissioned Officer Evaluation Reporting System (NCOERS) counseling, ratings or awards. We also assume that he or she doesn’t attend training meetings nor provide training input for future events, doesn’t answer daily to the headquarters and headquarters battery First Sergeant on a variety of issues, and doesn’t juggle the boss’s priorities against those of five other bosses.  (OOPS! Did I forget to mention these NCOs are responsible for the brigade plans-training-operations as well?  Sorry I left that part out.)

          Regardless of whether you work on a Forces Command or Training and Doctrine Command staff or perhaps serve as an Air Defense Artillery School instructor, if you are one of the NCOs to whom I’m referring, here’s what you need to do.  First, figure out your specified duties and be the best at those duties — better than anyone before you. This is the primary reason you were assigned to the position you have.  Second, go get some directed duties in your section, such as property book officer, automation, physical security, etc.; and fix it all. Third — and most important — “master your implied duties.”

           Mastering implied duties takes time. All NCOs understand that some actions must to be taken without being told to do so. This is the basis of implied duties. An SFC typically spends 25 percent of his or her time on specified duties, 15 percent on directed duties, and 60 percent on implied duties. This means you should never hear an SFC make the statement, “there’s nothing to do.” Implied duties alone should keep an NCO busting his or her butt all day long – and this is without factoring in specified and directed duties.

          If you don’t know how to master your implied duties, let me help you out a little bit.  Here it goes…are you ready?  Are you sure?  Ok then.  Find out what your boss’s specified and directed duties are and make those your implied duties…this will get you started.

          Your credibility starts here, and you are totally responsible for ensuring that you are ready for positions of increased responsibility. Your senior leaders manage you, and that’s it. You are also responsible for the perception of the current position you hold, to include the perception of the section/unit to which you are assigned. The days of blaming those before you are over. Making statements such as “this is how it’s always been” is simply a cop-out used by the weak and lazy.  If the perception is not good you are bound by duty to get it fixed. Period!

          We challenge all NCOs to lead this culture change, stand at the forefront of the Select-Train-Promote development strategy, and demonstrate the willingness to be the NCO today’s Army demands. You are the senior enlisted leaders of tomorrow. We’re depending upon you today.