SSG RUSSO

54TH QM CO (MA)

TASK CONDITIONS AND STANDARDS

TASK

TO CONDUCT NONCOMMISSIONED OFFICER PROFESSIONAL DEVELOPMENTGOVERNING THE DUTIES AND RESPONSIBILITIES OF

THE NONCOMMISSIONED OFFICER

CONDITIONS

GIVEN THE NONCOMMISSIONED OFFICERS OF THE CONSOLIDATED 49TH SPECIAL TROOPS BATTALION, A CLASSROOM ENVIRONMENT,

AND ALL NECESSASRY MATERIALS, REVIEW THE DUTIES AND RESPONSIBILITIES OF THE NONCOMMISSIONED OFFICER AS

DESCRIBED IN FM 7-22.7 (TC 22-6)

STANDARDS

TO FAITHFULLY EXCECUTE THE DUTIES AND RESPONSIBILITIES INHERENT IN THE ROLES OF THE NONCOMMISSIONED OFFICER

RISK ASSESSMENT

TASK ID HAZARDS ASSESS HAZARDS DEVELOP CONTROLS RES RISK IMPLEMENT CONTROLS

NCOPD FIRE L LPOSTED FIRE PLAN SEE NEXT SLIDE

TRIPPING HAZARD

L AVOID WIRES ON FLOOR LEADING

TO OUTLETS

L MINIMIZE WIRES IN WALKWAYS

THREATCON M CHECK IDENTIFICATION

FOR SOLDIERS ENTERING BUILDING

L APPOINT SOLDIER TO MONITOR

ENTRANCE/EXIT TO ENSURE

ACCESS GRANTED TO AUTHORIZED

PERSONNEL ONLY

FIRE PLAN

EXIT EXITEXIT

FORMATION

AND

ACCOUNTABILITY

AGENDA

• TASK CONDITIONS AND STANDARDS

• RISK ASSESSMENT

• FIRE PLAN

• AGENDA

• ASSUMING A LEADERSHIP POSITION

• DUTIES, RESPONSIBILITIES AND AUTHORITY

• INSPECTIONS AND CORRECTIONS

• NCO, WARRANT AND COMMISSIONED RESPONSIBILITIES

• THE NCO

• THE NCO SUPPORT CHANNEL

• NCO RANKS

• QUESTIONS

• CREED OF THE NONCOMMISSIONED OFFICER

ASSUMING A LEADERSHIP POSITION

• BE, KNOW, DO! FM 6-22 (FM 22-100)

• KNOW YOUR SUPERVISOR AND WHAT IS EXPECTED OF YOU

• KNOW YOUR SOLDIERS AND DETERMINE THEIR STRENGTHS AND WEAKNESSES

• KNOW THE UNITS METL

• BE FAMILIAR WITH THE METL OF THE NEXT HIGHER ORGANIZATION

• KNOW THE UNIT STANDARDS

• KNOW WHAT RESOURCES ARE AVAILABLE TO ACCOMPLISH THE MISSION (I.E., TASC)

• KNOW THE MORALE OF YOUR SOLDIERS

• KNOW WHEN AND WHAT TO TALK TO YOUR SOLDIERS ABOUT

• DUTY: Duties are things that must be done by virtue of position as a legal and moral obligation. NCO’s have three types of duties: specified duties, directed duties, and implied duties.

• Specified Duties: Duties that are related to your job and position and enumerated in such publications as Department of the Army publications, the Uniform Code of Military Justice (UCMJ), FM’s, TM’s, and ARTEP’s. (I.E., AR 600-20 mandates NCO’s must train their soldiers and ensure they maintain their appearance and cleanliness standards.)

• Directed Duties: Although not specified by regulation, these duties are administered via oral or written directives from a superior. Examples are additional duty appointments, CQ, and Staff Duty.

• Implied Duties: These duties may not be written, or otherwise specified in any formal fashion, but are implied to improve efficiency and facilitate the accomplishment of the mission. The exact nature of these duties have a direct correlation between the task at hand and the NCO’s level of initiative. Examples would be to routinely inspect soldiers billets rooms daily to ensure quality of life, or perform on the spot corrections on AIT soldiers wearing their BDU’s, and earrings at the Mall.

DUTIES, RESPONSIBILITIES, AND AUTHORITY

DUTIES, RESPONSIBILITIES, AND AUTHORITY

• RESPONSIBILITY: The process of being accountable for what you do, or fail to do; by accepting personal accountability in relation to other soldiers, subordinates, leaders and the Army. There are two general forms of responsibility, Command responsibility, and Individual responsibility.

• Command Responsibility: The overall organizational and collective accountability that governs how well the unit is able to accomplish its mission. NCO’s are responsible to accomplish individual duties, but also the duties required to be performed by their squad or section. The Mortuary Affairs Collection Point team leader is responsible for the over all performance of his section.

• Individual Responsibility: The accountability of an NCO’s personal conduct and actions. This cannot be delegated or relinquished, each soldier must be held accountable for their actions as representatives of the team, unit and the United States Army!

DUTIES, RESPONSIBILITIES, AND AUTHORITY

• AUTHORITY: The express right to direct soldiers to comply in the performance of duties and responsibilities. This power is given to NCO’s to ensure soldiers accomplish the mission. Military Authority comes in two forms: Command Authority, and General Military Authority.

• COMMAND AUTHORITY: The authority leaders possess over their soldiers by virtue of rank and position. This authority is given to the President by the Constitution, and delegated down to the NCO level, by virtue of position and the direct control and management of soldiers.

• GENERAL MILITARY AUTHORITY: The authority granted to all soldiers, regardless of rank, grade or position, to take charge in the absence of delegated authority; it gives any and all soldiers the expressed power to take appropriate corrective actions whenever any member of any branch of the armed services commits an act involving the breach of good order and discipline. This authority is regardless of the unit’s location, or whether you are in civilian or military uniform. (A Reservist junior enlisted soldier is at the mall, it is 2000hrs on a Friday evening, he is in BDU’s, walking with a cell phone head set, wrinkled uniform, and boots bloused to his ankles. What do you do?)

INSPECTIONS AND CORRECTIONS

• In Ranks Inspections: This inspection is conducted by a leader while in a unit formation. This is used to determine the status of soldiers and their equipment. Each individual is examined for overall appearance, and the condition of clothing and equipment.

• In Quarters Inspections: The In-Quarters inspection covers personal appearance, field equipment, lay-outs, displays, and health and welfare. A unit must have an inspection program to determine the status and mission readiness of the units equipment and soldiers. Organized inspections include Command Inspections, Staff Inspections, and Inspector General Inspections.

INSPECTIONS AND CORRECTIONS

• On the Spot Corrections: This is the most effective means of correcting deficiencies in soldiers who either did not know the standard or does not care what the standard is.

• Corrective Training must directly correlate to the corrected deficiency, action, or behavior

• Steer the corrective training to improve the soldiers performance in the deficient area

• Corrective training may be accomplished after duty hours

• Corrective training should continue until the deficiency is corrected and not protracted or prolonged

• Corrective actions should not be utilized in an oppressive manner or to skirt the use of UCMJ

• On the spot corrections should not be noted in official records

INSPECTIONS AND CORRECTIONS

• On the Spot Inspections: Informal and unscheduled checks of a soldier’s equipment, TA 50, vehicle, or quarters. This may be something as simple as stopping to notice a soldier’s boots are insufficiently maintained. This inspection must transpire in three phases: Preparation, Conduct, Follow-up.

• PCC/PCI: Pre Combat Checks (PCC) / Pre Combat Inspections (PCIs) and Pre-execution checks are integral to ensure the success of the mission and to ensure soldiers are prepared to conduct training. PCC/PCIs are to be conducted at the beginning of any training event or combat operations as a part of the Eight Troop Leading Procedures to ensure soldiers, equipment, and vehicles are mission ready. Pre-execution checks ensure that planning and training tasks (soldier, leader, and collective) are complete prior to conducting training. These checks properly ensure soldiers, equipment and vehicles are fully prepared and to determine that attention to detail has been adequately accomplished.

Commissioned Officer Responsibilities

•Commands, establishes policy, plans and programs the work of the Army.

•Concentrates on collective training, which will enable the unit to accomplish it’s mission.

•Is primarily involved with unit operations, training, and related activities.

•Concentrates on unit effectiveness and unit readiness.

•Pays particular attention to the standards of performance, training and professional development of officers as well as NCO’s.

•Creates conditions - makes the time and other resources available so the NCO can do the job.

•Supports the NCO

Warrant Officer Responsibilities

•Provides quality advice, counsel and solutions to support the command.

•Executes policy and manages the Army’s system.

•Commands special-purpose units and task-organized operational elements.

•Focuses on collective, leader and individual training.

•Operates, maintains, administers, and manages the Army’s equipment, support activities, and technical systems.

•Concentrates on unit effectiveness and readiness.

•Supports the NCO

Noncommissioned Officer Responsibilities

•Conducts the daily business of the Army within established orders, directives and policies.

•Focuses on individual training, which develops the capability to accomplish the mission.

•Primarily involved with training and leading soldiers and teams.

•Ensures each subordinate team, NCO and soldier are prepared to function as an effective unit and each team member is well trained, highly motivated, ready and functioning.

•Concentrates on standards of performance, training and professional development of NCO’s and enlisted soldiers.

•Follows orders of officers and NCO’s in the support channel.

•Gets the job done!

THE NCO SUPPORT CHANNEL

In December of 1976 the NCO Support channel was formalized under AR 600-20, as being directive in nature within established policies and orders.

• Transmits, instills, and ensures professionalism and a positive work ethic.• Plans and conducts the daily unit operations within the confines of policy and directives.• Trains enlisted soldiers in their MOS and Common Core tasks .• Supervises physical fitness training and ensures soldiers comply with weight and appearance standards .

• Pass on the history and traditions of the Army to include military customs and courtesies..• Provides care and support to soldiers and their families, both on and off duty.

• Instructs soldiers on the unit’s METL, and develops tailored training program to support the mission.• Is accountable for arms and equipment of their enlisted soldiers under their control.• Conducts NCOPD and other unit training programs.• Maintains, supports and promotes the Army Values.• Serves as advisors to the commander recommending reward and punishment .

NCO RANKS

Established in 1966, the Sergeant Major of the Army (SMA) is the senior enlisted position in the Army and serves as the senior enlisted advisor to the Chief of Staff of the Army. The SMA proposes solutions to problems

concerning enlisted personnel in regards to standards, growth, development, professionalism, and advancement of NCO’s, morale,

training, pay, promotions and quality of life for soldiers and their family members.

NCO RANKS

COMMAND SERGEANT MAJOR AND SERGEANT MAJOR

The Command Sergeant Major is the senior NCO of the command at battalion or higher echelons and carries out the policies and standards concerning performance, training, appearance and conduct of enlisted

soldiers. The CSM makes recommendations to the commander and staff in matters relating to enlisted personnel, and administers the

Noncommissioned Officer Development Program (NCODP), through written directives and the NCO support channel. The Sergeant Major is the highest enlisted member in the staff elements at a battalion or higher

level. Although equal in knowledge and experience, the Sergeant Major’s influence is usually limited to the areas directly under their purview as a

subject matter expert in his/her field

NCO RANKS

FIRST SERGEANT AND MASTER SERGEANT

As the senior NCO in the company, battery and troop level, the First Sergeant is similar to the CSM in importance, responsibility

and prestige. From the Revolutionary War forward, the First Sergeant has enforced discipline, fostered loyalty in their soldiers,

created rosters for soldiers performing duty, and provided morning reports to the commander. Today First Sergeants hold

formations, assist commanders in daily operations, ensure the health and welfare of their soldiers, organize METL based training and mentoring NCO’s. The Master Sergeant is the principle NCO

in staff elements at battalion or higher echelons.

NCO RANKS

PLATOON SERGEANT / SERGEANT FIRST CLASS

The “Platoon Sergeant is the chief advisor to the platoon leader, whose responsibilities include training and caring for soldiers.

Taking charge of the platoon in the absence of the platoon leader, the Platoon Sergeant serves to teach collective and individual tasks

to soldier in the platoon. The SFC may serve as an NCOIC in charge of a section, the SFC Platoon Sergeant is charged with

ensuring Army standards are enforced and met.

NCO RANKS

SQUAD, SECTION AND TEAM LEADERS

Staff Sergeants, Sergeants, and Corporals are normally squad, section and team leaders possessing the critical link in the NCO

Support Channel. As the principal NCO’s living and working with the soldiers, they are responsible for the health, welfare, and safety

of the soldiers under their care. Maintaining standards, appearance, unit equipment, property, training and accomplishing

the missions, these NCO’s are responsible for every aspect of mission success.

QUESTIONS

CREED OF THE NONCOMMISSIOEND OFFIER

No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a noncommissioned officer, I realize that I am a member of a time honored corps, which is known as “the Backbone of the Army.” I am proud of the Corps of the Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the military service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit or personal safety.

Competence is my watch-word. My two basic responsibilities will always be uppermost in my mind--accomplishment of my mission and the welfare of my soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a noncommissioned officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, Leaders!