Non Commissioned Officer Essay

Leadership is about getting people to understand and believe in your vision and to work with you to achieve your goals while managing is more about administering and making sure the day-to-day things are happening as they should.

In conclusion, the Marine NCO is to provide guidance, display courage, and influence Marines, young and old. As a Sergeant of Marines I am the liaison between junior Marines and my SNCOs, the Sergeants task is greater than that of any in shaping young Marines. Not only does a Sergeant have to hold himself to the highest standard possible, he must also hold his Marines responsible, because after all he is charged with guiding those Marines not only professionally but also through day to day life. If there is anyone in the Corps you can turn to for advice, guidance, or hard work and determination, it should be the Marine

Although the terms “management” and “leadership” are often confused as in meaning the same there is a distinction between the words. The distinction between the words is that people manage things and lead people (Collins, 2017).

The creed of the noncommissioned officer is a baseline for all noncommissioned officers Corporal all the way up to Sergeant Major, on how to conduct oneself in the leading of soldiers. It does not outline every single situation you may come into throughout your military career but if you live this creed then you should be set for success. In this paper we are going to take an in depth look into the creed and how you can apply every aspect of it to leadership.

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

Mission accomplishment demands that officers and NCOs work together to advise, assist and learn from each other. Responsibilities fall into two categories: command and individual. Individual responsibility as a noncommissioned officer means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. For example, if you write a check at the commissary, it is your responsibility to have sufficient funds in the bank account to cover the check. Individual responsibility cannot be delegated, it belongs to the soldier that wrote the check. Soldiers are accountable for their actions, to their fellow soldiers, to their leaders, to their unit and to the United States Army. As a leader you must ensure that your soldiers understand clearly their responsibilities as members of the team and as representatives of the Army.

Managing is about knowing the importance of coping with complexity which is planning well and knowing how to budget. Managers jobs also have to do with organizing and staffing and also they have to know how to stay in control and problem solve. Leadership is about coping with change which includes setting direction aligning people and motivating and inspiring. Someone who managers and everyone else can look up to. Clawson states “Leadership is about managing energy, first in yourself and then in those around you” (Clawson 2012, p. 3) With the leader being someone to look up to he opens the door and sets the path for the followers to want better for

Those strategic leaders establish and balance the expertise and its potential and future operating environment. The role of those leaders is to also balance the Army's culture in terms of doing the things that need to be accomplished. This also allows them to apply the jurisdictions they learned and to balance the climate and artifacts, what the Soldier's hear, say, and feel about the unit. Also, the strategic leaders must maintain the balance of institutional support through assignment and utilization to motivate aspiring professionals. Lastly, the Human Resources NCOs must be able to maintain the Profession of Arms by investing in the development of its

In recent years, the Army Corps of Non-Commissioned Officers has exhibited signs of decline in both effectiveness and professionalism. The Corps of Non-Commissioned Officers has faced many challenges that are unprecedented in the history of military service including a core shift in the societal values toward a confused and submissive populous creating a pool of potential Soldiers entering service without the mental or physical toughness to make the transition to military life and be successful. This creates a series of new and difficult challenges for the modern military attempting to integrate, train and successfully produce a quality NCO to lead the Army in the coming years. The Army has begun the recognize changes in the civilians entering military service and is struggling to develop and integrate doctrine and training standards that will produce a viable group of NCOs capable of continuing the leadership and traditions developed in the Army during its existence.

The Creed of the Noncommissioned Officer is, to some, just words that must be uttered during ceremonies and those times when new sergeants earn their stripes. To others, there is no higher thought. These Soldiers live their time while in uniform trying their best to uphold everything written in those three paragraphs. Some choose what those words mean; others make little effort in deciding but let others decide for them. When I entered the service of my country 6 years ago, I had no clue that such a creed existed. My family included wartime veterans; my grandfathers served in korea. And my great Grandfather in world 1. They All served honorably and passed down many stories of both tragic and valorous deeds. They all know and have told me

An NCO, Non-Commissioned Officer, is better known as the backbone of the Army. They are the ones who are supposed to exhibit exemplary behavior at all times, for all of the junior soldiers. Soldiers, who have not yet reached the rank of NCO, look to the example of these seasoned soldiers. It is extremely important for the NCO to be at the right place, at the right time, and in the right uniform. By performing this type of leadership, an NCO can prove their ability to execute at least one of the many things a soldier is expected to do. All NCOs should be aware that they are always visible to others, not only Officers and Senior NCOs, but also by Junior Soldiers and even civilians. As NCOs we must take pride in ourselves and be the absolute best we can be at all times. Being on time demonstrates a readiness and willingness to work.

“I do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice.”

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From

Leadership and management go hand in hand but is not the same thing, but are linked and compliment each other.