Fundamentals Of Leader Development: A Career In The Army

Fundamentals of Leader Development

SSG Steven Quinn

Non-commissioned Officers Academy

Senior Leader Course

Class 505-18 Phase 1 DL

Abstract

This essay demonstrates leadership qualities along with leader developmental abilities by utilizing leadership fundamentals. Having vast military experience and knowledge over the span of my nine year career in the Army is the reason I am writing this essay about how I have developed junior noncommissioned officers (NCO) and my peers. I have enhanced the leadership skills of my subordinates through various activities by using past experiences and multiple trainings that I have accomplished. Leading by example and always from the front has given me the opportunity to develop junior NCOs. As a Platoon Sergeant (SGT), it is my

responsibility to develop NCOs of the future. Following the NCO Creed, Army Values, Army Regulations (AR), and Field Manuals (FM) are always included and represented in my leadership. Fostering an environment to educate, train, and get a successful outcome is the main goal when leading junior NCOs.

Fundamentals of Leader Develop
“Leader development is achieved through the career-long synthesis of the training, education, and experiences acquired through opportunities in the institutional, operational, and self-development domains, supported by peer and developmental relationships” (U.S. Army, 2013b). An NCO must possess and exhibit leadership competencies for developing junior NCOs and peers. Developing junior NCOs and achieving a successful outcome is done by utilizing the leadership fundamentals. As stated in the NCO Creed “All Soldiers are entitled to outstanding leadership, I will provide that leadership” (U.S. Army, 2015c) is a very important part of the creed that I place a high value on. As an NCO and Platoon SGT, I have the experience and knowledge to provide outstanding leadership. During my nine years of military experiences and Army training, I have learned to make good sound decisions and to grow into the leader I am today. I am able to provide concrete examples and be confident when instructing or educating other Soldiers. Demonstrating hands on experience with hip pocket training to other Soldiers, creating physical fitness plans, giving Army Physical Fitness Training (APFT) guidance to my platoon, and mentoring Soldiers for future advancement are all part of how I develop junior NCOs.
NCOs conduct the daily operations of the Army. NCOs are relied on to execute complex tactical operations, make intent drive decisions and operate in joint, interagency, and multinational environments. NCOs are responsible for maintaining and enforcing standards with a high degree of discipline. NCOs process Soldiers for enlistment, teach basic Soldier skills, accountable for Soldier care and set the example. NCOs are trainers, mentors, advisors, and communicators. (U.S. Army, 2015c, p. ix).
NCOs can draw from their knowledge of past experiences to anticipate obstacles and outcomes of their current situation. Being able to utilize time wisely and make sound decisions is a vital role of leadership. When there is lapse in time during the daily duties, I take this great opportunity to help in the development of junior NCOs by doing hip pocket training. I use hip pocket training to provide a sense of responsibility among my Soldiers along with enhancing their knowledge. Presenting past experiences as examples helps teach junior NCOs how to understand and how to apply what they have learned for future trainings. Having the Soldiers participate in hip pocket training and perform what they have learned is rewarding. At the end of the training, I have one of the junior NCO’s do a shorter version of the training to assist them in the ability to present a training on their own with little time to prepare. “Leaders are responsible for development. They must ensure that they themselves are developing, that they are developing subordinates, and that they are sustaining a positive climate and improving the organization” (U.S. Army, 2012a).
There are five essential characteristics that a NCO must possess to be a successful leader and planner. The five characteristics are “trust, military expertise, honorable service, esprit de corps, and stewardship of the profession” (U.S. Army, 2015b). Attributes are qualities that a NCO possesses and exhibits in their leadership style. They are character, presence, and intellect. Core competencies a NCO needs to be proficient in are leads, develops, and achieves. Leading physical training (PT) for my platoon is a way to see the deficiencies that APFT failures need help with. It is also a way to provide positive group activity for the platoon. I had one junior NCO that was having difficulty passing the two-mile run. The Soldier needed to gain speed and endurance therefore I created a PT program specific to their needs that included frequency, intensity, time and different types of workouts. I would train with the Soldier to watch their progress, provide moral support, and help them develop a better sense of the importance of PT. During a course of two months, the junior NCO went from a fail on the run to a passing score of 75. It was very rewarding when the junior NCO thanked me after they passed their APFT. As a senior NCO, it was rewarding to see the development, confidence, and improvement that the junior NCO achieved.
Effective leadership is critical to the success of a good physical training program. Leaders, especially senior leaders, must understand and practice the new Army doctrine of physical fitness. They must be visible and active participants in physical training programs. In short, leaders must lead PT! Their example will emphasize the importance of physical fitness training and will highlight it as a key element of the units training mission. (U.S. Army, 1998, p. 1-1).
As a Platoon SGT, it is my responsibility to encourage, develop, and prepare junior NCOs for the next step in their career. When mentoring Soldiers, it is vitally important to know what works for one Soldier may not work for another. Leading from the front and by example is crucial for preparing junior NCOs to become leaders. Encouraging and holding Soldiers accountable for proper trainings and courses necessary to complete for advancement is a priority. There are multiple ways to prepare, mentor, and develop junior NCOs. On the range, I assist the Soldiers with preliminary marksmanship instruction (PMI). The Soldiers learn the importance of range safety, how to shoot, and breath properly. Placing a junior NCO in a range safety position gives them the opportunity to know the safety regulations and the knowledge on how to run a range. Army Service Uniform (ASU) inspections are a perfect example of training for junior NCOs. The Enlisted Records Brief (ERB) is used to compare what ribbons need to be on the Army Service Uniform (ASU). An ASU inspection allows the junior NCOs to ask questions and make sure their information on their ERB matches their ASUs. Educating junior NCOs on the ERB and where things are located on it, will be a useful tool for them in the future. When placing a junior NCO in a position of squad leader, I allow them the ability to have responsibility and accountability of their squad. If a squad leader has a question about how to lead, I generally let them work through it and try to have them answer their own question. If the squad leader is unable to get the result they need, at that point I will help them through the process. After I train the junior NCOs on PT, they are to take turns conducting PT with the platoon. Accountability, timeliness, and preparedness play important roles in leadership development. Counseling’s are an essential tool for all Soldiers to have a clear understanding of the goals that need to be met. Presenting expectations, requirements, and duties on a Department of the Army (DA) Form 4856 allows both the rater and the rated Soldier to have no question of what is expected. During the development of the junior NCOs into the position of Squad Leader, they have a responsibility to make sure their squad members are present ten minutes prior to any formation and in the correct uniform. When I push information to the Squad Leaders, I hold them accountable for getting that information to their squad in a timely manner. Allowing time for the junior NCOs to conduct Noncommissioned Officer Development Program (NCODP) trainings and create power points to present to the platoon in a classroom environment develops their ability to speak in groups and become proficient in presenting. Spending time having the junior NCOs brief me on what is necessary to get the mission done and what the situational awareness is, enhances the development for them to improve for future briefings.
“Leader development is the deliberate, continuous, sequential, and progressive process, grounded in Army values, that grows Soldiers and Army Civilians into competent and confident leaders capable of decisive action” (U.S. Army, 2017b). In my position as Platoon SGT I use the fundamentals of leadership at all times when developing junior NCOs. I adhere to the Army Values and the NCO Creed when leading my platoon. Presenting myself as a professional with military bearing and making sound decisions shows the Soldiers what a leader needs to be. I will always continue to train, give examples, educate, and push any Soldier to become a confident leader. Developing soldiers into junior NCOs to become senior NCOs is a role that all leaders need to be active in. I am confident that with all the time, effort, and commitment I have done in developing the Soldiers in my platoon that they will continue to advance and become outstanding leaders. “Although current Army doctrine might inform our personal convictions, most of us have developed our own theories of effective leadership, which are heavily influenced by our upbringing, experiences, education, and training” (Paparone, 2004). In my training experience, both military and life examples are what works for me when developing soldiers into junior NCOs. I encourage all Soldiers to develop a leadership style that includes the fundamentals, follows the Army Values, Army Regulations, and guidelines to include giving it their own personal content to give it validation.

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