Executing the Mission

[It is important that the Sergeant] bee a skillfull and valiant Souldier, and well experienced in Military discipline, yea of so great importance, that more tolerable it were for all the officers of the company (were it the Captaine himselfe) to bee unskilled men and of little experience, rather than the Sergeant, who of necessitie ought to bee an expert Souldier, and of great spirit and diligence. -The Military Garden...Instructions for All Young Souldiers, 1629, p. 3

NCOs are [a] relentless driving force. -SGM Alan Wright, in NCO Lessons Learned, Oct 1989, foreword

We must resist the temptation to selectively enforce orders or regulations because we don’t necessarily agree with them. Avoiding this temptation is the mark of a good noncommissioned officer and leader, and of a true professional... Let us, the noncommissioned officers, be the means by which the Army can "bridge the gap" from today’s Army to the Army of the future. -CSM O. W. Troesch, "A Special Brand of Leadership." Engineer, Winter 1983-84, p. 7

Our specialists fourth-class and below want a sergeant who acts like he or she is in charge. They want a professional who sets standards and then enforces them. They want a leader who will stick up for them. But, most important, they want somebody who knows the regulations, enforces them fairly, and gets on with the job at hand. -SMA William A. Connelly, "NCOs: It’s Time to Get Tough." ARMY, Oct 1981, pp. 29-30

NCOs are not ordinary people. They are men and women who stand apart from the crowd, who seek responsibility, take charge, and get the job done. -GEN Gordon R. Sullivan, "The Chief’s View of NCO Leadership Challenges." NCO Journal, Winter 1994, pp. 7-8

[NCOs’] day-to-day performance as trainers, leaders, and warfighters is what sustains the Army’s momentum. -FORSCOM PAO 1989 Army Theme Speech, "The Noncommissioned Officer." Monthly Update, Jul 1989, p. 12

An officer is in only one tank. Sergeants command the rest of those tanks.... So it’s the NCO who makes the business work. -CSM Larry J. Hampton, "The Cutting Edge." Army Trainer, Winter 1985, p. 24

Experienced NCOs- "the nerves and sinews of the corps." -J. A. Houlding, Fit for Service: The Training of the British Army, 1715-1795, p. 270

Although the Department of the Army is always formulating new programs and experimenting with these schemes, it takes the full support and whole-hearted dedication of all enlisted ranks to make sure that the future’s threats to our way of life can be overcome. -SMA George W. Dunaway, "‘People Benefits’ Will Get More Emphasis in ’70s." ARMY, Oct 1970, p. 35

The buck stops at the sergeants. -FM 22-600-20, The Army Noncommissioned Officer Guide, 1980, p. 3

Your office, sergeant; execute it. -Shakespeare, Henry VIII, Act 1, Scene 1

[To be a sergeant] is a charge of very much fatigue, for to him it belongs to see all his Captains commands obeyed, he gives all the Under Officers (except the Clerk) their directions, what they are to do almost in every particular. -Military Essayes of the Ancient Grecian, Roman, and Modern Art of War, 1671, p. 220

A professional...is a dynamic, growing being who has learned from the past, acts in the present, but above all, focuses on accomplishing his mission. -SMA George W. Dunaway, "Let’s PULL Together: Professionalism- Unity- Leadership- Loyalty: A Winning Combination." Army Digest, Jun 1969, p. 28

Nothing ever happens- someone makes it happen. -SFC Blair H. Dewey, "Tips for Mess Officers." Infantry, Feb 1950, p. 26

The complexities of the job increase as...responsibilities broaden. -Army National Guard Noncommissioned Officer Handbook, 1989, p. A-12

When directed to do a thing, if you can’t do it at first, do not at once report you can’t do it, but try some other way, and keep on trying some other way until you have either succeeded or have exhausted every possible means you can think of. It is really astonishing how comparatively few things in this world can not be done, if one really wants to do them and tries hard enough to do them. -Noncommissioned Officers’ Manual, 1917, p. 21

Running the Unit

Regardless of the kind of unit you’re in, it ought to be an "elite" outfit, because its NCOs can make it one. -SMA William G. Bainbridge, Top Sergeant, 1995, p. 148

In units where the noncommissioned officers are highly motivated, mission-oriented, and supportive of each other, things click. -The NCO Guide, 1982, p. 106

Experience has shown that the efficiency, discipline, and reputation of a command depend to a great extent on its noncommissioned officers.... In garrison and in the field, in camp and on the march, in peace and in war, the noncommissioned officer occupies a most important position and plays a most essential part in the success or failure of a command. -Noncommissioned Officers’ Manual, 1917, p. 17

Good NCOs are tremendously important to the Army; with them, a unit functions like a smooth-running machine; without them, the best of unit officers will lead a hectic existence and probably will see poor unit performance besides. -The Officer’s Guide, 1970, p. 271

The soldier having acquired that degree of confidence of his officers as to be appointed first serjeant of the company, should consider the importance of his office; that the discipline of the company, the conduct of the men, their exactness in obeying orders, and the regularity of their manners, will in a great measure depend on his vigilance. -MG Frederick von Steuben, Regulations for the Order and Discipline of the Troops of the United States, 1779, p. 145

The company is a small colony, which can live in peace, harmony, and comfort or be disturbed by internal commotions and discomforts unendurable, depending, perhaps, more on the first sergeant than on any other person in the company. Much depends upon the captain; but without a competent sergeant to execute his plans, any benevolent designs on his part for the improvement of the company would be difficult to carry into execution. -Customs of Service for Non-Commissioned Officers and Soldiers, 1865, p. 147

The discipline and good order of the company can only be upheld by the activity, intelligence, and thorough knowledge of [the 1SG]. -Hints and Helps for National Guardsmen, 1880, p. 24

The first sergeant of a company may truly be called the hardest worked non-commissioned officer in the Army. He has a direct responsibility for the proper care and use of the arms, equipments, and other property of the company; he is always on duty; must possess tact, sound judgment, superior intelligence, and have a thorough knowledge of all the details, orders, and papers pertaining to company administration. A good first sergeant is indispensable to the making of a good company, for without him the best efforts of the captain would be rendered abortive. -Report of the Secretary of War, 1889, p. 89

The backbone of any Army company is the first sergeant. -Ernie Pyle, WWII, Brave Men, p. 73 If a tactical unit were a wheel, the first sergeant would be the hub. -Michele McCormick, Polishing Up the Brass, 1988, p. 102

When referring to the First Sergeant, you are talking about the lifeblood of the Army. -"First Sergeant and Master Sergeant." INSCOM, Aug-Sep 1989, p. 21

Making Plans

When you first assume a leadership position (squad, platoon, or unit), all your initial efforts should be directed at determining what is expected in your unit, what is expected of you, the strengths and weaknesses of your subordinates, and other key personnel whose willing support is necessary to the accomplishment of your unit’s mission. -FM 22-600-20, The Army Noncommissioned Officer Guide, 1986, p. 6

Where there is no long-range vision, there will be a lot of meaningless make-work. You have got to know the ultimate objective of your organization, and you have to make sure your troops know it. -1SG Larry Drape, address "The Do’s and Don’ts of Quality NCO Leadership." 1990, p. 8

Without a knowledge of the big picture, of how the entire staff is interconnected, each section operates independently and perhaps at cross-purposes to the other. An understanding of how each section works is essential to every member of the battle staff. -SGM Phillip D. Cantrell, in "New Battle Staff NCO Course." Soldiers, Oct 1990, p. 6

In making a plan you must figure out three things: first, where you are; second, where you want to be; third, how you get there- and then you must do it. -SGM James L. Wright, in A Treasury of NCO Quotations, 1997, no page number

A leader without a plan is planning to fail. -SFC Roy Luttrell, "Who Am I?" Recruiter, Jan 1996, p. 4

The success of [an] entire operation is dependent on the thoroughness of the staff planning. -CSM Othel Tenell, "Transition." Army Trainer, Summer 1985, p. 44

Coordination with other staff members, unit commanders and first sergeants, and your supporting units is also critically important. -TC 12-16, PAC Noncommissioned Officer’s Guide, 1991, p. 2-2

It is not always necessary that the subordinate’s position be adopted. What is important to him is that he has been allowed to express his view and to participate. -SMA Silas L. Copeland, "The NCO Must Grow with Army." ARMY, Oct 1972, p. 25

During your planning sessions think of all that could go wrong and build in necessary preventive measures. When you work solutions up front, the crisis is just an annoyance that is quickly handled and solved. -MSG Lydia R. Mead, "Increasing Training Effectiveness in the Reserves." 1995, AUSA files, no page number

Leadership and Management

A few of us are under the misconception that the art of managing is restricted to senior personnel at higher echelons or reserved for project managers. This is not true. Management consists of planning, organizing, coordinating, supervising, and controlling resources- all of the things that any NCO does on a daily basis. -CSM Robert H. Retter, "From the CSM." Military Intelligence, Oct-Dec 1985, p. 3

NCOs and officers are inherently leaders. At the same time, they manage resources; a soldier must have some managerial skills to be a great leader. -FM 22-600-20, The Army Noncommissioned Officer Guide, 1986, p. 44

As a sergeant advances through his Army career, he realizes that his ability as a manager becomes increasingly more important. -Warren E. Nordman, "Management and the NCO." Recruiting & Career Counseling, Oct 1977, p. 8

Necessarie it is for a Sardgent major to cary...aboute him a table booke or booke of memories, for hardly can he conceive and [hold all things] in memorie. -A Discourse of Military Discipline, 1634, p. 42

[Avoid] the pitfalls of lax administration. -1SG Milton Warden, in From Here to Eternity, 1951, p. 23

The Army is facing lean times ahead, but if we are creative, flexible, and assertive, we will survive with quality forces intact. Today’s Army must do so much more with considerably less that we are far beyond the spirit of "work smarter, not harder." We must be brilliant! -MSG Lydia R. Mead, "Increasing Training Effectiveness in the Reserves." 1995, AUSA files, no page number

NCOs are at a level where we receive very broad orders, and NCO leadership has to translate that into an effective action. We have the responsibility to be specific in terms of each soldier’s role in accomplishing that mission. In order to do that you have to know your job and your soldiers under you. You have to be both a manager and a leader. It’s a position where you’re exercising leadership at a very personal level. The soldier wants his leaders to know his job. -CSM Conrad E. Butler, in "On Leadership." Soldiers, Mar 1985, p. 30

Priorities and Focus

Leaders create a positive command climate by "focusing" the unit. They explain expectations of proficiency, leadership, and soldiers for the next six, 12, and 18 months of training. -CSM Ron R. Semon and LTC Cole C. Kingseed, "Instilling Pride." NCO Journal, Winter 1993, p. 4

By effort, thought, common sense, and experience, learn to tell the difference between the essential and the nonessential. -Noncommissioned Officers’ Manual, 1917, p. 27

Do essential things first.... You must determine what is mission-essential, and assign responsibilities for accomplishment: spend the remaining time on near-essentials. -DA Pam 350-13, Guide for Platoon Sergeants, 1967, p. 18

Know what is needed, because on many occasions, what your men want and what they need are two different things. -CSM Eddie Velez, "An NCO Prepares for NTC." Army Trainer, Spring 1989, p. 19

NCOs [need] to get involved in activities within their own area of control and influence. They need to be concerned with the people on their left and right flanks, but...to be more concerned with those people and things in their own lane.... Don’t be concerned about what happened yesterday. I’m not saying forget your past, what I am saying is to be more concerned about what’s going on right in front of you, now. [Soldiers spend too much time and energy] thinking about things they can’t affect, then they slight themselves, and sometimes other soldiers and the mission, in the things they can affect.... I believe that if you go back and look at the Creed of the Noncommissioned Officer it will lead you to success. -SMA Gene C. McKinney, in "Professionalism: Key to a Good Leader." Korus, Apr 1996, p. 14

SOPs (Standard Operating Procedures)

Think back to some of your old units that seemed to do things well. Every one of them had two basic things in common: a standard for everything they did, and a simple, easily followed procedure that got it completed. -SGM Phillip Di George, "Simplicity and Training." Army Trainer, Fall 1988, p. 31

To effectively serve the organization, [SOPs] must be dynamic tools that leaders continually review, revise, and- most important- use. They should not be cosmetic documents to be pulled out of filing cabinets each time the annual general inspection rolls around. In the dirty environment of war, where confusion and lack of leaders and command direction are often the norm, knowledge of standardized operating procedures will often be the only constant to keep soldiers working in cohesive teams to accomplish their missions. -MSG John P. Fillop, "An Architecture for Effective Counseling." Army Communicator, Winter 1988, pp. 7-8

Good SOPs are a must! They answer most questions for you. -CSM Eddie Velez, "An NCO Prepares for NTC." Army Trainer, Spring 1989, p. 19

The three most important characteristics of a successful SOP are: (1) They must physically exist, not "being written." Any SOP is always better than no SOP. (2) Everyone in the unit must have it. (3) It must be usable. That is, small enough to fit in a pocket and preferably have some type of water-proofing. An SOP that fills a full-sized binder and falls apart in the rain is worthless. -SGMs Bobby Owens, Miles Pitman, Ben Moore, Arlie Nethken, and Bill Miller, "The Warrior Spirit." NCO Journal, Spring 1994, p. 9

A well-written SOP can assist when command and control is either difficult or lost completely. This helps to emphasize why all tank commanders need to have all the operational graphics posted on their maps. -1SG C. R. Johnson, "Make the BOS Work for You and Your Platoon." NCO Journal, Spring 1995, p. 7

Problems and Problem-solving

Problems come big, and problems come small. But solving them is the difference between success and failure. And that’s what sergeants do; make a difference. -"Sergeants Make It Happen." Field Artillery, Aug 1989, p. 24

We’ve got a million problem finders. We need more problem solvers. I think that NCO schooling helps along those lines. -SSG Ben Johnson, in "The NCO Leadership Role." Soldiers, Jan 1991, p. 24

When the leader at the lowest level detects a problem that is not within his capability to solve, that problem should be passed up the chain until it reaches a level that has the guidance, resources, and capability to solve it.... NCOs are the key to keeping the chain of command functioning and credible. -SMA William A. Connelly, "Chain of Command: It Links Private to President." Soldiers, Oct 1979, pp. 7, 10

Knowing where to get...answers is just as important as having them. -MSG Douglas E. Freed, "Learning to Lead." Army Trainer, Fall 1987, p. 30

[Seek] the root of the complaint. -SGM Edgar R. Huff, Roots of Two Black Marine Sergeants Major, 1978, p. 90

Worrying doesn’t solve anything, and actually makes things worse by taking your time and energy. The key is to only be concerned. -DACOWITS member (spouse of former NCO), in Command, Leadership, and Effective Staff Support, 1996, p. 105

Think- "Am I contributing to the solution or am I contributing to the problem?" -Michael L. Selves (former NCO), in Command, Leadership, and Effective Staff Support, 1996, p. 202

What does the reg say? -SFC Richard Collin, in order to make sure postal clerks of the 8th Postal Detachment were reading and checking the regulations before he would answer their questions, in Command, Leadership, and Effective Staff Support, 1996, p. 96

There will always be snafus. But good discipline under firm, decisive leadership can handle those, too. -Handbook and Manual for the Noncommissioned Officer, 1952, p. 16

If we look for excuses for failure, we will find them, but if we use that same mental energy to find solutions to our problems, then we will also find them. -SFC James S. Clauson, "News Call." ARMY, Sep 1980, p. 45

Decision-making

In making decisions, think "What is the right thing to do," and then figure out how to do it. -1SG Virginia Dame, in A Treasury of NCO Quotations, 1997, no page number

Make all decisions after a thorough and broad-based evaluation.... Evaluate which choice makes the best "long-range" sense. It’s simple. If you were supervising two people painting a building and the ladder broke, would you instruct them to stand on each other’s shoulders to finish the job? -MSG Douglas E. Freed, "Learning to Lead." Army Trainer, Fall 1987, p. 30

NCOs should actively participate in decision-making and the team concept by voicing their opinions. Who knows better what resources are needed to do the job than the individual who must do it? -CSM David P. Klehn, "Vantage Point." Military Intelligence, Jul-Sep 1989, p. 3

When you face a situation where the right ethical choice is unclear, consider all the forces and factors that relate to the situation and then select a course of action that best serves the ideals of the nation.... The key is not to act impulsively, but to use your NCO support channel and the tactical and technical knowledge you have gained to make sound decisions. -TC 22-6, The Army Noncommissioned Officer Guide, 1990, pp. 17, 41

It is hard to go wrong in making decisions regarding soldiers if your focus is what is best for the health of the enlisted force. The "health of the enlisted force" means ensuring that soldiers are trained to standard and that their needs are taken care of. Sometimes people tend to separate mission accomplishment from taking care of soldiers. The focus needs to be that the two are inseparable. By focusing on both we will accomplish the mission. -CSM James R. Kumpost, in Command, Leadership, and Effective Staff Support, 1996, p. 121

An African proverb states: "If you don’t know who you are, anyone can name you. And, if anyone can name you, you’ll answer to anything."... If you do not know who you are, how can you know your soldiers? If you do not know your soldiers- which includes your NCOs- how can you perform the mission properly? In my opinion, you cannot and you will not, or you will be unsuccessful because you will answer to what you think should be said or done and not to what is right.... Meeting the objective of placing positive leadership on our windshield and the zero defects mentality in our rearview mirror is easy to do if we look to the NCO Creed. -SMA Gene C. McKinney, "Meeting Leadership Challenges as a Team." Military Review, Jan-Feb 1996, pp. 11, 10

Consider all your choices before you act. This applies to both day-to-day and career altering decisions. -CSM Saundra Matlock, in Command, Leadership, and Effective Staff Support, 1996, p. 114

The commander cannot make the best decisions unless he has the true picture. Soldiers must be absolutely honest. -CSM Steve Stoner, in Command, Leadership, and Effective Staff Support, 1996, p. 115

You can’t tiptoe wearing boots. -Maggie Stoner (CSM spouse), in Command, Leadership, and Effective Staff Support, 1996, p. 121

Follow-through and Attention to Detail

Your success as a...leader will depend largely on your ability to follow through. -Handbook and Manual for the Noncommissioned Officer, 1952, p. 21

We must mint what we mine. -MSG Forrest K. Kleinman, "By Jupiter! We’ll Do It!" ARMY, Dec 1958, p. 45

You have to see the big picture- the prime objective- but always remember that it is the nitty gritty that gets the mission accomplished. Attention to detail is crucial to any effective organization. As you go higher, this is a quality you will very much need- but you will also need to learn how to be discriminating in the details you can afford to involve yourself in.... Follow-through. No matter what the level involved, issuing the order is only ten percent of the job. Ninety percent is following through; that is, being sure the order is understood and that proper actions are being taken. -1SG Larry Drape, address "The Do’s and Don’ts of Quality NCO Leadership." 1990, p. 10

For example [in following-up], if the commander sends you a note to do something, after you have done it, write "done" with your initials and date, and return the note to the commander. This closes the loop. -SSG Lucia Freire, in Command, Leadership, and Effective Staff Support, 1996, p. 74

Basic attention to detail is critical in combat. It develops an inner discipline- one of the keys to success during Operation Just Cause. -CSM George D. Mock, in "NCOs Reflect on Inspections." Sergeants’ Business, Jan-Feb 1990, p. 4

Every soldier has to understand there are certain tasks they must perform that may be boring or mundane but if it’s not done, then the whole system will break down. -CSM Esther J. Roberts, "Female CSM Has Human Answers." All Volunteer, Feb 1981, p. 14

Attention...to details soon becomes a habit, which in turn is applied to more important matters. -Noncommissioned Officers’ Manual, 1909, p. 17

What you tell [an NCO] turns into action. -CSM Alexander Freitas, "The Cutting Edge." Army Trainer, Winter 1985, p. 23

Tracking and following-up is key to making any program work. An example is the 704th MI Brigade’s method of tracking the sponsorship program. When the brigade was first notified of an incoming soldier, the S1 made a tentative assignment to a battalion, and sent a memo requiring the unit to assign a sponsor and send back to the Brigade the name of the sponsor and a copy of the letter sent by the sponsor to the incoming soldier. The suspenses were tracked using a logbook, and the letters were filed in the soldier’s folder. This system worked, and always brought good comments during inspections. -Ann Palmer, DAC (NCO/WO spouse), in A Treasury of NCO Quotations, 1997, no page number

The sergeant operates in an environment where the sparks fly. -Army National Guard Noncommissioned Officer Handbook, 1989, p. A-9

Improving the Army

Some of our new equipment is that much more advanced over what we used before. Most of us expect the Training and Doctrine Command (TRADOC) schools or new equipment training teams to train new soldiers and their leaders in maintenance and the use of equipment- and they do, but this is an enormous mission and without the NCO corps’ involvement, it will not be completed.... "Doers" are the true experts of the Army; if something does not work like the user manual claims it should, or if there is a better way to do it, then the NCO corps should change the book. We cannot be satisfied with just changing the way of doing something in our units, but must ensure that the idea is standardized throughout the Army.... Do you have a better way? Tell me about it. I am not too old to learn. -SMA Glen E. Morrell, "The NCO: More Vital Than Ever to Readiness." ARMY, Oct 1983, pp. 29, 30

[In 1950, when Chief of Staff GEN J. Lawton Collins was considering stopping production of any more armored personnel carriers, GEN Bruce Clarke] asked the chief of staff to take a ride in a carrier before making his final decision. General Collins came to Fort Hood, Texas [and rode in] an armored carrier on a hot afternoon with a rifle squad...on a tactical exercise. As soon as the personnel carrier started rolling, the soldiers leaned back and went to sleep. The jolting chief of staff could not sleep and had no one to talk to- no one could have heard him any way. Two hours later the carrier crunched to a halt and the chief of staff staggered out, followed by the squad leader. "Sergeant, doesn’t the noise, dust, and vibration inside there bother you?" the chief asked him. Without hesitation the sergeant replied, "Not like walking, sir." The armored personnel carrier was saved. -Clarke of St. Vith, p. 181

You lose sight of reality if you do not include the basic worker in the testing, evaluation, and development phases. -MSG Beth Moore, in "Battle Lab NCOs." NCO Journal, Spring 1995, p. 12

As I travel around our Army, the one thing many NCOs and soldiers tell me is this: "When you talk with our leaders or commanders, ask them to listen to us. We know what we’re doing. We have the experience and all we want to do is be part of the plan and then show them what we know. They won’t be disappointed."... When we provide positive leadership, it allows for "active listening." And when we truly listen to our soldiers and NCOs, we find better ways to do things. -SMA Gene C. McKinney, "Meeting Leadership Challenges as a Team." Military Review, Jan-Feb 1996, p. 11

NCOs and soldiers will be invaluable in enhancing the Army of the future. The opportunity for them is to test concepts, to buy things right off the shelf, to test them and to try to get them into the force quickly to improve our capabilities.... Feedback from the soldiers helped us truly evaluate a piece of equipment, get changes made rapidly and get that into the system quickly.... The key for the noncommissioned officers will be to watch over their soldiers, allow them to use (new technologies) and really capture the feedback. -SMA Richard A. Kidd, in "Kidd’s Post Ties Run Deep." Fort Hood Sentinel, 4 May 1995, p. A12

Combined arms integration does not take place only at the brigade or battalion level. It takes place at the company and platoon, and that is where the sergeants have to translate tactical doctrine into specific actions to be taken by the soldiers. NCOs knowing doctrine are the key to battlefield coordination.... Doctrine continues to evolve. It changes in response to the developing threat and technology, but it also changes as we develop experience with fielded systems and discover what we can and cannot do. NCOs are at the front edge of field experience, and they need to provide the information the system needs to keep current.... Another way NCOs contribute to modernization...is by taking an objective look at the systems and organizations we have and recommending improvements. Sergeants need to commit themselves to being "part of the solution" and recommending how we can better do the job. -GEN Carl E. Vuono, Collected Works, 1991, pp. 24-25

Change and Dealing with Change

Change is not necessarily improvement. Before you change anything, weigh the cost of time and effort against the value of advantages to be gained. Changes which do not clearly contribute to the welfare of your men or the unit’s combat efficiency are merely idle exercise of authority. -SFC Forrest K. Kleinman, "Tips on Troop Leading." ARMY, Aug 1958, p. 43

Recommend changes to the system only after you have come to understand it. -SGM Dan Cragg, "To Noncoms on the Staff: Stay Loose; Keep in Shape." ARMY, Jan 1980, p. 50

One of the NCO’s principal responsibilities is to recognize the oncoming changes and anticipate how to prepare for them. -CSM William J. H. Peters, "From the TRADOC CSM." Army Trainer, Spring 1985, p. 26

Change, by its very nature, is disruptive. The disbandment of intact teams, the creation of new teams, and all the associated changes in procedures and reporting relationships can cause units which once functioned smoothly to lose effectiveness. To offset this, stress the things that will stay the same. Reassure soldiers that while some things are changing, others are not. You must present a clear, time-phased plan so troops can see they will soon be through the transition and things will return to normal. Units where officers and NCOs welcome change and the opportunity it brings will have the greatest success. -CSM Charles T. Tucker, "Adjusting to Change: The Leadership Challenge." Engineer, Spring 1986, p. 8

Every young soldier has heard the words, "Things are not what they used to be," from his seniors and from the older soldier and very often it is a good job they are not! -RSM John Holbrook, in On the Word of Command, 1990, p. 154

Change is inevitable; those who approach change as a challenge rather than as an obstacle will be the ones who succeed. -SGM Thomas E. Stangel, "The Challenge of Change." Army Communicator, Summer 1994, p. 33

I’ve been in this Army in three wars. The Army has always been changing, and I’ve always changed with it. I’m still running the Army. -a 1SG, in Guardians of the Republic: A History of the Noncommissioned Officer Corps of the U.S. Army, 1994, p. 378

Dealing with Frustration

You must create a climate of understanding that allows soldiers to express their frustrations and apprehensions. This does not mean you should tolerate lack of discipline. But soldiers need opportunities to air their concerns. -CSM Charles T. Tucker, "Adjusting to Change: The Leadership Challenge." Engineer, Spring 1986, p. 8

Soldiers need outlets for their gripes, and if they can pick up a paper and see somebody griping for them they go back to work feeling better. -Bill Mauldin, The Brass Ring, 1971, p. 93

When we leaders get wrapped up in our work, or when tasks begin to pile high, we need to realize that SFCs, 1SGs, CSMs, LTs, or CPTs of the future are in are own organization. -CPT Donald H. Hutson and 1SG William H. Anderson, "The Role of Role Reversal." Army Trainer, Fall 1993, p. 47

Those were good days and we didn’t have sense enough to know it. We bitched about everything. -SGT Henry Giles, WWII, The G.I. Journal of Sergeant Giles, p. 81

Constant griping is a form of morale sabotage. It weakens your authority and in time can rot away the discipline of your unit. -The Noncom’s Guide, 1948, p. 18

Stress is based on your perception of a situation. For instance, have you ever stopped at a red light and gotten upset because you were running late? If your answer is yes, you are probably among the millions of Americans who let minor irritations stress them out. One way to prevent this is to understand that we make conscious choices to get upset in these situations. Each of us is in control of our perceptions, and we can choose to respond positively or negatively to our environment. When something happens in our lives, we have a decision to make. We must ask, "How will I let this affect me?" Our choice is that we can either get upset at all of the red lights in the world, or we can accept them and make plans to compensate for them (like leaving a little earlier). As someone once said, life is only 10 percent of what happens and 90 percent of the way you respond to it.... By practicing time management skills such as planning and prioritizing you can overcome the stress associated with having too much to do, and not enough time to do it in. -MSG Bruce W. Barnes, "Health and Stress Management." Recruiter, Nov 1995, pp. 12, 13

If you get one thing done a day, you’re doing well. -Platoon Sergeant Edwin L. Lindquist, in Command, Leadership, and Effective Staff Support, 1996, p. 99

When you as a National Guardsman get frustrated, rub the figure of the Minuteman on the National Guard coin and remember that since December 13, 1636, the beginning of the American National Guard, others have felt the same. -CSM Larry Pence, National Guard CSM, in A Treasury of NCO Quotations, 1997, no page number

Good Admin Support

To get anything done you’ve got to have a good admin support structure in place. -Michelle A. Davis (NCO family member), in Command, Leadership, and Effective Staff Support, 1996, p. 73

The quickest way to change the attitudes of those outside the unit from negative to positive is to meet all those suspense dates from "higher." What followed, in every instance, was cooperation and assistance from "higher" in improving the unit. Because they got what they wanted, I got what I needed. -CSM John W. Gillis, "Additional Thoughts." Armor, Nov-Dec 1982, p. 7

Paperwork is only a means to an end. -Handbook and Manual for the Noncommissioned Officer, 1952, p. 19

If paper-work momentum is lost, unit efficiency will run a parallel downward track. -MSG Terry Dow, "The Battalion S1 Project: Mastering the Army Paperwork Load." Army Trainer, Winter 1988, p. 35

Few documents that originate at company level should have to be typewritten. Fill-in-the-blanks and handwritten reports should be used for the most part. -CSM William J. Cronin, "The First Sergeant." Infantry, Nov-Dec 1981, p. 41

Instead of tracking VC and NVA through the jungles of Vietnam, I was tracking paper through the jungles of bureaucracy.... I knew it was an important job and...I quickly learned how to shuffle that paper and make it come out the way I wanted. -MSG Roy Benavidez, Medal of Honor, 1995, pp. 99, 100

[Clerks] of Bandes ought to be men of sober and wise behaviour, perfect in accounts: for that hee is to take the names of every Souldiour, serving under his Captaines colours. He is to be carefull in keeping of his accounts, between his Captaine and the Souldiours, and to see that every Souldiour have his pay well and truely payd, and to provide them all thinges necessary, and especially in time of sicknes: the which will be a great credite, both to himselfe and his Captaine, and the onely way to winne the heartes of his Souldiers. -Approved Order of Martiall Discipline, 1591, p. 16

Good Personnel Support

The S1 is involved with so many areas that affect soldiers that there are always ways, if you just look, that you can make things better for the unit. -MSG Alma Pinckney, in Command, Leadership, and Effective Staff Support, 1996, p. 44

Our military establishment [must have] high pay...particularly for the noncommissioned officers who furnish morale and leadership of our straight combat units. -GA George C. Marshall, 1940, Selected Speeches and Statements, p. 65

If you want [noncommissioned officers] you must be willing to pay for them.... Let long deferred justice be done him. We do not ask it for the sake of the non-commissioned officer himself, although much might be said on that score. We ask it solely for the improvement of the service, for the benefit of the people of the United States, for whom the Army is maintained. -MAJ W. P. Evans, Ass’t Adjutant General, "Pay of Non-Commissioned Officers." Journal of the Military Service Institution of the United States, Mar-Apr 1904, pp. 278, 279

Men like to know that their pay accounts and individual records are correct and that their allotments are going through on schedule. These matters are very personal to a man and affect his confidence in his unit. -DA Pam 350-12, Guide for Squad Leaders, 1967, p. 35

You can help your soldiers, the PAC, and Finance by being alert to the events that affect pay entitlements. Did the soldier get married or divorced, have a child, or move to a new off-post house? Did the soldier recently get a meal card or get permission from the commander for separate rations? Chances are, if anyone in the NCO support channel or chain of command knows something like this happened, you do. You can fulfill your role as a leader simply by asking questions like, "Specialist Jones, have you taken your marriage license to PAC yet?" or "Private Smith, did your rent amount change when you moved?" Inquiries like these might make the difference between your soldier being paid on-time and the inevitable alternative: "Sergeant, I need to go to Finance this afternoon because my pay is all messed up." -SGM Richard L. Barnes, "$$ & $ense." NCO Journal, Winter 1996, p. 19

Never let the sun set on an unpaid man. -DA Pam 350-13, Guide for Platoon Sergeants, 1967, p. 4

The clerk must never forget he works for the man below as well as the one above. -MSG Gerald L. Crumley, "Treadmill to Frustration." ARMY, Apr 1961, p. 76

[NCOs] need to keep one copy of everything that has ever happened to them while in the service. If their file gets lost, they will have a backup copy. -SPC Ena Faulkner, in "Promotion Packets." EurArmy, Jan 1991, p. 29

As the date for going "wheels up" [for Desert Storm] quickly approached, it became obvious that numerous considerations in the personnel arena could not be left to chance, and if neglected, neither a high degree of training nor large amounts of high-tech weaponry could offset a lack of focus in the "people department."... As our soldiers began processing through the different stations [for deployment] many of them had neglected their personal affairs and were now hard-pressed to make quick decisions. A lot of time and energy was expended on completion of personal affairs and updating many of the things the soldiers’ leaders should have been checking on a recurring basis: replacement of missing identification tags, update of shot records, "last-minute" dental work, and ordering of prescription lens inserts for protective masks. -MSG Gregory A. Drake, in Personal Perspectives on the Gulf War, 1993, pp. 19, 20

Good Logistical Support

Service troops in Infantry divisions are combat troops in the full sense of the word. -What the Soldier Thinks: A Monthly Digest of War Department Studies on the Attitudes of American Troops, WWII, Sep 1944, p. 12

Don’t forget that the primary business of the Subsistence Department is to supply the troops- and remember that the Subsistence Department exists for the convenience of the troops and that the troops do not exist for the convenience of the Subsistence Department. -Noncommissioned Officers’ Manual, 1909, p. 137

[The Quartermaster Sergeant should] be courteous, obliging, and tactful with everybody- it will cost you nothing and will gain you the confidence, esteem, and goodwill of all with whom you come in contact.... Study all the time for methods to supply the troops with everything they require without any effort or thought on their part or without calling on them for assistance.... Our aim should be to grant every legitimate request for supplies, services, or materials made by officers and men of the Regiment. Don’t haggle over technicalities or compliance with forms. Remember that the troops have to devote their time, thoughts, and energies to training for field service. If the officers and men of the line do all the legitimate work expected of them, they have not the time to inform themselves sufficiently in the multitude of details, forms, etc., to enable them to prepare correctly all the papers connected with the question of obtaining and accounting for supplies. Papers going to higher authority must comply with all requirements. But this is not necessary when they stop in the Supply Office. All that this office requires is to be told what is wanted. -Noncommissioned Officers’ Manual, 1917, p. 141

The shop supply of any unit is one of the most important and critical elements of the direct support company’s mission. The entire maintenance mission may hinge on how well the company’s supply element performs its shop supply functions. -SFC Donald R. Wheeler, "Shop Supply Basics." Army Logistician, May-Jun 1982, p. 6

[NCOs in the Quartermaster Corps] must be competent and understand their job responsibilities. They must know how critical they are to the overall mission and accomplishments of the Army. They must demonstrate their competency and ability as total soldiers. We have to do that because so often we are the only one in an organization. If that one fails, we’re left totally unsupported. -CSM Charles E. Webster, "Changes in the Quartermaster Corps." Army Trainer, Fall 1989, p. 52

Good Post Support

When the first sergeant has completed his schedule and taken care of all his responsibilities, he has usually put in a 13-hour day. This does not include his social obligations. Further, the first sergeant himself must realize that this schedule leaves him little time for his wife and children and that he must plan his time away from the job as carefully as he plans his time doing it.... The first sergeant [must] keep in touch with certain key people.... The key people include not only the ones in the company; it includes people and agencies all over the post whose services are required, if the needs of the soldiers are to be properly met. The first sergeant must have the names and phone numbers of all of these people and agencies, and he should visit with them periodically. Some of these agencies are the Red Cross, the Education Center, the chaplain, Army Community Services, and the family housing office. -CSM William J. Cronin, "The First Sergeant." Infantry, Nov-Dec 1981, p. 41

Our medical system is one of the finest in the world. It’s up to every NCO to support this system and make it work. If you don’t know the sergeant major at your hospital or the NCOIC at your Troop Medical Clinic, call them, visit them. Talk to them, sergeant-to-sergeant, about your soldiers’ medical care. Invite them to talk to your soldiers and their families about Army medical care. That’s sergeant’s business. -SMA Glen E. Morrell, "Sergeant to Sergeant." Sergeants’ Business, May-Jun 1986, p. 3

Dealing with and Reducing Bureaucracy

Don’t develop any more programs. Look at the program barriers- hours, rules, paperwork, bureaucratic procedures- that get in an NCO’s way toward helping his subordinates overcome problems. -MACOM CSM consensus, NCOPD Study, Vol 2, 1986, p. A-13

The young soldier down in the motor pool is adrift on a paper sea. Just telling him to "put in a 1049" is tantamount to saying "No!" He doesn’t know where to begin. -SGM Robert B. Begg, "Sergeant Major." ARMY, Jan 1966, p. 39

Don’t stop at the first "no." As a minimum you can begin by asking who can grant exceptions. -COL David Reaney (former NCO), in Command, Leadership, and Effective Staff Support, 1996, p. 11

[During Desert Shield and Desert Storm, LTG William Pagonis, the 22d SUPCOM CDR] relied heavily on trusted agents- soldiers whom he personally knew and in whom he had total confidence. He used his team as an extension of himself. Although they were not necessarily high-ranking- many were sergeants- each was skilled in a particular logistical function and was empowered to act alone in order to cut through red tape and fix a problem on the spot. -BG Robert H. Scales, Certain Victory, 1994, p. 61

[Methods SGM George E. Loikow, the Chief of Staff's admin assistant, uses to increase efficiency for the Chief of Staff: He places] action papers, pen set, appointment and memo pads in precisely the accustomed places so that not a second of General [Earle] Wheeler's time will be wasted by an unnecessary glance or move.... Atop each staff study and document is a one page digest, giving the gist of the problem or subject involved and the action required.... Replies to routine personal correspondence are drafted by Sergeant Major Loikow and attached to letters before General Wheeler reads them- a time-saving procedure. -LTC Forrest K. Kleinman, "Sergeant Major at the Top." ARMY, Jan 1963, pp. 26, 27

Never underestimate the power of a single individual in a bureaucratic maze such as the United States Army. -GEN Maxwell Thurman, in USACGSC RB 22-2, The Commander's "Link", 1983, p. 64

Citizens everywhere, and especially soldiers, should remember that entrenched bureaucracy, whatever the level, can be overcome.... You’ve got to stick to it, be polite but firm, and just not take no for an answer. -SMA William G. Bainbridge, Top Sergeant, 1995, pp. 191, 85

President Lincoln Cuts Through Red Tape (An Example of How Important It Is That the Staff Does Its Job, So That the Commander- or the Commander-in-Chief- Doesn’t Have to Do the Staff’s Job)

[During the Civil War, the Twenty-seventh Missouri Mounted Infantry Regiment had been fighting with the Union Army for five months, receiving only rations and clothing. After all efforts to correct the problem failed, LT Samuel Hall was sent to Washington, D.C. to try to straighten the matter out and get the unit on same footing as other regular volunteer units. After several more unsuccessful attempts to get through the bureaucracy, Mr. William Wilkerson said to him], "Write out the statement you have given me as briefly as possible without omitting the main points, come to me in the morning at eight o’clock and I will tell you what to do.... When you have completed your statement write an order just such as you want issued from the Secretary of War."