SSG RUSSO

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SSG RUSSO 54TH QM CO (MA)
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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
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RISK ASSESSMENT
TASK ID HAZARDS ASSESS HAZARDS
DEVELOP CONTROLS RES RISK IMPLEMENT CONTROLS
POSTED FIRE PLAN
SEE NEXT SLIDE
NCOPD
FIRE
L
L
TRIPPING HAZARD
L
MINIMIZE WIRES IN WALKWAYS
L
AVOID WIRES ON FLOOR LEADING TO OUTLETS
M
L
THREATCON
CHECK IDENTIFICATION FOR SOLDIERS ENTERING
BUILDING
APPOINT SOLDIER TO MONITOR ENTRANCE/EXIT TO
ENSURE ACCESS GRANTED TO AUTHORIZED PERSONNEL ONLY
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FIRE PLAN
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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

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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

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DUTIES, RESPONSIBILITIES, AND AUTHORITY

• DUTY Duties are things that must be done by
  virtue of position as a legal and moral
  obligation. NCOs 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), FMs, TMs, and ARTEPs. (I.E.,
  AR 600-20 mandates NCOs 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 NCOs 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 BDUs,
  and earrings at the Mall.

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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. NCOs 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 NCOs 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!

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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 NCOs
  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
  units 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 BDUs, walking with a cell
  phone head set, wrinkled uniform, and boots
  bloused to his ankles. What do you do?)

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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.

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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

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INSPECTIONS AND CORRECTIONS

• On the Spot Inspections Informal and
  unscheduled checks of a soldiers equipment, TA
  50, vehicle, or quarters. This may be something
  as simple as stopping to notice a soldiers 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.

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

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Warrant Officer Responsibilities

• Provides quality advice, counsel and solutions to
  support the command.
• Executes policy and manages the Armys system.
• Commands special-purpose units and task-organized
  operational elements.
• Focuses on collective, leader and individual
  training.
• Operates, maintains, administers, and manages the
  Armys equipment, support activities, and
  technical systems.
• Concentrates on unit effectiveness and readiness.
• Supports the NCO

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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 NCOs
  and enlisted soldiers.
• Follows orders of officers and NCOs in the
  support channel.
• Gets the job done!

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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 units 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 .

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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
NCOs, morale, training, pay, promotions and
quality of life for soldiers and their family
members.
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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 Majors
influence is usually limited to the areas
directly under their purview as a subject matter
expert in his/her field
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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 NCOs. The Master Sergeant is the
principle NCO in staff elements at battalion or
higher echelons.
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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.
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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 NCOs 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 NCOs are responsible for
every aspect of mission success.
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QUESTIONS
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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!