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The Army Basic Branches
INFANTRY
The Infantry is the foundation of the Army's fighting strength. The Infantry also offers one of the biggest opportunities for leadership in the Army.
ARMOR
The Armor Branch is one of the Army's most versatile combat arms, and is continually evolving to meet worldwide challenges.
FIELD ARTILLERY
Uses the latest computer and laser technology. In this branch, you learn about high-tech cannons, rockets, and missiles.
AIR DEFENSE ARTILLERY
The Air Defense Artillery officer is highly involved in Aerospace technology.
AVIATION
Army Aviation has highly sophisticated equipment and technology and has more aircraft and pilots than either the Navy or the Air Force.
CORPS OF ENGINEERS
The Corps of Engineers offers many opportunities in fields such as civil works, military construction, environmental engineering and other specialties.
MILITARY POLICE CORPS
The Military Police manages law enforcement, criminal investigation, and counter-terrorism activities.
MILITARY INTELLIGENCE
Military Intelligence involves electronic warfare, counter-intelligence, classified security, and surveillance.
SIGNAL CORPS
Manages satellite, microwave, and laser technology to produce the most sophisticated communication network in the world.
CHEMICAL CORPS
Chemical Corps officers possess expertise in radiological, biological, chemical, and environmental technologies.
ADJUTANT GENERAL'S CORPS
The Adjutant General's Corps directs personnel management systems that impact unit readiness, morale, and soldier career satisfaction.
TRANSPORTATION CORPS
The Transportation Corps is the Spearhead of Logistics. The primary task is to manage transportation flow of people and equipment.
FINANCE CORPS
The primary mission of the Finance Corps is to sustain the combat soldier and commander in the field with timely and accurate finance and accounting support.
JUDGE ADVOCATE GENERAL'S CORPS
This branch provides legal services for the Army and its soldiers and serves as prosecutors and defense attorneys for criminal trials.
CHAPLAINS CORPS
Army chaplains provide religious services and counseling, morale enhancement and other support to soldiers in the field and in garrison, as well as their families.
ARMY HEALTH CARE SYSTEM
Includes Medical Corps, Army Nurse Corps, Army Dental Corps, Medical Service Corps, Veterinary Corps, and Army Medical Specialist Corps.
QUARTERMASTER CORPS
Plans and directs activities which provide soldiers with food, water, petroleum, repair parts, weapons systems and field services.
ORDNANCE CORPS
Manages development of new systems, and provides systems to keep the most advanced equipment in the hands of the commanders in the field.
OthersThe Responsibility and Authority Between Superiors and Subordinates.
The Responsibility and Authority Between Superiors and Subordinates.
Responsibility and authority form the basis of the relationship between superiors and subordinates, and the focus is primarily mission accomplishment. The basis of the relationship is-
-the responsibility of the subordinate to the superior for work to be done, and for conduct.
-the responsibility of the superior for the completion of the overall mission, including the completion and quality of the subordinate's work, and the subordinate's conduct, welfare, and development. The superior has authority over the subordinate because of this responsibility.
However, though the primary relationship between a superior and a subordinate is one of responsibility and authority, and the focus is primarily mission accomplishment, leaders also have important roles in addition to the primary relationship, such as to mentor and teach. These are important responsibilities, but the primary function remains responsibility to accomplish a mission.
"Leadership is a relationship between leader and led..." DA Pam 600-15, 1968, p. 7
"Strong bonds are needed to build commitment, esprit, and confidence necessary for mission accomplishment and human self-fulfillment." AR 600-20, 1988, p. 11
What is really needed is to "have a love affair...with his/her organization..." MG Perry Smith, Taking Charge, p. 187
"The human dimension must undergird all of our efforts- it's the essential ingredient that makes the difference in peace or war." Gen Wickham, p. 106
"Above all else, the stewardship of people is the critical dimension..." Gen Wickham, p. 246
"Looking back over 35 years as an officer, as leader and led, I have often times 'taken pulse' on how I thought I was doing. There were times when I didn't quite measure up to the high standard of personal and professional excellence that I had set for myself, times when I knew I had to work harder to improve myself. You know how I could tell? I could see it in the eyes of those around me." "You can fool bosses, and at times even peers, but you can't fool your subordinates. Look into their eyes- you'll really learn something." Gen Wickham, p. 117
The Need for Mutual Respect as the Basis for the Relationship Between Superiors and Subordinates (and all relationships). Mutual respect and understanding is the proper and most effective relationship between superiors and subordinates. The basis of this respect comes from understanding and valuing the responsibilities and duties at different grades and positions.
"Respect is basic to all human relationships." FM 22-100, 1983, p. 79
"Respect...must mutually exist...before leadership can be exercised." TGGS Special Text No. 1, 1949, p. 3. "The relationships within our Army should be based upon intimate understanding..." S. L. A. Marshall, Men Against Fire, p. 155
"As the leader, you must respect your soldiers and have their respect." FM 22-100, 1983, p. 79. "Subordinates have a right to expect....consideration due them as mature, professional soldiers." TGGS Special Text No. 1, 1949, p. 5. "Soldiers must honor and respect their comrades and their subordinates." Gen Meyer, p. 208
"It is...more gratifying to an officer to command men whose conduct is dictated by honour than those who are only held in obedience by the fear of punishment. We may add that there is also a greater security." Count Lancelot Turpin de Crisse, 1754, C&D, p. 142
"Belief in the Army's concern for individual welfare is related to respect for leaders." "Few men can divorce their respect for their officers from their belief in the Army's concern for the welfare of the individual soldier." What The Soldier Thinks, Dec 1943, p. 7
"Orders...1908: Lance Corporal. Private John A. Smith is hereby appointed lance corporal. He will be obeyed and respected accordingly." The Noncommissioned Officers' Manual, 1909, p. 33
"Men admire a strict officer if he is also just." TGGS Special Text No. 1, 1949, p. 5. This shows respect for values, standards, and for others- for maintaining standards means readiness and the best chance for success and survival.
"Strong friendships, strong marriages, and strong units are based on respect." FM 22-100, 1983, p. 79
"Of course, fear of a tyrannical leader does motivate people, but not as much as respect and admiration for an inspirational leader who brings forth the inner strength of men and women who must face great challenges and possible sacrifice." Gen Wickham, p. 286
This respect gives strength: "The basic proposition of the worth and dignity of man is not a sentimental aspiration or a vain hope or a piece of rhetoric. It is the strongest, the most creative force now present in this world." Harry Truman, TMFM, p. 7
Disrespect. "The more [an officer] lowers a soldier's self-esteem, the less consideration he earns for himself." Count Lancelot Turpin de Crisse, 1754, C&D, pp. 141,142
"Swearing directly at men by their superiors is bitterly resented. They are not only affronted, they are humiliated. For their self-respect has been attacked, and military discipline prevents and frustrates the usually strong desire to retaliate, or at least to speak up forcibly in protest. They feel, and rightly so, that the superior has taken unfair advantage of his authority." DA Pam 22-1, 1948, p. 17
"The same applies to any immoderate language." "The more or less impersonal point at issue is lost, and the matter becomes a mental clash between individuals." DA Pam 22-1, 1948, p. 18
"Threats of punishment and coercive methods [may appear to be effective motivators in peacetime but] your soldiers will sense your lack of respect for them as equal human beings. Your beliefs and values will become obvious to soldiers from the way you look at them, talk to them, give them orders, and reprimand them. People resent a lack of respect and will respond with that same disrespect. Troops cannot openly show disrespect for leaders who treat them in this way. Instead, they keep the resentment inside and get back at such leaders by doing only what is necessary to avoid punishment." FM 22-100, 1983, pp. 60,61
"From the time of the Colonies, this country has despised press gangs, floggings, martinetism, and all of the other Old World military practices which demeaned the rank and file. Its military system was founded on the dignity of man, just as was its Constitution. The system has sought ever since to advance itself by appealing to the higher nature of the individual." The Armed Forces Officer, 1950, p. 4
"Authority will impose its weight by the professional competence of leaders at all echelons rather than by the arbitrary or despotic methods of martinets." AR 600-20, 1962, p. 13
"Do not assume the attitude that 'I am monarch of all I survey.'" DA Pam 22-1, 1948, p. 42
"Privileges...are granted only to further the better execution of duties and responsibilities." DA Pam 22-1, 1948, p. 36
"There is a reciprocity due in privilege- the privilege of service." Gen Meyer, p. 205, paraphrased
"As a leader....you are not given authority, status, and position as a personal reward to enjoy in comfort. You are given them so that you may be of greater service to your subordinates, your unit, and your country." FM 22-100, 1983, p. 89
Courtesy. "Courtesy among military men is indispensable to discipline." Officers' Manual, 1906, p. 30
"Discipline...pervades the life of the soldier from the courtesies of daily association to the assault on the battlefield." DA Pam 22-1, 1948, p. 39
"Someone once compared politeness to an air cushion. He said that there was nothing in it, but that it eased the joints of human contact wonderfully." DA Pam 22-1, 1948, p. 14
"Military command is as much a practice of human relations as it is a science of tactics and a knowledge of logistics." Gen Bradley, A Soldier's Story, p. viii
"In the field of human relations [tact] is the ability to say and do the proper thing at the proper time in such a way that a responsive chord is touched." DA Pam 22-1, 1948, p. 12
"Military authority will be exercised with...courtesy." AR 600-20, 1962, p. 13
"Subordinates are usually more tactful to leaders than leaders are toward subordinates. The junior recognizes that antagonizing his superior will bring results which are likely to be immediate and unpleasant, and certainly disadvantageous to himself." DA Pam 22-1, 1948, p. 13
"Courtesy starts at the top, in the dealing of any officer with his subordinates..." The Armed Forces Officer, 1950, p. 258
"Always greet a soldier as you return a salute." Col Philip Merrick
"The Washington Star of 14 April 1981...had a great one-picture summary of General Bradley. It was a cartoon by Bill Mauldin, in which he had General Bradley sitting in the front seat of a jeep. Of course, there were his famous Soldier characters, Willie and Joe, who Mauldin used to convey very fundamental things about what soldiering was all about. He did it very well. In this cartoon, he had General Bradley sitting in the front seat of the jeep, with four stars on the license plate. Willie is saying to Joe, 'he can't be a general.' He said, 'please.'" Gen Meyer, p. 195
Courtesy is practical:
"Energy spent in courtesy is well-invested. Courtesy is contagious." anonymous
"Politeness...brings good returns." Officers' Manual, 1906, p. 252
Listening. "Listening is a form of loyalty." Gen Wickham, p. 118." To hear a subordinate's story is to learn from him." FM 16-100, 1961, p. 37
"Encourage and listen well to the words of your subordinates. It is well known that gold lies hidden underground." Nabeshima Naoshige, 1538-1618, WW, p. 409
"Soldiers listen to leaders who listen to them." FM 22-100, 1990, p. 5. "[An] important factor in building cohesion centers on the frequency leaders talk to soldiers." CSM Ron Semon and LTC Cole Kingseed, The NCO Journal, Winter 1993, p. 4
"You need to listen to your subordinates on two levels: what they're telling you, and what they're not telling you." LTC Charles Beck
"For the unit to succeed you need your subordinates' input. To get this input you have to create the atmosphere conducive for this feedback." LTC Charles Beck
"Listen to what soldiers have to say- they'll tell you everything if you listen openly. Criticize and they'll clam up. Ask what isn't working about programs even if company statistics indicate that they are running well. Soldier comments often provide insight into ways to improve things to save time and make things more meaningful." LTC David Reaney. "Sparks of brilliance." SGM Robert Rush, The Squad After Action Review, 1995
"An officer can expect the same attention from his men that he gives them..." TGGS Special Text No. 1, 1949, p. 6
"Interpret all information received from subordinates in the light of their individual traits. The situation will not always be as good or as bad as information from them will indicate. Their plans, orders, actions, and reports will reflect their temperament." FM 22-100, 1953, p. 61
"A leader should always look for contrasting views." "A leader also should talk to people who may not like the tentative decision to find out what their opposing views might be." MG Perry Smith, Taking Charge, p. 13. We need these views: "We often see things not as they are, but as we are." Secretary of the Air Force Dr. Sheila Widnall
"There is within all men a strong desire to do things their own way and to express that desire in words. It is fortunate, then, that there are few commanders who fail to listen to the suggestions of their subordinates." DA Pam 22-1, 1948, p. 23
"A notebook not only helps you see and hear, but it also helps you listen inwardly." Gen Wickham, p. 335
Communicating. "Communications dominate war; broadly considered they are the most important single element in strategy, political or military." Alfred Mahan, quoted by Gen Meyer, p. 215
"You must communicate your intent so that your soldiers are able to understand the desired outcome clearly." FM 22-100, 1990, p. 46
"An order that can be misunderstood will be misunderstood." Helmuth von Moltke, DMNQ, p. 226. "Simplicity increases understanding." LTC Robert Wolfenden
"Short sentences are easily understood." FM 100-5, 1949, p. 28
"The more urgent the situation, the greater is the need of conciseness." FM 100-5, 1949, p. 28
"When circumstances permit, write out a message to prevent a change in its content or meaning. Writing forces you to complete your thoughts and to express them accurately." FM 22-100, 1983, p. 197
"A person's frame of reference governs the way he thinks, plans, and acts." "People tend to make the mistake of communicating from their own situations and frameworks, rather than to the framework of the [other] person. Before communicating, take a moment to think. How would you interpret the message and how would it make you feel? This is an important, often neglected step to good communication." FM 22-100, 1983, pp. 192,197
"Too often we place the burden of comprehension on those at a different level from us, assuming the existence of a common language and motivation." Gen Meyer, p. 88, paraphrased
"Leaders must use several channels of communication. They must repeat themselves. They must constantly check to ensure that information is flowing accurately up and down the chain of command from battalion headquarters to the individual soldier and from the soldier back to battalion headquarters." FM 22-100, 1983, p. 187
"Use several channels of communication and repeat important communications. [Some channels include]:
-Announcements.
-Chain of command.
-Informal groups.
-Informal conversations or feedback sessions.
-Communicate to key subordinate leaders at one time.
-Ensure that all soldiers are completely informed on the object (mission)." FM 22-100, 1983, pp. 198,199
"Feedback is a form of communication." "Consider the person's situation and try to express your feedback so that he will understand it and consider it." "Be tactful but candid." "Be as specific as possible [but constructive with] recommendations." FM 22-100, 1983, pp. 288,289
Trust. "To get the best out of your men, they must feel that you are their real leader and must know that they can depend upon you." General of the Armies John J. Pershing, to the officers of the 1st Division, 1917, TGGS Special Text No. 1, 1949, p. 67
"In stressful situations soldiers want to follow leaders whom they trust and who provide them strength, inspiration, and guidance. They trust their lives to their military leaders based on their assessment of whether or not the leader has strong character traits, such as courage, candor, competence, and commitment." FM 22-100, 1983, p. 109
"You trust someone when you feel that they are supportive of you- they keep their word, they care about you, understand you, and want to help you. It takes time to build trust. People do not trust each other until they have had time to get to know each other's motives, values, character, knowledge, and skills. Building trust between people is a slow and delicate process." FM 22-100, 1983, pp. 193,194
"If the bond of trust is injured, the wound must be quickly identified and treated by both people. The cure is for both people to communicate openly about the cause and cure of the injury. If this is not done, the bond of trust may become irreparably severed." FM 22-100, 1983, p. 194
Soldiers trust people who believe in and will always try to do the right thing.
"Trust is the cornerstone of loyalty. If our subordinates, comrades, and superiors trust us, loyalty follows easily." Gen Wickham, p. 191.Trust is essential to develop cohesion.
"Loyalty from the top down is even more necessary..." Gen Patton, War As I Knew It, p. 366
"Leadership is built on trust, and trust is built on integrity." FM 100-1, 1991, p. 15
"Integrity provides a way of life." AR 600-20, 1988, p. 11
"Leadership is...a value which is entrusted to the superior by the subordinate. It embodies an emotional, often spiritual, investment by the subordinate in his superior, a gift of trust. To a great extent, the subordinate defines the conditions under which trust is given. He prescribes those qualities, characteristics, and values his superior must possess in order to be accepted as his leader." MG Perry Smith, Taking Charge, p. 152
The trust a superior can give a subordinate is also a gift. Once given, this trust gives strength.
Humor. "Readiness, obedience, and a sense of humor are the virtues of a soldier." Brasidas of Sparta: Speech to the Lacadaemonian Army, battle of Amphipolis, 422 BC, DMNQ, p. 297
"Senior people need a sense of humility and humor as they execute their...duties." Gen Wickham, p. xviii
"Part of that business of living in this environment that we work with is to maintain a sense of perspective and a sense of humor." "A sense of perspective and a sense of humor brings the most out of a unit." Gen Wickham, p. 331, paraphrased
"You have to have integrity in the Army, but you also need a sense of humor to deal with the problems involved with accomplishing the mission and taking care of soldiers." 1SG Stephen Bunting
"One time we were up in New York City. Jim Schlesinger [the Secretary of Defense] went up there to make a speech to the Council on Foreign Relations. On the way back that night....he looked at me and said, 'John, what did you think of that speech and the questions and answers up there?' I looked right back at him and said, 'The speech was okay, but my golly, the answers to the questions were interminably long. Everybody was asleep, including me.' Schlesinger looked over at me beady eyed and he said, 'Wickham, you can be easily replaced.'" Gen Wickham, p. 334
"When I was first assigned to the 25th Armored Rifle Battalion, the commander had been in the Army a long period of time. But he hadn't learned very well how to remember things, so he used to jot down notes on 3x5 cards. Whenever he'd get up to speak, he'd always use these 3x5 cards. We were having our first Hail and Farewell and he was saying goodbye to his Adjutant who, at that time, had been his Adjutant for four and a half years. He said, 'We're gathered together tonight to say goodbye to er- (glancing down at his cards)- Major and Mrs. Smith. Major Smith has been my, er (glancing down at his cards)- Adjutant- for the last, er (glancing down at his cards)- four and a half years. While he was the, er (glancing down at his cards)- adjutant- he did, er (again glancing down at his cards)- a very good job. He's going off to, er, (once again, glancing down at his cards)- Ft. Lewis, Washington. He goes with our best wishes and those of our Lord, er (finally, a last glance at his cards)- Jesus Christ.' [The lights went out briefly at this point.] I'm sorry Father, and you too, Lord...." Gen Meyer, p. 29
"Laughter is a revivifying force and a people who can laugh often and easily is a people fitted for endurance." Pearl S. Buck, China As I See It, Jul 1941, regarding one of the strengths of China during WWII, p. 142. Humor adds a great deal to the enjoyment of work. Science has proven that laughing makes people healthier.
"He who laughs, lasts." anonymous
NCO Leadership. "On [the] battlefield, the difference between victory and defeat very likely will be the leadership of NCOs." Gen Wickham, p. 75
"NCOs directly supervise more than 80 percent of the soldiers in the Army." FM 22-600-20, 1986, p. 8. "NCOs focus on those things that touch soldiers most directly." TRADOC Pam 525-100-4, 1994, p. 7, paraphrased
"[Soldiers] look up to you for inspiration and for examples." Gen Wickham, p. 190. "After all, professionalism is contagious." SFC Gary Ogden, The NCO Journal, Winter 1993, p. 22
"Never sidestep a chance to work with a soldier; if you're busy, set up an appointment for later. If you can't do this, or if you get tired of it, it's time for you to go." CSM John Woodyard, The NCO Journal, Summer 1993, p. 18
"This nation and its families entrust their sons and daughters...to our care. We accept the awesome responsibility of shaping their lives, of teaching them..." "Help them to catch the values of the Army Ethic: loyalty, duty, selfless service, and integrity." Gen Wickham, p. 193
"The effective noncommissioned officer is one who is looked upon by his soldiers with professional respect, because he provides them with sound information on how to do the job, how to handle the equipment, how to perform tactically, how to cope with 'the system,' because he teaches them. Building on that confidence, those soldiers will seek their sergeant's counsel on matters more stressful and more personal. The resulting soldier/sergeant relationships are essential elements in building cohesive units- units that will hang together and perform aggressively and successfully on the...battlefield." Gen Wickham, p. 75
"The whole Army looks to its sergeants." Gen Sullivan, The NCO Journal, Winter 1994, p. 8. "Soldiers go where their sergeants lead them." 1SG Pedro Olivari, quoted by CSM J. D. Pendry, The NCO Journal, Spring 1995, p. 5
"The Army can only be as excellent as its NCO Corps." Gen Wickham, p. 17. "The toughest job is at the unit level- at the company commander's level, the first sergeant's level, the platoon sergeant's level..." Gen Wickham, p. 342
"Noncommissioned officers...are the heart of the infantry." Marshal de Saxe, 1732, Reveries, p. 215
"It is difficult to be a good noncommissioned officer. If it had been easy, they would have given it to the officer corps." SMA William A. Connelly, The Sergeants Major of the Army: On Leadership and the Profession of Arms, p. 21
NCOs Executing. "[NCOs] translate missions from theory into reality." Gen Wickham, p. 75
"If the senior NCOs were attuned to the commander's intent, understood what he really wanted to do, and had a good support channel working, that freed the commander to focus on the battle." lesson learned from Desert Storm, TRADOC Pam 525-100-4, 1994, p. 15
"Effective NCOs enable commanders to command!" TRADOC Pam 525-100-4, 1994, p. 17. "Often it's the NCOs' initiative that determines the outcome of the battle." CSM Jerry Alley, NTC CSM, The NCO Journal, Summer 1991, p. 12
"Develop a good relationship with your Command Sergeant Major....listen to what he has to say. He probably knows more about the Army than you do. He clearly knows more about soldiers than you do. And he clearly knows a lot more about how to get things done through the NCO chain than you or I do." Gen Wickham, p. 335
"Although we no longer carry our colors into battle to rally our units, by tradition we entrust the responsibility for their safeguarding, care, and display to you the senior NCOs of the Army. Symbolically, then, by that charge, we have placed in your hands the spirit of the Army through the regiments those colors represent." Gen Wickham, p. 190
"The choice of non-commissioned officers is an object of the greatest importance: The order and discipline of a regiment depends so much upon their behavior, that too much care cannot be taken in preferring none to that trust but those who by their merit and good conduct are entitled to it." MG Baron von Steuben, quoted by Gen Wickham, p. 143
"NCOs are responsible for assisting and advising officers in carrying out their duties. They must also stand ready to assume the responsibilities of the officers." FM 22-100, 1983, p. 240. An example: "NCOs filled all staff positions in the 743d MI Bn except for the XO and the S3, and they moved an entire Army intelligence system by their efforts. They met immediate and day-to-day requirements, created systems to effectively manage these requirements, developed basic battalion programs, and at the same time developed the unit's world-wide and one-of-a-kind mission. They impacted national security and created a momentum that continued beyond their presence in the unit. These NCOs included CSM James Kumpost, SFC Joseph Harvey, SFC Luther Lockhart, SFC Alma Pinckney, SFC Arnold Taylor, SSG Stephen Asher, SSG John Carson, SSG Evelyn Dailey Hillman, SSG Donald Ervin, SSG Landy Flowers, SSG John McNally, SSG Michael Smith, SGT Stefanie January, SGT William Persinger, and SGT Kevin Reed. Though not on the staff, the contributions of 1SG Stephen Bunting, 1SG John Flanagan, 1SG David Spieles, and SGT Robert Truban were also invaluable to the development of the systems." MAJ M. M. Yamamoto
NCO and Officer Relationships. "Officers are responsible for helping, supervising, and ensuring that NCOs carry out their responsibilities. They cannot simply say, 'Oh, that's sergeant's business,' as if checking the maintenance of weapons, the quality of food, the correctness of foxholes, or the cleanliness of the barracks is somehow below their commissioned status. Officers should not do NCOs' work for them; however, they must ensure that NCOs have the guidance, resources, and assistance necessary to do their duties." FM 22-100, 1983, p. 240
"There is no such thing as exclusive sergeants' business or exclusive officers' business in the training area- it's all organizational business." LTG John Otjen
OFFICER RESPONSIBILITIES NCO RESPONSIBILITIES
The officer commands, establishes policy, plans and programs the work of the Army. The NCO conducts the daily business of the Army within established orders, directives, and policies.
The officer concentrates on collective training which will enable the unit to accomplish its mission. The NCO concentrates on individual and team training which develops the capability to accoomplish the mission.
The officer is primarily involved with unit operations, training, and related activities. The NCO is primarily involved with training individual soldiers and teams.
The officer concentrates on unit effectiveness and unit readiness. The NCO concentrates on each subordinate NCO and soldier and on the small teams of the unit- to ensure that each is well trained, highly motivated, ready, and functioning.
The officer pays particular attention to the standards of performance, training, and professional development of NCOs. The NCO concentrates on standards of performance, training, and professional development of NCOs and enlisted personnel.
The officer creates conditions- makes the time and other resources available- so the NCO can do his job. The NCO gets the job done."
FM 22-100, 1983, p. 241
Officers can gain valuable perspective on the NCO Corps and NCO concerns by reading The NCO Journal. NCOs need to encourage officers, especially young officers, to read them, and units need to keep them.
Developing Superiors. Subordinates and junior soldiers have a responsibility to develop their superiors:
"Leaders must lead upward, sideways and downward, not just downward." MG Perry Smith, article
"Leaders must deflect at least some of the bad guidance they get from above. It is being loyal to your boss and to the institution you serve to tell the bosses when they are wearing no clothes." MG Perry Smith, article
"A senior NCO can help a young lieutenant with a field problem or advise him about how to deal with soldier problems and how to care for soldiers." Gen Wickham, p. 295
"Every officer can relate his favorite story about how his platoon sergeant started his rite of passage as a lieutenant." Gen Wickham, p. 145
"Sometimes junior soldiers make the best teachers." FM 22-100, 1983, p. 149
Subordinates and junior soldiers can assist seniors:
"Interplay is a necessary process by which the doer and the first-line supervisor insure that tasks are being accomplished properly. This involves communication, coordination, teaching, advising, helping and supervising. We might visualize that when we don't know how to do a task we move into the sphere of another person, usually the first-line supervisor, for assistance. Responsibility for insuring interplay takes place lies with both the subordinate and the senior, and is a two-way street."
"Real world examples that are encountered yearly are newly commissioned officers reporting to their first platoon. They have received formal training but have little experience in the tasks they must perform. In keeping with the principle that they may not relinquish their tasks, the question is, 'How do they learn their job?' In this case, two things must take place. One, the platoon sergeant must move into the platoon leader's sphere and assist by teaching and advising. The new platoon leader has an equal responsibility to go to either the platoon sergeant or commander for assistance and teaching in order to learn how to properly accomplish the task belonging in his/her sphere."
"We have heard it said that the 'senior NCO must train the junior officer'; however, teaching and advising between officers and NCO's at all ranks is desirable, proper, and encouraged. In addition, this principle applies between two officers or two NCO's." FM 22-600-20 (Advance Copy), 1977, pp. 43,44
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