N o one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. I will not use my grade or position to attain pleasure, profit, or personal safety. C ompetence 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 tactically and technically 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 I 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.
O fficers 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!
N o man is more professional than I. I am a Noncommissioned Officer, a leader of men. My two basic responsibilities will always be uppermost in my mind— accomplishment of my mission and the welfare of my men. I will communicate consistently with my men and never leave them uninformed. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders of men.
Ballantine Books, NY p. Vuono, Chief of Staff, Department of the Army publication, p. F-2 -p. Merrick, phone conversation with Elder, Jan Phone conversation with Elder, 7 March 32 Ibid. Short History of the Specialist Rank. To be confident a leader must first be competent. Trust between soldiers and their leaders is based on the secure knowledge that the leader is competent.
In training, leaders must move beyond managing programs or directing the execution of operations. Our leaders must take the time to share with subordinates the benefit of experience and expertise. We must listen with equal attention to our superiors and our subordinates. As leaders we can help solve any problem for a soldier or a unit. However, we can only do so if we know about it. Leaders must show genuine concern and compassion for the soldiers they lead.
It is essential that leaders remain sensitive to family members and include them in unit activities to the extent possible. Remember, respect is a two-way street; a leader will be accorded the same level of respect that he or she shows for others. Leaders must demonstrate mastery of fundamental soldiering skills such as marksmanship, first aid, and navigation, as well as the requisite skills for their particular specialty, and be able to teach them to their soldiers.
Leaders abide consistently with the highest values of the military profession and its institutions. They encourage within their soldiers a commitment to the same values. Leaders take pride in selflessly dedicating their service to ensure mission accomplishment. They are aware that they are always on parade—24 hours a day, seven days a week—and that all their actions set personal and professional examples for subordinates to emulate.
A leader must know, and always enforce, established Army standards. Perhaps the most fundamental standard which must be maintained is discipline. Our soldiers must promptly and effectively perform their duty in response to orders, or in the absence of orders take the correct action. The fundamental mission of our Army is to deter war and win in combat.
The American people expect that officers and noncommissioned officers at all levels will lead, train, motivate, and inspire their soldiers. Our soldiers and units perform difficult tasks, often under dangerous, stressful circumstances. To achieve excellence in these tasks, leaders must explain the importance of the mission, articulate priorities, and focus soldier and unit efforts to perform in an efficient and disciplined manner.
Well led, properly trained, motivated, and inspired soldiers will accomplish any mission. Leaders in our Army have a challenge. To meet that challenge our leaders must be competent, and confident in their ability to lead. Such leaders will remain essential to our Trained and Ready Army, today and tomorrow. At its core, the NCO Creed was created to emphasize leadership. In the past, leadership studies have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others.
To provide a senior enlisted adviser — a platoon sergeant, a first sergeant, or a sergeant major — for each commander. Who wrote the Blue Book?
Baron Von Steuben's. Who is the backbone of the Marine Corps? Noncommissioned officers stand as the backbone of the United States Marine Corps. The Corps is among the most lasting institutions in America, though few understand what makes it so strong and how that understanding can be applied effectively in today's world.
Why do you want to be an NCO? A NCO upholds the standards and is accountable for any and all consequences that come from the actions of their Soldiers. The responsibilities of a NCO are to train, instruct and mentor Soldiers to be disciplined, to uphold the standards of their job and to lead and keep the outmost integrity of the soldiers.
What is NCO in Marines? NCOs are responsible for the lives of their men in or out of combat situations. These Marines are leaders of men and much more. What is the difference between an officer and a non commissioned officer? A commissioned officer holds a commission from the President of the United States and can command those under him or her, both officers and enlisted personnel.
A non-commissioned officer e. When were the first NCO founded? Jun 14, Who is wulfgar?
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