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Last night @NCFranklin posed the question of “What would you implement?” In regards to the Ft Hood post by @realHeathSmith
We talked in DM for a minute. Leader development is at the heart of this. The formal NCOPDS isn’t getting to these issues, and it’s the unit level NCOPD 1/
We talked in DM for a minute. Leader development is at the heart of this. The formal NCOPDS isn’t getting to these issues, and it’s the unit level NCOPD 1/
That has the opportunity to make the most impact. I know that @NCOL_CoE is working on formalizing things like CoR and guidance on unit level NCOPD Programs. Here is my take: the SFC/PSG population is the most underdeveloped and critical piece of the NCO Support Channel. 2/
From my experience as an INF PSG, I can tell you that no one has taught me what/how to do my job. M-SLC doesn’t prepare us for it and as soon as we have that 2nd rocker we’re Sr NCOs and it’s just expected that we know what all needs to happen. 3/
CSMs need to spend more time coaching and teaching SFCs.
New LTs look to us for guidance, our SLs aspire to be us, and we’re responsible for mentoring and developing TLs. Imagine having all of that thrown on you, and no one checking in and helping to guide you. 4/
New LTs look to us for guidance, our SLs aspire to be us, and we’re responsible for mentoring and developing TLs. Imagine having all of that thrown on you, and no one checking in and helping to guide you. 4/
I’d say we’re the least professionally developed rank in the Army. All of our methods and systems are inherited from what we’ve seen and what we self-develop. 5/
So here’s my recommendations for making PSGs better. It is my belief that strengthening this point will lead to stronger Squads and Teams. I will preface this by saying that I’m approaching this as an Infantry PSG and as a relatively junior SFC. It’s shaped by my experience. 6/
-Regularly Counseled:
+ PSGs should be counseled monthly, informally works, as long as the quarterly counseling is formal. Left to their own devices, PSGs will create systems & forcing functions w/o input from higher; this is b/c they don't think they're going to receive 7/
+ PSGs should be counseled monthly, informally works, as long as the quarterly counseling is formal. Left to their own devices, PSGs will create systems & forcing functions w/o input from higher; this is b/c they don't think they're going to receive 7/
help or guidance from higher on this problem. A monthly conversation allows them to address these problems, receive guidance, and will lead to tailored solutions that fit the organization as a whole. 8/
-Advising/Mentoring/Partnering with the PL:
+ PSGs should not be rated by their PL, they should be rated by Company CO. The CO should express their philosophy and expectations for PLs to PSGs. A PSG who understands the Rater and Sr Rater intent for development 9/
+ PSGs should not be rated by their PL, they should be rated by Company CO. The CO should express their philosophy and expectations for PLs to PSGs. A PSG who understands the Rater and Sr Rater intent for development 9/
of LT, will be in a better position to advise beyond personal experience & standard Army fare. They can keep the PL on track with Commanders Intent for their development. A PSG knows what they want in a PL, but that doesn't always make for a good Commander in the future. 10/
-Developing Team Leaders:
+ The first mentorship program in an NCO's Career should be developed by their PSG. Young SGTs are the Leaders that are with their Soldiers the most. They can have the most influence; BLC covers basic Army Leadership, but does not prepare them 11/
+ The first mentorship program in an NCO's Career should be developed by their PSG. Young SGTs are the Leaders that are with their Soldiers the most. They can have the most influence; BLC covers basic Army Leadership, but does not prepare them 11/
for the importance of their role. The guidance, formal and informal, of the PSG will be what drives their approach to training, admin, leadership vision. PSGs must be shown how to develop this critical program within their formation and must be given time to execute it. 12/
-Balancing the Fighting PSG vs Sustainment PSG:
+ The push to make every PSG a "fighting PSG" has resulted in a hard turn from the important managerial tasks that the PSG must cover in the field. LOGSTAT, CCP Operations, and ability to assume the role of 1SG if necessary 13/
+ The push to make every PSG a "fighting PSG" has resulted in a hard turn from the important managerial tasks that the PSG must cover in the field. LOGSTAT, CCP Operations, and ability to assume the role of 1SG if necessary 13/
are all being neglected for the PSG who's at the forefront of operations. A balance has to be struck between these two, a PSG at the breach or on the assault is failing their formation if that placement has taken them from ensuring the PLT is accounted for, fed, supplied, 14/
and physically prepared for their missions. In some extreme instances I've seen it as the PSG sidelining the PL in crucial planning and decision making points. 15/
I know this thread is long. It’s my view from this position and seat. Mentorship of NCOs is not happening. If I want mentorship I turn to people here on Twitter now. @CLV_CSM @realHeathSmith @Accidental_E9 @GrizzledBastard and numerous others have given me more ideas, 16/
Insight, assistance, and mentorship than I’ve ever received in my career.
Thanks for reading, and I hope that the replies give even more insight! /*
Thanks for reading, and I hope that the replies give even more insight! /*
