4 CHAPTER 4 THE CADET NCO & THE TEAM PROFESSIONALISM IS NOT THE JOB YOU DO, buthowyoudoit.Whenthereare newrecruitstotrain,thearmedservicesturntothenon-commissionedofficercorps. Indeed,NCOsareexpertsindrill,theuniform,andfitness,butevenmoretheirprofession- alismmakesalastingimpression.AirForcepilotsknowtheiraircraftaremission-ready becausetheytrustintheprofessionalismoftheNCOswhomaintainthem.Whenafighter jetislowonfuel,itwillbeanNCOcommittedtoanidealofprofessionalismwhorefuelsit fromanaltitudeof30,000feet.EvenwhentheAirForceneedstotransformofficer traineesintolieutenants,theNCOs’professionalismmakesthemreadyforthechallenge. 6 VOLUMETWO:TEAMLEADERSHIP PROFESSIONALISM CHAPTER OUTLINE Inthischapteryouwilllearnabout: OBJECTIVES: 1. Explainwhat“professionalism”is. Introduction 2. Defendtheideathatleadersmustbe“professionals.” Professionalism Standards Aleaderisaprofessional.Aleaderstrivestoconducthimself orherselfwithaspecialqualitycalledprofessionalism.What TheNon-CommissionedOfficer doesthismean? ResponsibilitiesandtheNCO NCOReadiness Intheeverydaysenseoftheword,“aprofessional”issimply TheNCO’sLeadershipToolkit someonewhoispaidfortheirwork.Intruth,professional- ServantLeadership ismrequiresmuchmore. Coaching&Mentoring Supervision&ConstructiveDiscipline First,professionalsmusthaveahabitofputtingthecommu- Motivation nity’sinterestabovetheirown.Thecorevalueof“volunteer TheNCO/OfficerRelationship service”showsthatCAPmembersthinkofthemselvesas TeamDynamics professionals.Second,aprofessionalissomeonewhohas TheTeamEnvironment specialskills.Theirknowledge,experience,andcompetence TheTeam’sLifeCycle intheirfieldsetthemapartfromothers.Third,professionals TheL.E.A.D.Model holdthemselvesandtheirpeerstoanethicalcode.1They practicetheirprofessioninawaythatrespectsmoralprinciples. Drill&Ceremonies Leaders,especiallymilitaryofficersandnon-commissioned officers,believetheymeetallthreecriteria.Therefore,they strivetoleadbyexampleanddisplaythatspecialquality CHAPTERGOALS calledprofessionalism. 1. UnderstandtheroleoftheNCO andappreciatetheimportanceof professionalism. 2. Describeleadershipprinciples ofconcerntofirst-linesupervisors. 3. Developanunderstandingof teamdynamics. Professionalism. It’saspecialqualityleaderspossess.Itmaybe difficulttodefine,butiseasytospot. 7 STANDARDS OBJECTIVE: 3. Explainwhata“standard”is. Standards.Thebestleadershavehighstandards.Ataluxuryhotel, youcanexpecttoreceiveahighstandardofservice. Afriendmay tellyounottobuyacertainkindofcarifitsqualityissubstandard. MichaelPhelpssetanewstandardforathleticismbywinningseven goldmedalsattheOlympics.Weoftenspeakofhighstandardsand lowstandards.Whatisastandard? Astandardisanestablished “Theleader’sexampleisthe requirement,aprincipleby mostimportantstandardofall.” “LineSix,Sir!” whichsomethingcanbe Thesentinelswhostandbefore judged.2Putsimply,astan- theTomboftheUnknown dardislikeayardstickorbenchmark.Standardsletpeopleknow Soldierlivebyacreed.Its whatisexpectedofthem.Theyhelppeopleunderstandwhatcounts sixthlineinstructsthemon asacceptableorinferiorwork. theOldGuard’sstandard.It reads,“MYSTANDARDWILL Itisvitalthatleaderssetclearstandardsandcommunicatethemto REMAINPERFECTION.” theteam.Inthemilitary,standardsarefoundinregulations,in specialdocumentscalledtechnicalorders,andintrainingmanuals. Commanderscanalsoestablishstandardsorally, simplybydeclaringthemtotheteam. Often, teamssettheirowninformal,unofficialstandards, theunwrittenrulesteammatesmustfollowtobe acceptedbythegroup.3Evenmoreimportantly, howaleaderactssetsthestandard.Theleader’s exampleisthemostimportantstandardofall. Notalways“blackandwhite,”standardscanvary dependingonthesituation.Forexample,your parentsmayallowyoutodresscasuallyfordinner, butifspecialguestsarevisiting,perhapsthatstandardisraised. MeetingtheStandard. Wiseleaderslearnhowtomakestandardsmeaningfulwithout TwocadetNCOsdouble-check allowingthemtobecomesoinflexibleastobeimpractical. oneanother’suniformsto ensureeachismeetingthe Standardsgiveleadersawaytoexpresstotheteamwhatis standard. expectedfromthem. PROFESSIONALISM IN ACTION Someexamplesofhowyoucanshowyourprofessionalism (cid:5) Checkingyouruniformandyour (cid:5) Tellingafellowcadetthatwhat (cid:5) Usingdowntimeatabivouacto airmens’uniformsfrequently shepostedonlineisinappropriate checkyourgearbeforeahike (cid:5) Re-readingachapteryoustud- (cid:5) Sendingathankyounoteto (cid:5) Surfingthewebforhelpfultips iedlongagobeforeteachingitto someonewhowentoutoftheirway onpublicspeakingorsomeother newcadets tohelpyou leadershiptopicyou’reweakin 8 THE NON-COMMISSIONED OFFICER OBJECTIVES: 4. DiscussthechallengeoftransitioningfromairmantoNCO. 5. DescribesevenmajorresponsibilitiesoftheNCO. AirForcenon-commissionedofficersepitomizethe CoreValues.Theyhaveseveralduties,butifoneis “NewcadetNCOshavetotransition moreimportantthantherestitisthis:toleadby fromonewhohasbeencaredfor example.ThechallengeforthecadetNCOisto toonewhocaresforothers.” carryonthistradition. Makingtheswitchfromairmantosergeantcanbedifficult.It involvestransitioningfromonewhowascaredfortoonewhocares Creed. forothers;fromonewhowastaughttoonewhoteaches.4Further, Aformalsystemofbelief inthemilitary,NCOshaveauthoritytoissuelawfulorderstotheir intendedtoguidesomeone’s actions. people.Asoneexpertsaid,“Rankdoesnotconferprivilegeorgive power.Itimposesresponsibility.”5 CREED OF THE NON-COMMISSIONED OFFICER Thereisnocreedofficiallyadopted professionalismatalltimes.Iwill bytheU.S.AirForceforitsNCOs, strivetoknowmypeopleanduse butthecreedbelowiswidely theirskillstothemaximumdegree acceptedandisbasedupona possible.Iwillalwaysplacetheir creedusedbytheU.S.Army.6 needsabovemyownandwill bestofmyabilityandwillalways communicatewithmysupervisor obeythedecisionsofmysuperiors. andmypeopleandneverleave NooneismoreprofessionalthanI. themuninformed. Iwillgiveallofficersmymaximum IamaNoncommissionedOfficer, supporttoensuremission aleaderofpeople.Iamproudof Iwillexerteveryeffortandrisk accomplishment.Iwillearntheir theNoncommissionedOfficer anyridiculetosuccessfully respect,obeytheirorders,and Corpsandwillatalltimesconduct accomplishmyassignedduties. establishahighdegreeofintegrity myselfsoastobringcreditupon Iwillnotlookatapersonand withthem.Iwillexerciseinitiative it.Iwillnotusemygradeor seeanyrace,creed,color,religion, intheabsenceofordersandwill positiontoattainprofitorsafety. sex,age,ornationalorigin,forI makedecisiveandaccuratedeci- Competenceismywatchword.I willonlyseetheperson;norwillI sions.Iwillnevercompromisemy willstrivetoremaintacticallyand evershowprejudiceorbias.Iwill integrity,normymoralcourage. technicallyproficient.Iwillalways leadbyexampleandwillresortto beawareofmyroleasaNon- disciplinaryactiononlywhen IwillnotforgetthatIama commissionedOfficer.Iwillfulfill necessary.Iwillcarryoutthe Professional,aLeader,butabove myresponsibilitiesanddisplay ordersofmysuperiorstothe allaNoncommissionedOfficer. 9 RESPONSIBILITY & THE NCO MilitaryBearing. Howthoseinuniformcarry themselves;bearingincludes Whataretheresponsibilitiesofthenon-commissionedofficer?7 physicalposture,mentalattitude, howfaithfullycustomsand EpitomizetheCoreValues.NCOsmustshowbyexamplethatthey courtesiesarerendered,etc. aretrulycommittedtointegrity,service,excellence,andrespect. Theyarechargedwithdemonstratingsuperbmilitarybearing,respect First-LineSupervisor. forauthority,andthehigheststandardsofdressandappearance. Aleaderwhooverseesentry- levelpeople;thelowestranking memberofaleadershipstaff. Guide,Instruct,andMentor.TheNCOisafirst-linesupervisor, someonewhoensuresthejuniormembersofateamaccomplishthe mission.Todothat,theygenerouslysharetheir experienceandknowledge. SupporttheLeader. AlthoughNCOsareleaders byvirtueoftheirseniority,theystillhavebosses oftheirown.NCOsbackuptheirleadersby enthusiasticallysupporting,explaining,and promotingtheirleaders’decisions. RewardPeople.Astheleaderwhoisworking closestwiththetroops,theNCOhasadutyto recognizethehardworkofpeopleontheir team.Whentheycatchpeopledoingthings right,theypraisethemandpointtothemas rolemodels. CorrectPeople. “NCOsstepinandcorrect Becausealeader’sfirstdutyisto TrainingThemRight. CadetNCOs accomplishthemission,ifanNCO needtobegreatinstructorsand cadetsinahelpfulway.” expertsinallfacetsofcadetlife. seessomeonegoingabouttheirjob inthewrongway,heorshestepsin andcorrectsthepersoninahelpfulway.ThisalsomeansNCOs LEADERSHIPforSAFETY speakupwhentheyspotasafetyhazard.TheNCOcorpstakestheir dutytoprotectairmen’ssafetyveryseriously. CareerCounsel. NCOsusetheirwealthofexperiencetohelpairmen throughcareercounseling.NCOstellairmenwhatopportunitiesare availabletothemintheirorganization,beittheAirForceorCAP. Theysteertheirpeopletowardactivitiesthatwillhelpthemadvance andmeettheirpersonalgoals. KeepLearning. Asaprofessional,theNCOiscontinuouslytryingto “AlwaysVigilant.” Notonlydo learnmoreabouttheirspecialtyorcareerfield.ForcadetNCOs,this leaderskeeptheirpeople meanslearningmoreaboutleadership,aerospace,fitness,andcharacter, safe,theymakesureevery- oneontheteamwatches inadditiontotheacademicsubjectstheyarestudyingatschool. outforsafety,too 10 NCO READINESS The CHIEF OBJECTIVES: MASTER SERGEANT 5. IdentifytheAirForce’sthreerequirementsforNCOreadiness. ofthe 6. GiveexamplesofhowAirForceNCOreadinessstandardsapply UNITED STATES toCAPcadets. AIR FORCE HowdoNCOspreparetofulfilltheirmanyresponsibilities?TheAir TheChiefMasterSergeantof Forceidentifiesthreeareasofreadiness.8 theU.S.AirForcerepresentsthe highestenlistedlevelofleadership. TechnicalReadiness. First,NCOsmustbetechnicallyreadyto Heorsheprovidesdirectionfor accomplishthemission.Thisrelatesbacktothe“LeaderasExpert” theenlistedcorpsandrepresents sectioninthepreviouschapter.TheAirForcerightlyinsiststhat theirintereststotheAmerican NCOsknowthedetailsoftheirjob.Whatisthemission?Howdowe publicandtoleadersinalllevels performthosetasks?Whatarethestandards–howdoweknowif ofgovernment. we’vedonea“goodjob”?Whatdoestheregulationrequire?These Specifically,thechiefservesas aresomeofthequestionsNCOsaskthemselvestoensuretheyhave thepersonaladvisertotheAir thetechnicalknow-howtoleadothers. ForceChiefofStaff(afour-star general)andtheSecretaryofthe PhysicalReadiness. Second,NCOsmustbephysicallyreadyto AirForce(acivilianappointed accomplishthemission.Ifaleaderisnothealthy,heorshecould bythepresident)onallissues hindertheteaminsteadofhelpingit.Becauseofthisrequirement, regardingthewelfare,readiness, NCOsaretraditionallytheoneswholeadtheirunitsinfitness morale,andproperutilizationand training.Again,leadershipbyexampleisexpected.IfNCOsdonot progressoftheenlistedforce. exerciseregularlyandmeetfitnessstandards,whoelsewill? Becausethejobcallsforaleader ofimmenseprofessionalism,the MentalReadiness. Third,ifanNCO’smindisnottotallyfocusedon ChiefMasterSergeantoftheAir theirprofessionalduties,themissionwillsuffer.Thisrequires Forceisdeeplyrespectedbyall NCOstoeffectivelymanagetheirstress,asdiscussedinchaptertwo. airmen–enlistedmembersand Mentalreadinessincludeshavinghealthyattitudestowardschool officersalike.9 andhomelife.Itmeansbeingalertforsignsofdrugabuseand depression(forexample,talkofsuicide)inoneselfandothers.Cadet NCOscanshowacommitmenttomentalreadinessbypromotingthe wingmanconcept(seechaptertwo)andreachingoutforadulthelp whenlifeseemstobespinningoutofcontrol. MentalReadiness. “Readiness”includes livingthedrug-free ethic.Nowonder CAPcadetstrain withspecialgoggles thatsimulatethe effectofalcohol. 11 THE NCO’S LEADERSHIP TOOLKIT SERVANT LEADERSHIP OBJECTIVES: 7. Define“servantleadership.” 8. Discusswhyleadersshouldbeservantsfirstandleaderssecond. 9. Giveexamplesofservantleadershipinaction. 10. Defendtheideathatservantleadershipis consistentwithAirForcevalues. “Leadershipisnotcontrol, Leadershipisnotaboutcontrollingpeople,butserving butservice.” them.10Thisisoneofthecorebeliefsofaleadership philosophyknownasservantleadership.Simplydefined, servantleadershipiswhentheleaderseeshimselforherself primarilyasaservantoftheteam.Thegoalofservantleadership istoenhancethegrowthofindividualsintheorganizationand increaseteamworkandpersonalinvolvement.Theleadership theoristwhofirstcoinedtheterm“servantleadership,”introduced itasfollows: "Theservant-leaderisservantfirst…Itbeginswiththenatural feelingthatonewantstoserve,toservefirst.Thena[willfulchoice] bringsonetoaspiretolead.Thatpersonissharplydifferent fromonewhoisleaderfirst,perhapsbecauseoftheneedto [fulfill]anunusualpowerdriveortoacquirematerialpossesions…”11 TO SERVE ... or TO BE SERVILE? Aservantchoosestohelp peopleandisgiving.Anybody canserve,soanybodycan lead,evenouryoungest cadets. Butbeingservile,ontheother hand,meanstobetreated likeaslave.Whileothers enjoyalifeofleisure,your workneverends. Leaderschoosetoserve becausetheyrealizethere’s nothingdemeaningabout beingaservant. NicolaesMaes TheIdleServant,1655 TheNetherlands 12 SERVANTLEADERSHIPANDTHENCO Earlierinthischapter,wediscussedthe challengeofswitchingfromairmanto NCO,fromonewhoiscaredfortoonewho caresforothers.Servantleadershipisan importantconceptfornewNCOsbecause itcanhelpthemmakethattransition. Itiseasyfornewleaderstobecomearro- gant,toshowofftheirrankanddelightin bossingpeoplearound.(Dopeoplewho arefullofthemselvesinspireyouorturn youoff?)Somuchofwhatwethinkwe knowaboutleadershipisbasedonold conceptsofpower,notontheleader’spotentialtohelpindividual Tough,butaServant. peopleandtheteamsucceed.Servantleadership,then,isthenew Asaservantleader,perhaps thisfirstsergeantisthinking, leader’svaccineagainstbecomingself-centeredorabully.It “Iwanttohelpthesecadets focusesthenewleaderontheneedsoftheteam. surpassmyhighstandards.” Butsheisnotdoingthehard workforherairmen,norisshe EXAMPLESOFSERVANTLEADERSHIP abully.Servantleadershelp individualsandtheteamgrow. Forexample,anNCOinformedbytheideaofservantleadershipwill notusehisorherranktotakeapositionfirstinlinetoeat,butrather willeatonlyaftertheteamhasbeenfed.Theairmencomefirst. Whenconductingauniforminspection,theservant-leader’sgoalwill betohelpeachindividualmeetCAP’shighstandards,nottryto intimidatetheairmenorplay“gotcha.”Servantleadershipisnot HumilityasVirtue. aboutapersonalquestforpower,prestige,ormaterialrewards. Notevenaslavecouldbe madetowashanother’sfeet. ThehistoryofChristianitygivesusafamousexample Here,Christdoesjustthatas heteachesaboutservice. ofservantleadershipthataspiringleadersfromall backgroundscanappreciate.IntheBible,Jesustells theapostles, “YouknowthatamongtheGentilesthose whomtheyrecognizeastheirrulerslordit overthem,andtheirgreatonesaretyrants overthem.Butitisnotsoamongyou[the apostles];butwhoeverwishestobecome greatamongyoumustbeyourservant,and whoeverwishestobefirstamongyoumust beslaveofall.”12 13 SERVANTLEADERSHIPINTHEMILITARY THE NEW DEFINITION Inanorganizationthathasatop-downhierarchy,likethemilitary OF GREATNESS withitsformalchainofcommand,isitpossibleforranktobe Ifyouwanttobeimportant, emphasizedtoomuch? The“Iorderyouto…”approachiseasyto wonderful. takewhenaleaderliterallyhasthepowertoimprisonthosewho Ifyouwanttoberecognized, disobey.Pullingrankisoftenseenasalazy,immature,andcounter- wonderful. productivewaytolead.Proponentsofservantleadershipwould Ifyouwanttobegreat, advisemilitaryofficersandNCOstoseethemselvesasservantsfirst wonderful. andauthoritariancommanderslast.14 Butrecognizethathewhois AproperreadingoftheNCOCreedsaysasmuch,asdoestheCore greatestamongyoushallbe Value“ServiceBeforeSelf.”Therefore,servantleadership,andthe yourservant. ideaofcaringwhichitisbuiltupon,isanaturalfitfortheAir That’sthenewdefinitionof Force.“Caringbondsustogether,”accordingtoaformerChief greatness. MasterSergeantoftheAirForce. “Whencaringislacking…mission failureisaveryrealpossibility.”15AirForcenewspapersarefilled ThismorningthethingIlike withessaysfromcommandersendorsingservantleadership. aboutit– Notonlyisservantleadershipawiseapproachtoleading,everyone bygivingthatdefinitionof greatnessitmeansthat hasthepotentialtobeaservant-leader. AsMartinLutherKingonce said,“Everybodycanbegreat,becauseeverybodycanserve.” everybodycanbegreatbecause everybodycanserve. Youdon’thavetohaveacollege THELEADER,THEWORKER,& THEBYSTANDER degreetoserve. Pictureacountryroadleadingthroughawildernesstoariver.Adozen Youdon’thavetomakeyoursubject soldiersaretryingtobuildabridge,buttherearenotenoughmenforsuch andyourverbagreetoserve. achallengingtask.It’s1776andtheRevolutionaryWarisunderway. Youdon’thavetoknowabout Nowcomesonabeautifulstallionanimpressive,seriouslookingman. PlatoandAristotletoserve. Thereissomethingpowerfulabouttheway Youdon’thavetoknowaboutEin- hecarrieshimself.Hecommandsrespect. stein’stheoryofrelativitytoserve. “Youdon’thaveenoughmenforthe Youdon’thavetoknowaboutthe job,doyou?”asksthemanonhorseback. secondtheoryofthermodynamics “No,wedon’t,”answersthe inphysicstoserve. lieutenantinchargeoftheworkdetail. “Themenwillneedalotmorehelpifwe Youonlyneedaheartfullofgrace, aretofinishthebridgeontime.” asoulgeneratedbylove. “Isee,”repliesthemanonhorseback. Youcanbethatservant.13 “Well,whyaren’tyouhelpingthem?Youare juststandingbackandwatchingthemwork.” REV.DR.MARTINLUTHERKINGJR. “That,sir,isbecauseIamanofficer!”snapsthelieutenant.“Ilead,I don’tdo.” “Indeed.”Themanonhorsebackthendismounts,tossesasidehis cap,androllsuphissleeves.Helaborswiththemenunderthehotsunfor severalhoursuntilatlast,drenchedinsweat,heproclaimsthejobdone. “Lieutenant,”saysthemanashemountshishorseandpreparesto depart,“thenexttimeyouhavetoomuchworkandnotenoughmen,the nexttimeyouaretooimportantorhighrankingorproudtowork,sendfor theCommanderinChiefandIwillcomeagain.” ItwasGeneralWashington.16 14 COACHING & MENTORING THE MANY FACES OF COACHING & MENTORING OBJECTIVES: 11. Define“coaching.” 12. Explainhowcoachingrelatestoservantleadership. 13. Discusstheelementsofsuccessfulcoaching. 14. Giveexamplesofsometechniquestouseduring coaching’sdialoguephase. Inchaptertwo,wediscussedmentoring: howyourmentor canhelpyouandhowasanaspiringleaderyouneedtobecome “mentor-ready.” Thenextstepistoconsidermentoring(or coaching,aswe’llcallitinthischapter–itisnotyettimeto distinguishbetweenthetwoterms)fromtheperspectiveof theleader. COACHINGDEFINED Inleadership,coachingistheprocessthroughwhichleaders trytosolveperformanceproblemsanddeveloptheirpeople.17 Coachingisaperson-to- personexperience,a “Ifit’snotpositive relationshipbetweenan andhelpful, experiencedperson(the it’snotcoaching.” leaderorcoach)andan inexperiencedperson(the followerorcoachee).18Expertsinthefieldofcoaching borrowprinciplesofservantleadershipbyteachingthat coachingrequiresabondoftrust.Ifit’snotpositiveand helpful,it’snotcoaching.Coachingisallaboutproviding someonewithguidanceandsupportbecauseagoodcoach isaservant. THENEEDFORCOACHING Whendoessomeonerequirecoaching? Anytimealeader identifiesaneedtohelpsomeonereachahigherlevelof effectiveness.19 Perhapsanairmanishavingtroubleexecut- inganaboutface.Orabasketballplayercannotletgoofa feelingthatshewasfouledandnowherangerisgettingthe bestofher.Whensomeonestrugglestoreachanewlevelof excellence,thatmightmeanit’stimeforcoaching. 15