NCOs and values-based decision making

FA Journal, May-August, 2002 by Edwin V. Blount

In the "Army of One," senior leaders look to the NCO Corps to embrace a value system that develops character and to lead soldiers. The Army depends on its NCOs to create the environment and set the tempo for success in full-spectrum operations.

Successful NCOs anticipate change, exploit every opportunity to meet the unit's objectives and motivate their subordinates to higher levels of productivity to achieve the unit's goals. Successful sergeants promote Army Values and take care of soldiers in the process. In short, they are leaders with values-based decision-making skills.

Full-spectrum operations is a concept based on the realization that modern wars most likely will be fought with more high-technology forces in complex terrain. These include offensive and defensive operations in major theater wars (MTWs) down to stability and support operations (SASO). These operations often will be conducted on an expanded, nonlinear battlefield.

Full-spectrum operations demand that NCOs master the art of leading soldiers in any situation. This makes developing quality leaders with mature decision-making skills a priority for the NCO Corps.

Developing Quality Leaders. While many civilian organizations seek individuals they hope already have honed essential leadership abilities, the NCO Corps "grows" leaders, instilling the leadership qualities and skills in its young soldiers. The NCO Corps accomplishes this by having young soldiers participate in different courses and training and perform in different jobs. This exposes them repeatedly to the applicable environments, developing their insight to anticipate change and skills to exploit the opportunities change presents and teaching them how to inspire subordinates to higher levels of productivity to meet unit objectives. Successful NCOs are uninhibited by constraints that would be considered daunting, and they place no boundaries or limitations on accomplishing their goals.

Successful NCOs accomplish full-spectrum missions by being task-oriented and persuasive and tactful in influencing others. Their influence, however, would be short-lived without keen conceptual skills, task competence, good human relation skills, and a sense of self-confidence.

Conceptual Skills. These are "general analytical ability, logical thinking, proficiency in concept formation and conceptualization of complex and ambiguous relationships, creativity in idea generation and problem solving, ability to analyze events and perceive trends, anticipate changes, and recognize opportunities and potential problems." (1) These skills are essential for NCOs' effective planning, organizing, coordinating policy formation, problem solving and program development.

For instance, in order to coordinate separate, specialized parts of a unit, an NCO needs a certain level of technical knowledge of how the various parts relate to each other. He must be able to visualize and anticipate how changes in one part of the unit's operations will affect the other parts. Otherwise, he won't be able to synchronize the overall operation.

Task Competence and Self Confidence. NCOs provide and create the capabilities for significant victories on the battlefield. This is why NCOs must know procedures, methods and techniques involved in pursuing the unit's objectives. They must be highly proficient in using the tools of their trade.

Technical and tactical competence in their jobs gives sergeants confidence when directing subordinates and helps them make effective decisions. Competent, confident NCOs are more likely to make good decisions and influence others to help them implement the decisions to accomplish the mission.

At the same time, they must recognize their own weaknesses--knowing when to seek help or advice is a positive attribute. Such flexibility allows good leaders to avoid wasted effort on counterproductive courses of actions.

Human Relations Skills. In addition, because sergeants are first-line leaders and interact with soldiers on an hourly basis, human relations skills and making good humanistic decisions are critical to relate effectively to seniors and peers alike. The first-line leader must be a good communicator who demonstrates insight when dealing with social situations. He must be considerate of others and able to instill a spirit of cooperation among all the members of his team.

These abilities are essential for NCOs to establish rapport with subordinates, peers, superiors and outsiders. When a sergeant is not sensitive to the attitudes, feelings and needs of his soldiers, he won't be able to anticipate reactions to his orders accurately, making decision making difficult.

Values-Based Decision Making. Quality NCO leadership goes beyond the traits and skills already discussed. NCOs must master the process of decision-making to enhance their effectiveness for their units and the Army, including using resources efficiently.

Decision making is the process of evaluating two or more options to reach the best possible outcome. Decision makers incorporate perception, interpretation, option generation and evaluation into the process.