leadership jimmie w. spencer csm, u.s. army retired director nco and soldier programs
TRANSCRIPT
LEADERSHIPJIMMIE W. SPENCER
CSM, U.S. ARMY RETIRED
DIRECTOR
NCO AND SOLDIER PROGRAMS
Reflections on 32 years of service in
America’s Army1961-1993
-and-19 Years as Director of
NCO & Soldier Programs, AUSA1993-today
CHANGES THAT IMPACTED THE NCO CORPS
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1965 1975 1982 1986 1996
Year
Arm
y S
tren
gth
Vietnam Draft Ending NCOES Drug Testing Downsizing
EVERY NCO HAS TWO BOSSES
COMMANDERS VERSUS1SG/CSM
THE ARMY IS A TEAM SPORTLeader questions Who is on the team? Who is not on the team? Who should be on the team?
If you are to succeed as an NCO leader – you must build teams!
NCO FOCUS
Mission: The main thing is to make sure
that the main thing remains the main thing.
Taking care of Soldiers: Growing Leaders Leading and Training
DEVELOP THE HABIT OF:
Reading: Professional Publications Military History Current EventsWriting: Pass on your experiences to
the next generation. Add to the body of knowledge.
“To know and not to use is not yet to know.”
Buddha
LEADERSHIP BEGINS WITH VALUES & VISION
Army Values Loyalty Duty Respect Selfless Service Honor Integrity Personal
Courage
NCO Corps Vision
An NCO Corps, grounded in heritage, values, and tradition, that embodies the warrior ethos; values perpetual learning; and is capable of leading, training, and motivating Soldiers
“We cannot direct the wind but we can adjust the sails.”
author unknown
REFLECTIONS
We are they. Communicate…but listen. Take time to reflect-before and after
(Intellectual leads physical.) You must have a propensity to act. Expect to be surprised. (The first
report is always wrong.) Your organization will reflect you. Have fun!
SITUATIONAL LEADERSHIP
War fighter Skills/Blue
NCO Traditional Leadership Skills/Red
Development Level __ ________Appropriate Leadership Style_____Low Competence DIRECTINGHigh Commitment Structure, organize, teach & supervise
_______________________________________________________________________________________Some to COACHINGLow Competence Direct and supportLow Commitment
_______________________________________________________________________________________Moderate to SUPPORTINGHigh Competence Praise, listen, & facilitateVariable Commitment
_______________________________________________________________________________________High Competence DELEGATINGTurn over responsibility for day to day High Commitmentdecision making
FINAL THOUGHTS
You must have trust in your peers and leaders.
Think about your legacy. Discipline/Regrets
“Do not go where the path may lead,
go instead where there is no path and leave a trail.”
Ralph Waldo Emerson
“Twenty years from now, you will be more disappointed by the things that you didn’t do than by the ones you did do. So, throw off the bowline. Sail away from the safe harbor. Catch the trade winds. Explore, dream, discover!”
Mark Twain
ARMY STRONG
THOUGHTS FOR THE COMMAND SERGEANTS MAJOR
Social:
Join, support, and participate in organizations and events (on and off post).
Pay close attention to protocol (RSVPs) Remember names Social graces (body language/symbolism).Business Your place is next to the commander. You are expected to be the expert. Steal good ideas. Be the voice of the Soldiers and the unit cheerleader (optimism). Attend all award ceremonies/graduations Seek speaking and writing opportunities