Please enjoy the final post from MAJ Terron Wharton’s four part series on how NCO mentorship develops officers. What an amazing journey it has been walking through these notes! We hope that they’ve inspired you to be reflective about those mentors in your life that haven’t necessarily been designated as one but have taken up the cause. Please contribute your thoughts with any comments you’d like to share, and maybe take it a step further by writing for us about your experiences!
I have had many influential NCOs throughout my career: SFC(R) Alan Conrad as a JROTC Instructor, SFC(R) Gutierrez as my PSG, and MSG(R) Gentile as my 1SG. Each one provided mentorship during critical, formative years that informed and solidified the leadership and mentorship style that I use today. However, the NCO role in officer mentorship is often reduced to cliché soundbites. Officers hear “Listen to your Platoon Sergeant and First Sergeant” and NCOs hear “Don’t let your officer screw it up.”
Both sides’ reduction of the NCO mentorship role to clichés prevents us from taking full advantage of NCO mentorship in developing junior officers. NCO mentorship to cadets establishes character rooted in Army Values. This character provides a foundation for the PSG to grow their platoon leader’s competence. Together, character and competence gives the 1SG the basis to begin developing a Company Commander’s judgment. The next stage builds on the previous and a failure early on becomes harder and harder to correct in the future.
Unfortunately, these flaws can impact the lives of hundreds, and possibly thousands, of Soldiers and their families as the officer advances through the ranks. Additionally, at high enough levels, these flaws can affect strategic partnerships, civil-military relations, and impact operational and strategic success. By not giving the NCO mentorship role the emphasis it deserves we risk both sides not taking it seriously, and by not taking it seriously we risk losing out on a golden opportunity to truly shape future leaders for the better.
So what is the key to NCOs effectively mentoring officers? Gutierrez, Gentile, and Vasquez all said variations of the same: trust, competence, and character. Each believed trust was the most important. The relationship must be founded on trust, candor, and honesty. Trust allows the NCO to develop the officer’s competence and character. Once an NCO loses trust, or it fails to develop at all, none of the NCO’s knowledge or skills matters. The officer is no longer receptive.
Once trust is established character comes into focus. Vasquez was adamant on NCOs helping to shape character. Every NCO must reinforce Army Values, standards, and discipline through leading by example. Gentile believes NCOs who can articulate what personal courage, values, and professionalism mean in everyday leadership challenges will help their officer navigate tough decisions as they arise. Most of all, I remember Gutierrez and the tone and look he would give me when I said something that even alluded to choosing an easier path over doing the harder, correct thing.
Once trust is established and character has been reinforced competence comes to the fore. NCOs are the Army’s subject matter experts, teachers, and trainers, and part of their responsibility to share that knowledge with their officers. NCOs must take an active role in developing their officer’s competence, whether that’s fire and maneuver, how to write NCOERs, or planning. Developing an officer’s competence gives them the confidence and skills to lead effectively.
There is a reason every officer has an NCO counterpart. As cadets, Platoon Leaders, and Company Commanders officers are exploring, developing, and refining their leadership style. NCO advice and mentorship is critical during that time in crystalizing how an officer will lead Soldiers the rest of their career. Need proof? Nearly 20 years after our first meeting every tough decision I make is accompanied by the same question: What would SFC Conrad think of my actions…?
Critical Takeaways
Mentorship Focus: TAC NCOs establish character in cadets. Platoon Sergeants grow competence in Platoon Leaders. 1SGs develop judgment in Company Commanders.
For All: Each level of mentorship builds on the previous. Flaws early in the process become more difficult to correct as time goes on.
For Officers: Am I making the most out of my relationship with my NCO? Have I set the conditions for mentorship or simply mission accomplishment?
For NCOs: Am I making the most of my opportunity to shape the officer corps? Have I set the conditions to enable mentorship or am I just focused on mission accomplishment? Are their flaws in my officer’s development that I must stop and correct before proceeding with the current level of mentorship?
Start a conversation, spark a transformation.