2016 Reprint, With Minor Changes - CISSM
2016 Reprint, with Minor Changes
IMCEN Books Available Electronically, as of September 2001(Before the 9/11 Terrorist Attacks on New York and the Pentagon, September 11, 2001)The Chiefs of Staff, United States Army: On Leadership and The Profession of Arms (2000). Thoughts onmany aspects of the Army from the Chiefs of Staff from 1979–1999: General Edward C. Meyer, 1979–1983; General JohnA. Wickham, 1983–1987; General Carl E. Vuono, 1987–1991; General Gordon R. Sullivan, 1991–1995; and GeneralDennis J. Reimer, 1995–1999. Subjects include leadership, training, combat, the Army, junior officers, noncommissionedofficers, and more. Material is primarily from each CSA’s Collected Works, a compilation of the Chief of Staff’s written andspoken words including major addresses to military and civilian audiences, articles, letters, Congressional testimony, andedited White Papers. [This book also includes the 1995 IMCEN books General John A. Wickham, Jr.: On Leadership andThe Profession of Arms, and General Edward C. Meyer: Quotations for Today’s Army.] Useful to all members of the TotalArmy for professional development, understanding the Army, and for inspiration. 120 pages.The Sergeants Major of the Army: On Leadership and The Profession of Arms (1996, 1998). Thoughts fromthe first ten Sergeants Major of the Army from 1966–1996. Subjects include leadership, training, combat, the Army, juniorofficers, noncommissioned officers, and more. Useful to all officers and NCOs for professional development, understandingthe Army, and for inspiration. Note: This book was also printed in 1996 by the AUSA Institute of Land Warfare. 46 pages.The Officer/NCO Relationship: Words of Wisdom and Tips for Success (1997). Thoughts and advice from seniorofficers and NCOs on key Army officer/NCO relationships. Includes chapters on the platoon leader/platoon sergeant,company commander/first sergeant, battalion commander/battalion CSM, and overall officer/NCO relationships. Scopeincludes several centuries of military experience. Useful for officers and NCOs at all levels. 1st edition 50 pages; 2ndedition 48 pages.The Noncommissioned Officer Corps on Leadership, the Army, and America; and The NoncommissionedOfficer Corps on Training, Cohesion, and Combat (1998). Two books of NCO wisdom and experience from thedays of the Romans to 1997. Useful for all NCOs, officers, and soldiers. Also useful to young officers for their professionaldevelopment, to better understand the Noncommissioned Officer Corps, and to benefit from NCO experience. 72 and 77pages.Command, Leadership, and Effective Staff Support: A Handbook Including Practical Ways for the Staff toIncrease Support to Battalion and Company Commanders (1995, 1996). Focuses on leadership and the effectivestaff support of leaders and units. Material is based on the writings of senior officers, senior NCOs, practical experience, andan analysis of the Army’s leadership and staff manuals from WWII to the 1990’s. The leadership chapters apply to leaders atall levels. The chapters for the staff focus primarily on how the battalion and brigade staff can better support the chain ofcommand from the battalion commander through squad leaders. 224 pages.The US Army Noncommissioned Officer Corps: A Selected Bibliography (1998).A bibliography of significant NCO-related materials. 34 pages.Electronic copies of the above books are available in two ways: [Note: Info current as of September 2001]1. E-mail the IMCEN XO, currently LTC Dean Mattson, at MATTSDE@HQDA.ARMY.MIL, or call (703)697-1365; DSN 227-1365. Address: Information Management Support Center, 6602 ARMY Pentagon,Washington, DC 20310-6602.2. Download from the Center for Army Lessons Learned’s Website at http://call.army.mil, click on CALLProducts, then click on Special Products.2016 versions online at cissm.umd.edu/ (as of 2017)
M. Merrick Yamamoto, 2014, 2016.Reproduction in whole or part is granted for any purpose of the US Government.
Table of ContentsForeword to the readerPlatoon Leader- Platoon Sergeant1Platoon Leaders 1Platoon Sergeants 4Battalion and Company Commander, CSM, and 1SGResponsibilities for Training Platoon Leaders 7Company Commander- First Sergeant9Company Commanders and First Sergeants 9General of the Army George C. Marshall on First SergeantsCompany Commanders, NCOPD, and NCOES 11Company Commanders and Fairness 11Company Commanders and NCOERs 11Company Commanders and the CSM 12Battalion Commander- Command Sergeant MajorBattalion Commanders and the CSM 13The CSM’s Role in Combat 17The CSM at the National Training Center 17The CSM’s Role in Advising the Commander 18The Battalion Commander, the CSM, and the StaffIntegrating the New CSM 20Battalion Commanders and NCOs 21Battalion Commanders’ and CSMs’ Spouses 22Thoughts from Above Battalion Level 22101319What Officers and NCOs Can Do to Strengthen the Officer/NCO RelationshipUnderstand Officer and NCO Responsibilities 23Support the Division of Responsibilities 24Understand NCO Authority 24Understand NCO Leadership 24Understand and Use the NCO Support Channel 25Recognize the Importance of NCOs 25Understand the NCO’s Role in Executing the MissionSupport NCOs in the Execution of Their Duties 28Understand the NCO’s Role in Training 29Support NCOs in Conducting Training 30Understand the NCO’s Importance in Combat 30Understand the NCO’s Importance to Officer SuccessThink About NCOs 33Read the NCO Journal 34Understand What NCOs Expect from Officers 34Respect NCOs 36Work to Increase the Prestige of NCOs 37Appreciate NCOs 37The Officer/NCO Team39Officer/NCO Teamwork 39Officers and NCOs Learning from Each OtherList of Sources41Index of Personal Names4740273223
Platoon Leader- Platoon Sergeantget one. This manual] identifies the place of thenoncommissioned officer in the United States Army.There are chapters on leadership, authority, the officerchain of command, the NCO support channel, dutiesand responsibilities of the noncommissioned officer, andthe relationship between noncommissioned andcommissioned officers. It is specifically written for thenoncommissioned officer, but you should read thismanual, comprehend it.Respect your First Sergeant. Do not hang around hisoffice, do not lean on his desk, and do not sit in hischair. Remember, the First Sergeant is the topnoncommissioned officer in your company and deservesyour respect. Listen to him. He can teach you much. MG Clay T. Buckingham, “To Second Lieutenants.and toAll.” Engineer, Spring 1981, pp. 11-12Platoon LeadersA tremendous source of assistance in your learning isfrom your noncommissioned officers and your fellowofficers. Take advantage of that from the day that youare commissioned. It stays with you as long as you areprivileged to wear the uniform. Competence.growsfrom study, discipline, and plain hard work. As a youngofficer, you must tap one of the greatest sources ofpractical knowledge- the corps of noncommissionedofficers that are throughout our ranks- sergeants ofunmatched ability and dedication. -GEN Carl E. Vuono,Collected Works, 1991, pp. 71, 262That period of time when we served as companycommanders and platoon leaders at the cutting edge ofthe United States Army.is really the best. It’s thatexciting time when you’re developing personally, thetime when you have the opportunity to work hand-inglove with young Soldiers, and of course, the old NCOs,who teach you at their knee or with the tip of their bootwhatever way suits best. -GEN Edward C. Meyer, E. C.Meyer, 1983, pp. 83-84Without NCOs we would all have to learn the hard way.What I learned from the first NCO I worked with, SFCAlfonso M. Rodriguez, has been of great value to methroughout my entire career. From him I learned a lotabout soldiers, about my job, about being an officer. Icannot emphasize enough the value to me that he was aman of integrity. -COL Ward B. Nickisch, A Treasury ofNCO Quotations, 1997, no page numberThe care and cleaning of lieutenants is NCO business. GEN Frederick J. Kroesen, in “For NCO’s: Leadership,Hard Work and TRAINING.” ARMY, Oct 1980, p. 24Most NCOs accept, as an unwritten duty, theresponsibility to instruct novice second lieutenants butthey do so only when the student is willing. -COLGriffin N. Dodge, “Lessons from a Mess SergeantEncourage Dedication, Caring.” ARMY, Jan 1986, p. 17What a hard time young officers of the army wouldsometimes have but for the old sergeants! I have pitiedfrom the bottom of my heart volunteer officers whom Ihave seen starting out, even in the midst of war, withperfectly raw regiments, and not even one old sergeantto teach them anything. No country ought to be so cruelto its soldiers as that. -LTG John M. Schofield, 1897,Forty-Six Years in the Army, p. 18Ask old soldiers, especially noncommissioned officers,concerning matters you do not understand. Consultthem about different matters. -Officers’ Manual, 1906,pp. 34, 177LTs need to listen to their sergeants because thesergeant has been there. -LTC Jim Hawkins, A Treasuryof NCO Quotations, 1997, no page numberA major factor for success is how you get along withothers, and this permeates every rank Army-wide. Thisemphasizes the need for mutual respect, mutualprofessional competence, and reciprocal good will- andfor both sides to take into consideration that the problemrequires special efforts when young officers areinexperienced. The sergeants in your unit can be a newlieutenant’s best professional friends- while both youand they observe proper military courtesy, with mutualrespect for each other. -MG Aubrey S. Newman, FollowMe II, 1992, pp. 17, 63Sergeants and lieutenants must have an understanding ofeach other’s leadership background. There must be ashared knowledge of training background and thoughtprocess. -LTC Arthur A. Schulcz, in “DevelopingLeadership.” Soldiers, Jul 1984, p. 24When you join your organization you will find there awilling body of men who ask from you nothing morethan the qualities that will command their respect, theirloyalty, and their obedience. Commissions will notmake you leaders; they will merely make you officers.They will place you in a position where you can becomeleaders if you possess the proper attributes. gressional Record Appendix, Vol 88- Part 9, p. A2251[Platoon Leaders:] Look at yourself from [your PlatoonSergeant’s] viewpoint and seek to be the kind of PlatoonLeader that you would like to have if you were thePlatoon Sergeant. With regard to the relationshipbetween yourself, your Platoon Sergeant, and yournoncommissioned officers: if you do not have a copy of[TC 22-6, The Army Noncommissioned Officer Guide,1
Platoon Leader- Platoon SergeantThe officer/NCO relationship benefits officers at alllevels, but especially junior officers. The young officergets the benefit of 10-15 hard-earned years ofexperience. If we all had to climb the same promotionladder, it would take too long to develop senior officers.But a lieutenant assigned as a platoon leader is given anexperienced sergeant to help him, and all the wisdomand experience of that sergeant helps the lieutenantbecome an effective leader much faster than any otherway. -MAJ C. I. Yamamoto, A Treasury of NCOQuotations, 1997, no page numberof your command. The surest way to lose an NCOforever is to belittle him before his fellows, or to chewhim out in public.During his career, an officer’s subordinates willsometimes come to him for advice and guidance. Hemust never refuse to listen to a soldier’s personaltroubles. Often a five-minute talk will solve a minormatter that if not treated immediately mightmushroom.Formally or informally, an officer will sit in judgmenton many complaints and grievances of soldiers abouttheir noncommissioned officers. All Americans seem tobe inclined to side with the underdog. A word ofcaution: before you take action, hear both sides. Asharply honed sense of justice is an invaluable attribute.It may not make you popular, but it will make yourespected.The officer must guide his subordinates, answer theirquestions, and supervise them. But oversupervisionindicates a basic distrust and creates undue friction. Theofficer must learn when it is wise to be present and whento be absent.Three attributes are common in all good militaryleaders: they know and do their jobs; they see to thewelfare of their men; they stand up for what is right.The true spirit of a unit springs from a correspondingspirit in the breast of its commander- whether thatcommand be an army or a platoon. -MAJ Herald F.Stout, “The NCO Meets His Junior Officer.” ARMY, May1967, pp. 66-70What should the NCO expect of his junior officer? First,an officer is expected to be mentally awake and morallystraight. He must be mindful that the needs of his mencome before his own. He must have a high degree ofphysical and moral courage.An officer pays his way. The cheapskate is alwaysheld in contempt. Frugality is respected, freeloading isnot. Nothing angers an enlisted soldier more than to seea lieutenant slip into the messhall for a sandwich or abowl of cereal in the morning and not pay for it. Thenoncommissioned officer knows that for this one of hisrank would be admonished if not disciplined.No enlisted man likes to hear an officer belittleanother officer. Gossip and slander have no placeamong soldiers, and those engaging in these merelybetray their boorish ways. An NCO knows that anofficer who speaks contemptuously about his equalscannot possibly have respect for his subordinates. Fromexperience the old soldier knows that usually this officeris trying to conceal his own inferiority and shortcomingsby belittling others. The officer who talks against anenlisted man is even more despicable, because the latteris almost defenseless.Intellectual honesty marks the good leader. As theage-old warning so aptly says, never bluff. The newofficer is not expected to know everything. If you don’tknow a particular subject, why not admit it? It’s muchbetter to admit ignorance of a matter than to bedishonest. As someone has said, if you are honestenough to admit you don’t know, you will be believedwhen you say you do know.An officer is expected to be a man, not a griper or awhiner. Loyalty goes both upward and downward.When unpleasant tasks are handed out, the weak sisterwill say, “This is the Old Man’s idea, not mine.” Anofficer must be truthful to his subordinates- to theirfaces- and as we said earlier, not talk behind their backs.Counseling subordinates periodically and pointing outtheir strong points and weaknesses are important. Awise practice is to say nothing about a noncom that youwouldn’t say to him. A subordinate should be the first tolearn about his shortcomings, not the last. If youremember to praise in public, to punish in private, and todeal honestly, you will gain the confidence and respectDuring my years in the Army a good platoon sergeantalways wanted his platoon leader to be the best in theCompany and Battalion. The good officers listened toand learned from him or her the knowledge to besuccessful, and went on to be good commanders on upthe line. No platoon sergeant wanted to be known ashaving a leader who wasn’t knowledgeable, and thatincludes each level of NCOs at Company, Battalion, etc.The goal of a platoon sergeant is a platoon leader that hecan be proud of- that he can brag about- and when thishappens, any criticism of the platoon leader can be asource of heated discussion! -SMA Glen E. Morrell,letter 26 Aug 1997As the CSM of U.S. Army Special OperationsCommand, one of my duties was to give a class tocommanders and senior enlisted advisors in the PreCommand Course, on the subject of officer/NCOrelationships and the role of the 1SG/CSM. One of thethings I would tell them includes this story:“During the basic course for brand new lieutenants,the instructor presented them with a problem to solve.They were told that the mission was to erect a flag pole.They had one sergeant and three privates. Thelieutenants were given 30 minutes to formulate a courseof action, after which the instructor asked for solutions.2
Platoon Leader- Platoon SergeantEach lieutenant explained in detail how the job couldbest be accomplished. Finally the instructor gave themthe right answer: ‘Sergeant, I want the flag pole here; I’llbe back in two hours to inspect.’ I think that story, trueor not, tells us all we need to know about officer/NCOrelationships. -CSM Jimmie W. Spencer, letter 1 Sep1997We won’t mind the heat if you sweat with us. Wewon’t mind the cold if you shiver with us. And if themission requires, we will storm the very gates of hell,right behind you!Gentlemen, you don’t accept us: we were here first.We accept you, and when we do, you’ll know. Wewon’t beat drums, wave flags, or carry you off the drillfield on our shoulders. But, maybe at a company party,we’ll raise a canteen cup of beer and say, “Lieutenant,you’re O.K.” Just like that.Remember one thing. Very few noncommissionedofficers were awarded stripes without showingsomebody something, sometime, somewhere. If yourplatoon sergeant is mediocre, if he is slow to assumeresponsibility, if he shies away from you, maybesometime not too long ago someone refused to trusthim, someone failed to support his decisions, someoneshot him down when he was right. Internal wounds healslowly; internal scars fade more slowly.Your orders appointing you as officers in the UnitedStates Army appointed you to command. No orders, noletters, no insignia of rank can appoint you as leaders.Leaders are made, they are not born. Leadership isdeveloped within yourselves.You do not wear leadership on your sleeves, on yourshoulders, on your caps, or on your calling cards. Beyou lieutenants or generals, we’re the guys you’ve got toconvince and we’ll meet you more than halfway.You are leaders in an Army in which we have servedfor so many years, and you will help us defend thecountry we have loved for so many years. I wish youhappiness, luck, and success in the exciting andchallenging years that lie ahead. May God bless you all!-SGM John G. Stepanek, “As a Senior NCO Sees It.”Army Digest, Aug 1967, pp. 5-6What do we expect from you as officers, commanders,leaders? We expect of you unassailable personalintegrity and the highest of morals. We expect you tomaintain the highest state of personal appearance. Weexpect you to be fair- to be consistent- to have dignity,but not aloofness- to have compassion andunderstanding- to treat each soldier as an individual,with individual problems.And we expect you to have courage- the courage ofyour convictions- the courage to stand up and becounted- to defend your men when they have followedyour orders, even when your orders were in error- toassume the blame when you are wrong.We expect you to stick out your chin and say, “Thisman is worthy of promotion, and I want him promoted.”And we expect you to have even greater courage andsay, “This man is not qualified and he will be promotedover my dead body!” Gentlemen, I implore you do notpromote a man because he is a nice guy, because he hasa wife and five kids, because he has money problems,because he has a bar bill. If he is not capable ofperforming the duties of his grade, do not do him and usthe injustice of advancing him in grade. When he leavesyou, or you leave him, he becomes someone else’sproblem!Gentlemen, we expect you to have courage in the faceof danger. During your tour, opportunities will arisefor you to display personal courage and leadership.Opportunities could arise from which you may emergeas heroes. A hero is an individual who is faced with anundesirable situation and employs whatever means at hisdisposal to make the situation tenable or to nullify ornegate it.Do not display recklessness and expose yourself andyour men to unnecessary risks that will reduce theirnormal chances of survival. This will only shake theirconfidence in your judgment.Now gentlemen, you know what we ex
Understand NCO Leadership . 24. Understand and Use the NCO Support Channel . 25. Recognize the Importance of NCOs . 25. Understand the NCO’s Role in Executing the Mission . 27. Support NCOs in the Execution of Their Duties . 28. Understand the NCO’s Role in Training . 29. Support NCOs in Conducting Training . 30. Understand the NCO’s .
Revised reprint January 1998 Revised reprint October 2001 Revised reprint June 2003 Revised reprint March 2006 Revised reprint June 2007 Revised reprint June 2008 . Chapter II—The Executive Government 18 Chapter III—The Judicature 20 Chapter IV—Finance and Trade 22
MATHEMATICS AND STATISTICS The Institute of Cost Accountants of India CMA Bhawan, 12, Sudder Street, Kolkata - 700 016 SYLLABUS - 2016. First Edition : August 2016 Reprint : April 2017 Reprint : March 2018 Edition : August 2019 Reprint : March 2020 Reprint : October 2020 Reprint : January 2021
2 The Government of the Hong Kong Special Administrative Region First published, March 1992 Reprinted, April 1993 Second reprint, March 1994 Third reprint, July 1995 Fourth reprint, August 1996 Fifth reprint, December 1997 Sixth reprint, November 1998
FSHD Thematic Minor Handbook 1 Thematic Minor Students majoring in FSHD have the option of declaring a thematic minor. The thematic minor is developed around a theme identified by the student, using courses from two or more disciplines. The major advisor must approve all thematic minors. The thematic minor must be 18 units, 9 of which must be .
ECON 4884 Adv Philosophy Politics Econ ENGL 2634 Writing and Social Justice . in Minor Course is part of a Pathways Minor. Consult the minor checksheets. in Minor in Minor in Minor in Minor in Minor . HIST 3554 Age of Globalization HIST 3564 The Cold War HIST 3864 Development and Hum in Africa
The pattern of whole steps and half steps in the minor tetrachord forms the lower half of the minor scale, and many similar scales: 1a2 When two minor tetrachords are joined, they form a dorian mode (or dorian scale), a scale that sounds very close to the natural minor scale: 1a3 The natural minor scale combines two tetrachords: a minor
FSHD Thematic Minor Handbook 1 Thematic Minor Students majoring in FSHD have the option of declaring a thematic minor. The thematic minor is developed around a theme identified by the student, using courses from two or more disciplines. The major advisor must approve all thematic minors. The thematic minor must be 18 units, 9 of which must be .
The Minor 7th Chord The minor 7th chord is exactly the same as the minor chord. The only difference is one note, to create a minor 7th chord you add the 7th degree of the scale. In layman [s terms, the minor 7th chord is a more advanced version of the minor chord. Let [s learn this chord in ALL î
