"There is no more NCO business or Officer business. Just leader business." TRUE or FALSE?

As former Infantry NCO, there were times Officers intruded in the execution of training, or, just felt they wanted to be a part of the "Team", be one of the "joes". And, during Combat training, they were quick to jump on the radio, and demand what was going on, before any of us in contact had made a proper assessment of the threat. The LT would contact higher (C.O.) who in turn, would contact his higher (BC) then all the unnecessary pressure was on! Every "O" wanted a piece of the action, demanding SITREP's at the expense of me and my squad. That was not leadership, that was MICRO MANAGING. I experienced more micro managing coming from among officers and senior NCOS than I saw actual "leadership". But this wasn't always the case in Combat Arms. A strong Platoon Sergeant normally kept an over eager Platoon leader in check. Now, in combat Service support, and none Infantry MOS's, I experienced among my NCO peers, this FEAR of letting officers do "anything",..which was the reverse knee jerk solution. They'd use Infantry tactical phrases, like "Stay in your lane , Sir",..which was in my opinion a bit stupid. I had some damn fine "pro active" Lieutenants who "set the example", "Set the pace", whereas, some very lazy, poorly taught NCO's were complacent, and happier being blissfully incompetent and would rather operate their platoon like a "Frat house" , pandering to the diverse eccentric personalities of their dysfunctional Platoon members, instead of putting a boot in their collective ASS's, and creating an effective fighting force among them. These NCO's were the first to cry whine and complain when an "Good Officer" was trying to fix the fucked up platoon. I saw many different scenarios of "poor leadership", and "Micro managing" from both the NCO corps and Officers. No one has a commodity on leadership. If this were true, then only acts of bravery would be allowed to come from NCO's and Officers, and basically negating any acts of bravery from among the lower enlisted. In short; no Privates would ever storm a enemy position, nor throw themselves on a hand grenade to save their Squad, as this would be "NCO/ OFFICER Business" because it falls under "leadership".
When I was still serving, there were things only an NCO can perform, some of which, an Officer didnt want to know about.
However, todays Army is full of "Baby sitters" (NCOs) of the training schedule, and "proof readers" (Officers) for the Department of the Army's "Script".
Todays Army is not a place were men lead men anymore.
Especially no distinct division of the "Baby sitting duties". What a waste to go to West Point.

Officers interpret the orders and relay them. NCO's implement them.

I heard the analogy once of Officer=Driver, SNCO=crew chief. Two different views of the same vehicle. They need to talk to each other all the time. But the crew chief isn't deciding when to draft and when to pass. The driver isn't turning wrenches during a pit stop.

SSG Erik Petterson - One of the mistakes I saw as a junior officer, was junior officers thought they were primary instructors for their platoons. The Lt talking to a bleacher with 40+ Marines

As PltLdr If the subject was non-illuminated night attack, I, the PltSgt and the PltGde reviewed squad leader knowledge and shored up if they were weak on doctrine and terminology, they did the same with their team leaders, and team leader taught their own teams. It was damn rare in my plt where the primary instructor in any fighting skills instruction was looking at more than his immediate subordinates.

COL Jean (John) F. Burleson,
I concur, sir, very well stated. Also, good advice from someone in the Commisioned side of the house, 2LT Michael Everett, can take to heart as he grows in and matured into a well groomed officer.

Col, I am not sure where you are coming from but as as E-7 flight Engineer, I felt bad if I could not handle it my self. I went to the 1/ shirt and then to the CO. One example was a 2/Lt pilot who would not listen to me. I went up the ladder and got rid of him before he killed me and my crew.

That's being a good E7.

SFC (Join to see) -

SSG Mannix Brooks - The Army may be different. I could go to my 1/Sgt and he had no idea what my job descripition was. Shit, he did not even know how to start engines.

MSgt Marvin Kinderknecht this is really offtrack, but Navy Command Master Chiefs have a limited time to qualify in a Warfare Specialty that they did not come from if they transferred into a new command. As a Surface Warfare Specialist if I were assigned to an Aviation Command now and still on active duty I would have to Qualify at that command (ie. learn to start the engines).

That may be Navy specific, but it seems to me that if I am going to lead Sailors I need to know what they do and how they do it. I may not have been assigned to a specific ship prior to my arriving, but I sure would want to KNOW her intimately before I taught my crew about her or solved the problems of the mess.

"Officers will have the maximum time to complete their duties. They will not have to complete mine." Says it all right there.

CSM Heidke, I agree with your statement. When I was BDE CSM, I signed a copy of the "NCO Creed" and gave it to my BDE CDR. I told him "Sir this are my responsibilities/duties and beliefs". He kept it on his under the glass on top of his desk. Went "NCOs" came in front of him for misconduct, he will handle the "NCO creed" and asked that "NCO" which part he violated, neglected or abuse and how he is going to fix such violations/derailments. It was a hard reality for such "NCOs" specially when realizing that they have let the NCO Corp down by behaving in such manner. After such experience, I get the opportunity to talk to such NCOs and point them in direction they need to take to be back on track. Many made it back and still in the ranks as of todays and some have made it the CSM/SGM ranks.