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Given all the practice it takes to become proficient at writing up NCOER's, awards, and counselings as well as learning how to become a well rounded leader, and managing different types of people.
Posted in these groups: 
Leadership
Leadership
Posted 10 y ago
Responses: 12
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Trick question. You're constantly becoming one. Every day you're learning something new. Constantly changing, constantly learning, hopefully getting better.
As an example.
I PCS to my second unit, meet one of the two SNCO's I'm going to be working with. Ask him what time it is on his watch. And then change the time to match his. He asks why I do that, and I tell him that way we're always in sync. He'd never heard that before.
When he goes to the SNCO Resident program, he's assigned as the Class Leader (because of seniority), and he does the same thing to the SgtMaj. Apparently the SgtMaj had never heard that before, but my SSgt got mad props for it. Solid first impressions.
One of the benefits, and one of the problems with the rank system is no one has any clue how long you've been any particular rank.
I picked up Cpl early (probably way too early), in a Grunt BN. I had to learn fast or I would get eaten alive by a bunch of guys. Being a PoG, I couldn't give them any excuses. I was a Cpl for almost 3 years, just because the way our promotion system works. I learned a lot, from a lot of great leaders. When I picked up Sgt, I was ready, chomping at the bit ready. And it showed to my SNCOs who mentored the hell out of me for the next rank.
But like you said. Practice. I got a lot of practice, and hands on instruction. Others not so much. Learning curve will vary.
As an example.
I PCS to my second unit, meet one of the two SNCO's I'm going to be working with. Ask him what time it is on his watch. And then change the time to match his. He asks why I do that, and I tell him that way we're always in sync. He'd never heard that before.
When he goes to the SNCO Resident program, he's assigned as the Class Leader (because of seniority), and he does the same thing to the SgtMaj. Apparently the SgtMaj had never heard that before, but my SSgt got mad props for it. Solid first impressions.
One of the benefits, and one of the problems with the rank system is no one has any clue how long you've been any particular rank.
I picked up Cpl early (probably way too early), in a Grunt BN. I had to learn fast or I would get eaten alive by a bunch of guys. Being a PoG, I couldn't give them any excuses. I was a Cpl for almost 3 years, just because the way our promotion system works. I learned a lot, from a lot of great leaders. When I picked up Sgt, I was ready, chomping at the bit ready. And it showed to my SNCOs who mentored the hell out of me for the next rank.
But like you said. Practice. I got a lot of practice, and hands on instruction. Others not so much. Learning curve will vary.
(11)
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SFC (Join to see)
You know, man. You should come to my unit and mentor some of the knucklehead Marines I work with. Would be nice if they had the same mindset as you!
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Sgt Aaron Kennedy, MS
SFC (Join to see) What are they going to do with a 40~ year old 'civilian' in Germany?
(3)
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Sgt Aaron Kennedy, MS
I haven't had an active clearance for a dozen years, and when I was a government contractor, I really didn't care for it. Strangely enough though my old Intel Chief went to DIA when I went to Quantico.
Quick story.
We're sitting in the MEF Intel Chief's (MGySgt) Office getting a letter of recommendation for him for that job (DIA). The MGySgt prints it off in the other room and tells me to look it over and bring it back. More "busy work" (I'm a Cpl at that point) than anything.
I go out, do a quick read and make some notes. I come back and point out "flaws" in the letter. Stupid little things like moving the leadership section to the top, etc. Just general formatting stuff, nothing special. He thanks me and I go wait outside.
About 15 mins later my Sgt comes out, and he's like (not mad) "WTF?, as soon as you leave, MGySgt only wanted to talk about you." I was super apologetic, as I wasn't trying to detract from him. I wanted the letter of recommendation to be good. He said it was cool, it was just weird as hell. Long story short. I know a guy who used to work at DIA.
Quick story.
We're sitting in the MEF Intel Chief's (MGySgt) Office getting a letter of recommendation for him for that job (DIA). The MGySgt prints it off in the other room and tells me to look it over and bring it back. More "busy work" (I'm a Cpl at that point) than anything.
I go out, do a quick read and make some notes. I come back and point out "flaws" in the letter. Stupid little things like moving the leadership section to the top, etc. Just general formatting stuff, nothing special. He thanks me and I go wait outside.
About 15 mins later my Sgt comes out, and he's like (not mad) "WTF?, as soon as you leave, MGySgt only wanted to talk about you." I was super apologetic, as I wasn't trying to detract from him. I wanted the letter of recommendation to be good. He said it was cool, it was just weird as hell. Long story short. I know a guy who used to work at DIA.
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To become a NCO - not long. To become a good NCO - it is a continual process that never ends.
Here is a short list of some of the more important factors that affect how long and how well:
Education - I've had Soldiers who had college degrees and couldn't lead water downhill.
Leadership - I've had Soldiers who were natural leaders, but couldn't write.
Opportunity - If you don't have the opportunity, you can't do anything. The right schools, the right vacancies, the right timing, etc
Luck - good or bad, it comes into play. Opportunity falls into this category sometimes.
Here is a short list of some of the more important factors that affect how long and how well:
Education - I've had Soldiers who had college degrees and couldn't lead water downhill.
Leadership - I've had Soldiers who were natural leaders, but couldn't write.
Opportunity - If you don't have the opportunity, you can't do anything. The right schools, the right vacancies, the right timing, etc
Luck - good or bad, it comes into play. Opportunity falls into this category sometimes.
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As many have already mentioned, being a good NCO, leader, and mentor is a matter of continued effort and self awareness.
The illustration may be a bit of a stretch, but we all bring unique abilities and everyone has a different capability and manner of accomplishing their goal. Keep striving to find what works for you and never hesitate to ask for help in fine tuning your tools.
The illustration may be a bit of a stretch, but we all bring unique abilities and everyone has a different capability and manner of accomplishing their goal. Keep striving to find what works for you and never hesitate to ask for help in fine tuning your tools.
(6)
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