Why is it that we have SNCOs who are on their way out the door and do not want to share knowledge or help JNCOs progress?

SFC Private RallyPoint Member — Mon, 03 Oct 2016 11:21:04 -0400

Response by PO3 Steven Stinnett made Oct 3 at 2016 11:25 AM

PO3 Steven Stinnett — Mon, 03 Oct 2016 11:25:26 -0400

Interesting...

Response by MCPO Roger Collins made Oct 3 at 2016 11:25 AM

MCPO Roger Collins — Mon, 03 Oct 2016 11:25:49 -0400

My guess is that they would probably not listen or care what they say.

Response by Cpl Justin Goolsby made Oct 3 at 2016 11:41 AM

Cpl Justin Goolsby — Mon, 03 Oct 2016 11:41:31 -0400

The simple answer is some of them are getting kicked out and the others are busy thinking of what they're doing after military life and retirement. I don't begrudge them in either case. I had a couple SNCOs retire and they were almost never there. Between medical appointments, separation classes, job interviews, packing and moving, they pretty much had a full plate. And the ones who were getting kicked out, do you really want their knowledge?

The way I see it, if you want the knowledge of your superiors, it's your duty to seek them out when they are available. When my Gunnys were in shop, I was shadowing them for any bit of knowledge I could get. It's all about Initiative. If you don't want the knowledge, they're not going to give it to you. But if you are ready and want it, they'll give you all the knowledge and wisdom from their career.

But if you are waiting to learn when they've got their foot out the door, then it's already too late.

Response by CPT Pedro Meza made Oct 3 at 2016 11:41 AM

CPT Pedro Meza — Mon, 03 Oct 2016 11:41:55 -0400

Here is an answer that will make you think, a lot of the senior NCO have chosen not to share their knowledge with the junior NCO because they prefer that Junior NCO learn on their own through trial and error, more so because there has been so many changes within the military. About the only good advice that a Senior NCO can give to a Junior NCO is "Stay Flexible, Stay Flexible."

Response by SGM Erik Marquez made Oct 3 at 2016 11:59 AM

SGM Erik Marquez — Mon, 03 Oct 2016 11:59:42 -0400

Why is it common for newly promoted SSG to see how much more, how much better they can do with newfound rank and authority while others work to see how much less they can get away with.?
Why do some newly promoted SGT put thier head down and really get into the job while others find new and better ways to sham?

Why does the outgoing CSM, SGM, 1SG. MSG "check out" the last year, 10 months?... well for sure, some are assholes and have been skating for long before that... and some have been devoting every waking min to others, to the mission, to the soldiers..and when that retirement order hits the desk they realize how screwed they are, no plans, ignored family for years, nothing but the Army,,and that's ending..so they dig into what comes next while they still can. They ignore the old, the unit now being navigated by a new leader and focus on the family, themselves, for the first time in 28 years, 7 months...
Every Soldier has to end thier career at some point.. the ones that have been doing it right for 20 plus years....dont you think they deserve some time at the end to focus on them and thier family..so they can have a decent life after Army?

Response by CPO Private RallyPoint Member made Oct 3 at 2016 12:00 PM

CPO Private RallyPoint Member — Mon, 03 Oct 2016 12:00:13 -0400

SSG-

Let me give you the other side of that coin. At a Command I was at I was Primary on several systems, two of which were specialty units. I had all the knowledge, I ran the shop maintenance program. 9 months out from my transfer I started trying to hand these systems off. No one would take them and the CoC did not see a reason for them too. 6 months, 3 months, 1 month... No one would step up or wanted to learn them. By this time I realized they had screwed them selves over and I let them by not forcing them to do the jobs. I was helping in setting them up for failure. So I dumped it on top of them hard and dirty. They complained to the CoC who wanted to know why I had zero maintenance and why I had assigned it to the rest of the shop. I explained they needed to learn it while I was still there to answer questions. Well they all played games and only did the easy work, no one asked any questions, and they pushed maintenance right to avoid it thinking I would do it for them. I transferred and for 3 months after I got Questions and requests for sops emailed almost daily, and at least a dozen phone calls some in the middle of the night.

Quite frankly while a good leader should teach those under them, the JNCO have a responsibility to step up and request the information. Why should we all waste time teaching people if they really have no interest to learn? Any one of my Junior people that come and ASK me questions I will spend as long as it takes to answer them. But i'm not going to waste my time with people that don't want to learn.

Response by Capt Private RallyPoint Member made Oct 3 at 2016 12:01 PM

Capt Private RallyPoint Member — Mon, 03 Oct 2016 12:01:20 -0400

I believe one of the most important jobs of a manger is to insure that there are folks that will keep the good things going and make improvements when the manger leaves.

I was lucky enough to do that in the jobs I had.

Response by SFC Randy Purham made Oct 3 at 2016 12:13 PM

SFC Randy Purham — Mon, 03 Oct 2016 12:13:46 -0400

Typically because they are/were not caliber SNCOs in first place. Leadership is the person, not the rank or position. So, evaluate the person and ask yourself; "Do I want to be that type of leader?" (Good or bad) There are take aways from everyone in such rankings and positions. If you had to ask that question, you already knew the answer.

Response by SFC Private RallyPoint Member made Oct 3 at 2016 12:41 PM

SFC Private RallyPoint Member — Mon, 03 Oct 2016 12:41:33 -0400

From my experience I have found that some leaders want to be "showcased". Personally, I try to educate my subordinates to act according to the Creed of the Non-Commissioned Officer and "take initiative in the absence of orders." I don't want programmed robots working for me, I want competent thinkers and doers, so that when I am not around the place doesn't fall apart. I like well oiled machines. The below artice sums up why I believe some leaders hoard information.

This following is from an article written by Norvell B. De Atkine, he is a COL (R) with a wealth of knowledge in the Middle East. The full article can be found in Middle Ease Quarterly, December 1999. The title of the article is "Why Arabs Lose Wars".

"INFORMATION IS POWER
In every society information is a means of making a living or wielding power, but Arabs husband information and hold it especially tightly. U.S. trainers have often been surprised over the years by the fact that information provided to key personnel does not get much further than them. Having learned to perform some complicated procedure, an Arab technician knows that he is invaluable so long as he is the only one in a unit to have that knowledge; once he dispenses it to others he no longer is the only font of knowledge and his power dissipates. This explains the commonplace hoarding of manuals, books, training pamphlets, and other training or logistics literature. On one occasion, an American mobile training team working with armor in Egypt at long last received the operators' manuals that had laboriously been translated into Arabic. The American trainers took the newly-minted manuals straight to the tank park and distributed them to the tank crews. Right behind them, the company commander, a graduate of the armor school at Fort Knox and specialized courses at the Aberdeen Proving Grounds ordnance school, collected the manuals from the crews. Questioned why he did this, the commander said that there was no point in giving them to the drivers because enlisted men could not read. In point of fact, he did not want enlisted men to have an independent source of knowledge. Being the only person who can explain the fire control instrumentation or boresight artillery weapons brings prestige and attention. In military terms this means that very little cross-training is accomplished and that, for instance in a tank crew, the gunners, loaders, and drivers might be proficient in their jobs but are not prepared to fill in for a casualty. Not understanding one another's jobs also inhibits a smoothly functioning crew. At a higher level it means there is no depth in technical proficiency."

Response by SSG(P) Auston Terry made Oct 3 at 2016 1:16 PM

SSG(P) Auston Terry — Mon, 03 Oct 2016 13:16:19 -0400

This has not been my experience with SNCOs that are leaving on their own terms rather than separating involuntarily.
That said, I agree with what SGM Marquez that after giving the Army X-years of fostering and mentoring JNCOs that maybe they feel like they've earned a break. I didn't go to retirement and I certainly felt that I deserved to take a step back.

The other part being that if you weren't already improving the organization daily then what would the last 3-6 months matter?

Response by SGM Private RallyPoint Member made Oct 3 at 2016 2:38 PM

SGM Private RallyPoint Member — Mon, 03 Oct 2016 14:38:56 -0400

That is a good question. As a SFC in a acting 1SG position I have come to understand there is some information that you can not give out until a certain time, however as a Senior NCO I have always made it a point to train my subordinate soldiers in leadership and duty MOS tasks. I would give them a task and put a junior NCO in charge. When the task was completed I would have an AAR and we would point out some strengths and weeknes. Then I would help that NCO find the training he or she needed to sharpen their skills in both leadership and common soldiering tasks. I have always said I'm not going to be in this position long so why hold the valuable information to help another NCO move up and advance because one day they will be a Platoon Sergeant or 1SG. You are always training and mentoring your replacement.

Response by SFC Mark Merino made Oct 3 at 2016 2:56 PM

SFC Mark Merino — Mon, 03 Oct 2016 14:56:27 -0400

ROAD?

Response by CWO3 Private RallyPoint Member made Oct 3 at 2016 3:03 PM

CWO3 Private RallyPoint Member — Mon, 03 Oct 2016 15:03:34 -0400

Good question. There will always be individuals that believe their part is done and it's time to move on. You just have to remind them to finish out their service honorably and to the full responsibility of the rank they hold.

Response by Sgt Wayne Wood made Oct 3 at 2016 3:49 PM

Sgt Wayne Wood — Mon, 03 Oct 2016 15:49:18 -0400

The knowledge was hard to acquire. Why should they deprive YOU of the joys of learning?

Response by CAPT Kevin B. made Oct 3 at 2016 7:52 PM

CAPT Kevin B. — Mon, 03 Oct 2016 19:52:31 -0400

Guess I won't ask SGM Erik Marquez how he really feels. Bottom line, if you've been giving it your all for so long, at some point you stop looking around and start looking outwards beyond where you're at now. I didn't have that luxury as my final tour was in a Skipper slot but it was Reserves, hence I had a day job and a lot of people to worry about there too. And as predicted, I started looking outwards when I was about 6-9 months out from that as you have to get paperwork in, have to work on your backfill, start the house remodel so we could get the hell away, and the list goes on. Transitions are big things that take time and energy. Be glad you're given your space when that time comes.

Response by SFC Pete Kain made Oct 3 at 2016 8:20 PM

SFC Pete Kain — Mon, 03 Oct 2016 20:20:02 -0400

Most want to help, but the JNCO's weren't interested in learning. The Seniors have their own problems at retirement. Hand holding is not one of them.
Who screwed you over SSG Peters or just what is your complaint?

Response by SSG Mark Franzen made Oct 3 at 2016 9:50 PM

SSG Mark Franzen — Mon, 03 Oct 2016 21:50:02 -0400

what your a SSG in the Army you should have been following your senior NCO's around on how things are done not complain about now. The party is Over take charge or step down and Let someone else do it!!!!

Response by SSG Mark Franzen made Oct 3 at 2016 10:20 PM

SSG Mark Franzen — Mon, 03 Oct 2016 22:20:55 -0400

I am saying they have other things on the Mind and I understand where you are coming from be there a lot times. thanks for Your Imput.

Response by MSG Pedro Valentin made Oct 4 at 2016 7:14 AM

MSG Pedro Valentin — Tue, 04 Oct 2016 07:14:54 -0400

One reason could be because they weren't good NCOS in the first place. The other reason could be because there isn't enough time to share the wealth of knowledge gained in 20 plus years into several months. A good SNCO shares knowledge every single day. We all learn be trial and error, and observation, and we should always use best judgement, treat Junior leaders with respect, and challenge them each day to better themselves. These are just a drop in the ocean of knowledge.

Response by SMSgt Steve Neal made Oct 4 at 2016 8:00 AM

SMSgt Steve Neal — Tue, 04 Oct 2016 08:00:10 -0400

A bad case of "sour grapes"; feeling unappreciated and totally consumed by "transition-anxiety". The fear of their new (unknown?) next phase in life can stagger even the best of us. When you are out there's no going back; no "do-over"... Give your end-of-career SNCOs a stress-break and let them choose who they mentor while they get that next job or buy their last home, or the mounting career life/career transition stress will eat their lunch! Besides working on my Master's degree, I devoted a substantial portion of my transition time to making my 26 years of active-duty medical records reflect what the VA needed to see on my disability application, and it paid off...

Response by SSgt Boyd Welch made Oct 4 at 2016 8:12 AM

SSgt Boyd Welch — Tue, 04 Oct 2016 08:12:02 -0400

Leadership is about more than just managing systems, processes and people. Some people who were my senior NCOs inspired me by what I call "command presence". I knew that they had the knowledge, experience and ability to do anything they asked me to do and so I wanted to learn and become the type leader that they were. Others went out of their way to avoid any contact with those "inferior" to them. A good leader has a "tailwind". He drafts people behind him and they in turn help push him upward. Just my opinion.

Response by SMSgt Private RallyPoint Member made Oct 4 at 2016 10:09 AM

SMSgt Private RallyPoint Member — Tue, 04 Oct 2016 10:09:49 -0400

Part of the problem is that many of these SNCOs have no knowledge to share! They got their rank by filling their boxes and not fucking up. When there was 'work' to be done, they made it a point to be somewhere else getting bullet statements for their EPRs or jumping through their ass to get this or that award or decoration. They went to the various schools and academies to fill boxes, not really learn anything to use. In fact, most of what they were taught there would and could only work IF everyone else was doing what they were supposed to do. But they do not. They are too busy getting their rank by filling their boxes and not fucking up! How did I get my rank? A few good decisions, the help of quite a few good people and blind dumb luck.

Response by SGM Bill Frazer made Oct 4 at 2016 10:23 AM

SGM Bill Frazer — Tue, 04 Oct 2016 10:23:35 -0400

You should have been training them from Day 1 to take your place, as no one is bullet proof. Some times it's casting "pearls before swine", but there are good junior NCO's out there that will rise to the occasion. I always trained my "kids", I am constantly amazed by my kids to stayed in and climbed the heights, who stop to guve my kudo's for their development. Yeas that las yr of service is always ate up with out processing, but you are still their NCOIC/trainer to you check out the net!

Response by MSG Private RallyPoint Member made Oct 4 at 2016 10:50 AM

MSG Private RallyPoint Member — Tue, 04 Oct 2016 10:50:21 -0400

Imparting wisdom is part of mentorship. Mentors and those seeking mentorship enter a special relationship of trust. If you want to know ways a senior leader might handle a specific function, I'm sure they will explain that to you. If you want to know everything they learned through their career, you are going to have to go out on a limb and respect what they have to say even if you disagree.

Response by Sgt Private RallyPoint Member made Oct 4 at 2016 10:51 AM

Sgt Private RallyPoint Member — Tue, 04 Oct 2016 10:51:22 -0400

Sounds like you in a unit with shitty leadership

Response by Sgt Private RallyPoint Member made Oct 4 at 2016 10:51 AM

Sgt Private RallyPoint Member — Tue, 04 Oct 2016 10:51:38 -0400

I still mentor ppl and I'm out

Response by Sgt Private RallyPoint Member made Oct 4 at 2016 10:52 AM

Sgt Private RallyPoint Member — Tue, 04 Oct 2016 10:52:23 -0400

I want all my Marines to win what good does it do to keep the knowledge to your self that's selfish

Response by PO1 Roger Waddle made Oct 4 at 2016 11:21 AM

PO1 Roger Waddle — Tue, 04 Oct 2016 11:21:24 -0400

Suck it up cupcake learn your job the way they did

Response by 1SG Dennis Hicks made Oct 4 at 2016 12:39 PM

1SG Dennis Hicks — Tue, 04 Oct 2016 12:39:40 -0400

If a SNCO has always mentored and looked to train junior NCO's from all the lessons learned over the decades then they will most likely continue to do so as the leave the building and in many cases years after they are out of uniform. If another group of SNCO's always kept to themselves, never looked out for anyone but themselves and were shitty leaders to say the least why would any Junior NCO want to learn from them? The secret to leadership is having the basic building blocks within you and then taking and making other good/great NCO abilities your own as you serve with those examples and under them. I will tell you this, serving under the older generations of NCO's who served in the 70's was not an experience for the gentler souls. In those days you avoided SNCO's like the plague and if you were unfortunate enough to be walking on the sidewalk when you BN CSM was on his way to your company from the other direction. Lets say a smart NCO/troop remembered they forgot something the other way fast. Think CSM Plumbley as played by Sam Elliot in "We where Soldiers". You don't go out of your way to Chat with SNCO's for fun. I was no Great SNCO but to my credit even the troops and Officer who hated my guts spoke well of me most of the time because I was a big pain in the ass and spoke my mind regardless of tact. To this day I remember every good and great NCO I served with and what I took away from their brand of leadership. The Phuckstick NCO's I knew are also in my head as what not to be/do.

Response by SGM Debra Bradshaw made Oct 4 at 2016 2:37 PM

SGM Debra Bradshaw — Tue, 04 Oct 2016 14:37:33 -0400

There are those that hold every rank that are like this. The closest I can come to understanding it is that they either a/don't care or don't know how to mentor or, B/are afraid of others moving up to their position.

Response by SSG Michael Hale made Oct 4 at 2016 5:57 PM

SSG Michael Hale — Tue, 04 Oct 2016 17:57:52 -0400

I feel that if the SNCOs were training their subordinates correctly while were under Leadership, then I'm quite sure if will rub off.

Response by SFC Larry Jones made Oct 4 at 2016 8:28 PM

SFC Larry Jones — Tue, 04 Oct 2016 20:28:18 -0400

In addition to what the others are saying, sometimes command has it in for you and continually breathes down your neck, so you are just trying to survive. I was a good soldier who got seriously injured, then got a CoC who had not known me before and refused to recognize my limitations. Incidentally, I was assigned to Recruiting Command.

Response by MSG Robert Greco made Oct 4 at 2016 8:37 PM

MSG Robert Greco — Tue, 04 Oct 2016 20:37:10 -0400

At the end of my deployment to Iraq I was selected for retirement, I believe it was politically motivated. But, it didn't matter because I told my Major I plan to punch out shortly after we returned.

As for mentoring, I held monthly classes for my Supply SGT'S and BN S4's prior to our MOB order's. I also made myself available for "one on one" training for anyone who asked. I just made one demand, send me a list of task you need help with and do NOT expect me to do your job! I will train but, they will do the work.

My young LT just made Major. In his promotion speach he thanked people who helped him over the years. And he thanked me for taking the time to train him all while doing my duties.

I look at it like this. Doing my duties is what is required. Teaching my Jr's and my young Officers and advise my Commander is my responsibility.

Requirements and Responsibilities go hand in hand. Even though after 26yrs I was selected for retirement, I hold my head up high and proud. For my Jr's and my young Officers still thank me and I've been happily retired for almost 6yrs now and on year 3 of 2nd career at 48yrs old.

Response by SFC Private RallyPoint Member made Oct 5 at 2016 6:19 AM

SFC Private RallyPoint Member — Wed, 05 Oct 2016 06:19:12 -0400

Man you might need to be more specific than that. You could just have disgruntled leadership.

Response by CSM Jim Hardin made Oct 5 at 2016 9:29 AM

CSM Jim Hardin — Wed, 05 Oct 2016 09:29:09 -0400

IT'S true the E-6 and below are out for nothing but DO LESS WORK BECAUSE of the rank! Therefor, The SNCO'S leave it up to the Military to TEACH it to them the HARD WAY.

Response by MSG Carlos Quinones made Oct 5 at 2016 11:36 AM

MSG Carlos Quinones — Wed, 05 Oct 2016 11:36:02 -0400

Because they are not NCO, they are book expect and they not have the leadership how explain or given that knowledge to his soldier

Response by SFC Gerald Eberwein made Oct 5 at 2016 12:34 PM

SFC Gerald Eberwein — Wed, 05 Oct 2016 12:34:42 -0400

Several reasons may prevail.
Personalities of either may not allow for that type communication.
Then there is the uncontrollable series of events; E.g. the replacement has not arrived before the SNCO is in the processing out phase;
A clash of schedules between the SNCO out and the replacement in mandatory functions; finally,
The SCNO is gone before the replacement is even transferred from their previous assignment. This can be due to the incumbent getting urgent transfer orders requiring depart ASAP. (I've had a couple of those. It was distressing to not be able to even give a walk through status report of the operation.)

Response by 1SG Robert Rush made Oct 5 at 2016 12:45 PM

1SG Robert Rush — Wed, 05 Oct 2016 12:45:55 -0400

I have been out since Nov 2009 and I do not know how NCODP is being used in today's Army. As a First Sergeant I personally conducted JNCODP for my E-4's, E-5's and E-6's. Teaching them what they needed to know and their responsibilities in their next position. In SNCODP, I taught my E-7's what they needed to know if the had to take over the company if anything happen to me.
I have said this before, maybe it is because some of the SNCO have been promoted sooner that they should have been. And are insecure in the knowledge they have. From 2003 until 2009 I have noticed that that the Officer and NCO corps have been promoting some individuals way before the were ready. I don't think the Army has the career development standards the had 10 or 20 years ago. Of course, a sustained war, on 2-fronts could allow that to happen.
Our military has been allowed to get a level that it should have have. Since 2003, all members of the military have been deployed too often and too many times, that active and reserves.
I have not agreed with the way our military has been told to operate. They have cut too many good officers and NCO's that were needed. The war and conflicts are a long way from being over.

Response by CPO Nate S. made Oct 5 at 2016 12:59 PM

CPO Nate S. — Wed, 05 Oct 2016 12:59:20 -0400

I don't know about now, but when I was the US Navy (1975-1996) the first thing I learned from a Korean/Vietnam War Master Chief is that as a Senior Enlisted is was our RESPONSIBILITY to train Juniors as they would someday be responsible for the health and welfare of their subordinates. As to SGM Marquez's. I worked wright up until the day before I retired (went on Terminal Leave). Even my OIC said, Chief Relax. My response "Sir, I have to make sure I have answered things for my juniors. Some last minute changes had come to some programs I was managing and it would have been wrong not to share these changes to help make them successful as I left." I agree with SGM that some are Assholes and other fail to plan. But, part of our duty as senior leaders is to talk about the career development process including how to properly plan to excite the service and enter a new phase.

Also, my wife and I are both retired US Navy so we handled things a little different than most. In short, let you SGM, MCPO or other senior SNCO know you want to learn from them the proper steps to get to their level. Ask them to tell you about their success. By taking the "Teach me something" approach, you show respect for their knowledge and that you value their experience. Sometimes as SGM said, when they get to the end of their careers and realize all they know is the USA, USN, USMC, USAF or USCG they are SCARED!!!

Perhaps all some people need is to know they are still needed, even when they are exiting the service. That is important!!! Of course, you will know the assholes, their behavior will be obvious. But, as MCPO once told me "PO3 (my rank at the time) There will be times when others bite off your hand, don't with draw it from the next person, because when you do and that persons drowns when you could have saved them it reflects on your character alone." In other words, there will always be jerks, sometimes it is important to let the jerk know they have value and as you break down those barriers with deflating your integrity, you and the jerk will learn some VALUE LESSONS about human nature and TRUST!

Response by SGT Tim Fridley made Oct 5 at 2016 1:33 PM

SGT Tim Fridley — Wed, 05 Oct 2016 13:33:29 -0400

From my experience some do not posses the knowledge to pass on (eg) I worked under a SFC in a Motor SGT. position who did not even know how to fill out a deadline report was pretty sad

Response by MSG Don Burt made Oct 5 at 2016 6:22 PM

MSG Don Burt — Wed, 05 Oct 2016 18:22:01 -0400

I would have phrased it...Why is it that "some" SNCO'S...? Some will always be that way, it's their makeup...others will help if YOU ask at the right time and place as there's no secret/s about conveying to JNCO's info that will help them in doing their jobs. SOME may feel you're heading for their job and don't won't to help you along the way...personally, I've never had that happen, but just keep plugging away and garnish tid bits of info from all who you ask. Good Luck!

Response by CW3 Scott Webster made Oct 6 at 2016 3:01 PM

CW3 Scott Webster — Thu, 06 Oct 2016 15:01:32 -0400

Critical thinking comes into play when sharing knowledge. Those seeking knowledge should ask questions that allow the knowledge holder sufficient time to reflect and formulate a detailed answer as needed. But proper questions are like financial planning and should have short, medium, and long term goals associated, much like skills training and development for your unit's intended mission. Many recognize the 'now' questions but should focus just as much on the future and post-military questions. Two good knowledge tools I passed on to our new MI warrant officers: how to find (on their own) any unit MTOE (personnel and equipment), which is broken down into section and MOS grade. The second which tied into the first was how to get the names and units of others in an MOS on your installation, with the perspective of sharing knowledge or training opportunities. For the students, who were approximately half former E-6s and half former E-7s with an average of 10 years service, this was new information to them that they could easily pass on to anyone else and apply through their career. So my takeaways on sharing knowledge are developing critical thinking skills, which should drive reflective, probing, thoughtful questions that address tactical or strategic goals.

Response by SFC Brian Chambers made Oct 8 at 2016 12:44 PM

SFC Brian Chambers — Sat, 08 Oct 2016 12:44:45 -0400

Hi folks,
The SN NCOs that i was around would mentor a younger soldier who is willing to listen, the be, know, do still applies in the military. I would recommend to you, take the hard assignments. Become an expert in your mos, learn and live the troop leading procedures. After you do these and start to see your soldier respond to your direction. The Sn NCOs will share a pearl or two, they are not going to give you anything that would be bad, listen to them they are your development text book.
Go to every school you can get, the harder ones are best! The soldiers are watching your every move. If SSG goes to school I want to go to school!
Become one with your units mission, that's is the motivation for success.
I don't know if I have helped you, but I will offer you any information I can to help you become better as a NCO.
Brian