MFMC/NCO
LEADERSHIP SERIES
LEVEL II: The History of the NCO
Contents |
Chapter 1
The Non-Commissioned Officer's (NCO) origins can be traced back to the Roman Legions of Old Earth. The Romans' success in war was due to their march formations, camp preparations, and response to instructions in battle. A Roman soldier's training was long, detailed and intense. The Roman commanders had found that the tactical and administrative requirements of drilling and fielding a successful army absorbed all their time, thus necessity caused them to turn to the ranks for assistance. The upper echelons of Roman leadership picked exceptional soldiers to be leaders of 10 other soldiers, and assistants to commanders of 100 and 600 soldiers. In these roles, they were to supervise individual training, carry out their commander's plans, and perform administrative and logistical tasks. As such, they were the first "noncommissioned" officers called Principalis". In the military sense, "Non-Commissioned", then as is now, means that entry to or occupation of a position of responsibility and authority is based not on 'education and commissioning', but upon demonstrated competency and continued performance, and that personnel in that position are key or essential for the effective operation of units.
Genesis of the Modern NCO's Role
The historical NCO we would recognize most easily today, can be traced back to Terran Year 1775 on Old Earth. The early organization of the American Continental Army was patterned after the British: officers were appointed / elected from the aristocracy, and in turn, sergeants were appointed / elected from the ranks. But there was little uniformity in qualifications, duties, responsibilities, authority and standards for these positions. General Washington's newly-appointed Inspector General, Baron Von Steuben, began working to correct these deficiencies at Valley Forge, where Washington's disheartened troops were then encamped. Steuben's "Regulations for the Order and Discipline of the Troops of the United States" appeared on 29 March 1797, and for the next 33 years, was the official manual of the US Army. Commonly known as "The Blue Book", it contained about 100 small pages setting forth clearly and simply the fundamentals of guard duty, organization, field operations and drill. There were instructions for leaders from the Commandant of a regiment down to the lowly Corporal, they clearly established guidelines for selection and outlined the duties of the non-commissioned officer, that have proven valid over the years and is still used to this day.
Steuben's instructions for the commandant of a regiment states:
"The choice of non-commissioned officers is also an object of the greatest importance....The order and discipline of a regiment depend so much on their behavior that too much care cannot be taken in preferring none to that trust but those who by their merit and conduct are entitled to it.
Honesty, sobriety, and a remarkable attention to every point of duty, with neatness to their dress, are indispensable requisites; a spirit to command respect and obedience from the men, an expertness in performing every part of the exercise, and an ability to teach it are also absolutely necessary.
These regulations also gave instructions for sergeants and corporals, impressing on them the importance of their duty and responsibility toward discipline and order of the company. They cautioned against "too great familiarity with the men" but insisted that each soldier "be treated with great regard". A further word of caution was "by a contrary conduct they forfeit all regard, and their authority becomes despised".
The NCO Today
The NCO was and is promoted from the ranks and charged with duties that assist and complement the officer in the discharge of his or her own duties. In legal terms, the NCO serves as an agent of the officer, and other organizers of the Corps, and derive a arge measure of their legal authority from those sources. The complexities and diversity of leadership requirements call for the allotcation of specific types of tasks to various levels in the military hierarchy. A clear understanding of those specific responsibilities is essential to permit leaders to discharge their own assigned tasks, and such an understanding is also essential to avoid interfereing with the accomplishments of other leaders, or tasks, which are their assigned responsibilities.
NCO Responsibilities
NCO Responsibilities
Below are the responsibilities of the NCO. It is the duty of the NCO to faithfully and completely fulfill their obligations with regard to the responsibilities.
- Execute orders according to established policies and procedures; attain set standards in accomplishment of assigned tasks and missions.
- Establish and maintain noncommissioned officer standards
- Exercise his or her authority with restraint, leading through example, professional competence and persuasion.
- Prepare subordinates, and thus the unit, to accomplish missions by:
- Training subordinates in the basic skills and attributes of a marine, and in skills appropiate to their MOS and duty assignment.
- Insuring that the individual arms and equipment of subordinates, and all other property issued to the unit is properly maintained and accounted for at all times, and that discrepancies are promptly detected, corrected, and if appropriate, properly reported.
- Accounting for the location and actions of subordinates while on duty status.
- Insure that subordinates attain and maintain established standards of personal hygiene, proper wear of the uniform, and military courtesy.
- Supervise the care and maintenance of enlisted billets and billet areas, of unit work areas and the operation of recreational and other facilities for the primary use of enlisted personnel.
Qualities of the NCO
The NCO is the most vital link between the commander and the troops; the person who sees to it that the job gets done. The NCO reacts in two ways: 1. to the commander and 2. to the troops under his supervision; because, in reality, the NCO works for both. The NCO is a leader, administrator, advisor, teacher specialist, and most importantly, a manager. The NCO is one of the most important persons in the MFMC in terms of getting the job done.
As a leader, the NCO must possess these fundamental qualities:
- Self-awareness and self-improvement
- An understanding of the job and how it fits into the unit's overall goals and objectives
- An ability to accept and properly delegate responsibility
- An ability to make sound and timely decisions
- Interest in the welfare of subordinates
- Fairness in dealing with subordinates
The NCO is expected to be able to do just about anything and everything, his duties and responsibilities as sergeant major, first sergeant, platoon sergeant, squad leader, or section chief require a variety of skills. Though NCOs may be specialists in such areas as administration, personnel, supply, maintenance, transportation and communications, their primary responsibility is the managing of the individual Marine within the framework of the unit's mission. In certain aspects, the NCO performs a Public Relations function for the Maquis Forces Marine Corps. The way in which they manage, the example they set, and the attitude they have towards the Corps are all influencing factors in a person's decision to remain in the Corps. The career NCO has always regarded themseves as professionals, however to many NCOs, this meant merely looking and acting the part. Professionalism in today's MFMC is much more than that...the MFMC regards professionalism for all ranks, in terms of competence, responsibility, and dedication.
Chapter 2
Basic Responsibilities of the NCO as a Leader
Regardless of assignment or branch, MFMC Non Commissioned Officers all have responsibility for a small but important portion of the total defense effort. The marines of the MFMC demand and deserve total dedication from their NCOs.
MFMC NCOs must accomplish missions assigned to them, and attain true mission readiness, and in doing so, must perform their duties and exercise their authority in such a manner as to earn and maintain the respect and confidence of their subordinates and the peoples of the Maquis. This crucial requirement demands the development and self-disciplined exercise of that degree of moral courage, which unswervingly instills loyalty to the MFMC.
Mutual Expectations
We are all aware of the fact that each of us have differing expectations of what the MFMC has to offer. Together, these form what is called "mutual expectations" in other words, what we expect from the Corps, and what is expected of us. Mutual expectations operate around the basic idea that both the MFMC and the individual marine have certain legitimate expectations in regards to each other, and that these expectations and their fulfillment are just as important as the fulfillment of any formal agreements they might have.
The NCO's leadership skills are crucial for meeting mutual expections of both the Corps and the Individual marine; the NCO is the chief intermediary between the two. Among the individual's expectaions are: challenge, worthwhile or meaningful work, fair treatment, and goal opportunity...the degree which an NCO, as a reprentative of the MFMC, fulfills the expectations of the individual directly relates to morale levels and espirit de corps of an individual. High morale and espirit de corps helps to create a climate of motivation, making a mission-effective unit.
Military Leadership
The process of military leadership is the way NCOs fulfill their role as a leader to achieve mission effectiveness, taking into account actions and orders that a NCO must take, which will have an impact upon the unit. In order to learn and refine leadership skills, NCOs must take into consideration three basic variables in the leadership equation: the leader (NCO), the subordinate, and the situation. These three variables interact within a larger structure, generally referred to as the environment.
This environment is comprised of a wide variety of elements, including the society at large, geographic location, the MFMC, and unit organization. While these aren't all of the elements, they all have a high degree of relevance to the leadership process. In any leadership environment, NCOs must analyze the three basic variables and determine what the requirements of the mission with which they are charged, and what resources and skills (their own and that of their subordinates) are available for use in meeting those requirements. Based on that analysis, the NCO then determines what action must be taken, and what orders to be issued, then supervise the subordinates in the accomplishment of the unit's mission. Throughout this process, the NCO must maintain effective 2-way communications within the unit, thus insuring both officers and unit subordinates are accurately informed at all times...feedback from subordinates is the means by which the NCO can determine that his / her instructions and information are understood correctly by unit members. In order to determine a unit's probable mission effectiveness, NCOs must assess the unit with four indicators of unit effectiveness: morale, espirit de corps, discipline, and proficiency. Upon completion of the assessment, the NCO must take action to maintain and develop the strengths of a unit and correct the weakness in order to to develop a mission-effective unit.
Fundamentals of Leadership
While procedural methods and techniques employed by NCO's in the execution of their actions, orders, supervision and communications vary widely between units, and between situations, there are certain fundamental considerations which pertain to all situations for all NCO's. The considerations, while not appearing obvious, merit review and reflection-not just now, but continuously throughout the exercise of the NCO's authority.
Briefly, these fundamental considerations are:
The Actions of an NCO must be....
- Legal
- Ethical
- Rational
- In consonance with unit mission objectives, priorities, and NCO Responsibilities
The Orders of an NCO must be....
- Legal
- Ethical
- Clear
- Concise
- Complete
- Reasonable-fit unit mission capabilities & priorities
- rational-inclde rationale for order if time permits, following up to determine if understood by subordinates.
NCO supervision must....
- Be sufficient to insure timely and adequate mission accomplishment, allow maximum freedom of action to, and allow for professional development of subordinates.
NCO's communication must be...
- Clear
- Concise
- Complete; including consideration of all systems of interpersonal communications within the unit, providing for feedback to determine effectiveness, and be adequate to overcome any obstacles.
The NCO's Influence
At its most essential, "influence" is power over others. NCO's are only effective when they are able to exert influence over their subordinates. It is through this influence that the NCO can exercise their leadership in order to attain organizational goals or objectives. MFMC NCO'S influence their marines to accomplish the mission via the exercise of power over their subordinates.
NCOs must become the driving force in this process......in order to accomplish this, the NCO takes action and issue orders which facilitates their becoming the primary influence in the process, guiding the unit to higher levels of unit efficiency. Thus, the NCO's influence plays the basic role in the process of military leadership.
The NCO's influence is derived primarily from the following three areas: technical & tactical proficiency, position of power, interpersonal skills.
Technical and Tactical Proficiency
The technological and tactical proficiency of the NCO is expertise-based upon knowledge and application of skills. From a narrow perspective, technical & tactical proficiency has a rather limited meaning, relating to skills such as understanding terrain, assembly / disassembly of weapons, and other technically-based skills. There are, however, skills related to leadership which also fall under this area that can be learned.
Position of Power
Position of Power is what every NCO has given to them, by virtue of postion and rank within the organization. They are the legitimized authority to either reward and recognize or discipline and punish within certain guidelines. While it is a legal basis for leadership, it will NOT help a poor leader. A position of power can enhance but not replace leadership skills, for being in a leadership position does not automatically make one a better NCO.
To be an effective NCO, to actualy have leadership influence on your marines, you MUST know your job and show by your actions that you can be trusted with the responsibility of leadership....for Non Commissioned Officers SET the example that their subordinates follow.
Interpersonal Skills
Interpersonal skills are communications and relationship skills that allow non-comms, of all branches, to be able to understand subordinates and situations, and selecting the appropiate communication and motivation for them....otherwise, being good at knowing and working with others. Referent power is derived, in part, from the personality of the NCO and is effective as a means of influencing subordinates....
- by the extent which they respect and admire the NCO for demonstrating fairness and competence
- the NCO's concern for the welfare of their subordinates
- by their confidence in them
Having influence is less dramatic than how that influence is used by the NCO....this is where interpersonal skills come into play. Every NCO has their own basic leadership style based upon their personality, which can be measured with a relative degree of confidence. As different situations and subordinates call for different styles of leadership, proficient NCO's must be able to recognize their preferred style versus which style would be most effective in any given situation.
In addition to leadership styles, other interpersonal skills can affect how NCOs exert influence. For example, NCOs must behave in accordance with the ethical standards associated with military leadership....this also includes counseling, decision-making, supervising and communicating. It is through communicating (be it oral, physical or some written form) that NCOs take action and issue orders to their subordinates. As a NCO, you must be aware of your dual role: a) accomplishing the mission and b) taking care of your marines. Striking the proper balance between these two responsibilities constitutes a major challenge for all NCOs. Ultimately, mission accomplishment is the highest priority, however, effective mission accomplishment also relies heavily on your proper care of the marines under your supervision.
Chapter 3
Officer Responsibilities and Their Relationship with the NCO
The best command is one in which NCOs and Officers can work together for the benefit of all. An understanding of duties, which include the responsibilities, and authorities of both the NCO and Officers will result in the efficient, well run and successful unit at any level: Platoon, Company, Battalion, Brigade or Regiment. For a more effective and efficient MFMC, NCOs must understand what their jobs entail and on what a working relationship must exist between them and their superiors and subordinates. For the NCO to do that, he must have a working knowledge of the duties, responsibilities, and the the authorities of the commissioned officer's role and responsibilities in the Corps. The NCO must understand that his relationship with those officers...for throughout history, the relationship of the NCO and the Officer has always been characterized by a great deal of interdependence. In earlier times, the prime requirement of an officer was that he could recruit and support his unit. He was to serve as the best example of courage, and bravery, but not necessarily in military proficiency. If he is militarily able, this was a bonus. The prime requirements of the NCO, on the other hand, was military proficiency. Thus from the very beginning a complementary relationship between Officers and NCOs has existed.
Evolution of Commissioned Officers
Historically, commanders of companies and regiments came from the segment of the population that had money or property, because the commander had to raise and equip his unit from his own pocket. The transmission of orders and information was primarily by written message since verbal messages sent via messenger were subject to being forgotten or misinterpeted by the messenger...thus, the primary qualification for appointment to the officer ranks was education (literacy), and property.
During the 1770s on Old Earth, those men who possessed these requirements normally identified with existing 18th century European class systems. When the United States was established by the Constitution, these class ideas were oficially shunned, however, these ideas were retained politically and militarily in subtle ways. Military officers were "commissioned" or appointed by the President. One reason for this was to maintain a degree of influence in the military by the "propertied class", another, more practical reason was to establish a legal basis for the President to appoint and have direct control over qualified people to act as his legal agents and to assist him in carrying out his duties as Commander-in-Chief. Over the course of time, the "class" idea of possession of property has become irrelevant as a qualification/requirement for officership, the need for a high degree of education and literacy is still required today.
Our ranks today have evolved from our past history There are traditions and legal reasons for the particular duties outlined in the military justice system, becauselaw evolves from tradition, precedent, and deliberate reasoning. In addition, there are customs and courtesies that exist and remain, because military forces require links with their past in order to bind their members together in the profession of arms. But one lesson is clear...Battlefield necessity is pragmatic; that which works is retained, what doesn't is rejected. One lesson from our founding that has withstood the test of time is the complimenting relations and mutual respect between the commissioned officer and the non-commissioned officer, which continues to this day.
Officer Responsibilities
The diversity and complexity of military leadership in an organization the size of the MFMC requires the allocation of specific types of tasks to the various levels in the military hierachy. A clear understanding of these responsibilities is essential to permit each leader to discharge their assigned tasks. Such an understanding is also crucial to each leader so that they can avoid interfereing with the accomplishents, responsibilitie, and duties of other leaders. Below are common responsibilities of officers in the MFMC. It is important that you, as an NCO, are aware of these in more than a passing manner....for it is your duty to have a good working knowledge of what the officer's job is all about.
- Prescribe missions, establish policies and broad procedural guidelines, and set standards for his unit, as required to attain mission readiness in the defense of the Maquis General Populace, and to merit the confidence and support of its many populations.
- Insure compliance with his orders, adherence to his policies, and maintenance of his standards by personal visits to his unit.....by announced and unannounced inspections, and by reports.
- Exercise his authority with restraint, leading through example, professional competence, and persuasion.
- Enhance the resolve of his subordinates to defend the Maquis general populace by instilling in them a sense of responsibility and imparting to them on a continuing basis an understanding of the necessity for, and purpose of military discipline.
- Insure that his superiors are fully and accurately informed of conditions in his unit which may impact on mission readiness.
- Assist in the proper professional development of subordinates by his example, and such means as encouraging self-study, periodic rotation of duty assignment, and frequent performance counseling.
- Inspire in subordinates confidence in his leadership, by example, by sound and decisive action, and by his determination and ability to overcome obstacles to mission readiness or mission accomplishment.
- Strengthen the chain of command through developing initiative, ingenuity, and boldness of execution throughout his unit.
- Employ his staff or assistants as appropiate, to aquire information, prepare detailed plans, assist in supervision of units, and otherwise relieve him of details so that he may have the maximum freedom of action in acomplishment of assigned tasks and missions.
- Insure maintenance of mutual respect and confidence between his headquarters, supporting, supported, and subordinate units.
Developing Subordinates: This is one of the most important responsibilities that is shared by both officers and NCOs. The execution of this responsibility will vary in its application as the officer rotates subordinates among different positions and assigns tasks, which are themselves a growth experience, while NCOs participate in the development of subordinates through the actual accomplishment of training and supervision of the younger NCOs in the accomplishment of their tasks.
This development is based upon the logical requirement for investment in the future of the MFMC. Such investment necessitates the provision to subordinates of opportunities for self-development, under conditions which allow them to learn by doing, without supervision or the excessive restrictions which results when leaders are so overly fearful of mistakes that they, in effect, do the subordinate's duty for them in order to attain higher quality short-term results. Development of subordinates also entails the shared NCO and officer responsibility to set a proper example for subordinates in all aspects of leadership; ethics and self-discipline, determination in their approach to mission accomplishment, and demonstrated concern for the dignity and welfare of the subordinate.
In addition to subordinate development, the officer and the NCO share three basic types of responsibilities.
INDIVIDUAL: Accountability for one's own action, misconduct,and performance
COMMAND: Collective or organizational accountability of a commander. A commander is held responsible for mission accomplishment and the care of personnel and property assigned.
ULTIMATE: Marines are expected to perform their duty to the best of their ability, and with the extra effort and initiative necessary to achieve the mission as a team member. This is coined as "PROFESSIONALISM".
Mission accomplishment and safeguarding the men and equipment are the two primary responsibilities of any leader in the MFMC. Non-Commissioned Officers and officers must work closely together to satisfy these responsibilities, while at the same time there must be an understanding of who does what. It is the NCO's responsibility to insure that subordinates are knowledgeable of their duties, responsibilities, and authority. However, this responsibility can only be adequately fulfilled when open communication is carried on between superiors, subordinates, and peers using the various avaiable communication channels. A marine who is not clear about what is expected of him should be professional enough to clarify his role with whomever he works....whether peers, subordinates, or superiors. Active role clarification by unit members enhances the teamwork necessary to accomplish the mission, helps insure the fair and equitable portioning of tasks, and keeps vital tasks from being overlooked. Both the commander and the NCO need to be aware of the three types of duties:
SPECIFIC: Those duties specifically charged to an individual in official publication. They are position-related and are spelled out in such publications as the MOS manual or OTS manual.
DIRECTED: Those duties given verbally or in writing by a superior to a subordinate. They are not necessarily duties in manuals or regulations, but are often to meet specifc requirements.
IMPLIED: Those duties covering all aspects of an individual's job, which aren't spelled out, yet are vital to mission accomplishment. They include a multitude of tasks involved in leadership and motivation, which result in the job getting done, but done better, and causing the unit to function at its optimum.
Chapter 4
Duties and Traits of Marine NCOs
In the MFMC, enlisted personnel are designated as grades E-1 through E-9, with the grades of E-4 through E-6 (Corporal - Staff Sergeant) being Junior NCOs, while the grades of E-7 through E-9 (Gunnery Sergeant - Sergeant Major) are Senior NCOs. Their duties and traits are explored below.
Duties of the NCO Ranks
Each rank and / or NCO position in the MFMC has a variety of duties which are listed below, these are general guidelines only, further tasks vary by MOS (Marine Occuapational Speciality), unit type, etc. However, this should give the enlisted person or junior NCO a better feel for what will be expected of them at the higher echelons.
E-9 Sergeant Major of the Maquis Forces Marine Corps (SGM/MFMC)
The title of Sergeant Major of the Maquis Forces Marine Corps designates the senior-most enlisted position in the MFMC. It should be noted that while the title is a duty assignment rather than an actual rank, the SGM/MFMC is still an E-9 like any other SGM.
The SGM/MFMC carries out policies and standards of performance, training, appearance and conduct of enlisted personnel. He/she advises and initiates recommendations to the MFMC Commandant and General Staff in matters pertaining to the NCO support channel. Enlisted marines who attain the distinction of being selected by the Commandant for the positon of MFMC Sergeant Major have reached the epitome of their careers. Perhaps slightly more wiser and experienced than Regimental, Brigade and Battalion Sergeant Majors, the SGM/MFMC is expected to function completely without supervision. Like the ancient sage, the Sergeant Major's counsel is expected to be calm, settled, unequivocally accurate, but with an energy and enthusiasm that never wanes....even in the worst of times.
The SGM/MFMC provides information on problems affecting enlisted personnel and propose solutions to these problems; on standards, professional development, growth and advancement of NCOs, morale, training, promotions and quality of life for marines and their family members. By utilizing command information channels, the SGM/MFMC keeps Marines current on enlisted issues and through the public media, informs the general public of the MFMC's mission, Marine accomplishments, and future enlisted trends. Other functions of the SGM/MFMC include: presenting the enlisted viewpoint to the MFMC Council, boards and committees, meeting with representatives of military and civilian organizations to discuss enlisted affairs, and receiving enlisted personnel at appropiate ceremonies.
E-9 Sergeant Major (SGM)
Sergeant Major is the position title designating the senior NCO of the command/staff element at the Regiment, Brigade, and Battalion level. While the senior NCO in a MarDet may indeed be a SGM, at the Battalion, Brigade and Regiment level, SGM is actually a job description. In fact, the Sergeant Major is the key enlisted member of the staff element of the Battalion, Brigade and Regiment. The SGM's experience and ability are equal to that of the SGM/MFMC, but the sphere of influence regarding leadership is limited to those directly under his charge.
The Sergeant Major gives advice and initiates recommendations pertaining to enlisted personnel and affairs to their commander and/or staff. They also direct acivities of enlisted personnel through an enlisted support channel via written or oral communications through appropiate channels. The Sergeant Major is responsible for the development of the NCOs and enlisted personnel within their command.....as the senior NCO of the battalion, brigade or regiment, the Sergeant Major is the training professional within the unit.
E-8 First Sergeant (1SGT)
The position of First Sergeant is similar to that of the Sergeant Major in importance, responsibility, and prestige. The primary difference is the sphere of influence....while the SGM leads the enlisted force of the battalion, brigade or regiment, the 1SGT leads the company. Even as far back as the Revolutionary War period on Old Earth, First Sergeants have enforced discipline and fostered loyalty an commitment from their subordinates. When you talk about the First Sergeant, you are talking about the life-blood of the MFMC, there can be no substitute of this position or any question of its importance.
When First Sergeants are exceptional, so their units are also. Regardless of any other single personality involved, it is the 1SGT at which almost all unit operations merge....the 1SGT holds formations, instructs platoon sergeants, advises the unit commander and assists in the training of all enlisted members of the unit. Through NCO development programs, performance counseling, and other less formal guidance, the First Sergeant is the MFMC's most important mentors in developing subordinate NCOs. This position requires outstanding leadership and professional competence....while the 1SGT may swagger and appear to be, at times, somewhat of an exhibitionist, he is not egotistical.....he is proud of his unit and quite understandably, wants others to be aware of its success. For the first time, the title of address for this grade is no longer simply "sergeant" but "First Sergeant"....here is a unique relationship of confidence and respect that exists between the 1SGT and the commander not found at any other level within the MFMC. In the German Army of Old Earth, the First Sergeant was often referred to as the "Father of the Company." He is the provider, confidant, disciplinarian, wise counselor, sounding board, the tough and unbending foe.....everything that we, as Marines, need in a leader during our personal success or failure.
<E-7 Gunnery Sergeant (GSGT)
The position of Gunnery Sergeant is another key element in the MFMC's command structure. The Gunnery Sergeant, or "Gunny", generally leads one or more platoons and may have several Staff Sergeants (SSGT) who work under his direct leadership. This is the first level that the term "Senior NCO" properly applies.
The GSGT generally has many years of military experience and is rightfully expected to bring that experience to bear in quick, accurate decisions that are in the best interest of the mission and the marines under his control or influence. Utilizing tough, realistic, intellectually and physically challenging performance-oriented training to excite and motivate marines, the Gunny ensures the the standards of the MFMC are met and maintained, while conducting training to promote critical wartime skills and to also evaluate unit effectiveness.
The GSGT is expected to embody all the traits of a good leader and also provide training feedback to the commander and First Sergeant during after-action reviews on all training. Watching a successful Gunnery Sergeant operate on a daily basis is unforgettable...on one hand, he is training the platoon or section in their collective tasks, on the other he is checking maintenance and readiness.....the GSGT is constantly planning and executing-a perpetual motion machine, a blur; the Gunny is the personification of military leadership.
E-6 Staff Sergeant (SSGT)
This grade closely parallels that of the Sergeant (SGT) in duties and responsibilities. In fact, the basic duties and responsibilities of all NCO ranks never change, but there are differences-significant differences-between this step in the NCO structure and the preceding one...understanding these differences is vital. The SSGT is a more experienced leader of marines, he has considerably more time in the MFMC than the SGT. It is proper to expect that the Staff Sergeant can bring the benefits of that experience to bear in any situation.
The major difference between the SSGT and the SGT is not, as often mistakenly believed, authority, but rather the sphere of influence. The SSGT is in daily contact with large numbers of marines, and will often have one or more Sergeants who work under his direct leadership; he is responsible for their continued successful development as well as that of the other marines in the platoon.
More often than not, a lack of misunderstanding of the function of this important NCO position by leaders is the cause of disruption and failure in small unit training. If NCOs are the "Backbone of the Corps, then SSGTs are the vertebrae. The complexities of the SSGT's job increases as the responsibilities broaden....how well the Staff Sergeant develops, maintains and uses the full range of potential of his marines measures his professional competence. The success of the SSGT, more than any other NCO rank, leads the path to the Corps' success, and the footprints you see behind those of our greatest military leaders are probably those of a Staff Sergeant, where he stood confident, proud, and eager to assist.
E-5 Sergeant (SGT)
The Sergeant operates in an evironment where the sparks fly; where the axe meets the stone. Although not the lowest level of rank where command is exercised, this level is the first at which enlisted soldiers are referred to as "sergeant," and out of all the NCO grades, this one very possibly has the greatest impact on the lower ranking marines. Like the Staff Sergeant, the Sergeant is respnsible for the individual training, personal appearance, and cleaniness of their marines.
The rank of SGT is not a position for apprenticeship, while a new sergeant certainly will be developing new skills, strengthening old ones and generally getting better, he IS a Sergeant! And therefore, is no less a professional than those grades of rank to follow. The Sergeant is responsible at the squad level and has several teams under his authority.
E-4 Corporal (CPL)
This rank, along with the rank of SGT, are the only ranks that have not disappeared from the NCO Corps since the days of Old Earth. The rank of Corporal has always been placed at the base of the NCO ladder. For the most part, Corporals serve as the smallest unit leaders in the MFMC. Principally Team Leaders, like Sergeants, CPLs are responsible for individual training, personal appearance and cleanliness of their marines. As the SGM/MFMC is known as the epitome of success in the Corps, the CPL is it humble beginning.
Traits of a NCO
While the duties of NCOs may vary widely from rank to rank and post to post, the traits of a good Marine NCO stay remarkably the same all the way up the ladder; the same traits that makes a Gunny successful also make a CPL successful. Here, then, are some of the vital common traits among successful NCOs:
- COMMUNICATION: An effective NCO is able to recieve and interpret information from superiors and subordinates; issue clear and concise oral and written orders and provide input on personnel actions affecting subordinates....they make every effort to not only put their point across, but also to double-check for understanding of their message.
- SUPERVISION: Effective NCOs enforce the MFMC's standards of appearance and conduct; teach common leadership skills; provide feedback through appropriate correspondence; foster spirit and confidence; develop and mentor subordinates.
- DECISION MAKING & PROFESSIONAL ETHICS: Effective NCOs accurately interpret information, and use sound and ethical problem-solving and decision-making processes. They also lead by example, demonstrating high moral standards and continually practice professional ethics.
The NCO Creed
Marine NCOs have the well-deserved reputation as the "Backbone of the Marines". This reputation of our NCO Corps has been earned over and over again by example after example of superb leadership and training, and the fine quality of Maquis Marine NCOs is recognized the galaxy-wide. The NCOs Creed says it best:
No one is more professional than I. I am a Non-Commissioned Officer, a leader, of the Maquis Forces Marine Corps. As a NCO, I realize that I am a member of a time-honored corps, which is known as the "Backbone of the Marines". I am proud of the NCO Corps, and will at all times conduct myself so as to bring credit upon the Corps, the Military Service, and MFI regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.
Competence is my watchword. My two basic responsibilities will always be uppermost in my mind--acomplishment of my mission and the welfare of my marines. I will always strive to remain technically and tactically proficient. I am aware of my role as a Non-Commissioned Officer, and will fathfully fullfill my responsibilities inherent in that role. All marines are entitled to outstanding leadership and I will provide that leadership. I know my marines and I will always place their needs above my own. I will communicate consistantly with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.
Officers of my unit will have the maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my marines. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, or my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Non-Commissioned Officers, leaders!
A NCOs Definition of Rank Structure
There are several tongue-in-cheek sayings and traditions in the service when it comes to NCOs. One popular saying among senior NCOs is: "The only rank lower than private is second lieutenant".
Another saying:
GENERAL - Leaps tall building with a single bound
- Is more powerful than a locomotive
- Is faster than a speeding bullet
- Walks on water
- Makes policy with God
COLONEL - Leaps short buildings with a single bound
- Is more powerful than a switch engine
- Is just as fast as a speeding bullet
- Walks on water in calm seas
- Talks with God
LIEUTENANT COLONEL - Leaps short buildings with a running start and favorable winds
- Is almost as powerful as a switch engine
- Is faster than a speeding BB
- Walks on water in indoor swimming pools
- Talks with God if special request chit is approved
MAJOR - Barely clears Quonset huts
- Loses tug-of-war with locomotives
- Swims well
- Is occasionally addressed by God
MARINE CAPTAIN - Makes high marks when trying to leap buildings
- Is run over by locomotives
- Can sometimes handle a weapon without inflicting self-injury
- Dog paddles
- Talks to animals
FIRST LIEUTENANT - Run into buildings
- Recognizes locomotives two out of three times
- Is not issued ammo
- Can stay afloat if properly instructed in the use of a Mae West
- Talks to walls
SECOND LIEUTENANT - Falls over doorsteps when trying to enter a building
- Says "Look at the CHOO CHOO"
- Wets himself with a water pistol
- Plays in mud puddles
- Mumbles to himself
NON COMMISSIONED OFFICERS - Picks up buildings and walks under them
- Kicks locomotives off the tracks
- Catches speeding bullets with teeth and them eats them
- Freezes water with a single glance
- Because...they are Gods!
One last thing to remember....like the USMC of Old Earth, the Maquis Forces Marine Corps has its own slogan, "Vitute et Probitate" - "In Virtue and Honesty".
