Task # 082-WV-E91 0022

Military discipline is founded upon self-discipline, request for properly constituted authority, and group training to create a mental attitude resulting in proper obedience to lawful military authority

 To

effectively exercise NCO authority

IAW AR 600-20, AR 27-10 and TC 22-6

Identify the sources of NCO authority

Identify the functions of the NCO support channel

Identify the use of the Manual for Courts Martial and AR 27-18, Military Justice Identify the corrective measures an NCO may take Identify actions an NCO can recommend

The pinnacle of NCO authority is the Constitution of the United states.

The Constitution gave Congress the authority to raise an Army, a military force to defend the nation.

The constitution also empowers Congress to raise taxes to pay for the military force.

The president has the power to direct and delegate authority to military subordinates such as the Secretary of Defense, The Joint Chiefs of Staff and the secretaries of the separate armed forces.

As Army NCOs we are primarily concerned with the authority that flows down through the chain of command. Command authority includes your authority as an NCO, even if you are the last link in the chain of command, such as squad leader, section leader, or team leader.

 Is defined as the right to direct Soldiers to do certain things. It is the legitimate power of leaders to direct Soldiers or to take action within the scope of their position. Using good judgment when exercising authority is imperative. Know what authority you have and where it comes from. NCOs do not have the authority to impose nonjudicial punishments on other enlisted Soldiers.
I WILL NOT USE MY GRADE OR POSITION TO ATTAIN PLEASURE, PROFIT, OR PERSONAL SAFETY. - CREED OF THE NONCOMMISSIONED OFFICER

COMMAND AUTHORITY

GENERAL MILITARY AUTHORITY

IT TAKES GUTS FOR AN NCO TO USE INHERENT AUTHORITY AND RESPONSIBILITY IN TRAINING, MAINTAINING, LEADING AND CARING FOR SOLDIERS. - SMA GLEN E. MORRELL

 Is the authority leaders have over Soldiers by virtue of rank or assignment It originates with the President and may be supplemented by law or regulation. NCOs command authority is inherent with the job by virtue of position to direct or control Soldiers.

 Is extended to all Soldiers to take action and act in the absence of a unit leader or other designated authority

It allows leaders to take appropriate corrective actions whenever a member of any armed service commits an act involving a breach of good order and discipline.
Example: NCOs have the military authority, and a duty, to stop a fight between Soldiers, correct violations of AR 670-1, correct violations involving military customs and courtesies, etc.

 Commanders and their staffs, at all levels of command, are responsible for ensuring proper delegation of authority to NCOs by their seniors. This is true regardless of whether the senior is an officer, warrant officer, or another NCO. Just as Congress and the President cannot participate in all aspects of armed forces operations, most leaders cannot be directly involved in handling each and every action.

 NCOs authority plays an essential part in military discipline. Combination of the COC and the NCO support channel provide you authority to get the job done. The chain of command backs up the NCO support channel by legally punishing those who challenge the NCOs authority. Use of mature, sound judgment is critical when exercising authority. Not only for NCOs, but for officers as well.

Creates a channel of communication and supervision

CSM to 1SG and then on down to the NCO and other enlisted Soldiers

Transmitting, instilling, and ensuring professional ethic. Planning and conducting the day to day ops within the prescribed policies and directives. Training enlisted soldiers in both MOS specific skills and soldier skills.

Supervising physical fitness

Upholding military history and customs

Caring for the soldier and their families Teaching soldiers the unit mission Accountability of personnel and equipment Admin and development of an NCODP program

Achieving and maintaining courage, candor, competence and commitment

and on, and on, and on, and on..

The UCMJ is a federal law

It is the basis of our present system of military criminal justice It declares what conduct is a crime, establishes the various types of courts, and sets forth the basic procedures to process military criminal cases

The Uniform Code of Military Justice was enacted in 1950 to replace the Articles of War established in 1775. The UCMJ is a federal law enacted by Congress and elected civilian legislators, not military officials at the pentagon.

Congress cared enough about the NCOs mission to write a law. The law, Article 91, protects and upholds the authority of an NCO. Article 91 of the UCMJ make it a crime to strike or assault an NCO, disobey the lawful orders of an NCO, or show disrespect to an NCO.

AR 600-20 not only establishes the authority of NCOs over subordinate soldiers, it also requires that authority be delegated to NCOs. Para 2-1: Commanders and their staff at all levels of command are responsible for ensuring proper delegation of authority to NCOs by their seniors.

Corrective actions are NOT designed to punish or humiliate soldiers.

Punishment may not be imposed, except by a commander or court martial.

Inspections
corrective

training,
counseling,

reprimands
admonitions.

 The training, instruction, or correction given to a Soldier must be directly related to the deficiency Orient the corrective action to improving the Soldiers performance in the problem area Corrective measures may be taken after normal duty hours, but must not be construed as punishment

 Corrective training should continue only until the deficiency has been overcome All levels of command should take care to ensure that training and instruction are not used in an oppressive manner to evade the procedural safeguards in imposing non-judicial punishment Do not annotate deficiencies in Soldiers official records that have been satisfactorily corrected

One of the most effective administrative corrective measures; used in making the quickest correction to training or standards deficiencies. CORRECT THE SOLDIER ATTACK THE PERFORMANCE, NEVER THE SOLDIER GIVE ONE CORRECTION AT A TIME. DO NOT DUMP DONT KEEP BRINGING IT UP. WHEN THE CORRECTION IS OVER, ITS OVER.

Why Do We Have Inspections? To prevent carelessness and lackadaisical behavior in Soldiers To correct minor deficiencies and maintain the Army standard Serviceability of uniforms and equipment

To promote healthy, safe living and work environments

 In-ranks: Inspection of personnel and equipment while in unit formation In-quarters: May include inspection of personal appearance, field equipment, displays, maintenance and sanitary conditions PCC/PCI: Inspection of personnel, equipment and mission knowledge prior to conducting training or combat ops

Inspections measure and improve the state of the soldiers training, health preparedness, appearance and moral. By conducting routine, periodic inspections, leaders develop a better idea of how their soldiers live and a command presence is established which deters crime and strengthens discipline.

Leaders can detect shortcomings and make on the spot corrections. Leaders should continue inspections until deficiencies are corrected. Leaders may have inspections as often as necessary to encourage soldiers to maintain living area properly, to improve personal appearance, and to contribute to a welltrained and disciplined Army

Corrective training should be constructive, not harassing or punitive.

If Soldiers perceive the training or instruction as punishment, then all training and instruction are degraded and their value jeopardized.

Corrective training may be conducted during duty or off-duty hours. Must be appropriate to the deficiency and mission requirement. Deficiencies corrected with training and instruction usually will be considered closed incidents and will not be noted in the records of the Soldiers.

counselor must try to learn what produced the undesirable conduct why a Soldier failed to maintain the desired standards and what action caused a defections or unresponsive attitude.

May be written or oral May be by the commander or an NCO The NCO should furnish helpful advice and motivate the Soldier to be a better Soldier. Counseling can take the form of a discussion or special instruction over an extended period of time.

You must learn to recognize when to take a different course of action. Document counseling given to soldiers to support corrective efforts in case more serious actions become necessary later on.

Formal & Informal Formal: recorded, documented counseling that will be placed in the Soldiers record. Informal: non-recorded, non-documented counseling.

A reprimand is a reproof, rebuke, censure, strong criticism or chewing out for failing to comply with the established standard.

An admonition is a warning that a specific act is considered to be misconduct and that its repetition will likely warrant a more severe response.

NCOs should try to fix performance faults at their level. If their fixes fail, they can and should recommend more forceful fixes through the chain of command. NCOs can recommend an Article 15 or a court-martial.

 Withhold Privileges
Revocation of security Clearance

MOS Reclassification
Reduction in Grade

Tardiness for formation or duties AWOL 1-24 hours Loss of clothing or equipment Substandard personal appearance and hygiene. Persistent indebtedness Frequent traffic violations

Recurrent punishment under UCMJ, Article 15. Use of sick call without medical justification Unwillingness to follow orders Not trainable Unable to adapt to the military Failure to manage personal affairs Frequent difficulties with fellow Soldiers

To separate a Soldier successfully, it is necessary to document efforts to help the Soldier meet Army Standards. Documentation is a leadership responsibility.
NCOs should begin to document performance problems and corrective actions in all cases that appear resistant to first-line fixes.

Relief for cause Bar to reenlist

Unfavorable evaluations
Removal from nuclear surety program Removal from promotion list

Reduction for civil convictions Revocation/suspension of on post privileges Off limits action Denial of overseas separation Denial of foreign tour extension Restraint or restriction in conjunction with UCMJ

Emphasize rehabilitation Try first-line fixes Actions can be combined

Some action are more appropriate than an Article 15

Assuming a Leadership Position Duty Responsibility

 Determine what your organization expects from you. Determine who your immediate supervisor is and what he or she expects from you. Determine the competence level and the strengths and weaknesses of your Soldiers. Identify the key people outside of your organization who are willing to support you in accomplishing your mission.

 What is the organizations mission? How does it fit in with the mission of the next higher organization? What standards must the organization meet? What resources are available to help the organization accomplish the mission? What is the current state of morale? Who reports directly to you and who do you report to? When and what do you talk to your Soldiers about?

A duty is something you must do by virtue of your position and is a legal and moral obligation.

It is the supply sergeants duty to issue equipment and keep records of unit supplies. It first sergeants duty to hold formations, instruct
platoon sergeants and assist/advise the commander. It is the squad leaders duty to account for his soldiers and ensure they receive necessary instructions and are properly trained.

SPECIFIED
DIRECTED

IMPLIED

NCOs SHOULD MAKE IT A POINT TO DROP BY THE BARRACKS ON AND OFF DUTY TO VISIT SOLDIERS AND CHECK ON THEIR WELFARE. SMA JACK L. TILLEY

 duties related to jobs and positions specified by Army regulations, DA general orders, soldiers manuals, MOS job descriptions, etc. Example: AR 600-20 says that NCOs must ensure that their Soldiers get proper individual training and maintain personal appearance and cleanliness.

 are passed down from a superior, either orally or written not specified in MOS duty descriptions, Army publications, or as part of a job position May know these as appointed duties as well Example: Staff Duty NCO, DFAC Headcount, Unit Mail Clerk, Training NCO

 often support specified duties.

They may or may not be written, but ARE implied in the instructions.
They improve the quality of the job and help keep

the unit functioning at optimum level.

Example: While not specifically directed to do so, you inspect the uniform of your Soldier appearing before the promotion board to ensure it is in accordance with AR 670-1.

 is being accountable for what you do or what you fail to do. NCOs are responsible to fulfill their individual duties, and to ensure their teams and units are successful NCOs are accountable for their own personal conduct and that of their Soldiers Any duty, because of the position you hold in the unit, includes a responsibility to execute that duty
MY TWO BASIC RESPONSIBILITIES WILL ALWAYS BE UPPERMOST IN MY MIND- -ACCOMPLISHMENT OF MY MISSION AND THE WELFARE OF MY SOLDIERS. - CREED OF THE NONCOMMISSIONED OFFICER

COMMAND RESPONSIBILITY

INDIVIDUAL RESPONSIBILITY

BEING

RESPONSIBLE SOMETIMES MEANS PISSING PEOPLE OFF. -GENERAL COLIN POWELL

 Refers to collective or organizational accountability

Includes how well the unit performs their missions.

The amount of responsibility delegated to the NCO depends on the mission, the position he holds, and their willingness to accept the responsibility

Example: A detachment commander is responsible for all the tasks and missions assigned to the detachment. His superiors will hold him accountable for completing them and the end results.

 Being accountable for your own personal conduct.

All Soldiers have their own responsibilities and are accountable for their actions
Example: A soldier without a car decides to live off-post with his family is responsible for securing his own transportation to and from his place of duty.