This guide designed to help members execute their duties swiftly and successfully when placed in junior leadership billets.
Defining a Non-Commissioned Officer
A non-commissioned officer (NCO) is a military officer who has not earned a commission. Non-commissioned officers usually obtain their position of authority by promotion through the enlisted ranks. In contrast, commissioned officers usually enter direct from a military academy, and are often expected to have a university degree.
The NCO corps usually includes all grades of corporal and sergeant; in some countries, warrant officers also carry out the duties of NCOs. The naval equivalent includes some or all grades of petty officer. There are different classes of non-commissioned officers, including junior non-commissioned officers (JNCO) and senior (or staff) non-commissioned officers (SNCO).
Non-commissioned officers serve as the backbone of a unit. NCO’s are first in the chain of command in every unit and will have the most interaction with members of the junior enlisted. They are to maintain the highest level of professionalism and discipline befitting the billet of a non-commissioned officer, as to not discredit one’s unit.
Basic Duties & Responsibilities
As a non-commissioned officer, you will serve in multiple capacities depending on the needs of the unit and it’s senior leaders discretion. Roles as a NCO can include, but not limited to the following:
On Field (In-Game) Leader • Squad Leader
• Team Leader
• Instructor
• Pointman
Off Field (Out-of-Game) Leader
• Enforcer (discipline/rules)
• Mentor
• Administration Staff
The billet of an NCO comes with many different responsibilities that is not just limited to on field presence, but to one’s off field presence as well. As an NCO you will always ensure that you will not discredit or usurp the duties and responsibilities that come with being a non-commissioned officer, therefore you must ensure all the following duties of an NCO are met.
On Field (In-Game)
• All rules are being followed
• High level of combat effectiveness is maintained
• Radio discipline is maintained
• Proper usage of small-unit infantry tactics enforced
• All tasks are conducted in a timely manner
• Assist subordinates and peers in training
• Ensure successful mission accomplishment
• Correct individuals not properly abiding by doctrine
Off Field (Out-Game)
• Enforce all unit rules
• Ensure Chain of Command is being followed
• Correct actions of individuals of their erroneous actions
• Involved in unit affairs
• Serve as a mentor/teacher for others
The roles listed above are only the standard that is required for being an NCO. The day you ONLY aim to meet the standard is the day you will no longer be high functioning non-commissioned officer. As an NCO you should always go above and beyond your required duties for the unit. It’s this mentality that separates the good and average NCOs from the elite.
Expectations
NCOs are the front-line leaders who are responsible for being experts in their craft of leading. All individuals comprising the ranks of an NCO should be proficient in the tasks of dealing with superiors and leading subordinates effectively into combat, or wherever the mission requires them
As an NCO one must be able to communicate with their ranking senior NCO and commanding officer. There should always be an open line of communication among the ranks to ensure that all individuals are able to fluidly pass information up & down the chain. This allows feedback to easily be shared, thus allowing cohesion and trust among the ranks
Additionally, NCOs should be proficient in their skill to be able to effectively lead their subordinates into battle. As an NCO you must establish a line of trust between yourself and your subordinates. This line of trust is the most important thing, as it will ensure that your junior enlisted believe in your ability to lead them and decide what is in their best interest. Therefore to accomplish this, you must be proficient with your skills on the battlefield
To be able to accomplish the above statements, any individual wishing to take on the role of the NCO must be someone of a moral and ethical character. Thus one should lead by the following leadership principles.
NCO Leadership Principles
• Know yourself and seek self-improvement.
• Be technically and tactically proficient.
• Develop a sense of responsibility among your subordinates.
• Make sound and timely decisions.
• Set the example.
• Know your subordinates and look out for their welfare.
• Keep your subordinates informed.
• Seek responsibility and take responsibility for your actions.
• Ensure assigned tasks are understood, supervised, and accomplished.
• Train your subordinates as a team.
• Employ your command in accordance with its capabilities
These principles are brought straight from the United States Armed Forces, one of the most prestigious forces in the entire world. The United States Armed Forces is known for developing many intense & respectable non-commissioned officers and being one of the most disciplined fighting forces in the world. All NCOs should follow these principles, as it is directly applied to being a leader. In addition to the principles above many more could also be listed on what makes an NCO, therefore it is your duty to share those other principles and values to your peers.
An item that will be equally addressed as the principles of a non-commissioned officer is the way they should act, particularly in our organization. The majority of individuals in our organization have had their fair share of viewing military movies, to much dismay. The NCOs portrayed in those movies are often dramatized in a way that shows dominance over their peers. Although many films show an accurate showcase of "hardass" NCOs, one needs to know the difference between being an tyrant and showing hard-love. Your job as a leader is to bring people up with you, not to push people down. When you use your position to be spiteful and hateful, that is the day that you will lose the trust of your subordinates. Granted, this by no-means should hold an NCO from disciplining or providing tough love to individuals.
Planning
Operation Success
The success of a mission should always be the number one priority of an NCO. This statement is often used by NCOs as a way to justify their actions when often the risk is not worth the reward. The ability to complete the mission is considered the most important objective on the battlefield. However, there are many factors that weigh into the ability of a successful mission.
Factors that be taken in account:
• Personnel at your disposal
• Equipment at your disposal
• Enemy personnel/equipment at disposal
By taking each of these factors into account, as an NCO you must decide how to utilize each item the most effective way. Oftentimes NCOs will utilize multitudes of items, but at a least efficient level which can cause an operation failure. Each of these factors must be valued and weighed against the cost and reward of the mission. It is your job as an NCO and combat leader to decide what should take precedence over another factor. That being stated completing the mission should always be your priority, but to be clear completing the mission does not mean sacrificing your entire unit or abandoning members in the field.
Strategic Planning
The ability to plan and successfully complete operations is one of the most valuable skills that a NCO must have. To be able to strategically plan operations, an individual needs to have the basic skills regarding reading maps and assessing the enemy force.
How to Read Grid References
Understanding Contour Lines (Changes of Elevation)
NATO Map Unit Symbols (Rectangle = BLUFOR, Diamond = OPFOR, Square = UNKNOWN)
Above are only some of the basic knowledge that come with strategic planning. As you continue to develop into a combat leader you will learn more and more as you go. One must to be able to fully understand everything listed above when planning an operation. You must keep in mind the terrain, your forces, and the enemy forces before you decide on a route to take in your operation.
When planning an operation NCOs should strive to meet the following standard.
• Be able to create plan of approach within 15 minutes of being briefed
• During this time, the NCO should direct his units to gear up on anything he deems necessary.
• Brief subordinates units
• Have a subordinate unit (Usually the lowest ranking or most inexperienced individual) transmit a back brief to the NCO, to ensure that all units understand the plan.
• Be operational and deploy within 20 minutes of briefing
Combat Aspect
As an NCO there should be a general basis of knowledge when it comes to the combat aspect. You should be familiar and comfortable with each of the following:
• Infantry Formations/Movements
• Radio Communication
• Controlling subordinates
Formations
Formations are one of the most essential tactics for an NCO to use, whether leading a small fire team or a platoon, the flexibility of having different formations allows for ground forces to adapt to any type of terrain. Therefore, it’s important for an NCO to be familiar with which formation is the best suitable for a certain terrain. Some of these formations are as follows;
Fireteam Wedge/Squad Wedge The fireteam wedge formation is one of the most versatile formations that an NCO can use to direct his ground forces. This formation can be utilized in the majority of situations as it allows for easy control of subordinate units. The fire team wedge should have the fire-team leader at the apex of the wedge otherwise known as the spearhead. If the formation is uneven, typically the automatic rifleman or support role equivalent should be on the side with the least amount of personnel.
The squad wedge utilizes two-to-three fireteam wedges in a combined formation. The first team will be the point element of the formation, while second/third team will be the supporting element(s). The squad leader and any additional units needed should stay in the middle of the wedges to have control over the formation and to communicate with both team leaders. The squad wedge should be the default formation while functioning as a squad due it being the most versatile squad formation.
Column The column formation is often used as a formation to travel long distances usually in friendly terrain. Additionally, the column formation may be used to travel adverse terrain such as during large changes of elevation or dense jungles/forests.
Line formation A line formation is often used when assaulting through objectives, confronting an enemy, and providing support by fire. As a team leader or squad leader, it is important for you to be able to control your subordinate units. The leader should be a few meters behind his unit, this is so he is able to rapidly command his troops if need be.
Vee Formation The Vee formation, like the wedge is set up in an arrowhead like structure, the difference being that the tip of the arrowhead is at the back of the formation. Take note that the head of the formation will be in the rear of the formation instead of the front. This allows him to be able to see all of his subordinate units in front of him and allows him to have a visual on his troops and is able to easily command them. This formation can be used when disengaging from a firefight or assaulting through an objective.
Radio Communication
In a general infantry squad there is usually an assigned individual designated as the radio operator, who is responsible for communicating with other units on a long range radio. However, oftentimes the battlefield produces less than ideal situations, in such cases your radio operator can often become indisposed. Due to this possibility, NCOs should know how to operate a long range radio in all its forms. being an NCO you are held to a higher standard than the average junior enlisted service member, therefore you should have an advanced understanding on how to properly operate a long range radio. Below is a list of everything that an NCO should know.
As an NCO you will be tasked with monitoring all communications across the radio. It is imperative that communications are being used most efficiently in the battlefield, thus you must ensure that everyone transmitting across the radio is doing so properly.
Understanding Basic Callsigns
Below is an example of referencing specific unit callsigns on the net:
• Platoon Commander callsign - 6
• Platoon Sergeant callsign - 7
• Platoon RTO callsign - Romeo
• Platoon Medic callsign - Mike
• 1st Squad callsign - 1
• 2nd Squad callsign - 2
• 3rd Squad callsign - 3
• 4th Squad callsign - 4
In a small unit environment, such as when operating as a special operations element, callsigns may be condensed to individuals in the unit. This includes either numbers, callsigns or occupation titles.
• Detachment Commander - Viking A1
• Assistant Commander - Viking A2
• Operations Sergeant - Viking Z
• Intelligence Sergeant - Viking F
• Senior Weapons Sergeant - Viking B1
• Junior Weapons Sergeant - Viking B2
• Senior Engineer Sergeant - Viking C1
• Junior Engineer Sergeant - Viking C2
• Senior Medical Sergeant - Viking D1
• Junior Medical Sergeant - Viking C2
• Senior Communications Sergeant - Viking E1
• Junior Communications Sergeant - Viking E2
When operating with more than one unit, it is important to understand how callsigns work in regard to other friendly formations.
Sending a Message
Format of message (Their call sign), (Your call sign), MESSAGE., OVER/OUT.
Example Message Bravo 1-1, This is Bravo 1-2, 1-2 is ready to move., OVER
SITREPs The situation report, or SITREP, is a quick way for a leader to get information on his troops. It is intended to be a very concise and quick way for an entire element to report their status to their leader. SITREPs should include the units current grid reference, current objective, and an ACE report as necessary.
Example Message Ronin 3, this is Bravo 1-Romeo, currently at grid reference 213-break-368, currently engaging x1 enemy squad-sized element, OBJ1 is almost finished, will conduct medical afterwards and move towards next objective, how copy?
5-Line Extract Extraction by aircraft is communicated to the pilot or designated driver by typically done by form of a five-line in our organization. The five-line is a formula used to consistently communicate with the pilot or driver needs to make a quick and effective landing.
• GRID REFERENCE
• EXTRACTION CONTENT
• LANDING ZONE MARKING METHOD
• LANDING ZONE SECURITY
• LANDING ZONE CONCERNS
Example Message Highlander, this is Ronin 1-1, requesting extraction at grid reference 034054, extraction contains Ronin 1-1 and x3 VIPs. LZ will be marked with blue smoke. Landing zone security is currently green, how copy? Over.
6-Line Call For Fire Fire support either by artillery or air support is communicated to the crew through a six line Call for Fire by non-qualified JFOs. There is some variation between air support and artillery, based on the individual needs of the type. Artillery fire uses only the three lines, where Air Support uses all five, with the sixth line as optional for either.
• TARGET GRID REFERENCE
• ENGAGEMENT REMARKS (ammo, dispersion, mission)
• TARGET MARKING
• ASSESSED LEVEL OF HOSTILE ACTIVITY / DESCRIPTION
Example Message Cobra, this is Ronin 1-1, requesting six line call for fire. Target grid reference 089193. Requesting x2 gun runs directly on target. No mark on target. Target is 1x squad-sized element inside a large compound. Recommended approach vector from direction East to West. Range is 185 meters from friendlies. Friendlies are to the south, bearing 159. Friendlies are danger close and will be marked with blue smoke.
Control
When leading others, as an NCO it is important to maintain a high level of command and control. Meaning there should be a level of discipline and structure in the formation (referring to unit, not physical formation). All subordinate units should understand that there is a clear chain of command and a stated line of succession. This means subordinates in the formation should not be overriding your orders or breaking away from the intended mission. If this happens, you have successfully lost command of the formation and thus will not be able to effectively to complete the mission.
When in the field, you need to actively delegate responsibilities to your subordinates. Meaning, if you’re a squad leader, delegate responsibilities to your team leaders. It’s impossible for you to control every aspect of anything in life, therefore it’s important to learn how to delegate. You must find the balance between micromanaging and macro-managing. Find what is best for your unit and what will get the most effective results.
Remarks
As a non-commissioned officer, you are expected to understand and implement everything in this guide for the rest of your tenure in your unit. This guide shows you what is expected of you, but also gives you a baseline of knowledge on how to be successful as an NCO. As you rise through the ranks, make sure to stay diligent with your duties and never lose track of the leadership values vested here in this guide and the other leadership guides available. Make sure to give back to both your subordinates and peers as you go through the ranks, as sharing your experiences allows others to learn and develop the next generations of leaders in the unit. Never be afraid to ask for help, your rank does not make you the best or the most experienced person on the battlefield, more often than not a junior enlisted member will most likely have a different perspective than you, be sure to take that into consideration. Make sure to remain humble and continue to learn how to advance your skills.
Non-Commissioned Officer Creed
No one is more professional than I. I am a non-commissioned officer, a leader of warriors. As a non-commissioned officer, I realize that I am a member of a time honored brotherhood, which is the backbone of the unit. I am proud of the title of a non-commissioned officers, and will at all times conduct myself so as to bring credit upon the position, the military service, and my country; 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 watch-word. My two basic responsibilities will always be uppermost in my mind – accomplishment of my mission and the welfare of my troops. I will strive to remain technically and tactically proficient. I am aware of my role as a non-commissioned officer, I will fulfill my responsibilities inherent in that role. All personnel are entitled to outstanding leadership; I will provide that leadership. I know my troops, and I will always place their needs above my own. I will communicate consistently with my troops and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment. Officers of my unit will have 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 troops. 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, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, non-commissioned officers, leaders!