No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers.
These are the first two sentences of three long paragraphs that make up the Army’s NCO Creed. Although they seem to be only words, I believe they are much more. They are the touchstone and core of many NCOs’ experience in the U.S. Army. I know they are for me.
Since being deployed, however, I’ve noticed some NCOs may not hold this belief. It seems the idea of getting promoted, just to get promoted, is the reason some people try. I am not sure everyone fully comprehends that a promotion is more than a reward for doing something good in the past, and more than a reason to feel good about yourself. It is a promise to sacrifice for others and help them realize their potential.
I’ve been in the Army for six years now as a Reserve Soldier. During that time, I have noticed how higher-ranking individuals do not always make the best selections when it comes to promotions. It makes me a little disappointed to see people who really do not deserve to be promoted getting to put on the stripes and rockers. I know our Army is short-handed these days — especially in mid-NCO ranks — and needs to promote many Soldiers earlier than they might have been given the chance in the past, but I think some of the people are not ready for that privilege and responsibility. I think it is an injustice to the individuals who work hard and take these promotions to heart.
I think, in a way, this same mentality is occurring a lot more in areas other than just the military. I don’t want to point a finger at anyone in particular, but it seems that many people who are facing problems today in our country got there because they wanted something they had not earned the right to have, or wanted something just to have it. I think people need to understand what they are willing to sacrifice in order to have a privilege.
I have been asked several times why I’m deciding to wait until closer to the end of this one-year deployment before I try to get promoted. My reason: I cannot in good conscience ask for something like a promotion until I feel I am ready to live up to the expectations. If I were to get promoted and go to another unit, that unit would expect me to know my job and, even more importantly, know how to lead. There would not be excuses. Well, there shouldn’t be excuses. I’ve seen too many times when a staff sergeant (or higher) goes to a lower-ranking Soldier to ask a question they should already know. I know sometimes you can’t help it, but it should not be an everyday occurrence. Not only does that show a lack of knowledge about doing a job, but it also undermines that person’s credibility as a leader.
Just because you want something and seem qualified for it does not mean you will be given the thing you want at that one moment. I completely agree with the concept of karma – that we bring about our future through our good and bad actions. However, I don’t think karma always work quickly. I think it definitely happens, but expecting something to happen so quickly could actually be the downfall for many.
The second, related question I’m asked all the time is, “since you have a college degree why don’t you become an officer?” I have thought long and hard about this choice. I think so many people who have the opportunity to become an officer automatically jump at the chance. I honestly feel I can do more for Soldiers as a NCO than as an officer. I can imagine myself years from now as a sergeant major, but I can never seem to imagine myself as a colonel. I guess a big part of karma is not only knowing how to get what you want, but also knowing yourself well enough to know which “wants” will make you happiest and most fulfilled.
People do not seem to understand that it’s not just about the money or the glory for me. Yes, I do love a much bigger paycheck, but the rewards of seeing the impact that I have on another Soldier, especially one that is lower ranking, is worth far more than the extra dollars I would receive at a higher rank or by becoming an officer.
I hope that all the challenges we are now facing in our country (and our Army) will expose a silver lining. Maybe it will remind us all that the more important things in life cannot be gained through money or a promotion. Here in my Army, I think we need to remember that we are professionals and leaders of Soldiers…no matter what rank we are at now, and however long it takes us to get that place in the chain of command where we eventually arrive.
Saturday, 20. June 2009
Thank you for such a well thought out exposition. I guess you will have to wait until you realize “hey, I could do a much better job and help my people better than that staff sergeant.”
Every blog I read here causes me about four, or more, hours of research because they raise all types of questions to me. In this case it was about the current Army promotion system. I didn’t know that a 46Q was a “Star MOS” (71Q when I served).
Keep up the good blogging. It keeps my mind active and exposes all that I do not know (not all… it is what you don’t know you don’t know that get you).
Saturday, 20. June 2009
Bill, I agree with your assessment. The blog entries here also get me thinking. In fact, this one reminded me of my days at the Sergeants Major Academy. Each student there is required to join a small study group and then research and write a detailed assessment of a topic that requires attention. The paper is then sent to the Pentagon for review. Our group chose just this topic — Star MOSs, early promotions (earlier than ones that you and I probably witnessed in the “old” Army), and whether this was a good thing. As SGT Anderson states, some Soldiers may not be 100% ready for the task they are assigned, but we are a nation at war with shortages in key job skills.
So, does promoting a Soldier quickly solve that problem? Our study group came up with a definite “maybe”. We found the same objections during the Vietnam era to a problem dubbed “shake and bake” where Soldiers who scored well on entrance exams were diverted, given a few weeks extra training, and then given the rank of sergeant. Did that program work? One of the people who provided us background on that Vietnam-era program said it did. He said (using dark humor) the good ones, the ones who lived through the first 5-6 weeks on the ground in Vietnam, turned out to be good NCOs. IN fact, some went on to become command sergeants major in brigades, battalions, and divisions.
SGT Anderson’s question might never be answered completely, but I like the fact that she is willing to address it, and to realize in herself the restraint to jump at a chance that she feels she needs to prepare more to accept. Luckily, the 314th Public Affairs Operations Center is filled with many other Soldiers just like her.
Thanks for reading our blogs, and keep on asking those tough questions!
Monday, 22. June 2009
The Thunder Run has linked to this post in the blog post From the Front: 06/22/2009 News and Personal dispatches from the front and the home front.
Wednesday, 24. June 2009
I was one of those “shake and bake” and was promoted to E-4 in 4 months after enlisting and E5 a year later. But I had good role models and mentors and that made the difference. I believe I was an outstanding NCO due to the example and leadership of those above me. I was luckey in that reguard. The 314th has that same kind of leadership at all levels.
Saturday, 27. June 2009
Most people have a tendency to think they could do a better job than their immediate superiors, but I get the feeling that you are tuned into something more carefully thought out than that. I can tell you that the problem you’re describing extends to the corporate world as well. As I see it, members of any hierarchy have much less good information than they imagine about those below them. It’s a systemic problem. I have seen a lot of good people who fly below the radar, never getting promoted because they spend more effort tending their jobs than they spend polishing their relationship with the boss. The bosses think they know who’s paying their dues, but they really only know who’s taking credit. There are exceptions, of course. Some managers are extremely astute in their personnel judgments. Those are the ones who do a little reality testing on a daily basis. If you notice that kind of behavior, you should encourage it. As an NCO you have a lot more influence on your superiors than you might imagine. And if you really think you have what it takes to be a good officer, you should go for it.