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Company Command: The Bottom Line - Army Leadership Guide

Why should I give automatically promoted NCOs respect?

I'm an NCO and have two Soldiers in my squad that are new NCOs. They were just automatically picked up to SGT by DA. I had to work for my rank and they got theirs automatically. I've tried looking at AR 600-8-17, section V, para. 3-17, but couldn't find anything about this. How am I supposed to treat these Soldiers as equals when I don't feel they are? How am I supposed to demand other Soldiers give them respect when they've been to the board and are just waiting on points? How can this (Auto E5) happen? How do I make it fair to myself and my Soldiers?

The Mentor - A Comprehensive Guide to Army Counseling and Leadership

Before I begin, automatic integration is covered in AR 600-8-19 paragraph 3-17.  With regard to varying standards, I would ask you to look over AR 623-3 and review the first chapter.  It specifically states that the Army changes policy and procedures to meet the changing needs in war and in peace.

See AR 623-3 paragraph 1-8

(3) The ERS combines major elements of counseling, assessment, documentation, and integration with other personnel functions to meet the needs of the Army, rating officials, and rated Soldiers in their current environments. Its basic foundation—to evaluate today’s Soldiers to select and develop tomorrow’s leaders—will remain consistent.
(a) Rating officials assess a Soldier’s performance and potential against standards—the Army Values, the Army’s leadership doctrine framework, the organization’s mission, and a particular set of duties, responsibilities, tasks, and objectives using a series of box checks, narratives, bullet comments, and evaluation report rating techniques. The intent of the ERS should be to drive rated Soldiers to meet or exceed the standards. While standards or techniques may change, the ERS will continue to be the most accurate and effective assessment tool and development system possible. It will accomplish its mission of developing people and leaders.

I reference this to explain that the Army’s needs change, as does its mission.  Therefore they will implement methods to achieve the goals for the overall Army – whether we as individuals agree with them or not.

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Mark is a Retired Command Sergeant Major with 26 years of military leadership experience. He held 3 military occupational specialties (Field Artillery, Nuclear Weapons Tech, and Ammunition Ordnance). Mark is one of the leading military authors in the fields of leadership, counseling, and training.

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    What this leader failed to understand was that these two leaders are behind because they did not have to make points meaning they didn’t have to go to college, military schools, range, great pt score etc .. They have a lot of making up to do and if they don’t they will see their subordinates surpass them they better catch up

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