The following is a discourse by SGM Stanley A. Kusko explaining his Philosophy on successful and effective NCO leadership. The words are his own, but the ideology should belong to every leader in the U.S. Army. I advise all Noncommissioned Officers to print this out and refer to it when unsure of direction. SGM Kusko has managed to capture the essence of our Corps on these few pages.

SGM Lamb, Center for Army Leadership



A Sergeant Major’s Philosophy

1. I have tremendous expectations of leaders. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no "I" in "TEAM"! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do, what is right not what is easy and when no one is looking. Anyone can follow, not everyone can lead.

2. Philosophy. Effective leadership can sometimes appear strange because there is no set rules or formula. Every soldier's (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing, asking questions, open communication, ensuring that the mission is understood, properly supervised (if necessary) and resources are available to accomplish any given or implied task. Most importantly, I will ask for your opinion on any given issue and I will always support the resolution that is in the best interest of the successful accomplishment of the mission and our soldiers. Remember that support is a two way street and at times I may have to decide on an unpopular decision after weighing all information available to me. Have no doubt, that this is when loyalty and unity are most crucial. As a leader, your highest priority is safely accomplishing the mission while taking care of your soldiers. Bear in mind, this also means, what is important to me must be important to you. Keep me informed and abreast on any given situation. As leaders, we don't have problems, only situations. No two situations are alike so we must use our experience and knowledge along with each other to accomplish any mission and overcome adversity. Don't be pessimistic, anyone can find a negative in any positive situation; the key to success is to find a positive in a negative situation. A positive attitude is contagious "Attitude is Everything". Know what is expected, where we are and where we are going. As long as we produce 100% as individuals, together our success will be unlimited. As NCOs, we have a duty and responsibility to our country, our unit and its mission, the soldiers we lead and ourselves to perform to the best of our abilities. When in doubt, reflect upon the duties and responsibilities discharged to you as stated in The Creed Of The Noncommissioned Officer. The Army’s “Values” are the core of our institution.


"Leaders Are Like Eagles, They Don't Flock, They Arrive One At A Time” (adapted from "Successories")

3. The following outline my beliefs on key issues:

A. Communication.

(1) Avoid confusing orders. Keep it simple.

(2) Rehearse briefings and classes.

(3) Keep your soldiers informed to the maximum extent feasible; Talk to your soldiers, keep them Informed, make their lives Predictable and be Sensitive to their needs (TIPS)*. The situation and time available dictate the degree of TIPS utilized. A well-informed soldier is productive. *(The TIPS acronym was coined by GEN Swartz while III Corps Commander).

(4) Effective communication must flow in both directions to ensure success in any mission.

B. Counseling.

(1) Is a must and required (monthly for PVT-SPC/CPL); (quarterly for CPL-MSG/1SG).

(2) Spell out performance (strengths/weaknesses). Include where they are and what they need to improve (achieve or surpass standards).

(3) Remember the objectives of counseling: develop the counselee, improve his well-being and resolve problems.

(4) Ensure you display a caring attitude when counseling.

(5) Counseling must be methodical, participative, personal and practical.

(6) Effective counseling will develop our soldiers and ready them to take our place one-day. If we counsel poorly, they'll counsel poorly because they learned it from us, their leaders.

(7) Counseling helps develop and correct at the same time.

(8) Remind your rater to counsel you if the time allotted has passed.

(9) Review counseling packets/soldier readiness files (SRFs) periodically. Monitor counseling quality versus quantity.

(10) Counseling is both written and oral communication which is constantly conducted (whether we realize it or not). Don’t be afraid or lazy to give credit for achievements (positive counseling) or a pat on the back for quality performance.

C. Discipline/Integrity.

(1) Maintain individual and team discipline (this comes with the maturing process). “There is only one kind of discipline; perfect discipline. If you do not enforce and maintain discipline, you are potential murderers.” General George S. Patton, Jr.

(2) Never lie, cheat or steal! Never!

(3) Bad news does not get better with time. I want to know bad news along with the good.

(4) Tell me the way it is, not what you think I want to hear.

(5) We all know right from wrong. Sometimes the difficult decision is doing what is right not what is convenient.

D. Expectations/Standards.

(1) Soldiers are professionals and are expected to perform, endure a certain amount of hardship and overcome adversity.

(2) Established standards can only be met or surpassed not lessened.

(3) If you witness a wrongdoing or disrespectful act and do not take corrective measures, you have just set a new standard, an unacceptable one.

(4) If there is any question as to what the "standard" is, find out from me.

(5) “This is a volunteer force, and soldiers volunteer to meet our Standards, if they don’t meet them, we should thank them for trying and send them home.” USASMA

E. Goals.

(1) Must be realistic and attainable.

(2) Plan short, mid and long-range goals.

(3) Use notes and lists to assist the memory.

F. Know Your Profession.

(1) Continue to educate yourself militarily (NCOES/professional readings) and formally (college courses) to maintain technical and tactical proficiency. Knowledge and proficiency breed confidence, a percentage of cockiness and sound judgment.

(2) Know your soldiers capabilities (strengths) and limitations (weaknesses) and how to effectively use their talents. Encourage them to learn and grow by furthering their education.

(3) Teach writing and communication skills.

G. Leadership.

(1) Being a leader is a tremendous responsibility. You must lead, develop, mentor and motivate soldiers. No one said it is easy, but very challenging. There is no greater honor!

(2) Lead by example (Be, Know, Do). Someone is always watching (teach what you preach).

(3) Be proactive not reactive (think outside the box and look at the big picture).

(4) Instill initiative, use good judgment and common sense.

(5) Delegate and assign missions. Soldiers need to develop and grow (coach, mentor, teach).

(6) Follow-up to ensure standards are met.

(7) Soldier productivity is directly linked to the attention given to their personal needs.

(8) There is no zero defect or perfect. Be patient with development and growth (especially in younger/less experienced situations).

(9) Mistakes are okay. Learn and grow from them. Avoid making the same mistakes repetitively. Do not thwart blame or find excuses, you are the leader, accept responsibility for your actions and those you lead.

(10) “The maximum effective range of an excuse is zero meters.” Unknown

H. Loyalty.

(1) Be loyal to yourself, subordinates, peers, superiors, unit and country.

(2) Enforce command policies and directives.

(3) Be forthright in convictions, however, do not undermine authority or unit.

(4) Know, support and use the chain of command/NCO support channel. I encourage you to identify and discuss issues you may not agree with, but we’ll only discuss it once and if I decide to execute differently, make adjustments and continue-the-mission (Charlie-Mike).

I. Military Courtesy/Professionalism.

(1) Be courteous and professional in appearance, demeanor and attitude.

(2) Respect: there are two types, implied respect by virtue of position and earned respect.

a. Implied respect. Respect one is entitled commensurate with rank and/or position.

b. Earned respect. Is much different; it is harder to achieve and comes with time. It is primarily achieved through leading by example, being steadfast in word and deed and taking care of soldiers discharged to your care. Earned respect is easiest lost and normally occurs when one does what is convenient instead of what is right (the perception is often one of favoritism).

J. Mission Accomplishment.

(1) Everything is important. Prioritize tasks.

(2) Ensure you understand the unit’s mission, METL and commander’s guidance/intent. Ensure you fully understand all aspects of specific missions. Plan using the four factors necessary for success: guidance, personnel, resources and time.

(3) Allow time for planning, coordination and execution (one-third/two-third rule).

(4) The mission is always first! The challenge is taking care of your soldiers concurrently with mission accomplishment.

K. NCO-ER.

(1) The NCO-ER is the most important document for continued success in your career. As long as you put forth your best effort, your NCO-ER will take care of itself.

(2) You'll be rated for what you earn/deserve (nothing will be taken/given).

(3) Discuss and review your NCO-ER with your rater to ensure there is no hidden agenda or surprises at final print. It is your report card, not theirs.

(4) Excellence ratings must be measurable, quantifiable and only achieved by a few.

(5) Keep an information paper on achievements and accomplishments to assist your rater/senior rater with the NCO-ER process.

L. Physical Fitness.

(1) A score of 300 points on the APFT is excellent, but what matters is maximum effort. If our soldiers give 100% effort, the results will take care of themselves. Effort comes from the heart.

(2) The battalion APFT standard is xxx points. The company APFT goal is xxx points or greater. Leader APFT standard is xxx points.

M. Safety.

(1) Safety is first and foremost in all we do.

(2) Enforce and instill safety at all times utilizing the Risk Management Process.

(3) Every soldier is a safety manager and is responsible to identify and correct potential safety situations. In a peacetime environment, nothing is more important than the life of a soldier.

N. Social Behavior.

(1) Treat others as you would want to be treated.

(2) As leaders, we must maintain a clear separation between those we lead and ourselves, both, on and off duty. I'm not saying that you and I are better than anyone else, however, based on our rank and/or position we clearly have different responsibilities and authority. As leaders, we are charged with tremendous responsibilities and are held to higher standards. To put it bluntly, "we cannot lead the boys and act like the boys". We cannot get away with the same indiscretions that our soldiers may because we must lead by example.

(3) DUI, substance and spouse/child abuse are "career-enders".

O. Taking Care of Soldiers.

(1) This is what we (NCOs) do best. Instill the Army “Values” and pride.

(2) Treat soldiers with dignity.

(3) Be familiar with support agencies (they exist to assist).

(4) Advocate participation in the family readiness group (network designed for families to help one another when soldiers are deployed).

(5) Be hard, but fair. Recommend awards, promotions and punishments fairly.

(6) Awards. Do not cheat soldiers, recommend what they deserve/earn, you would want the same. Recommendations should be based upon deeds above and beyond the call of duty not just doing one's job or merely based on time.

(7) Promotions. Soldiers must be informed in writing what the time in service and grade requirements are for them to compete at the next highest rank. Once they fall into the primary zone of consideration for that rank, they must be recommended for promotion/advancement or counseled in writing why they are not being recommended. Counseling must state what they are not currently doing correctly to warrant recommendation for promotion/advancement and how to improve. Eligibility and progress must be reviewed and documented monthly.

(8) Punishment/Corrective Training. Only officers can impose punishment. Noncommissioned officers recommend punishment and are responsible for the corrective training process. Handle poor performance issues at the lowest level possible. Attempt to improve failure of established standards through corrective training first (if possible). The UCMJ is an effective rehabilitative tool when utilized appropriately.

(9) Providing for our soldiers sometimes entails chewing some butt. Our soldiers will make us shine, like gold or dirt. Soldiers are and always will be the credentials of Noncommissioned Officers!

P. Training.

(1) All armies do two things; train for war and go to war.

(2) The key is to train the way we will fight (enforce training standards).

(3) Conduct timely, professional and realistic training.

(4) Assess training/testing standards. Retrain and retest those that fail to meet established standards.

(5) Training schedules are the soldiers' calendar. Training schedules will be forecasted six weeks out and locked in three weeks out. Leader responsibility.

(6) Squad leaders are responsible for training their squads.

(7) Train and work as a team to accomplish a common goal/objective. Develop rapport and “team” relationship with other squads/platoons/units.

(8) No appointments during motor stables and sergeants’ time training.

(9) Rehearse mission requirements. “Practice does not make perfect; perfect practice makes perfect.” Vince Lombardi.

4. Hopefully you have gained an appreciation and understanding of my philosophy and what I expect of leaders. I look forward to working with you and sharing our experiences and knowledge. Know that I am available anytime, day or night, to discuss any situation; professional or personal.



STANLEY A. KUSKO
Sergeant Major, USA