Institute for Noncommissioned Officer Professional Development

Developing the NCO Leader: NCO Career Competencies

31 July 2012

ContentsOverview3Corporal/Sergeant (SGT)7Staff Sergeant (SSG)9Sergeant First Class (SFC)11Master Sergeant (MSG)13First Sergeant (1SG)15Sergeant Major (SGM)18Command Sergeant Major (CSM)20Appendix A Competency Progression22Appendix B NCO 4x6 Framework and Leader Requirements Model Comparison26

OverviewThe publication of the TRADOC Pam 525-8-2, The United States Army Learning Concept for 2015 (ALC 2015) combined with data collected during the Army Profession campaign prompted INCOPD to investigate how to create a framework to depict developmental requirements for the NCO corps. The ALC 2015 contains nine 21st Century Soldier Competencies designed to guide Soldier development; however, those competencies alone do not adequately describe the NCO corps. INCOPD examined historical documents, strategies, concepts, and doctrine to identify the four core roles of Noncommissioned Officers (NCOs) and assess the competencies and attributes that the Army desires in the NCOs performing those roles. INCOPD developed the NCO 4x6 framework that combines the four core roles of an NCO with the nine 21st Century Soldier Competencies from the ALC 2015. This framework is a synthesis of the traditional roles of the NCO with a reorganization and restatement of the 21st Century Soldier Competencies into six learning areas. Together, the four core roles and six learning areas form an enduring, flexible framework to serve as the foundation for developing the NCO corps. This framework is referred to as the NCO 4X6 framework throughout this document.We describe the NCO as a leader based on core roles derived from the NCO Corps duties, responsibilities and authority. NCOs Lead, Train & Educate, Care for Soldiers & Equipment, and Maintain & Enforce Standards. The four roles are foundational for NCOs development and help measure success throughout their careers. Integrated throughout and supporting these four core roles are six learning areas in which NCOs must develop knowledge and skills. The six learning areas are (1) the Army Profession, (2) professional competence, (3) team building, (4) adaptability, (5) lifelong learning, and (6) comprehensive fitness. The six learning areas are consistent with the Army Learning Areas adopted by the Army Learning Coordination Council (ALCC) and are aligned with the 21st Century Soldier Competencies and Attributes.For each learning area, we identified supporting skills and attributes with associated general learning outcomes for each rank. (See Tables 3-9) The general learning outcome statements broadly define the expected performance, and when coupled with critical tasks, serve as the basis for building a lifelong learning curriculum. The learning outcomes are progressive, Soldiers should fully achieve competency at each rank prior to promotion to the next rank. The supporting skills and attributes for each learning area are not an exhaustive list of all the skills and attributes required to become competent; rather the skills and attributes listed represent areas of current emphasis. We anticipate that some areas of emphasis may change over time; however, the roles and learning areas are broad enough to meet the developmental needs of the NCO corps for many years. Table 1 displays the relationship between the Army Learning Areas, 21st Century Soldier Competencies and related skills and attributes for NCOs.The learning outcome statements in this document serve as an overarching guide for NCO development. We anticipate that each proponent will make changes to the outcomes in order to improve the applicability to a particular career management field or military occupational specialty. Table 2 shows the learning areas, supporting skills, and overall description of each learning area. Tables 3-9 display the learning areas with general learning outcome statements by rank.. Appendix A contains Table 10 that shows the progression across the NCO ranks for each learning area. Table 11 in Appendix B contains a comparison of the six learning areas and the Army Doctrinal Publication 6-22 Leader Requirements Model.v. 3.3 2Note. The learning outcomes include terms that broadly apply to the Army (e.g. squad, platoon), but do not accurately represent all the naming conventions used by the Army for similar constructs (e.g. section, battery). Readers should not infer that the outcomes do not apply to their CMF or MOS because the terms are not exactly the same as used in a particular career field. Table 1 Learning Area and Competency MatrixArmy Learning AreasThe six elements of a Common Framework forOfficers, WOs, NCOs, and Army Civilians21st Century Soldier Competencies and AttributesNCO Supporting Skill/Attribute Areas

The Army ProfessionCharacter and AccountabilityMoral Character, Accountability, Army Values, Commitment

Professional CompetenceProfessional Competence Technical, Tactical, Operational, Strategic

Team BuildingTeamwork and CollaborationCulture and JIIM Communication & Engagement (oral, written, negotiation) Communication, Culture, Negotiation, JIIM

AdaptabilityCritical Thinking & Problem Solving Adaptability and InitiativeProblem Solving, Critical Thinking, Creative Thinking, Initiative

LearningLifelong Learner (includes digital literacy)Training, Coaching, Self-Development

Comprehensive FitnessComprehensive FitnessPhysical, Emotional, Family, Spiritual, Social

Table 2 Overall Competency DescriptionsSix Army Learning AreasSupporting Skill/Attribute AreasDescription

The Army ProfessionMoral Character, Accountability, Army Values, CommitmentNCOs exemplify the professional Soldier by demonstrating competence, moral character, and commitment while fulfilling their duty to the nation. NCOs develop, maintain and uphold the traditions of the profession through discipline and ethical application of combat power. As professionals, NCOs continuously assess and improve the competence, moral character and commitment of themselves and their Soldiers. NCOs develop understanding and empathetic application of the seven Army Values and exemplify the characteristics of servant leadership. The Warrior Ethos and NCO Creed serve as the basis for their actions. They serve as role models, standard-bearers and hold themselves, peers, and subordinates accountable for their actions. NCOs influence and sustain positive, ethical command climates and cultures that allow open discussion; they embrace new ideas and instill Soldiers professional identities.

Professional CompetenceTechnical, Tactical, Operational, StrategicNCOs employ appropriate technical, tactical, operational and strategic skills in unified land operations to accomplish the mission and support the commanders intent. NCOs are experts on weapons systems and combined arms operations at the tactical level and train their subordinates to be tactically competent as well. They are technical experts in their occupational specialties and continue to develop technical skills in themselves and in their subordinates. As NCOs progress in their careers, they focus less on technical and tactical skills and place more emphasis on a broader set of leader skills applied at operational and strategic levels

Team BuildingCommunication, Culture, Negotiation, JIIMNCOs create high-performing groups by leading and motivating individuals, and by collaborating to work towards common goals. NCOs earn the trust of their superiors, peers, and subordinates and encourage trust among others. They model and reward behavior that sustains the trust of the American people. NCOs understand team dynamics and take appropriate action to foster cohesion and cooperation and to leverage principles of group facilitation in developing their subordinates. NCOs express themselves clearly and succinctly both orally and in writing, and use social skills including interpersonal tact that allows them to work effectively with other Soldiers and civilians in varied cultural and Joint, Interagency, Intergovernmental, and Multinational (JIIM) contexts. NCOs are sensitive to social, behavior patterns and beliefs of individuals from other communities/countries.

AdaptabilityProblem Solving, Critical Thinking, Creative Thinking, InitiativeNCOs solve complex problems by using work and life experiences, training and education, critical questioning, initiative, sound judgment, and collaboration. They provide opportunities for subordinates to develop problem-solving skills, especially proficiency in critical, creative and adaptive thinking. While NCOs are trained to use problem-solving models, they are also trained in critical thinking evaluating their thought processes as they solve problems. With respect to creative/adaptive thinking, NCOs recognize when a standard procedure is not an effective solution to a situation and when they must innovate to solve a problem. As NCOs develop, they are comfortable operating in unexpected situations, scanning the environment, identifying unique or unexpected conditions, and adjusting plans, procedures to adapt to the conditions.

LearningTraining, Coaching, Self-DevelopmentCertification in the Army Profession is a life-long learning process. NCOs must maintain expertise within their MOS and strive to develop themselves and their subordinates. In helping others to learn, NCOs construct effective instructional environments for individuals and groups, train and coach Soldiers in acquiring how to knowledge, skills and attitudes to achieve professional certification of competence, character and commitment while encouraging professional and personal growth. NCOs understand the fundamentals of how to help Soldiers learn and the technologies that they can leverage to improve the efficiency and effectiveness of training and education. As coaches and mentors, NCOs have open and honest discussions with Soldiers that lead to setting and achieving professional goals. As self-learners, NCOs know when they need to learn and use methods that help them efficiently and effectively acquire new knowledge and skills.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, SocialNCOs develop and maintain their physical, emotional, social, family and spiritual fitness and foster these attributes in their subordinates. NCOs display confidence, physical, mental and emotional persistence as well as moral courage when faced with adverse conditions, as well as resilience in recovering from difficult situations.

Corporal/Sergeant (SGT)

Sergeants are the first line supervisors for the Soldiers who make up the manpower of the force. They are responsible for demonstrating the proper level of understanding and skill for their functional area and for developing in their Soldiers the desire to reach that same level of competence. Additionally, they are responsible for the health, welfare, safety, standards in personal appearance, and training of their Soldiers, as well as the maintenance and accountability of individual and unit equipment and property. In combat, Sergeants directly lead small teams (e.g. fire teams) of Soldiers that normally operate as part of a larger element completing the mission.

Although a Corporal is an E-4, its rank is unique and signifies a small group of elite soldiers who have transitioned early to the NCO corps. Corporal outcomes are the same as a sergeant with the exception of performing tasks of a SSG with minimal supervision. Corporals should not be expected to perform SSG tasks, but mentorship should begin at this level to prepare Corporals to perform those tasks.

Table 3 Corporal/Sergeant Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute Areas Corporal/Sergeant Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Understands the history of the NCO corps.3. Lives by the Army values and NCO creed.4. Identifies ethical dilemmas and seeks counsel as necessary.5. Builds trust and discipline in the team.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1, 2 common and MOS tasks without supervision. 2. Understands five paragraph operations order, warning order, and fragmentary order.3. Uses Troop Leading Procedures at team/squad level.4. Plans, rehearses and leads teams to execute missions IAW the commander's intent (mission command). 5. Recognizes rank structures, functions, and services of each military branch and JIIM stakeholders along with their role in unified land operations.

Team BuildingCommunication, Culture, Negotiation, JIIM1. Demonstrates active listening, clear verbal and written communication skills. 2. Demonstrates an awareness of cross cultural competence (3c), related knowledge, attributes, and interpersonal skills. 3. Knows team dynamics and takes appropriate action to foster cohesion and cooperation. 4. Effectively collaborates within the unit and with other organizations (e.g. ADACP, JAG).

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to team missions.2. Knows the critical thinking process and applies it during problem solving.3. Identifies situations when standard procedures will not work and seeks alternatives.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and team learning needs.2. Applies the principles of training to team training.3. Trains, coaches, counsels subordinates and peers.4. Conducts self-assessment and develops a short-term plan for personal goals. 5. Guides subordinates creation of individual development plans.6. Uses self-learning strategies to improve.7. Understands the NCO career path.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Implements personal health habits to increase personal health and fitness.2. Supervises a comprehensive fitness program for the team.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.

Staff Sergeant (SSG)Staff Sergeants are technical experts, still deeply involved in the actual application of technical skills. The Staff Sergeant is also demonstrating to those subordinates under him the tactical and technical mastery to be considered a professional. The SSG is responsible for developing his subordinates in an indirect manner, through his subordinate leaders. This requires much patience and acceptance as a mentor and teacher to the SGT. In combat, SSGs coordinate and integrate the actions of their squads to accomplish their assigned objectives for the mission.Table 4 Staff Sergeant Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute Areas Staff Sergeant Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Displays commitment to service and places the needs of others before self.3. Develops the Army values and moral character in subordinates.4. Applies sound judgment to resolve ethical dilemmas and seeks counsel as necessary.5. Builds trust and discipline in the squad.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1 - 3 common and MOS tasks without supervision, as well as SL4 tasks with limited supervision. 2. Understands five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures at squad/platoon level.4. Plans, rehearses and leads squads to execute missions IAW the commander's intent (mission command).5. Applies knowledge of JIIM partners and operating environment to guide decisions before and during mission execution.

Team BuildingCommunication, Culture, Negotiation, JIIM1. Writes clear, succinct reports and documents for the squad. 2. Identifies the fundamentals of culture and their effects on military operations. 3. Learns to negotiate, build consensus, and resolve conflicts between teams.4. Factors others intentions (motivation) into developing acceptable solutions to problems. 5. Uses knowledge of nonverbal communication cues to improve verbal communication strategies.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to squad missions.2. Applies the critical thinking process to identify missing/inaccurate information, second and third order affects of problem solutions.3. Develops alternate procedures when standard procedures will not work.4. Creates a climate to foster creativity to accomplish the commander's intent.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and squad learning needs.2. Applies principles of training to squad/platoon level training.3. Trains, coaches, counsels subordinates and peers.4. Certifies technical and tactical training against performance standards.5. Teaches self-learning strategies.6. Promotes mastery of common Soldier and MOS skills.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Supervises a comprehensive fitness program for the squad.2. Implements measures to reduce operational and combat stress.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.4. Advises Soldiers/families on resources available to improve fitness.

Sergeant First Class (SFC)The Sergeant First Class is the eminent position of authority and demonstrated excellence for the Soldiers in the Army. The highest ranking position that will have routine day to day interaction with Soldiers, the SFC must demonstrate the tactical and technical mastery on a daily basis, and be able to mentor and assist his subordinate leaders and their Soldiers in the execution of those skills to accomplish missions. The SFC serving as a platoon sergeant is usually the first leadership position in which the NCO is directly working for an Officer. It is an additional responsibility for the SFC to develop his/her lieutenant from a subordinate position, counseling and mentoring him/her to develop technical skills and tactical understanding. In combat, SFCs assigned as platoon sergeants must be able to lead combat operations in the absence of the Platoon Leader. SFCs serving in staff positions are critical members of the planning team and play a significant role on the staff.Table 5 Sergeant First Class Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute AreasSergeant First Class Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate in the platoon that supports Army values, ethics and esprit de corps.3. Develops subordinates as role models (competence, moral character, commitment) and stewards of the profession.4. Builds trust in the platoon and with external stakeholders.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1 - 4 common and MOS tasks without supervision, as well as SL 5 tasks with limited supervision. 2. Writes five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures at Platoon/Company level and understands the Military Decision Making Process.4. Plans, rehearses and leads platoons to execute missions following the tenets of mission command.5. Demonstrates broad knowledge of the MOSs within the CMF, able to supervise all MOSs and civilians performing in the CMF at platoon and below. 6. Integrates JIIM considerations and partners into planning and executing platoon-level missions.7. Advises Platoon Leader on all matters related to platoon operations.

Team BuildingCommunication, Culture, Negotiation, JIIM1. Writes clear, succinct, reports and documents for the platoon or staff.2. Integrates the fundamentals of culture and their effects on military operations into planning and executing missions. 3. Negotiates, builds consensus, and resolves conflicts at the platoon level within the unit and with other organizations (JIIM).4. Demonstrates effective verbal communication skills in small group presentations.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to platoon missions using Troop Leading Procedures (TLP).2. Applies critical thinking to evaluate underlying assumptions and evidence supporting problem narratives and solutions.3. Develops multiple potential courses of action to solve problems.4. Evaluates the appropriateness of alternate procedures and courses of action.5. Creates a climate to foster collaborative problem solving, creativity to accomplish the commander's intent

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and platoon learning needs.2. Applies principles of training and training management to platoon/company level training.3. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).4. Advises platoon leaders and other seniors regarding training and human development.5. Develops training, coaching, counseling skills in junior leaders.6. Develops and manages training plans for the platoon.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Supervises a comprehensive fitness program for the platoon.2. Establishes a climate that facilitates development of comprehensive fitness.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.4. Advises subordinate leaders on resources available to improve fitness.

Master Sergeant (MSG)The Master Sergeant is usually working away from maneuver formations; he brings his years of experience and technical and tactical expertise to the Staff to assist them in developing the right support and coordination for our Warriors to be successful. Translating functional expertise into staff processes, the MSG must demonstrate the understanding and awareness of Tactical imperatives balanced against operational reality.Table 6 Master Sergeant Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute Areas Master Sergeant Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Supports Army Profession as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate that supports Army values, ethics and esprit de corps in the company or staff.3. Develops the Army values and moral character in subordinates.4. Builds trust in the staff and with external stakeholders.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1 - 5 common and staff tasks without supervision. 2. Applies the Military Decision Making Process.3. Uses managerial skills, knowledge of staff processes and outside organizations, in unified land operations to accomplish assigned staff role and missions. 4. Applies understanding of the roles, capabilities, constraints and intent of JIIM partners in order to plan missions and perform staff functions (usually BN and higher).

Team BuildingCommunication, Culture, Negotiation, JIIM1. Writes clear, succinct, reports and documents for the staff or unit.2. Advises leaders on the cultural considerations for planning and executing missions. 3. Negotiates, builds consensus, and resolves conflicts within the staff (company and higher) and with other organizations (JIIM).4. Demonstrates effective verbal and interpersonal communication skills with individuals and during large group presentations.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to company and staff missions using TLP or the Military Decision Making Process (MDMP).2. Applies critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization procedures.5. Creates a climate to foster collaborative problem solving and creativity to accomplish the commander's intent within mission command.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and staff learning needs.2. Applies principles of training and training management.3. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).4. Advises staff leaders and other seniors regarding training and human development.5. Creates a climate that supports lifelong learning.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Supervises a comprehensive fitness program for the staff and subordinates.2. Establishes a climate that facilitates development of comprehensive fitness.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.4. Advises subordinate leaders on resources available to improve fitness.

First Sergeant (1SG)As far back as the Revolutionary War period, first sergeants have enforced discipline, fostered loyalty and commitment in their soldiers, maintained duty rosters and made morning reports to their company commanders. First sergeants hold formations, instruct platoon sergeants and assist the commander in daily unit operations. The First Sergeant is the seasoned and experienced leader for our formations. Technical and tactical expertise is the bedrock on which the 1SG bases his authority. Working as part of a command team, the 1SG must adjust his leadership further than the SFC to lead and mentor through the NCO Chain and through counsel and advice to his Commander. Through this process, the 1SG will ensure that the Company has the opportunities to develop the technical and tactical skills necessary for success in war. In combat, the 1SG provides counsel to his commander and works to ensure his subordinate NCOs are maintaining their skills while engaged and demonstrating excellence as they adapt their learned skills to the ambiguous nature of war. First Sergeants are the master trainer and standard-bearer for their units and Soldiers.Table 7 First Sergeant Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute Areas First Sergeant Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Supports Army Profession as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate in the company that supports Army values, ethics, esprit de corps and Army culture.3. Develops the Army values and moral character in subordinates.4. Builds trust in the company and with external stakeholders.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1 - 5 common and MOS tasks without supervision. Performs SL 6 tasks at the BN level with minimal supervision.2. Writes five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures and Military Decision Making Process at company level. 4. Manages company-level operations.5. Serves as company -level ambassador with JIIM partners.6. Advises Company Commander on all matters related to company operations

Team BuildingCommunication, Culture, Negotiation, JIIM1. Writes clear, succinct, reports and documents for the company.2. Advises leaders on the cultural considerations for planning and executing missions. 3. Advises company leaders on establishing and executing a mission command climate.4. Negotiates, builds consensus, and resolves conflicts at the company level and with other organizations (JIIM).5. Demonstrates effective verbal and interpersonal communication skills with individuals and during large group presentations.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. . Identifies and solves problems related to company missions using TLP or the Military Decision Making Process (MDMP).2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization procedures.5. Creates a climate to foster collaborative problem solving and creativity to accomplish the commander's intent within mission command.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and company learning needs.2. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).3. Advises company leaders and other seniors regarding training and human development.4. Creates a climate that supports lifelong learning.5. Advises the commander on Soldier development and manages training plans for the company.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Advises commander on establishing a climate that facilitates development of comprehensive fitness.2. Supervises a comprehensive fitness program for the staff and subordinates.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.4. Advises subordinate leaders on resources available to improve fitness.

Sergeant Major (SGM)The Sergeant Major is often the key enlisted member of the staff elements at battalion and higher levels. The Sergeant Major is an active leader of the staff and operations process. The SGM brings technical and tactical proficiency to the formation by providing managerial expertise of resources based upon his understanding of requirements. The SGM further serves as an expert evaluator to provide context and guidance on the execution of operations and training. The SGM is the bridge between the tactical and operational execution of skills to the strategic context in which they are important. Table 8 Sergeant Major Competency OutcomesSix Army Learning Areas Supporting Skill/Attribute Areas Sergeant Major Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Exemplifies an Army Professional (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Develops programs and strategies to develop Army values ethics and Army culture in subordinate units.3. Integrates moral character development into development of subordinates.4. Advises leaders on the status of internal and external trust and strategies to improve relationships.5. Serves as a senior enlisted steward of the profession within the command.6. Exemplifies servant leadership.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Performs SL 1 - 6 tasks without supervision2. Applies the Military Decision Making Process. 3. Manages and executes staff operations at BN and above.4. Oversees identification of resource (personnel, budget, and equipment) requirements and execution of resource.5. Analyzes joint force capabilities and limitations, interagency capabilities, multinational and legal considerations in contemporary operations.

Team BuildingCommunication, Culture, Negotiation, JIIM1. Communicates effectively across echelons and outside the Army chain of command (JIIM, media). 2. Advises leaders on the cultural considerations for planning and executing missions.3. Effectively engages others, presents information and recommendations, and persuades others.4. Advises leaders on establishing and executing a mission command climate in the organization.5. Integrates JIIM partners into BN level and higher teams.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to organizational and strategic goals using MDMP and Design.2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization and strategic procedures.5. Creates a climate to foster innovation to accomplish the commander's intent within mission command.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and organizational learning needs.2. Trains, coaches, counsels, mentors, subordinates, peers, and seniors (as appropriate).3. Advises leaders and other seniors regarding training and human development.4. Creates a climate and fosters strategies that promote lifelong learning.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Advises Commander, staff and subordinates on institution of a comprehensive fitness program for Soldiers, families, and Army civilians in order to enhance performance and build resilience.

Command Sergeant Major (CSM)The Command Sergeant Major is the senior NCO of the command at battalion or higher levels and provides advice and recommendations to the commander and staff on all matter pertaining to enlisted personnel and their families. The CSM carries out policies and standards on performance, training, appearance and conduct of enlisted personnel. The CSM is the key advisor for tactical, operational and strategic commanders. His/her vast experience through the different levels of war of the technical and tactical skills provides the context and understanding necessary to ensure that the senior leaders are aware and considering the junior leaders and Soldiers who are asked to perform the missions. The CSM provides leadership for the NCO Support Chain, provides mentorship to Junior NCOS, brings Soldiers concerns to the commander and keeps Soldiers' focus on technical and tactical mastery. The CSM provides guidance and counsel to NCOs and leads the Noncommissioned Officer Development Program.Table 9 Command Sergeant Major Competency OutcomesSix Army Learning AreasSupporting Skill/Attribute Areas Command Sergeant Major Outcomes

The Army ProfessionMoral Character, Accountability, Army Values, Commitment1. Exemplifies an Army Professional (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Develops programs and strategies to develop Army values, ethics, and Army culture in subordinate units.3. Integrates moral character development into development of subordinates.4. Advises leaders on the status of the profession and professionals within the command.5. Serves as the senior enlisted steward of the profession within the command.6. Exemplifies servant leadership.

Professional CompetenceTechnical, Tactical, Operational, Strategic1. Advises Commander (usually BN and above) on all enlisted matters.2. Oversees enforcement of policies, standards. 3. Sets clear, meaningful and challenging goals for enlisted personnel in subordinate units. 4. Advises commander on employment of their unit within a JIIM environment.5. Acts as a senior and strategic representative of the Army.

Team BuildingCommunication, Culture, Negotiation, JIIM1. Understands and effectively communicates vision, themes, and strategy with internal and external audiences (verbally and in writing). 2. Advises leaders on the cultural considerations for planning and executing missions.3. Establishes internal and external networks (JIIM) to achieve strategic goals.

AdaptabilityProblem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to organizational and strategic goals using MDMP and Design.2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization and strategic procedures.5. Creates a climate to foster innovation to accomplish the commander's intent within mission command.6. Advise the commander on the application of the Analytical Cultural Framework for Strategy and Policy.

Lifelong LearningTraining, Coaching, Self-Development1. Assesses self, individual, and organizational learning needs.2. Trains, coaches, counsels, mentors, subordinates, peers, and seniors (as appropriate).3. Advises leaders and other seniors regarding training and human development.4. Creates a climate and fosters strategies that promote lifelong learning.5. Advises the development of long-range training plans for the organization.

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, Social1. Advises Commander and subordinates on institution of a comprehensive fitness program for Soldiers, families, and Army civilians in order to enhance performance and build resilience.

Appendix A Competency ProgressionTable 10 shows the progression of each competency across the NCO ranks. The table is meant to be printed on 11in x 17in paper.Table 10 Competency ProgressionLearning AreasSupporting Competencies and AttributesCorporal/SergeantStaff SergeantSergeant First ClassMaster SergeantFirst SergeantSergeant MajorCommand Sergeant Major

The Army Profession: NCOs exemplify the professional Soldier by demonstrating competence, moral character, and commitment while fulfilling their duty to the nation. NCOs develop, maintain and uphold the traditions of the profession through discipline and ethical application of combat power. As professionals, NCOs continuously assess and improve the competence, moral character and commitment of themselves and their Soldiers. NCOs develop understanding and empathetic application of the seven Army Values and exemplify the characteristics of servant leadership. The Warrior Ethos and NCO Creed serve as the basis for their actions. They serve as role models, standard-bearers, and hold themselves, peers, and subordinates accountable for their actions. NCOs influence and sustain positive, ethical command climates and cultures that allow open discussion; they embrace new ideas and instill Soldiers professional identities.Moral Character, Accountability, Army Values, Commitment1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Understands the history of the NCO corps.3. Lives by the Army values and NCO creed.4. Identifies ethical dilemmas and seeks counsel as necessary.5. Builds trust and discipline in the team.1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Displays commitment to service and places the needs of others before self.3. Develops the Army values and moral character in subordinates.4. Applies sound judgment to resolve ethical dilemmas and seeks counsel as necessary.5. Builds trust and discipline in the squad.1. Serves as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate in the platoon that supports Army values, ethics and esprit de corps.3. Develops subordinate as role models (competence, moral character, commitment) and stewards of the profession.4. Builds trust in the platoon and with external stakeholders.1. Supports Army Profession as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate that supports Army values, ethics and esprit de corps in the company or staff.3. Develops the Army values and moral character in subordinates.4. Builds trust in the staff and with external stakeholders.1. Supports Army Profession as a role model (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Creates a positive climate in the company that supports Army values, ethics, esprit de corps and Army culture.3. Develops the Army values and moral character in subordinates.4. Builds trust in the company and with external stakeholders.1. Exemplifies an Army Professional (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Develops programs and strategies to develop Army values ethics and Army culture in subordinate units.3. Integrates moral character development into development of subordinates.4. Advises leaders on the status of internal and external trust and strategies to improve relationships.5. Serves as a senior enlisted steward of the profession within the command.6. Exemplifies servant leadership.1. Exemplifies an Army Professional (competence, moral character, commitment) for subordinates to look up to and upholds standards on and off duty.2. Develops programs and strategies to develop Army values, ethics, and Army culture in subordinate units.3. Integrates moral character development into development of subordinates.4. Advises leaders on the status of the profession and professionals within the command.5. Serves as the senior enlisted steward of the profession within the command.6. Exemplifies servant leadership.

Professional Competence: NCOs employ appropriate technical, tactical, operational and strategic skills in unified land operations to accomplish the mission and support the commanders intent. NCOs are experts on weapons systems and combined arms operations at the tactical level and train their subordinates to be tactically competent as well. They are technical experts in their occupational specialties and continue to develop technical skills in themselves and in their subordinates. As NCOs progress in their careers, they focus less on technical and tactical skills and place more emphasis on a broader set of leader skills applied at operational and strategic levels.Technical, Tactical, Operational, Strategic1. Performs SL 1, 2 common and MOS tasks without supervision. 2. Understands five paragraph operations order, warning order, and fragmentary order.3. Uses Troop Leading Procedures at team/squad level.4. Plans, rehearses and leads teams to execute missions IAW the commander's intent (mission command). 5. Recognizes rank structures, functions, and services of each military branch and JIIM stakeholders along with their role in unified land operations.1. Performs SL 1 - 3 common and MOS tasks without supervision, as well as SL4 tasks with limited supervision. 2. Understands five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures at squad/platoon level.4. Plans, rehearses and leads squads to execute missions IAW the commander's intent (mission command).5. Applies knowledge of JIIM partners and operating environment to guide decisions before and during mission execution. 1. Performs SL 1 - 4 common and MOS tasks without supervision, as well as SL 5 tasks with limited supervision. 2. Writes five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures at Platoon/Company level and understands the Military Decision Making Process.4. Plans, rehearses and leads platoons to execute missions following the tenets of mission command.5. Demonstrates broad knowledge of the MOSs within the CMF; able to supervise all MOSs and civilians performing in the CMF at platoon and below. 6. Integrates JIIM considerations and partners into planning and executing platoon-level missions.7. Advises Platoon Leader on all matters related to platoon operations.1. Performs SL 1 - 5 common and staff tasks without supervision. 2. Applies the Military Decision Making Process.3. Uses managerial skills, knowledge of staff processes and outside organizations, in unified land operations to accomplish assigned staff role and missions. 4. Applies understanding of the roles, capabilities, constraints and intent of JIIM partners in order to plan missions and perform staff functions (usually BN and higher). 1. Performs SL 1 - 5 common and MOS tasks without supervision. Performs SL 6 tasks at the BN level with minimal supervision.2. Writes five paragraph operations order, warning order and fragmentary order.3. Uses Troop Leading Procedures and Military Decision Making Process at company level. 4. Manages company-level operations.5. Serves as company -level ambassador with JIIM partners.6. Advises Company Commander on all matters related to company operations.1. Performs SL 1 - 6 tasks without supervision2. Applies the Military Decision Making Process. 3. Manages and executes staff operations at BN and above.4. Oversees identification of resource (personnel, budget, equipment) requirements and execution of resource.5. Analyzes joint force capabilities and limitations, interagency capabilities, multinational, and legal considerations in contemporary operations.1. Advises Commander (usually BN and above) on all enlisted matters.2. Oversees enforcement of policies, standards. 3. Sets clear, meaningful and challenging goals for enlisted personnel in subordinate units. 4. Advises commander on employment of their unit within a JIIM environment.5. Acts as a senior and strategic representative of the Army.

Team Building: NCOs create high-performing groups by leading and motivating individuals, and by collaborating to work towards common goals. NCOs earn the trust of their superiors, peers, and subordinates and encourage trust among others. They model and reward behavior that sustains the trust of the American people. NCOs understand team dynamics and take appropriate action to foster cohesion and cooperation and to leverage principles of group facilitation in developing their subordinates. NCOs express themselves clearly and succinctly both orally and in writing, and use social skills including interpersonal tact that allows them to work effectively with other Soldiers and civilians in varied cultural and Joint, Interagency, Intergovernmental, and Multinational (JIIM) contexts. NCOs are sensitive to social, behavior patterns and beliefs of individuals from other communities/countries.Communication, Culture, Negotiation, JIIM1. Demonstrates active listening, clear verbal and written communication skills. 2. Demonstrates an awareness of cross cultural competence (3c), related knowledge, attributes, and interpersonal skills. 3. Knows team dynamics and takes appropriate action to foster cohesion and cooperation. 4. Effectively collaborates within the unit and with other organizations (e.g. ADACP, JAG).1. Writes clear, succinct reports and documents for the squad. 2. Identifies the fundamentals of culture and their effects on military operations. 3. Learns to negotiate, build consensus, and resolve conflicts between teams.4. Factors others intentions (motivation) into developing acceptable solutions to problems. 5. Uses knowledge of nonverbal communication cues to improve verbal communication strategies.1. Writes clear, succinct, reports and documents for the platoon or staff.2. Integrates the fundamentals of culture and their effects on military operations into planning and executing missions. 3. Negotiates, builds consensus, and resolves conflicts at the platoon level within the unit and with other organizations (JIIM).4. Demonstrates effective verbal communication skills in small group presentations.1. Writes clear, succinct, reports and documents for the staff or unit.2. Advises leaders on the cultural considerations for planning and executing missions. 3. Negotiates, builds consensus, and resolves conflicts within the staff (company and higher) and with other organizations (JIIM).4. Demonstrates effective verbal and interpersonal communication skills with individuals and during large group presentations.1. Writes clear, succinct, reports and documents for the company.2. Advises leaders on the cultural considerations for planning and executing missions. 3. Advises company leaders on establishing and executing a mission command climate.4. Negotiates, builds consensus, and resolves conflicts at the company level and with other organizations (JIIM).4. Demonstrates effective verbal and interpersonal communication skills with individuals and during large group presentations.1. Communicates effectively across echelons and outside the Army chain of command (JIIM, media).2. Advises leaders on the cultural considerations for planning and executing missions.3. Effectively engages others, presents information and recommendations, and persuades others.4. Advises leaders on establishing and executing a mission command climate in the organization.5. Integrates JIIM partners into BN level and higher teams.1. Understands and effectively communicates vision, themes, and strategy with internal and external audiences (verbally and in writing). 2. Advises leaders on the cultural considerations for planning and executing missions.3. Establishes internal and external networks (JIIM) to achieve strategic goals.

Adaptability. NCOs solve complex problems by using work and life experiences, training and education, critical questioning, initiative, sound judgment, and collaboration. They provide opportunities for subordinates to develop problem-solving skills, especially proficiency in critical, creative and adaptive thinking. While NCOs are trained to use problem-solving models, they are also trained in critical thinking evaluating their thought processes as they solve problems. With respect to creative/adaptive thinking, NCOs recognize when a standard procedure is not an effective solution to a situation and when they must innovate to solve a problem. As NCOs develop, they are comfortable operating in unexpected situations, scanning the environment, identifying unique or unexpected conditions, and adjusting plans, procedures to adapt to the conditions.Problem Solving,Critical Thinking,Creative Thinking,Initiative1. Identifies and solves problems related to team missions.2. Knows the critical thinking process and applies it during problem solving.3. Identifies situations when standard procedures will not work and seeks alternatives.1. Identifies and solves problems related to squad missions.2. Applies the critical thinking process to identify missing/inaccurate information, second and third order affects of problem solutions.3. Develops alternate procedures when standard procedures will not work.4. Creates a climate to foster creativity to accomplish the commander's intent.1. Identifies and solves problems related to platoon missions using Troop Leading Procedures (TLP).2. Applies critical thinking to evaluate underlying assumptions and evidence supporting problem narratives and solutions.3. Develops multiple potential courses of action to solve problems.4. Evaluates the appropriateness of alternate procedures and courses of action.5. Creates a climate to foster collaborative problem solving, creativity to accomplish the commander's intent.1. Identifies and solves problems related to company and staff missions using TLP or the Military Decision Making Process (MDMP).2. Applies critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization procedures.5. Creates a climate to foster collaborative problem solving, and creativity to accomplish the commander's intent within mission command.1. Identifies and solves problems related to company missions using TLP or the Military Decision Making Process (MDMP).2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization procedures.5. Creates a climate to foster collaborative problem solving, creativity to accomplish the commander's intent within mission command.1. Identifies and solves problems related to organizational and strategic goals using MDMP and Design.2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization and strategic procedures.5. Creates a climate to foster innovation to accomplish the commander's intent within mission command.1. Identifies and solves problems related to organizational and strategic goals using MDMP and Design.2. Applies the critical thinking to identify faulty logic and solution pitfalls.3. Evaluates multiple potential courses of action using critical thinking.4. Adapts or creates organization and strategic procedures.5. Creates a climate to foster innovation to accomplish the commander's intent within mission command.6. Advise the commander on the application of the Analytical Cultural Framework for Strategy and Policy.

Lifelong Learning: Certification in the Army Profession is a life-long learning process. NCOs must maintain expertise within their MOS and strive to develop themselves and their subordinates. In helping others to learn, NCOs construct effective instructional environments for individuals and groups, train and coach Soldiers in acquiring how to knowledge, skills and attitudes to achieve professional certification of competence, character and commitment while encouraging professional and personal growth. NCOs understand the fundamentals of how to help Soldiers learn and the technologies that they can leverage to improve the efficiency and effectiveness of training and education. As coaches and mentors, NCOs have open and honest discussions with Soldiers that lead to setting and achieving professional goals. As self-learners, NCOs know when they need to learn and use methods that help them efficiently and effectively acquire new knowledge and skills. Training, Coaching, Self-Development1. Assesses self, individual, and team learning needs.2. Applies the principles of training to team training.3. Trains, coaches, counsels subordinates and peers.4. Conducts self-assessment and develops a short-term plan for personal goals. 5. Guides subordinates creation of individual development plans.6. Uses self-learning strategies to improve.7. Understands the NCO career path.1. Assesses self, individual, and squad learning needs.2. Applies principles of training to squad/platoon level training.3. Trains, coaches, counsels subordinates and peers.4. Certifies technical and tactical training against performance standards.5. Teaches self-learning strategies.6. Promotes mastery of common Soldier and MOS skills.1. Assesses self, individual, and platoon learning needs.2. Applies principles of training and training management to platoon/company level training.3. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).4. Advises platoon leaders and other seniors regarding training and human development.5. Develops training, coaching, counseling skills in junior leaders.6. Develops and manages training plans for the platoon.1. Assesses self, individual, and staff learning needs.2. Applies principles of training and training management.3. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).4. Advises staff leaders and other seniors regarding training and human development.5. Creates a climate that supports lifelong learning.1. Assesses self, individual, and company learning needs.2. Trains, coaches, counsels, mentors, \subordinates, peers and seniors (as appropriate).3. Advises company leaders and other seniors regarding training and human development.4. Creates a climate that supports lifelong learning.5. Advises the commander on Soldier development and manages training plans for the company.1. Assesses self, individual, and organizational learning needs.2. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).3. Advises leaders and other seniors regarding training and human development.4. Creates a climate and fosters strategies that promote lifelong learning.1. Assesses self, individual, and organizational learning needs.2. Trains, coaches, counsels, mentors, subordinates, peers and seniors (as appropriate).3. Advises leaders and other seniors regarding training and human development.4. Creates a climate and fosters strategies that promote lifelong learning.5. Advises the development of long-range training plans for the organization.

Comprehensive Fitness: NCOs develop and maintain their physical, emotional, social, family and spiritual fitness and foster these attributes in their subordinates. NCOs display confidence, physical, mental and emotional persistence as well as moral courage when faced with adverse conditions, as well as resilience in recovering from difficult situations.Physical, Emotional, Family, Spiritual, Social1. Implements personal health habits to increase personal health and fitness.2. Supervises a comprehensive fitness program for the team.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.1. Supervises a comprehensive fitness program for the squad.2. Implements measures to reduce operational and combat stress.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks..4. Advises Soldiers/families on resources available to improve fitness.1. Supervises a comprehensive fitness program for the platoon.2. Establishes a climate that facilitates development of comprehensive fitness.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks.4. Advises subordinate leaders on resources available to improve fitness.1. Supervises a comprehensive fitness program for the staff and subordinates.2. Establishes a climate that facilitates development of comprehensive fitness.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks..4. Advises subordinate leaders on resources available to improve fitness.1. Advises commander on establishing a climate that facilitates development of comprehensive fitness.2. Supervises a comprehensive fitness program for the staff and subordinates.3. Recognizes changes, risks in Soldier behavior and takes action to improve comprehensive fitness and mitigate risks..4. Advises subordinate leaders on resources available to improve fitness.Advises Commander, staff and subordinates on institution of a comprehensive fitness program for Soldiers, families, and Army civilians in order to enhance performance and build resilience.Advises Commander and subordinates on institution of a comprehensive fitness program for Soldiers, families, and Army civilians in order to enhance performance and build resilience.

Appendix B NCO 4x6 Framework and Leader Requirements Model ComparisonTable 11 shows the relationship between the six learning areas, NCO supporting skill and attribute areas and the Army Doctrinal Publication 6-22 Leader Requirements Model (LRM). Some competencies and attributes from the LRM can align with more than one of the learning areas (leads others). This matrix is one way to consider the alignment of NCO 4x6 framework and the LRM.Table 11 NCO 4x6 and LRM CrosswalkArmy Learning AreasThe six elements of a Common Framework forOfficers, WOs, NCOs, and Army CiviliansNCO Supporting Skill/Attribute AreasLeader Requirements Model Attributes and Competencies

The Army ProfessionMoral Character, Accountability, Army Values, CommitmentArmy Values, Empathy, Warrior/Service Ethos, Discipline, Military and Professional Bearing, Leads by example, Stewards the profession

Professional CompetenceTechnical, Tactical, Operational, StrategicExpertise, Leads Others, Gets results

Team BuildingCommunication, Culture, Negotiation, JIIMInterpersonal tact, Builds trust, extends influence beyond the chain of command, Communicates, Creates a positive environment/fosters esprit de corps

AdaptabilityProblem Solving, Critical Thinking, Creative Thinking, InitiativeMental agility, sound judgment, innovation

LearningTraining, Coaching, Self-DevelopmentPrepares self, Develops Others,

Comprehensive FitnessPhysical, Emotional, Family, Spiritual, SocialFitness, Confidence, Resilience