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Staff sergeant leaders: What is successful?

  • Published
  • By Master Sgt. Stephen Hart
  • 90th Medical Operations Squadron
I remember when I pinned on staff sergeant eight years ago. 

I was so proud and motivated, but I had a very hard time becoming a leader. I now had to supervise my friends. 

There was no animosity from them, just a lack of respect for me in a leadership position. I had to find a way to foster willing followership without demeaning them. 

Thankfully, I had a great senior NCO teach me how to become a leader by treating my subordinates with respect and consistently communicating expectations of them and me. 

One of the hardest things to do in the military is getting promoted. However, it is most difficult to accept and step up to the challenge of getting the promotion. 

I am in charge of several Airmen within my flight, one of which is a staff sergeant select. I count on this person to manage several important tasks: flight physical training schedule, workload suspense, flight on-the-job and upgrade training, equipment and supply management. 

I am preparing him to be a staff sergeant, and I treat him with the respect an NCO deserves. 

I recently noticed some of the other Airmen in the section not accepting this individual as a leader. I failed to communicate this transition to the other Airmen, therefore failing to set the future NCO up for success. 

Becoming an NCO is a huge responsibility because you are now seen as a leader. I see NCOs as someone I can trust to get the job done by leading the way. Future leaders get training from airman leadership school, college classes, mentors and professional development guides. 

They apply these techniques by trial and error until something works for them and their subordinates. However, no one mentors the subordinate on their role in helping the new NCO fulfill their new roles and responsibilities. 

This transition can be hard for the subordinate for several reasons. They can feel disrespected, the new NCO is power hungry, that person thinks he's better then me or I can't believe they got promoted and I didn't. 

However, I have never met a new NCO who thinks they know it all. In fact, they are more nervous and anxious to ensure they perform up to their new standards. 

They have a large learning curve to get under control in a short time, which explains some of their tendencies to be overly cautious or unable to make a decision. 

I would challenge every subordinate to be patient with the new NCO and help them help you. These new supervisors were in your shoes once and are trying to do the right thing, but sometimes they make mistakes too. 

Have a commitment to excellence by helping the NCO learn how to lead. 

Reading books and listening to others only goes so far. 

Being a great leader takes practice, patience, commitment and mentorship. And not just from their leaders but also from subordinates.