@Joe, excellent points and post!

You’re spot on with the fact that the NCO-Officer relationship must be built on a foundation of trust. Nothing else happens without it.  A new officer needs to make an analysis of their NCOs and determine the level of trust he/she has with them (this says nothing with all the ways the officer needs to be earning the NCOs’ trust), which then allows you as an officer to determine what kind of relationship you need to have with your NCO(s).  Are the NCOs knowledgeable? What’s their competence level? What’s your level of confidence in them? How experienced are the NCOs and how experienced are you? Are they trustworthy? Do they need you to take a more supervisory role, or more of a professional/peer? This relationship also depends on the officer.

When an officer makes the analysis of their NCOs, they must then make an honest assessment of their own willingness to accept risk; because that’s what it ultimately is. You as the officer, who are responsible for what your unit does or fails to do, are relying on others to complete the tasks that you will take the HEAT rounds for if they fail. Some officers can’t let the reigns go and become those micromanaging terrors to work for. Others let reigns go too much and it ends up biting them because they trusted, but did not verify things were getting done.

My recommendation to young officers is two fold;

1) ALWAYS be learning.  It doesn’t matter if you’re learning from an LTC, CPT, SGM, SFC or a PVT, there is always something to learn (even if it’s learning what NOT to do). I was a PSG before I made the transition to officer, and I continue to find ways to learn from my NCOs. Be open to their willingness to “mentor-up,” however also have the personal courage to stand up and teach them the things you know, and they need to.  With that, also be learning about the strengths and weaknesses of your subordinates. Understand their competence levels, be aware of what they struggle with, and adapt your level of involvement accordingly.

2) No matter your level of trust, never accept the answer “We’ve got this, sir. It’s NCO business.” I have seen several good officers burn because they didn’t “trust but verify.” Some things may be “NCO business,” but new PLs (and CCs) who forget that they are responsible for everything their unit does or fails to do can end up on the wrong side of an FLIPL, commander’s inquiry or Article 32 hearing. Platoon leaders and Section OICs especially should be kept apprised of everything that is going on within their platoons/sections; Company Commanders as well.  Allow the NCOs handle the smaller discipline issues (e.g. being late for formation, internal discipline issues, shirking), but the officer still needs to know that there are discipline issues and what those issues are. However make sure you NCOs know there are things that must be brought to your attention no matter what; e.g. anything related to sexual assault, negligence or safety. This is the trust you need to have; you trust them to make the right decision, and they trust you not to undermine their authority. There is a fine line between micromanaging and doing your job, but that line exists. “You’ve got this? Roger, explain  to me how. What is your plan? Do you need any resources?  What can I do to assist with your plan? Does it meet the end state and parameters that I laid out?” “Why do I need to know?”—so I can explain it to my higher when they ask. “We’ve got this, sir,” is not an acceptable answer when the company commander asks you how you’re going to accomplish a task or mission. Likewise, “My NCOs have got it, sir,” is definitely not an acceptable answer when your commander asks about the plan for fixing a discipline issue.

Just my thoughts.

Also, I attached a really good article from the November 2012 NCO Journal about the Officer/NCO Relationship. Another good (though older) article with quotes from many Senior Officers and NCOs can be found at http://www.ncohistory.com/files/Officer-NCO.pdf.

Brock