I took command of a brigade HHC that had similar issues.  The answer is surprisingly yet complicated to execute.  I brought every NCO in my formation into the room and had regular mentoring discussions.  First focus on the NCO identity, I began by having an NCO read the creed.  We then focused on what it meant to them.  While lavertym is right there is a lot of work these NCOs have to do as senior specialists in their fields especially in support or headquarters elements they still have an expectation to lead their sections.  Identity can be a powerful tool in your kit and used wisely it can get people to respond.

In what was considered by the BDE CSM to be an unusual NCODP, I again brought all my NCOS into a meeting and we spent an hour-ish, discussing the idea of generational leadership.  Who motivated, trained and really developed us as leaders.  I started and talked about a couple of E5s that really squared me during my time as a young private.  I talked about NCOs and Officers I emulated and where I thought I would be without their influence.  I then asked them to list NCOs that molded them and they what that meant to them.  I left it with a challenge, become that NCO.  Influence and lead your sections.

At the end of the day my experience was this, NCOs want to be NCOs.  Every time I caught an NCO acting like and NCO I praised it.  I would shake their hand and give an atta-NCO.  When dealing with praise of discipline I would require the NCOIC be present in the room.  We discussed it CDR, 1SG and NCOIC.  I sought their input and made sure they heard it in my decisions.

I hope this helps!