(1) NCO/Officer relationships have an incredible influence on the atmosphere or “personality” of the Platoon. Personally, I’ve changed/adapted my leadership styles many times over the years as I’ve learned and experienced different NCO personality types, one thing has been consistent throughout this growing process and it is trust between the NCOs and myself. Being brutally honest with your NCOs and being receptive to their brutal honesty as well (in the form of constructive criticism) naturally leads to trust, even if it creates tension at times. Currently I feel that the relationship between the Team Leaders and myself should be stern but fair, listen to them but always make sure to verify the information because it’s not always the right answer and verification holds them accountable. Squad leaders are more experienced and I’m a little more laid back in my dealings with them, although I make sure to maintain a solid command presence. Between myself and the Platoon Sergeant I like to maintain more of a friendship type relationship, this more relaxed relationship creates more trust, better communication and I tend to learn more from them because they’re more comfortable with telling when they think I’m making a mistake or I could perform better. With this friendship there is a line, make sure not to cross it. Yes, we’re friends but remember that you’re the PL and they’re your PSG, at the end of the day you’re in charge.

(2) As an officer, it is my responsibility to always maintain a professional, calm and understanding command presence. My NCOs have to feel comfortable that I am competent in my duties and that I’ll let them execute the plan the officers and senior NCOs have completed. If I allow myself to fall below the standard, even for a moment, the NCOs will emulate that behavior and the chain reaction is toxic. I believe it is the NCOs duty to execute the plan and conduct day to day operations and I have to support them in the process. Their responsibility to me is to perform to or above the expectations of an NCO and if they feel they cannot or are not doing so, to ask for assistance. This comes full circle back to the trust aspect, if they trust me, they’ll have a much easier time communicating their short comings or concerns, if not they’ll likely keep me out of the loop and keep pushing on their own even if they’re slowly failing because they don’t feel confident in my abilities.

(3) In my experience (sounds odd coming from an LT) I feel that a huge pitfall that I learned from immensely was trying to be “cool” with the Soldiers and NCOs. I never wanted to be that guy who stopped the Soldiers from having fun because I believed that if they were having fun and I was “cool” they’d trust me and work harder for me. This worked sometimes, and other times it blew up in my face. I’ve learned to walk the line of being lenient with some things and strict on others, Soldiers and NCOs having respect for you is more important than them thinking your “cool”.