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Influencing is getting soldiers to do what is necessary. Influencing entails more than simply passing along orders. Leaders must set the example for soldiers with every action taken and word spoken both on and off duty. By ensuring that through actions and words the NCO is doing the right thing they show their soldier’s what is expected of them as soldiers in the Army. When an NCO properly influences their soldiers they give them purpose, direction, and motivation. Purpose gives soldiers the reason to act in order to achieve a desired outcome.
Leaders give soldiers purpose through the use of requests and/or orders given to he soldiers. Providing clear direction involves communicating how to accomplish a mission. Direction helps soldiers to prioritize tasks, assign responsibility, and ensure soldiers understand the standard for accomplishing the mission. Soldiers want and need direction and they need challenging tasks, quality training, and adequate resources to accomplish the mission. Soldiers develop professionally when given appropriate freedom of action.
Providing clear direction allows soldiers the freedom to modify plans and orders to adapt to changing circumstances. A sergeant should take the time and have the patience to explain to the soldiers what is required of them to ensure the soldiers have all the information required to properly accomplish the task. A sergeant does it by calling them together for a few minutes to talk about the workload, the time constraints, and all criteria for successful mission completion. Although many soldiers may tire of hearing from sergeants about how well they are doing it is an important part of keeping soldiers motivated.
The payoff comes when a unit is given more mission tasking than they have No’s to supervise them all. The sergeant will not have time to explain, acknowledge performance, or motivate all heir soldiers, they may not even be able to be with their soldiers at all. The leader will not have to worry because he will already know that his soldiers will do their jobs and accomplish the mission because their leader has earned their trust and given soldiers enough rope to complete the task on their own before when they where able to supervise and revise their soldiers performance and ensure their soldiers are competent.
Motivation supplies the will to do what is necessary to accomplish a mission. Motivation comes from within, but is affected by external stimulation like like heir leaders actions and words. A leader’s role in motivation is to understand the needs and desires of their soldiers so they know what actions to take in order to motivate the individuals and the group as a whole. Some people have high levels of internal motivation to get a job done, while others need more reassurance and feedback.
Motivation spurs initiative when something needs to be accomplished. Soldiers become members of the Army team for the challenge. That is why it is important to keep them motivated with demanding assignments and missions. As leader, you should learn as much as possible bout others capabilities and limitations, then give over as much responsibility as can be handled. When subordinates succeed, praise them. When they fall short, give them credit for what they have done right, but advise them on how to do better.
When motivating with words, leaders should use more than just empty phrases; they should personalize the message. Just saying “Good job guys” every time does not have the same effect as telling soldiers what parts of the tasking they excelled at for example, after completing layouts telling the soldiers that they did a great job maintaining the time line and having everything laid out roper and in an organized manner instead of just throwing things into large piles and having to hunt for items while the officer conducting the check calls of the items.
Explaining to the soldiers why it is important to conduct the layout in this manner will help soldiers to understand and boosts their morale instead of telling them we are doing it this way because I said to. One important expression for army leadership is BE-KNOW-DO. Army leadership begins with what the leader must BE, the values and attributes that shape character. A leader can think of these as internal and defining qualities assessed all the time. As defining qualities, they make up the identity of the leader.
Values and attributes are the same for all leaders, regardless of position, although refined through experience and assumption of positions of greater responsibility. For example, a sergeant major with combat experience may have a deeper understanding of selfless service and personal courage than a new soldier. The knowledge that leaders should use in leadership is what soldiers KNOW. Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.
While character and knowledge are necessary, by themselves they are not enough, Leaders cannot be effective until they apply what they know. What leaders Do, or leader actions, is directly related to the influence they have on others and what is done. As with knowledge, leaders will learn more about leadership as they serve in different positions. There are Three core leader competencies. A leader leads, develops, and achieves. A leader should always be striving to improve both the competencies that the Army looks for in a leader.
While leading others a leader should strive to establish and impart clear intent and purpose. Seeing appropriate influence techniques to energize others. Maintain and enforce high professional standards. Then Balance requirements of the mission with welfare of their followers. A leader should always extend their influence beyond the chain of command. This means they should understand the sphere of influence, means of influence and limits of influence. Build trust. Negotiate for understanding, build consensus and resolve conflict. Finally building and maintaining alliances with other leaders.
A leader must also lead by example at all times by displaying character by modeling the army values consistently through actions, attitudes and communication. Exemplify the Warrior Ethos. Demonstrate commitment to the Nation, Army, unit, soldiers, community and multinational partners. Lead with confidence in adverse situations. Demonstrate technical and tactical Knowledge and skills. Understand the importance of conceptual skills and model them to others. Seek and is open to diverse ideas and points of vies. A leader should seek to improve communication’s by Listening Actively. Determine information-sharing strategies.
Employ engaging communication techniques. Convey thoughts and ideas to ensure shared understanding. Present recommendations so others understand advantages. Be sensitive to cultural factors in communication. To improve the leaders ability to develop a leader should create a positive environment by; Fostering teamwork, cohesion, cooperation and loyalty. Encourage subordinates to exercise initiative, accept responsibility and take ownership. Creates a learning environment. Encourage open and candid communications. Encourages fairness and inclusiveness. Express and demonstrate care for people and their well being.
Anticipate people’s on the job needs. Sets and maintains high expectations for individuals and tams. Accept reasonable setbacks and failures. A leader should prepare oneself by maintaining mental and physical health and well being. Maintain self awareness by employing self understanding, and recognizes impact on others. Evaluates and incorporates feedback from others. Expands knowledge of technical, technological and tactical areas. Expand conceptual and interpersonal capabilities. Analyzes and organizes information to rate knowledge Maintain relevant cultural awareness.
Maintain relevant geopolitical awareness. A Leader should Strive to Develop others as well by Fostering job development, job challenge, and job enrichment. Coaches, counsel, and mentor. Facilitate ongoing development. Support institutional based development. Build team or group skills and processes. A leader Achieves by Getting results. They do this by Proportioning, organizing, and coordinating tasking for teams or other organizational structures/groups. Identify and account for individual and group capabilities and commitment to task. Designates, clarifies and disconnects roles.