NCOLD Study Guide

1. RLA PAMPHLET 350-7-1
Noncommissioned Officer Leadership Development
(NCOLD)
(RLA Self-Study, Online Training) August 2016

2. RLA Noncommissioned Officer Leadership Development Page
TABLE OF CONTENTS
TABLE OF CONTENTS i
COURSE SITE MAP ii-v
WELCOME vi-vii
PREFACE viii
Online Classes ix
Online Instruction ix
NCO Leadership Development Course Introduction 1-2
Creed of the Noncommissioned Officer 3-4
Section I History 5
Section II Leadership 6-7
Section III Authority 8
Section IV The Chain of Command and the NCO Support Channel 9
Section V Duties and Responsibilities 10
Section VI Noncommissioned and Commissioned Officers 11
Officer Responsibilities 11
NCO Responsibilities 12-14
Section VII Quick Reference Checklist 15
NCO Attitudes 15
NCO Skills and Knowledge 16
References 17
Proponent Statement 18
i

3. Course Site Map
Table of Content
Welcome Letter Client Login
Mim. Comp.
Req.
Commandant
Cover Page
Preface
Online Classes/
Instruction
Mim. Comp. Req.
Code of Conduct
Commandant
APPLICATION
Privacy State. Commandant
Mim. Comp. Req. Chrome
Mozilla Firefox
Internet
Explorer
Acrobat Reader
Flash Player
Java
Openoffice.org
Office Web Apps
Online Program
Concerns

4. Course Site Map (cont’d)
Conduct Policy
Core Values
Commandant
Progrm Concern
Code of Conduct
Incident Report
Commandant
NCOLD
Introduction
Creed of NCO
Brief History
Of the NCO
Leadership
Authority

5. Course Site Map (cont’d)
Chain of
Command
NCO Support
Channel
Duties and
Responsibilities
Officer
Responsibilities
NCO
Responsibilities
Quick Reference
Checklist
References
Proponent
Statement

6. Course Site Map (cont’d)
RLA Testing
Instructions
Client Login
Create an
Account
Welcome
Email
Student RLA
Testing Account
Examination Link
Certificate for
Printing 70% >
Exam Completion
Notice 69% <
Save or Print
Certificate
Save or Print
Exam Results
Confirm I.D.
Take Exam
Soldier’s
MPRJ

7. Course Site Map (cont’d)

8. (Also to be linked to the RLA Online Testing Instructions page – Welcome Letter)
Welcome Letter
NCO Candidate:
WELCOME and congratulations on your acceptance to the Royal Lao Airborne (RLA) Noncommissioned Officers Leadership
Development (NCOLD) course. I am excited and proud to be a part of your online discovery of NCOLD fundamentals – information
and techniques that will serve you well as a future NCO.
ABOUT THIS COURSE
This course is a part of the RLA’s online, self-study program, which means it is an exclusively online course – having no face-to-face
or on-campus contacts. The course is self-contained; that is, all information needed to complete the course and to achieve a
passing score on the end-of-course examination is found within the course.
You will cover the following topics during the NCOLD course:
Creed of the Noncommissioned Officer
History of the Noncommissioned Officer
Leadership
Authority
The Chain of Command
The NCO Support Channel
Duties and Responsibilities
Noncommissioned Officers and Commissioned Officers
ACCESSING THIS COURSE
(Client Login to be linked to Enter RLA Testing Account page)
You can log into the course program here, Client Login. Your username (generally an email address) and self-established password
should provide for access to this course. However, you may also be called upon to provide an RLA Account I.D.
vi

9. NCOLD Introduction (cont’d)
GETTING STARTED
Once you have entered the class, please read LTG Khambang Sibounheuang’s preface, where he provides you highlights of the
NCOLD course. You will find detailed information about the course via the multiple links provided at the Online Classes, Online
Instructions, Minimum Computer Requirements, and Minimum Computer Skills pages, to mention only a few.
ADDITIONAL RESOURCES/LINK (Minimum Comp… to be linked to Minimum Computer Requirements page)
If you have never taken an online course before and want to know more about what skills you need to be a successful online
student, view the Minimum Computer Requirements and Computer Skills page to insure that you possess both the required
software and fundamental skills necessary to address all course parameters.
You will require an RLA testing account to access the examination portion of the NCOLD course. If, at this juncture, you wish to
create a testing account click here to do so. (here to be linked to RLA Online Testing Instructions page)
CONTACT
If you have any general questions or recommendations about this class, you can contact the Commandant of Schools via email.
Once more, I am excited and proud to be a part of your e-leanring experience with the RLA Online, Self-Study program. Stay
determined. Be persistent. Do this and you will realize success. Good luck!
Commandant of Schools, RLA
vii

10. LTG Khambang Sibounheuang
Commander, Royal Lao Airborne
PREFACE
The RLA online Noncommissioned Officer Leadership Development course (NCOLD) is designed on the principles of leadership, techniques
that future and current NCOs will learn and put into practice when placed in a leadership position. Course content encompasses condensed
information deriving from field manuals, training circulars, RLA and US Army regulations, as well as other relevant sources. You will need to
know the course content to effectively employ NCO leadership skills at squad level or greater. Retain this course within your hard drive or on
a flash stick for periodic review. As a quick reminder, it will help you to recall those special skills required when assuming the responsibility for
a squad or platoon. Never forget that as an NCO it is important that you know and apply this information to be an effective noncommissioned
officer. Unless otherwise stated, masculine nouns and pronouns do not refer exclusively to men.
Khambang Sibounheuang
LTG, Commanding
Royal Lao Airborne
viii

11. RLA Online Classes
Online classes represent the ultimate in convenience. You can access your classes and course information at anytime, as long as you have a
computer or device with a high-speed internet connection.
Helpful information:
Make sure that your computer meets the minimum requirements needed for online classes.
If you ever have a problem with an RLA online class or instructor, review your Student Rights and Responsibilities described in the
Code of Conduct page. For questions or concerns regarding your Student Rights and Responsibilities, contact the Commandant.
RLA Online Instructions
Welcome to the RLA online learning program.
You are allowed one month to complete the class work. But, because this class is self-paced, you may finish in far less time. Too, your
successful completion of this course will hinge on your past academic experience and your e-learning background. A few of the topics covered
are the Creed of the NCO, NCO responsibilities, and Officer responsibilities. You must submit a request APPLICATION for this course. You
cannot register for the online Noncommissioned Officer Leadership Development course through the RLA ’s traditional class registration area
in the RLA Gateway.
Please read the RLA’s Online Privacy and Information Use Policy
ix

12. (Privacy Policy to be linked from Online Classes page – Privacy)
The Royal Lao Airborne Privacy and Information Use Policy
The Royal Lao Airborne (RLA) acknowledges the importance of protecting the privacy of all students. As such the organization has adopted the
following guidelines in support of its philosophy respecting a student’s right to privacy.
Confidentiality
As a part of course registration the RLA asks for an e-mail address, as well as other contact information, to which the student would like
information sent. We will only use the student’s contact information to send RLA special announcements and course-relevant material.
Information Use
The RLA uses incoming and outgoing Web site traffic data, without individually identifying user information, to help diagnose problems with
our server and to administer the RLA Web site and online, self-study course program. We also use such information to gather broad
demographic data about our students in general. We may combine demographic information, supplied by the student, with Web site usage
data to develop profiles, in aggregate form, about our students and their preferences relating to the RLA, only.
Cookies
The RLA may use Cookies to better understand the student’s experience on the RLA Web site and will not share this information with any
third party. If you feel uncomfortable with regard to RLA Cooke usage you may reset your Cookie preference in your internet browser.
Links
Remember! The RLA may, in the future, develop links to other Web sites, such as like organizations, and/or other content providers. When
you “click” on these links you will leave the RLA Web site, and the RLA Privacy and Information Use Policy will no longer be in effect. Those
Web sites may have privacy and information policies that differ from the RLA’s, so check them before submitting any information.
Changes
The RLA reserves the right to make changes to this privacy policy at any time and at its sole discretion. The organization will not make any
changes to policy, however, without first notifying the student that changes are in progress. Please check this page periodically for changes.
Questions
If you have any questions about this privacy statement, RLA privacy practices, or feel that your privacy has been compromised, contact the
Commandant of Schools.

13. (Application Form is an accompanying MS Word Document, and should be linked to
the Online Classes page – APPLICATION)

14. (Minimum Requirements to be linked from Online Classes page – minimum requirements)
Minimum Computer Requirements
You need at least a Pentium 4 PC or equivalent Mac computer to take RLA online classes. It should have a high-speed Internet
connection, such as a DSL or cable connection, so you can watch the video lectures, where provided.
The computer should have an up-to-date version of at least one of the following web browsers:
Chrome
Firefox
Internet Explorer
It should also have an up-to-date version of the following software:
Adobe Acrobat Reader
Adobe Flash Player
Java
Microsoft Office for opening Office documents in a program such as OpenOffice.org or Office Web Apps through Microsoft
Computer Skills
To participate successfully in an RLA online class, you should be able to:
1. Perform basic word processing.
2. Use a web browser to visit websites and print web documents.
3. Use email to send and receive messages, reply to messages, cut and paste text between messages, open attachments, and
attach files to messages.

15. (Links to activate respective highlighted requirements on the Minimum Computer
Requirements page. Check to see if links are still active before inserting them.)
Chrome Link
https://www.google.com/chrome/browser/desktop/index.html?utm_source=bing&utm_medium=sem&utm_campaign=100
1342|ChromeWin10|US|en|Hybrid|Text|BKWS~TopKWDS-Phrase&brand=CHBF
Firefox Link
https://www.mozilla.org/en-US/firefox/new/?f=86
Internet Explorer Link
http://www.microsoft.com/en-us/download/internet-explorer.aspx
Adobe Acrobat Reader Link
http://filehippo.com/download_adobe_reader
Adobe Flash Player Link
https://get.adobe.com/flashplayer
Java Link
http://java.com/en/download
Open Office Link
http://get.openoffice.us.com/human2/oo.php?pk=1202543&aid=avst&source=msn&c=Srch_US_StarOffice
Office Web App Link
https://products.office.com/en-us/business/mostsecure-office-in-the-
cloud?wt.mc_id=ps_bing_comm_ocma_acq_o365_+microsoft%20+office%20+apps&ls=pd_sem&channel=psearch&lsd=
bing&ca=o365#3eICHF43PTPDSj93.97

16. (Conduct Policy to be linked from Online Classes page – Code of Conduct & from Commandant
page – Code of Conduct)
Student Conduct Policy and RLA Code of Conduct
The primary purpose of the Policy on Student Responsibilities is to maintain an environment which supports the educational process and
protects the safety and well-being of the Royal Lao Airborne (RLA) Community. The responsibility for maintaining such an environment is
shared by all members of the RLA.
Core Values and Behavioral Expectations
As an e-learning institution the RLA takes pride in its online environment, supporting excellence in teaching and learning, personal growth and
development, and maintaining an online atmosphere that is safe for, and respectful of, all students, faculty, and staff.
The RLA experience is founded on the core values of Integrity, Community, Social Justice, Respect, and Responsibility. Based on this
foundation, the RLA expects that during their time in an RLA online program, students will:
1. Set their own personal development goals and take responsibility for their learning.
2. Be prepared to be intellectually challenged and strive for excellence in their studies.
3. Acquire an inquisitive mind, respect diversity, demonstrate a sense of civic responsibility, and employ and develop sound ethical principles.
4. Be accountable for their behavior.
5. Act responsibly in the utilization of the RLA resources at their disposal.
6. Adhere to all requirements sited in Chapter 3, Sections I – IV, RLA Core Values & Human Relations (RLA PAM 600-4, dated 5 July 2016)

17. (Commandant to be linked from Online Class page – Commandant)
Commandant: Online Program Concerns
Are you a current or prospective RLA student with a concern about the online learning program that you cannot resolve? Would
you like to discuss this in a safe environment? First, review the RLA’s student conduct page, located at Code of Conduct. Secondly,
direct your question or concern to the RLA Commandant of Schools by way of an RLA Incident Report . If after speaking with the
Commandant you are still unsatisfied, the Inspector General (I.G.) for the RLA is at your service.
The School Commandant will try to find a solution that is fair and works for everyone.
The Commandant can:
1. Help resolve issues, either formally or informally
2. Refer you to the proper RLA office or section to resolve your issue
3. Explain a policy or procedure that’s affecting you so that you better understand your situation
4. Assist you in considering your options
The Commandant also does the following:
1. Reviews cases where students believe their RLA class account or records have been accessed inappropriately
2. Reviews situations of alleged student misconduct
If you would like to speak to someone in the Commandant’s office, it is best to make an appointment. If you wish to file a formal
complaint against the RLA online program, this must be submitted in writing to the Commandant .

18. (Incident Report to be linked from Commandant: Online Program Concerns page – RLA Incident
Report)
RLA Online Learning Program Incident Report Report A Concern
*indicates a require field
Background Information
Your full name:
Your phone number:
*Your email address:
*Course:
*Course section:
*Date of concern:
*Tell the RLA your concern:

19. NCO LEADERSHIP DEVELOPMENT COURSE NTRODUCTION
Objectives:This Noncommissioned Officer Leadership Development Course (NCOLD) provides potential Noncommissioned Officers
basic knowledge needed to be successful as a new NCO. Leadership of volunteers is a tough job requiring a high standard of
knowledge and professionalism. As a new NCO, you will become a key part of the success of your unit, your leaders, and your
subordinates. This course is a starting point in learning your new role.
Course Procedures: This is an online, self-study course – you study at your own pace, but you have only one month to complete it
from the established start date. Read the material in this course then take the True/False and/or Multiple Choice end-of-course
exam. An automatic grading key will grade your test and identify the questions missed. Passing score is 70% or greater. Scored tests
are then posted in your Company level MPRJ.
Who May Take This Course: Any RLA member may take this course. We suggest all being considered for promotion to Corporal and
all direct appointees as Corporal complete the NCOLD. Company officers may find it useful to take the NCOLD to broaden their
understanding of the roles of noncommissioned officers as leaders, trainers, and technical experts.
Source: This course was developed from FM 600-20 (March 1980), TC 22-6 (November 1990) and FM 7-22.7 (December 2002), all
titled The Army Noncommissioned Officer Guide. The text was modified to apply to RLA situations and the organization as a whole.
The text closely models the contents of these documents, and much of the original language is retained.
The Types of Officers: As an ROYAL LAO AIRBORNE NCO, you hold a key position as a member of the RLA. You will work with RLA
officers. Each has a vital role in our ability to perform our mission. The talents and skills of all officers mesh to create an efficient
organization. No one type is better or more important than another – without each we could not function. Mutual respect and
reliance gets the job done.
COMMISSIONED OFFICERS: The ranks of Brigadier General, Colonel, Lieutenant Colonel, Major, Captain, 1st Lieutenant and 2nd
Lieutenant hold commissions as officers signed by the CDR RLA. Commissioned officers are responsible for overall management,
direction, and long range planning of the activities of their units.
W ARRANT OFFICERS: Chief Warrant Officers (CW-5, CW-4, CW-3 and CW-2) and Warrant Officers (WO-1) hold warrants as officers
signed by the CDR RLA. Warrant Officers are technical experts responsible for management of key staff functions or equipment
systems. Warrant Officers may command special purpose units and task organized operational elements.
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20. NCO LEADERSHIP DEVELOPMENT COURSE INTRODUCTION (cont’d)
NONCOMMISSIONED OFFICERS: The ranks of Command Sergeant Major, Sergeant Major, First Sergeant, Master Sergeant,
Sergeant First Class, Staff Sergeant, Sergeant and Corporal hold appointments signed by the appropriate RLA Commander as
Noncommissioned Officers. NCOs are small unit leaders, responsible for leading unit elements in mission tasks, maintaining
discipline and standards, individual training, and for a high degree of personal mission expertise. NCO leadership, knowledge,
ability, judgment, and integrity are what make a unit outstanding.
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21. NCO LEADERSHIP DEVELOPMENT COURSE
Creed of the Noncommissioned Officer
No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize I am a
member of a time honored corps, which is known as the backbone of the ROYAL LAO AIRBORNE.
I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Royal
Lao Airborne, and the United States of America, regardless of the situation in which I find myself. I will not use my grade or position to attain
pleasure, profit, or personal safety.
Competence is my watchword. My two basic responsibilities will always be uppermost in my mind – accomplishment of my mission and the
welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will
fulfill my responsibilities inherent in that role.
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22. Creed of the Noncommissioned Officer (cont’d)
All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers, and I will always place their
needs above my own. I will communicate constantly with my soldiers and never leave them uninformed. I will be fair and
impartial when recommending both rewards and discipline.
Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their
respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve, seniors, peers, and subordinates
alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity or my moral
courage.
I will not forget, nor will I allow my comrades to forget, that we are Professionals, Noncommissioned Officers, Leaders!
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23. I. HISTORY
As professional armies developed in the years 1500 – 1800, practical leaders evolved whose job it was to control formations on
the battlefield. When close range fire or the push of the bayonet were the way battles were won, these leaders kept the soldiers
in orderly lines and columns. Sergeants and Corporals were experienced soldiers, steady under fire, who could keep the Company
in the right order. As companies lined up on the battlefield in regiments and battalions, Sergeant Majors became responsible for
ordering portions of the line of battle – this position dropped the “Sergeant” from the title becoming today’s Major.
The Sergeant Major General, today’s Major General, managed the formation of entire Armies. From the first, Sergeants were
responsible for maintaining unit discipline and completing the mission.
In the 1700s armies became more complex. Larger, permanent forces operating year round needed more and more leaders and
specialists to make the complex organization work. Organizations larger than Companies needed senior Sergeants to maintain
discipline – First Sergeants and Sergeants Major (as NCOs) appeared. Sergeants were needed for technical or administrative tasks
– Ordnance Sergeants, Quartermaster Sergeants, Staff Sergeants and Technical Sergeants. In the late 1800-early1900s there were
a wide variety of different NCO types in the US Army. In each case, NCOs freed officers to deal with larger management issues of
making new weapons, new doctrine, and new ways of warfighting.
In the 1950s through 1970s, the NCO came of age as a manager and leader in the US Army. Permanent NCO ranks, professional
NCO education, and the system of insignia as we know it today evolved. Finally, in the 1980s the Army defined the modern role of
the NCO. This history has given the RLA a sound basis for our NCOs as community and unit leaders.
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24. II. LEADERSHIP
NCOs stripes mean you have been chosen by your Commander to be a leader. Your position as a leader sets you apart from other enlisted
soldiers. Every soldier must know and do his or her job, but not every soldier can be a leader. As a Corporal or Sergeant, you are a leader.
Noncommissioned Officers are our first line leadership. You supervise other regular RLA members who are junior to you in rank and you may
lead temporary volunteers. The challenge is to always set the example and strive to earn the trust and confidence of your subordinates and
your Warrant and Commissioned officers. Respect and confidence are not issued in the package your rank insignia came in. You have to earn
them by showing superior ability in mission skills and by obvious, genuine concern for the well being of your subordinates. You have to take
care of your people and still get the job done.
NCOs train soldiers to do mission skills to high standards of excellence. In emergency work, life and death of both the people who need your
help and your own soldiers depend on your ability to flawlessly carry out difficult, complex, technical tasks. The day of showing up, as an
untrained and ignorant but willing soldier is long past. Modern emergency work requires long hard training.
NCOs train small units of the RLA – platoons and companies to work together as teams. As an NCO, unit teamwork is your responsibility. You
must understand that every soldier’s performance is vital, and that in teams every soldier depends on every other soldier and on properly
maintained and operating equipment. You build teamwork and unit proficiency to get ready for the day when your unit will have to respond
to an emergency.
There are few natural leaders. Leadership is learned by training, practice, and experience. To help you, military manuals may be available in
your unit, and a variety of leadership books can be found in any good library or bookstore. Read several. Watch other leaders in your
Company, especially those who are successful. Learn from them by asking questions. Learn from yourself by carefully and honestly analyzing
your successes and failures.
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25. II. LEADERSHIP (cont’d)
To become a better leader, you must:
Know Your Job. To be a good NCO you must know your job exceptionally well.
Know Yourself. As an NCO your job requires you to get things done with your soldiers under the most difficult of conditions: the uncertainty,
confusion, stress, and fear of an emergency. In those challenging circumstances three things are essential to success:
COURAGE – yours and that of your soldiers;
TEAMWORK – how well you have trained your team, and
LEADERSHIP – how well you lead and how well your soldiers follow.
Teamwork and leadership come from good training. Courage is different. Military people think of courage in battle – emergency services
work requires just as much courage. Don’t expect your soldiers’ courage to make up for poor training or bad leadership.
Know Your Soldiers. As an NCO you must know your soldiers, how they will react under the stress and uncertainty of actual operations. To
do this you must know how well trained they are and how they perform as team members. A key part of your leadership responsibility is
showing real concern for the well-being of your soldiers and for their personal and professional development. This lets you build a solid
team of confident well-trained individuals whose dedication to getting the job done comes first.
Be Honest. Tell it like it is – not like you think someone wants to hear it. The RLA wants and must have the truth. If something is wrong, say
so – be straightforward, objective, and factual. If you make a mistake, admit it – keep your integrity. Make a habit to tell the truth – your
personal credibility depends on it and in an emergency others lives depend on it.
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26. III. AUTHORITY
Authority is the right to direct soldiers to do specific things. It may be as simple as issuing an order: “Privates Jones and Walker
start filling sandbags; Corporal Wilson lay out the vinyl sheeting for the levee.” It may be directing your soldiers to “follow me and
do as I do.” You tell your soldiers to do something. Combine this with good leadership by telling them to follow your example.
In the ROYAL LAO AIRBORNE there are two basic types of authority.
Command Authority: When you hold a position requiring you to direct or control others you have command authority. It is part of
the job of any officer. It applies only to the soldiers, facilities, and equipment that make up the unit or team you are in charge of.
For example, as a Platoon Sergeant, the soldiers in your Platoon have to obey your orders. However, you do not have command
authority over another platoon’s personnel.
General Military Authority: All members of the RLA have general military authority. This is the authority to act in the absence of a
unit leader or other designated authority. For example, if you see RLA personnel violating the law, regulations, or general orders,
you have both the general military authority and the legal obligation to correct the situation. This applies even if none of the
personnel are assigned to your unit. For example, you have authority and the duty to enforce uniform regulations.
Command and general military authority come from solid sources. The first of these are the Royal Lao Airborne regulations,
policies, and command guidance. The regulations establish how the RLA functions. We have relatively few of these documents
and each NCO should be familiar with them and their most important provisions.
The second source is the standing and existing military laws and the current edition of the Manual for Courts-Martial. Unlike
auxiliary organizations, such as the Civil Air Patrol and the Coast Guard Auxiliary, RLA members are under military discipline as
defined in Military Laws for operational training and for active duty. The Military Laws define the legal authority of NCOs and
specify penalties, including fines and incarceration, for violations of the law.
The third source of authority is the Chain of Command and the NCO Support Channel. Orders and policies passed through the
chain of command or the NCO support channel automatically provides the authority to get the job done. Of course, this broad
authority carries with it the responsibility to use maturity and sound judgment.
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27. IV. THE CHAIN OF COMMAND AND THE NCO SUPPORT CHANNEL
There is one Chain of Command in the RLA. It is paralleled and reinforced by the NCO Support Channel. Both are channels of communication
that pass information up and down the unit. Neither is one way, nor are the two completely separate. The NCO Support Channel must
operate to help the Chain of Command function well.
There are also staff and technical channels of communication. Staff members at Division, Brigade, and Battalion headquarters exchange
information and work problems directly between themselves to help their units functioning effectively. If you are in a staff position, using
these informal channels helps you to keep up to date on current policies, so you can advise your Commander effectively.
The NCO Support Channel begins with the Command Sergeant Major (CSM), extends through First Sergeants and Platoon Sergeants and ends
with section chiefs, squad leaders and team leaders. The channel passes information, issues orders, and gets routine but important jobs done.
It is used to carry out policies and procedures and to enforce standards of performance, training, appearance, and conduct.
NCOs in the support channel advise commanders on soldier proficiency, training, and unit readiness. This lets the Commander plan, make
decisions, and program future training and operations.
Normally, Commanders will consult with their Senior NCO before putting orders into the Chain of Command. CSMs and First Sergeants must
know what instructions are being given in order to supervise the support channel. Regardless of where information or tasks begin, the
counterpart in the Chain of Command and the NCO Support Channel must be kept informed. Authority for the support channel stems from
the chain of command. NCOs in the support channel work for and are under the command of their respective commanders.
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28. V. DUTIES AND RESPONSIBILITIES
As an NCO you have duties and responsibilities.
DUTY is something you must do because of the job you hold. There are many duties, and they depend on your assignment. To learn your
duties talk to your senior NCOs and commander, read unit procedures and RLA regulations, and attend training courses.
RESPONSIBILITY is being accountable for what you do. Any duty you have because of your position in the unit means a responsibility to do
that duty. Military leaders are also responsible for what the unit does or fails to do. NCOs are responsible for doing their individual duties, and
for seeing that their unit does its mission well. As leaders you must ensure your soldiers are ready to do their jobs.
The amount of responsibility delegated to you depends on your mission, your position, and your willingness to accept responsibility on your
own initiative. Although as an NCO you are accountable for your personal conduct and that of your soldiers, each soldier also has his/her own
responsibilities. Each soldier is accountable for his or her actions – accountable to fellow soldiers, to leaders, and to the RLA. You must ensure
your soldiers understand their responsibilities as team members and as representatives of the RLA.
Training is the NCOs principal duty and responsibility. No one should have more to do with training soldiers than NCOs. The RLA provides
training materials, courses, and field training exercises; these are aids to help the NCO do the job. Good training is the cement that bonds
units into outstanding emergency teams.
Make certain your soldiers understand and complete appropriate training. Ask senior NCOs how best to train and certify your soldiers in
support of your unit’s Mission Essential Task List (METL). Make your training as interesting and as challenging as possible. Your soldiers joined
the RLA to learn and to make a contribution – don’t waste their time with poorly planned and badly delivered training.
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29. VI. NONCOMMISSIONED AND COMMISSIONED OFFICERS
An important part of your job as an NCO is how you relate to Warrant and Commissioned officers. As we said at the start of
this text, all officers are on the leadership team. There are similarities between the role of NCOs and Commissioned
Officers. This may be especially true in the RLA where units may be small, and everyone, regardless of rank, must pitch in to
do every type of work for the job to get done.
Commissioned Officers hold a commission from the Commander, RLA, authorizing them to act as the Commander’s
representative in certain military matters. This does not mean they can do anything they like. Like NCOs, Commissioned
Officers are governed by Military Laws, by policies and regulations set by the RLA, and by military custom.
Commissioned Officers carry out the orders of the Commanding General of the Royal Lao Airborne, as they are handed
down through the Chain of Command. In carrying out orders, Commissioned Officers depend on advice and assistance from
NCOs.
Both Commissioned Officers and NCOs have the same goal – to accomplish their unit’s mission. Because they have similar
responsibilities, many of the responsibilities overlap and are shared. While responsibilities may be shared, the tasks
necessary to accomplish them are not.
Officers are generally responsible for:
Command
Mission accomplishment, unit mission readiness, and unit performance
Establishing and interpreting policy, unit procedures, guidelines and standards
Managing unit personnel and resources
Planning, providing resources, conducting, and evaluating unit level training
Delegating authority
Making proper use of the chain of command
Developing and training subordinate officers and NCOs
Establishing and maintaining the professional standards of the officer corps
Supporting the NCOs
11

30. NCOs are generally responsible for:
Individual training of soldiers in METL tasks and in basic skills
Teaching soldiers the mission of the unit
Training soldiers to work together as a team
Training soldiers to use equipment needed for their job.
Training soldiers to survive under disaster conditions
Teaching soldiers the history and traditions of the RLA, military courtesy, personal hygiene, appearance standards, drill and
ceremonies
Personal and professional development of soldiers
Recommending soldiers attend schools and career development courses
Assign subordinates responsibility for appropriate tasks – train them to take on more difficult tasks – train them to replace you.
Develop a sense of responsibility by holding them responsible for their actions.
Ensure publications are available for soldiers’ use
Counsel soldiers on strengths and weaknesses
Recommend promotions and awards through the chain of command or the support channel as appropriate
Accountability for the platoon or smaller team.
Know each soldier you lead during duty hours
Know where each soldier lives and how to contact him
If a soldier is sick or absent from duty, know why and check on him
Use the team to accomplish the mission
Know the readiness status of the equipment you need to do the job.
Military appearance and physical conditioning
Make corrections on the spot when you see something wrong
Although RLA has no physical fitness standards, encourage fitness at a level appropriate to your soldiers and your unit’s mission
Ensure personnel are matched to tasks within their physical capabilities.
Train your soldiers in the proper wear and care of their uniforms and equipment.
Physical and mental well-being of the soldier and his or her family
Know your soldiers’ family situations
Be prepared to use RLA or community resources to help those soldiers who may need assistance
Watch out for alcohol and drug users and abusers among your soldiers-take appropriate action
Supervision, control, motivation, and discipline of subordinates. Counsel your soldiers and maintain counseling records
Support actions of your subordinate NCOs
12

31. NCOs are generally responsible for (cont’d):
Teach your soldiers about Military Law
Recommend commendations
Recommend elimination action if necessary – weeding out nonproductive soldiers encourages the good ones to stay.
Keep your soldiers informed
Communication between the individual soldier and the organization
Use and insist your soldiers use the chain of command and the NCO support channel
Listen and act on suggestions and complaints
Support and explain reasons for current policies
Develop a feeling of loyalty and pride in the unit
Do not complain to or in the presence of your soldiers
Planning and conducting day to day operations within prescribed policies
Provide input to the schedule for skill training
Conduct team training
Supervise daily events by the training schedule
Let every soldier know the schedule well in advance
Handle situations not covered by instructions
Ensure NCO support channel supports the chain of command
Maintaining established standards of performance
Explain clearly what you want from your soldiers
Conduct special training to correct weaknesses
Train soldiers to standard
Provide up-to-date information
Set an example of a professional NCO in action
Maintaining serviceability, accountability, and readiness of equipment, vehicles, and clothing
Inspect soldiers’ equipment often
Inspect unit equipment often
Learn how to use and maintain any unit equipment first
To train on new equipment
Enforce maintenance and supply procedures
Provide equipment status reports to the chain of command
Ensure equipment is properly secured and stowed
13

32. NCOs are generally responsible for (cont’d):
Appearance and condition of unit facilities
Inspect areas often
Conduct fire safety inspections and drills
Set and enforce cleanliness standards Never leave unit facilities in anything less than Inspection order
Advise on, support, and carry out policy established by the chain of command
Maintain established standards
Keep officers and senior NCOs informed
Seek guidance from the chain of command as needed
Provide advice to the chain of command when needed
Support priorities established by the commander
Keep the NCO support channel supporting the chain of command
14

33. VII. QUICK REFERENCE CHECKLISTS
The following are personal self-checklists. Keep them as a reference for your own performance.
NCO ATTITUDES:
The attitudes necessary to be an effective NCO are the same regardless of rank. Check to see if you have, and show others that
you have, these attitudes:
Enforce standards
Set the example
Accomplish the mission
Take care of your soldiers
Be dedicated and selfless
Obey lawful orders
Be honest and courageous
Maintain physical and mental toughness
Show competence and self-confidence
Act fairly and equitably with subordinates
Accept responsibility for self and subordinates
Be loyal to the Nation
Be loyal to superiors and subordinates
Show initiative and self-motivation
15

34. VII. QUICK REFERENCE CHECKLIST (cont’d)
NCO SKILLS AND KNOWLEDGE:
COMMUNICATIONS –
Receive, understand, and interpret information
Know the five paragraph verbal order and warning order formats
Issue clear, concise orders to teams
Do performance counseling
Provide input on personnel actions on subordinates
Participate in after action reviews
SUPERVISION –
Know duties, responsibilities, and authority of an NCO
Uniform standards of appearance
Know unit standing operating procedures
Control and account for subordinates
Lead and evaluate individual training
Understand unit monthly and yearly training schedules
Lead team in task performance
Enforce safety practices
Create an environment with equal opportunity and free of sexual harassment
TEACHING AND COUNSELING
Teach individuals skills in support of the Mission Essential Task List (METL)
Perform both Positive and Negative Counseling as required
16

35. References
AR 623-3. Evaluation Reporting System: personnel evaluation. (2014). Washington, D.C.: Headquarters,
Department of the Army.
Elder, D.K. (1999). Educating Noncommissioned Officers: a chronological study on the development of
educational programs for u.s. army noncommissioned officers. Fort Riley, KS. Retrieved 7/28/2016 from
http://www.ncohistory.com
FM 7-22.7. The Army Noncommissioned Officer Guide (2002): tc 22-6. (1990). Washington, D.C.:
Headquarters, Department of the Army.
FM 600-20. Army Command Policy: personnel – general. (1980). Washington, D.C.: Headquarters,
Department of the Army.
RLA PAM 350-7-1. Noncommissioned Officer Leadership Development: self-study, online training. (2016).
Anderson, SC: Headquarters, Royal Lao Airborne.
RLA PAM 600-4. Royal Lao Airborne Initial Entry Training: soldier’s handbook. (2016). Anderson, SC:
Headquarters, Royal Lao Airborne.
RLA REG 600-1. Administrative Procedures. (2014). Anderson, SC: Headquarters, Royal Lao Airborne.
Photos:
All photos retrieved on various dates from
http://search.aol.com/image?q=US+Army+Photos&v_t-keyword_rollover...
17

36. The proponent of this course is Headquarters, Royal Lao Airborne. Users with questions, comments, or
improvements please forward in printed format to Chief of Staff, RLA.
18

37. Create an Account RLA Online Testing Instructions Client Login
Please use your Account ID (Welcome Letter) and your password (previously set up by you) to
access your testing account.
To sign into your account:
1. Click on the "Client Login" link at the top right corner of this page.
2. Enter Account ID (often similar to RLA or domain name)
3. Enter User Name: (generally your email address)
4. Enter Password: (previously set up by you)
5. Click "Enter". You are now logged into your Web Testing Account.

38. (Create an Account to be linked from RLA Online Testing Instructions page – Create an Account)
Create A RLA Student Account

39. (Client Login to be linked from RLA Online Testing Instructions page – Client Login)
Enter RLA Testing Account
ACCOUNT
I.D. :
USER
NAME:
PASSWORD:
ENTER

40. (ENTER button to be linked from Enter RLA Testing Account page – )
RLA Testing Account
You are now inside your testing account. From here you will enter and begin your end-of-course exam.
1. Each student has, by now, created their own account I.D.
2. Open your Internet browser – Internet Explorer, Mozilla Firefox, Chrome, etc.
3. Enter the following Web address exactly as it is shown: ?????????????
4. If the address was entered incorrectly your page should look like below.
?????????????????
5. Enter your RLA Account I.D. as shown and click on [Sign In].
6. The site will ask you to confirm your I.D.
7. Once you have confirm your I.D. the exam will begin.
8. Your exam will encompass 10 questions.
9. You have two hours to complete the exam.
10. To answer each question, click on the best answer from the available choices.
11. When finished, review the exam and click the [Submit} button.
12. Your exam will undergo immediate grading, and your score will appear.
13. After you receive your score the exam is over.
14. On the score page, if you achieved 70% or greater, a Certificate button will appear. Click on the Certificate button. The
system will link you to a separate page showing your completion certificate. Copy and paste the certificate for saving to your
hard drive and/or printing.
ENTER

41. NCOLD EXAMINATION QUESTIONS
1. Who may take this course?
a. Prospective Corporals
b. Junior NCOs only
c. Junior Officers only
d. Any RLA member←
2. What is the Watchword of the NCO Creed?
a. Leadership
b. Responsibility
c. Competence←
d. Mission
3. What are the objectives of the NCOLD online course?
a. All of the below←
b. Knowledge
c. Professionalism
d. Success
4. As a part of the NCO Creed, what are all soldiers entitled to? NCO:
a. Outstanding Loyalty
b. Outstanding Leadership←
c. Outstanding Performance
d. Outstanding Training
5. From their initial development on/about 1500 A.D., Sergeants were responsible for:
a. Maintaining unit discipline
b. a & c←
c. Completing the mission
d. Care and welfare of the soldier

42. NCOLD EXAMINATION QUESTIONS (cont’d)
6. The noncommissioned officer is our first line of:
a. Defense
b. Aggression
c. Leadership←
d. Soldier Caregiver
7. There are few natural leaders. Most leaders are developed though:
a. Training
b. Practice
c. Experience
d. All of the above←
8. To become a better leader you must:
a. Know Yourself
b. Know Your Job
c. a & b←
d. Know your commander
9. Under challenging circumstances three factors are essential to NCO success:
a. COURAGE – TEAMWORK – LEADERSHIP←
b. TEAMWORK – PROFESSIONALISM – COURAGE
c. LEADERSHIP – KNOWLEDGE – TEAMWORK
d. None of the above
10. A truly professional NCO should always tell his/her soldiers:
a. What they want to hear
b. What will make them feel most safe
c. What is factual – Be honest←
d. Keep thoughts to him/herself

43. Questions 11 – 20 are retest questions should the student fail
his/her initial examination.

44. NCOLD EXAMINATION QUESTIONS (cont’d)
11. General Military Authority is exercised by:
a. A General Officer only
b. A Command Sergeant Major only
c. All RLA personnel←
d. Specifically designated RLA personnel
12. What sources establish Command & General Military Authority in the RLA?
a. High ranking officers
b. Standard Operating Procedures (SOP)
c. As mission dictates
d. RLA regulations, policies, and command guidance←
13. The Chain of Command and the NCO Support Channel are considered the _____ source of authority?
a. 3rd ←
b. 1st
c. 5th
d. 2nd
14. Authority for the NCO Support Channel stems from:
a. The Division Sergeant Major
b. The Chain of Command←
c. The unit commander
d. The unit First Sergeant
15. The amount of responsibility delegated to an NCO hinges on his/her:
a. Mission
b. Position
c. Willingness to accept responsibility
d. All of the above←

45. NCOLD EXAMINATION QUESTIONS (cont’d
16. Commissioned Officers in the RLA hold a commission from the:
a. State Adjutant General
b. Commander, RLA←
c. State Governor
d. All of the above
17. Among many responsibilities, officers are generally responsible for:
a. Managing unit personnel and resources
b. Declaring a combat engagement
c. Supporting the NCO
d. a & c←
18. Both Commissioned and Noncommissioned Officers have the same goal; that being, to:
a. Accomplish their unit’s mission←
b. Insure soldier receipt of daily mail
c. Insure the ration truck does not get lost
d. Always know their location
19. Among the many responsibilities, noncommissioned officers are generally responsible for:
a. Training soldiers to use equipment needed for their job
b. Military appearance and physical conditioning of soldiers
c. Neither a or b
d. a & b←
20. Why should an NCO retain a personal self-checklist?
a. An NCO does not truly need a checklist
b. As a measure of personal attitude and performance←
c. As an indicator of indifference
d. As a personal measure of recklessness

46. ROYAL LAO AIRBORNE
NCO Leadership Development
Be it known that
_____________________Student’s Name______________________
has successfully completed the ROYAL LAO AIRBORNE, online, self-study NCO
Leadership
Development course (NCOLD) and is hereby awarded this certificate as
verification of
course completion.
Given this _______day of _____________, 20..
_____________________________ ____
_____________________
Major General Amos Hykes
Buford Compton
Deputy Commanding General
COL, Infantry
Royal Lao Airborne
Chief of Staff, RLA

47. RLA End-Of-Course Exam Results
NCOLeadershipDevelopment
CONGRATULATIONS! You passed the NCOLD end-of-course examination.
See course administrative information below:
End-of-course exam results:
Student Name:
Course Title:
Date of Exam:
Exam Score:
Make sure that you copy and paste the accompanying completion certificate for saving to your hard drive and/or for printing.
Insure that a copy of your completion certificate is placed in your Military Personnel Records Jacket (MPRJ).

48. RLA Retest Option
Regretfully, you failed to achieve a passing score of 70% or greater on your final examination. Do not fret, however,
as the RLA online program affords you a second opportunity to meet minimum passing standards. You have the option to
retest one time. If you wish to take advantage of this option click on the below Retest button, and you will undergo redirection
to an alternate testing bank.
REMEMBER! You must achieved 70% or greater on your end-of-course examination. If success is realized a Certificate button
will appear. Click on the Certificate button. The system will link you to a separate page showing your completion certificate.
Copy and paste the certificate for saving to your hard drive and/or for printing. Insure that a copy of your certificate is placed in
your Military Personnel Records Jacket (MPRJ).
Good Luck!
Retest

49. RLA End-Of-Course Exam Notification
NCOLeadershipDevelopment
Once more you failed to achieve a passing score of 70% or greater on your optional second, end-of-course examination.
At this juncture you will have to, again, go through the entire application process (if you wish to retake this course),
resubmitting a new course application with your unit commander’s approval.
Click on the Examination Results button above. The system will link you to a separate page showing exam results. Copy and
paste the notification for saving to your hard drive and/or for printing. Insure that a copy of your notification is placed in your
Military Personnel Records Jacket (MPRJ).
Examination
Results

50. RLA End-Of-Course Exam Results
NCOLeadershipDevelopment
Below is the results of your second attempt to pass the NCOLD end-of-course examination.
As mentioned on the previous page, you will have to, again, go through the entire application process (if you wish to retake
this course), resubmitting a new course application with your unit commander’s approval.
End-of-course exam(s) results as follows:
Student Name:
Course Title:
Date of first exam:
Score on first exam:
Date of second exam:
Score on second exam:
Copy and paste the notification for saving to your hard drive and/or for printing. Insure that a copy of your notification is
placed in your Military Personnel Records Jacket (MPRJ).