For junior officers who want to consider the NCO perspective when developing/perfecting their leadership style.

1. 4 Useful Concepts for
Leveraging your NCOs
William Treseder
william.treseder@gmail.com

2. – Jim “Mad Dog” Mattis (USMC, Retired)
“The most important six inches on the battlefield
is between your ears.”

3. Concept #1
Be a Tool

4. The officer/enlisted
dynamic can be weird.

5. Power Dynamics
Power
0
2.5
5
7.5
10
Seniority
PFC Cpl

6. Power Dynamics
Power
0
2.5
5
7.5
10
Seniority
Cpl SSgt

7. Power Dynamics
Power
0
2.5
5
7.5
10
Seniority
SSgt SgtMaj

8. Power Dynamics
Power
0
2.5
5
7.5
10
Seniority
Lt SgtMaj

10. So what?

11. NCOs respond differently
to this awkward reality.

12. Be prepared for two
categories of NCOs.

13. Bad & Good

14. Bad NCOs see
officers as...

16. or

18. Good NCOs see
officers as...

20. Learn to use your NCOs,
but also train them
how to use you.

21. Concept #2
The NCO Map

22. You can’t treat every
NCO the same.

23. You need to know who
you’re dealing with.

24. Segment them and act
accordingly.

25. Inexperienced Experienced
High
Potential
Low
Potential

26. Inexperienced Experienced
High
Potential
Low
Potential

27. Inexperienced Experienced
High
Potential
Low
Potential

28. Inexperienced Experienced
High
Potential
Low
Potential

29. Inexperienced Experienced
High
Potential
Low
Potential

30. So what’s a Lt to do?

31. Inexperienced Experienced
High
Potential
Low
Potential
Marginalize them.
Company office?

32. Inexperienced Experienced
High
Potential
Low
Potential
Marginalize them.
Company office?
Don’t let them poison you.
Push responsibilities down.

33. Inexperienced Experienced
High
Potential
Low
Potential
Marginalize them.
Company office?
Don’t let them poison you.
Push responsibilities down.
Get them a mentor.
Load them up with work.

34. Inexperienced Experienced
High
Potential
Low
Potential
Marginalize them.
Company office?
Don’t let them poison you.
Push responsibilities down.
Get them a mentor.
Load them up with work.
Soak up everything.
Learn about their goals.

35. They will perform better
and so will the platoon.

36. Concept #3
The Good Idea Fairy

37. I beg you…

38. Resist the temptation
to over communicate.

39. Yes, you have great ideas.

41. But…

42. Somehow the Corps
won wars before you.

43. It will win wars
after you, too.

44. So try to keep the
suggestions to a minimum.

45. Your NCOs will thank you.

46. And when you really
need to talk to them…

48. Use this flowchart to
guide your decision.

49. Do I have
something
critical* to say
to my platoon?
*Things affecting pay, libo, or both.

50. No
Do I have
something
critical to say
to my platoon?

51. No
Go back to
rereading Chesty
Puller’s biography.
Do I have
something
critical to say
to my platoon?

52. Yes
No
Go back to
rereading Chesty
Puller’s biography.
Do I have
something
critical to say
to my platoon?

53. Do I have
something
critical to say
to my platoon?
Yes
No
Is it bad?
Go back to
rereading Chesty
Puller’s biography.

54. Do I have
something
critical to say
to my platoon?
Yes
No
Is it bad?
No
Go back to
rereading Chesty
Puller’s biography.

55. Yes
No
Is it bad?
No
Let your Platoon
Sergeant deliver
the good news.
Go back to
rereading Chesty
Puller’s biography.
Do I have
something
critical to say
to my platoon?

56. Yes
No
Is it bad?
No
Let your Platoon
Sergeant deliver
the good news.
Go back to
rereading Chesty
Puller’s biography.
Yes
Do I have
something
critical to say
to my platoon?

57. Do I have
something
critical to say
to my platoon?
Yes
No
Is it bad?
No
Let your Platoon
Sergeant deliver
the good news.
Go back to
rereading Chesty
Puller’s biography.
Yes
Cleared hot!

59. Simple, right?

60. You’ll screw it up.
Everyone does.

61. Concept #4
Knots on a String

62. Most of the time you
don’t matter.

63. :*(

64. NCOs should be
running the show.

65. There are times when you
can make a big difference
for your Marines, though.

66. Those are the knots
on a string.

67. Learn to recognize them.

68. Here are three examples.

69. 1) Before They Train

70. Reinforce the reasons for any and all training by
answering the basic questions that no one
bothered to answer at the lowest levels.
Where are they in training cycle?
How does this connect to the larger mission?
Does this mean Ann Margret’s not coming?
Give them an explanation in plain English.

71. Why?

72. Frame their pain.

73. – Friedrich Nietzsche
“He who has a why to live
can bear almost any how.”

74. 2) During SNAFUs

75. Unnecessary friction can erode a unit’s morale.
Stupid logistical mistakes can slow things down
(weapons turn-in, anyone?).
You may not be able to change the overall
situation, but you can make sure your NCOs
have accurate information.
Increase their wasta by passing good word.

76. Why?

77. Show you care.*
*about stuff that matters to them

78. 3) They Screw Up

79. If your Marines make a serious mistake, they will
be watching you for 24-48 hours.
Your reaction - filtered through the NCOs -
counts for a lot.
Don’t punish your team with hours of f*ck f*ck
games. Focus on measurable outcomes for
any corrective measures.

80. Why?

81. Failure can fuel success.

82. Those are some
obvious scenarios.

83. The Mustangs in your
class can offer many more.

84. Now go forth and lead!

86. Questions?
William Treseder
william.treseder@gmail.com