Institute for Noncommissioned Officer Professional Development

Developing the NCO Leader:

NCO Career Competencies

31 July 2012

v. 3.3

Contents
Overview.................................................................................................................... 3
Corporal/Sergeant (SGT)............................................................................................. 7
Staff Sergeant (SSG)................................................................................................... 9
Sergeant First Class (SFC)........................................................................................ 11
Master Sergeant (MSG)............................................................................................. 13
First Sergeant (1SG)................................................................................................. 15
Sergeant Major (SGM)............................................................................................... 18
Command Sergeant Major (CSM).............................................................................. 20
Appendix A Competency Progression.......................................................................22
Appendix B NCO 4x6 Framework and Leader Requirements Model Comparison......26

v. 3.3

Overview
The publication of the TRADOC Pam 525-8-2, The United States Army Learning
Concept for 2015 (ALC 2015) combined with data collected during the Army
Profession campaign prompted INCOPD to investigate how to create a framework to
depict developmental requirements for the NCO corps. The ALC 2015 contains nine
21st Century Soldier Competencies designed to guide Soldier development;
however, those competencies alone do not adequately describe the NCO corps.
INCOPD examined historical documents, strategies, concepts, and doctrine to
identify the four core roles of Noncommissioned Officers (NCOs) and assess the
competencies and attributes that the Army desires in the NCOs performing those
roles. INCOPD developed the NCO 4x6 framework that combines the four core roles
of an NCO with the nine 21st Century Soldier Competencies from the ALC 2015. This
framework is a synthesis of the traditional roles of the NCO with a reorganization
and restatement of the 21st Century Soldier Competencies into six learning areas.
Together, the four core roles and six learning areas form an enduring, flexible
framework to serve as the foundation for developing the NCO corps. This
framework is referred to as the NCO 4X6 framework throughout this document.
We describe the NCO as a leader based on core roles derived from the NCO Corps
duties, responsibilities and authority. NCOs Lead, Train & Educate, Care for
Soldiers & Equipment, and Maintain & Enforce Standards. The four roles are
foundational for NCOs development and help measure success throughout their
careers. Integrated throughout and supporting these four core roles are six learning
areas in which NCOs must develop knowledge and skills. The six learning areas are
(1) the Army Profession, (2) professional competence, (3) team building, (4)
adaptability, (5) lifelong learning, and (6) comprehensive fitness. The six learning
areas are consistent with the Army Learning Areas adopted by the Army Learning
Coordination Council (ALCC) and are aligned with the 21 st Century Soldier
Competencies and Attributes.
For each learning area, we identified supporting skills and attributes with associated
general learning outcomes for each rank. (See Tables 3-9) The general learning
outcome statements broadly define the expected performance, and when coupled
with critical tasks, serve as the basis for building a lifelong learning curriculum. The
learning outcomes are progressive, Soldiers should fully achieve competency at
each rank prior to promotion to the next rank. The supporting skills and attributes
for each learning area are not an exhaustive list of all the skills and attributes
required to become competent; rather the skills and attributes listed represent
areas of current emphasis. We anticipate that some areas of emphasis may change
over time; however, the roles and learning areas are broad enough to meet the
developmental needs of the NCO corps for many years. Table 1 displays the
relationship between the Army Learning Areas, 21 st Century Soldier Competencies
and related skills and attributes for NCOs.
The learning outcome statements in this document serve as an overarching guide
for NCO development. We anticipate that each proponent will make changes to the
outcomes in order to improve the applicability to a particular career management
field or military occupational specialty. Table 2 shows the learning areas, supporting
skills, and overall description of each learning area. Tables 3-9 display the learning
areas with general learning outcome statements by rank.. Appendix A contains
Table 10 that shows the progression across the NCO ranks for each learning area.

v. 3.3
Table 11 in Appendix B contains a comparison of the six learning areas and the
Army Doctrinal Publication 6-22 Leader Requirements Model.
Note. The learning outcomes include terms that broadly apply to the Army (e.g.
squad, platoon), but do not accurately represent all the naming conventions used
by the Army for similar constructs (e.g. section, battery). Readers should not infer
that the outcomes do not apply to their CMF or MOS because the terms are not
exactly the same as used in a particular career field.

v. 3.3

Table 1 Learning Area and Competency Matrix

Army Learning
Areas
The six elements of a
Common Framework
for
Officers, WOs, NCOs,
and Army Civilians

21st Century Soldier

Competencies and
Attributes

The Army
Profession

Character and
Accountability

Professional
Competence
Team Building

Professional Competence

Adaptability

Critical Thinking & Problem

Solving
Adaptability and Initiative
Lifelong Learner (includes
digital literacy)
Comprehensive Fitness

Learning
Comprehensive
Fitness

Teamwork and
Collaboration
Culture and JIIM
Communication &
Engagement (oral, written,
negotiation)

Table 2 Overall Competency Descriptions

NCO Supporting
Skill/Attribute Areas

Moral Character,
Accountability, Army
Values, Commitment
Technical, Tactical,
Operational, Strategic
Communication, Culture,
Negotiation, JIIM

Problem Solving, Critical

Thinking, Creative
Thinking, Initiative
Training, Coaching, SelfDevelopment
Physical, Emotional, Family,
Spiritual, Social

v. 3.3

Six Army
Learning
Areas
The Army
Profession

Supporting
Skill/Attribute
Areas
Moral Character,
Accountability,
Army Values,
Commitment

Professional
Competence

Technical,
Tactical,
Operational,
Strategic

Description

NCOs exemplify the professional Soldier by

demonstrating competence, moral character,
and commitment while fulfilling their duty to the
nation. NCOs develop, maintain and uphold the
traditions of the profession through discipline
and ethical application of combat power. As
professionals, NCOs continuously assess and
improve the competence, moral character and
commitment of themselves and their Soldiers.
NCOs develop understanding and empathetic
application of the seven Army Values and
exemplify the characteristics of servant
leadership. The Warrior Ethos and NCO Creed
serve as the basis for their actions. They serve
as role models, standard-bearers and hold
themselves, peers, and subordinates
accountable for their actions. NCOs influence
and sustain positive, ethical command climates
and cultures that allow open discussion; they
embrace new ideas and instill Soldiers
professional identities.
NCOs employ appropriate technical, tactical,
operational and strategic skills in unified land
operations to accomplish the mission and
support the commanders intent. NCOs are
experts on weapons systems and combined
arms operations at the tactical level and train
their subordinates to be tactically competent as
well. They are technical experts in their
occupational specialties and continue to
develop technical skills in themselves and in
their subordinates. As NCOs progress in their
careers, they focus less on technical and tactical
skills and place more emphasis on a broader set
of leader skills applied at operational and
strategic levels

v. 3.3

Six Army
Learning
Areas
Team
Building

Supporting
Skill/Attribute
Areas
Communication,
Culture,
Negotiation, JIIM

Adaptability

Problem Solving,
Critical Thinking,
Creative
Thinking,
Initiative

Description

NCOs create high-performing groups by leading

and motivating individuals, and by collaborating
to work towards common goals. NCOs earn the
trust of their superiors, peers, and subordinates
and encourage trust among others. They model
and reward behavior that sustains the trust of
the American people. NCOs understand team
dynamics and take appropriate action to foster
cohesion and cooperation and to leverage
principles of group facilitation in developing
their subordinates. NCOs express themselves
clearly and succinctly both orally and in writing,
and use social skills including interpersonal tact
that allows them to work effectively with other
Soldiers and civilians in varied cultural and Joint,
Interagency, Intergovernmental, and
Multinational (JIIM) contexts. NCOs are sensitive
to social, behavior patterns and beliefs of
individuals from other communities/countries.
NCOs solve complex problems by using work
and life experiences, training and education,
critical questioning, initiative, sound judgment,
and collaboration. They provide opportunities
for subordinates to develop problem-solving
skills, especially proficiency in critical, creative
and adaptive thinking. While NCOs are trained
to use problem-solving models, they are also
trained in critical thinking evaluating their
thought processes as they solve problems. With
respect to creative/adaptive thinking, NCOs
recognize when a standard procedure is not an
effective solution to a situation and when they
must innovate to solve a problem. As NCOs
develop, they are comfortable operating in
unexpected situations, scanning the
environment, identifying unique or unexpected
conditions, and adjusting plans, procedures to
adapt to the conditions.

v. 3.3

Six Army
Learning
Areas
Learning

Supporting
Skill/Attribute
Areas
Training,
Coaching, SelfDevelopment

Comprehens
ive Fitness

Physical,
Emotional,
Family, Spiritual,
Social

Description

Certification in the Army Profession is a life-long

learning process. NCOs must maintain
expertise within their MOS and strive to develop
themselves and their subordinates. In helping
others to learn, NCOs construct effective
instructional environments for individuals and
groups, train and coach Soldiers in acquiring
how to knowledge, skills and attitudes to
achieve professional certification of
competence, character and commitment while
encouraging professional and personal growth.
NCOs understand the fundamentals of how to
help Soldiers learn and the technologies that
they can leverage to improve the efficiency and
effectiveness of training and education. As
coaches and mentors, NCOs have open and
honest discussions with Soldiers that lead to
setting and achieving professional goals. As selflearners, NCOs know when they need to learn
and use methods that help them efficiently and
effectively acquire new knowledge and skills.
NCOs develop and maintain their physical,
emotional, social, family and spiritual fitness
and foster these attributes in their subordinates.
NCOs display confidence, physical, mental and
emotional persistence as well as moral courage
when faced with adverse conditions, as well as
resilience in recovering from difficult situations.

v. 3.3

Corporal/Sergeant (SGT)
Sergeants are the first line supervisors for the Soldiers who make up the manpower
of the force. They are responsible for demonstrating the proper level of
understanding and skill for their functional area and for developing in their Soldiers
the desire to reach that same level of competence. Additionally, they are
responsible for the health, welfare, safety, standards in personal appearance, and
training of their Soldiers, as well as the maintenance and accountability of individual
and unit equipment and property. In combat, Sergeants directly lead small teams
(e.g. fire teams) of Soldiers that normally operate as part of a larger element
completing the mission.
Although a Corporal is an E-4, its rank is unique and signifies a small group of elite
soldiers who have transitioned early to the NCO corps. Corporal outcomes are the
same as a sergeant with the exception of performing tasks of a SSG with minimal
supervision. Corporals should not be expected to perform SSG tasks, but
mentorship should begin at this level to prepare Corporals to perform those tasks.
Table 3 Corporal/Sergeant Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Corporal/Sergeant Outcomes

Moral Character,
Accountability, Army
Values, Commitment

1. Serves as a role model (competence,

moral character, commitment) for
subordinates to look up to and upholds
standards on and off duty.
2. Understands the history of the NCO
corps.
3. Lives by the Army values and NCO
creed.
4. Identifies ethical dilemmas and seeks
counsel as necessary.
5. Builds trust and discipline in the team.

v. 3.3

10

Six Army
Learning
Areas
Professional
Competence

Supporting Skill/
Attribute Areas

Corporal/Sergeant Outcomes

Technical, Tactical,
Operational, Strategic

Team
Building

Communication,
Culture, Negotiation,
JIIM

Adaptability

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

1. Performs SL 1, 2 common and MOS tasks

without supervision.
2. Understands five paragraph operations
order, warning order, and fragmentary
order.
3. Uses Troop Leading Procedures at
team/squad level.
4. Plans, rehearses and leads teams to
execute missions IAW the commander's
intent (mission command).
5. Recognizes rank structures, functions,
and services of each military branch and
JIIM stakeholders along with their role in
unified land operations.
1. Demonstrates active listening, clear
verbal and written communication skills.
2. Demonstrates an awareness of cross
cultural competence (3c), related
knowledge, attributes, and interpersonal
skills.
3. Knows team dynamics and takes
appropriate action to foster cohesion and
cooperation.
4. Effectively collaborates within the unit
and with other organizations (e.g.
ADACP, JAG).
1. Identifies and solves problems related to
team missions.
2. Knows the critical thinking process and
applies it during problem solving.
3. Identifies situations when standard
procedures will not work and seeks
alternatives.

v. 3.3
Six Army
Learning
Areas
Lifelong
Learning

Comprehensi
ve Fitness

11
Supporting Skill/
Attribute Areas
Training, Coaching,
Self-Development

Corporal/Sergeant Outcomes

1. Assesses self, individual, and team

learning needs.
2. Applies the principles of training to team
training.
3. Trains, coaches, counsels subordinates
and peers.
4. Conducts self-assessment and develops
a short-term plan for personal goals.
5. Guides subordinates creation of
individual development plans.
6. Uses self-learning strategies to improve.
7. Understands the NCO career path.
Physical, Emotional,
1. Implements personal health habits to
Family, Spiritual, Social
increase personal health and fitness.
2. Supervises a comprehensive fitness
program for the team.
3. Recognizes changes, risks in Soldier
behavior and takes action to improve
comprehensive fitness and mitigate
risks.

v. 3.3

12

Staff Sergeant (SSG)

Staff Sergeants are technical experts, still deeply involved in the actual application
of technical skills. The Staff Sergeant is also demonstrating to those subordinates
under him the tactical and technical mastery to be considered a professional. The
SSG is responsible for developing his subordinates in an indirect manner, through
his subordinate leaders. This requires much patience and acceptance as a mentor
and teacher to the SGT. In combat, SSGs coordinate and integrate the actions of
their squads to accomplish their assigned objectives for the mission.
Table 4 Staff Sergeant Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Staff Sergeant Outcomes

Moral Character,
Accountability, Army
Values, Commitment

Professional
Competence

Technical, Tactical,
Operational, Strategic

1. Serves as a role model (competence,

moral character, commitment) for
subordinates to look up to and upholds
standards on and off duty.
2. Displays commitment to service and
places the needs of others before self.
3. Develops the Army values and moral
character in subordinates.
4. Applies sound judgment to resolve
ethical dilemmas and seeks counsel as
necessary.
5. Builds trust and discipline in the
squad.
1. Performs SL 1 - 3 common and MOS
tasks without supervision, as well as
SL4 tasks with limited supervision.
2. Understands five paragraph
operations order, warning order and
fragmentary order.
3. Uses Troop Leading Procedures at
squad/platoon level.
4. Plans, rehearses and leads squads to
execute missions IAW the
commander's intent (mission
command).
5. Applies knowledge of JIIM partners and
operating environment to guide
decisions before and during mission
execution.

v. 3.3

13

Six Army
Learning
Areas
Team
Building

Supporting Skill/
Attribute Areas

Staff Sergeant Outcomes

Communication,
Culture, Negotiation,
JIIM

Adaptability

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

Lifelong
Learning

Training, Coaching,
Self-Development

1. Writes clear, succinct reports and

documents for the squad.
2. Identifies the fundamentals of culture
and their effects on military
operations.
3. Learns to negotiate, build consensus,
and resolve conflicts between teams.
4. Factors others intentions (motivation)
into developing acceptable solutions
to problems.
5. Uses knowledge of nonverbal
communication cues to improve verbal
communication strategies.
1. Identifies and solves problems related
to squad missions.
2. Applies the critical thinking process to
identify missing/inaccurate
information, second and third order
affects of problem solutions.
3. Develops alternate procedures when
standard procedures will not work.
4. Creates a climate to foster creativity
to accomplish the commander's
intent.
1. Assesses self, individual, and squad
learning needs.
2. Applies principles of training to
squad/platoon level training.
3. Trains, coaches, counsels subordinates
and peers.
4. Certifies technical and tactical training
against performance standards.
5. Teaches self-learning strategies.
6. Promotes mastery of common Soldier
and MOS skills.

v. 3.3
Six Army
Learning
Areas
Comprehensi
ve Fitness

14
Supporting Skill/
Attribute Areas

Staff Sergeant Outcomes

Physical, Emotional,
Family, Spiritual, Social

1. Supervises a comprehensive fitness

program for the squad.
2. Implements measures to reduce
operational and combat stress.
3. Recognizes changes, risks in Soldier
behavior and takes action to improve
comprehensive fitness and mitigate
risks.
4. Advises Soldiers/families on resources
available to improve fitness.

v. 3.3

15

Sergeant First Class (SFC)

The Sergeant First Class is the eminent position of authority and demonstrated
excellence for the Soldiers in the Army. The highest ranking position that will have
routine day to day interaction with Soldiers, the SFC must demonstrate the tactical
and technical mastery on a daily basis, and be able to mentor and assist his
subordinate leaders and their Soldiers in the execution of those skills to accomplish
missions. The SFC serving as a platoon sergeant is usually the first leadership
position in which the NCO is directly working for an Officer. It is an additional
responsibility for the SFC to develop his/her lieutenant from a subordinate position,
counseling and mentoring him/her to develop technical skills and tactical
understanding. In combat, SFCs assigned as platoon sergeants must be able to lead
combat operations in the absence of the Platoon Leader. SFCs serving in staff
positions are critical members of the planning team and play a significant role on
the staff.
Table 5 Sergeant First Class Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Sergeant First Class Outcomes

Moral Character,
Accountability, Army
Values, Commitment

1. Serves as a role model (competence,

moral character, commitment) for
subordinates to look up to and upholds
standards on and off duty.
2. Creates a positive climate in the platoon
that supports Army values, ethics and
esprit de corps.
3. Develops subordinates as role models
(competence, moral character,
commitment) and stewards of the
profession.
4. Builds trust in the platoon and with
external stakeholders.

v. 3.3

16

Six Army
Learning
Areas
Professional
Competence

Supporting Skill/
Attribute Areas

Sergeant First Class Outcomes

Technical, Tactical,
Operational,
Strategic

Team
Building

Communication,
Culture, Negotiation,
JIIM

1. Performs SL 1 - 4 common and MOS

tasks without supervision, as well as SL
5 tasks with limited supervision.
2. Writes five paragraph operations order,
warning order and fragmentary order.
3. Uses Troop Leading Procedures at
Platoon/Company level and understands
the Military Decision Making Process.
4. Plans, rehearses and leads platoons to
execute missions following the tenets of
mission command.
5. Demonstrates broad knowledge of the
MOSs within the CMF, able to supervise
all MOSs and civilians performing in the
CMF at platoon and below.
6. Integrates JIIM considerations and
partners into planning and executing
platoon-level missions.
7. Advises Platoon Leader on all matters
related to platoon operations.
1. Writes clear, succinct, reports and
documents for the platoon or staff.
2. Integrates the fundamentals of culture
and their effects on military operations
into planning and executing missions.
3. Negotiates, builds consensus, and
resolves conflicts at the platoon level
within the unit and with other
organizations (JIIM).
4. Demonstrates effective verbal
communication skills in small group
presentations.

v. 3.3

17

Six Army
Learning
Areas
Adaptability

Supporting Skill/
Attribute Areas

Sergeant First Class Outcomes

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

Lifelong
Learning

Training, Coaching,
Self-Development

Comprehensi
ve Fitness

Physical, Emotional,
Family, Spiritual,
Social

1. Identifies and solves problems related to

platoon missions using Troop Leading
Procedures (TLP).
2. Applies critical thinking to evaluate
underlying assumptions and evidence
supporting problem narratives and
solutions.
3. Develops multiple potential courses of
action to solve problems.
4. Evaluates the appropriateness of
alternate procedures and courses of
action.
5. Creates a climate to foster collaborative
problem solving, creativity to accomplish
the commander's intent
1. Assesses self, individual, and platoon
learning needs.
2. Applies principles of training and training
management to platoon/company level
training.
3. Trains, coaches, counsels, mentors,
subordinates, peers and seniors (as
appropriate).
4. Advises platoon leaders and other
seniors regarding training and human
development.
5. Develops training, coaching, counseling
skills in junior leaders.
6. Develops and manages training plans for
the platoon.
1. Supervises a comprehensive fitness
program for the platoon.
2. Establishes a climate that facilitates
development of comprehensive fitness.
3. Recognizes changes, risks in Soldier
behavior and takes action to improve
comprehensive fitness and mitigate
risks.
4. Advises subordinate leaders on
resources available to improve fitness.

v. 3.3

18

Master Sergeant (MSG)

The Master Sergeant is usually working away from maneuver formations; he brings
his years of experience and technical and tactical expertise to the Staff to assist
them in developing the right support and coordination for our Warriors to be
successful. Translating functional expertise into staff processes, the MSG must
demonstrate the understanding and awareness of Tactical imperatives balanced
against operational reality.
Table 6 Master Sergeant Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Master Sergeant Outcomes

Moral Character,
Accountability, Army
Values, Commitment

Professional
Competence

Technical, Tactical,
Operational, Strategic

1. Supports Army Profession as a role

model (competence, moral character,
commitment) for subordinates to look
up to and upholds standards on and
off duty.
2. Creates a positive climate that
supports Army values, ethics and
esprit de corps in the company or
staff.
3. Develops the Army values and moral
character in subordinates.
4. Builds trust in the staff and with
external stakeholders.
1. Performs SL 1 - 5 common and staff
tasks without supervision.
2. Applies the Military Decision Making
Process.
3. Uses managerial skills, knowledge of
staff processes and outside
organizations, in unified land
operations to accomplish assigned
staff role and missions.
4. Applies understanding of the roles,
capabilities, constraints and intent of
JIIM partners in order to plan missions
and perform staff functions (usually
BN and higher).

v. 3.3

19

Six Army
Learning
Areas
Team
Building

Supporting Skill/
Attribute Areas

Master Sergeant Outcomes

Communication,
Culture, Negotiation,
JIIM

Adaptability

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

Lifelong
Learning

Training, Coaching,
Self-Development

1. Writes clear, succinct, reports and

documents for the staff or unit.
2. Advises leaders on the cultural
considerations for planning and
executing missions.
3. Negotiates, builds consensus, and
resolves conflicts within the staff
(company and higher) and with other
organizations (JIIM).
4. Demonstrates effective verbal and
interpersonal communication skills
with individuals and during large group
presentations.
1. Identifies and solves problems related
to company and staff missions using
TLP or the Military Decision Making
Process (MDMP).
2. Applies critical thinking to identify
faulty logic and solution pitfalls.
3. Evaluates multiple potential courses of
action using critical thinking.
4. Adapts or creates organization
procedures.
5. Creates a climate to foster
collaborative problem solving and
creativity to accomplish the
commander's intent within mission
command.
1. Assesses self, individual, and staff
learning needs.
2. Applies principles of training and
training management.
3. Trains, coaches, counsels, mentors,
subordinates, peers and seniors (as
appropriate).
4. Advises staff leaders and other seniors
regarding training and human
development.
5. Creates a climate that supports
lifelong learning.

v. 3.3
Six Army
Learning
Areas
Comprehensi
ve Fitness

20
Supporting Skill/
Attribute Areas

Master Sergeant Outcomes

Physical, Emotional,
Family, Spiritual, Social

1. Supervises a comprehensive fitness

program for the staff and
subordinates.
2. Establishes a climate that facilitates
development of comprehensive
fitness.
3. Recognizes changes, risks in Soldier
behavior and takes action to improve
comprehensive fitness and mitigate
risks.
4. Advises subordinate leaders on
resources available to improve fitness.

v. 3.3

21

First Sergeant (1SG)

As far back as the Revolutionary War period, first sergeants have enforced
discipline, fostered loyalty and commitment in their soldiers, maintained duty
rosters and made morning reports to their company commanders. First sergeants
hold formations, instruct platoon sergeants and assist the commander in daily unit
operations. The First Sergeant is the seasoned and experienced leader for our
formations. Technical and tactical expertise is the bedrock on which the 1SG bases
his authority. Working as part of a command team, the 1SG must adjust his
leadership further than the SFC to lead and mentor through the NCO Chain and
through counsel and advice to his Commander. Through this process, the 1SG will
ensure that the Company has the opportunities to develop the technical and tactical
skills necessary for success in war. In combat, the 1SG provides counsel to his
commander and works to ensure his subordinate NCOs are maintaining their skills
while engaged and demonstrating excellence as they adapt their learned skills to
the ambiguous nature of war. First Sergeants are the master trainer and standardbearer for their units and Soldiers.
Table 7 First Sergeant Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

First Sergeant Outcomes

Moral Character,
Accountability, Army
Values, Commitment

1. Supports Army Profession as a role

model (competence, moral character,
commitment) for subordinates to look
up to and upholds standards on and
off duty.
2. Creates a positive climate in the
company that supports Army values,
ethics, esprit de corps and Army
culture.
3. Develops the Army values and moral
character in subordinates.
4. Builds trust in the company and with
external stakeholders.

v. 3.3

22

Six Army
Learning
Areas
Professional
Competence

Supporting Skill/
Attribute Areas

First Sergeant Outcomes

Technical, Tactical,
Operational, Strategic

Team
Building

Communication,
Culture, Negotiation,
JIIM

1. Performs SL 1 - 5 common and MOS

tasks without supervision. Performs
SL 6 tasks at the BN level with minimal
supervision.
2. Writes five paragraph operations
order, warning order and fragmentary
order.
3. Uses Troop Leading Procedures and
Military Decision Making Process at
company level.
4. Manages company-level operations.
5. Serves as company -level ambassador
with JIIM partners.
6. Advises Company Commander on all
matters related to company
operations
1. Writes clear, succinct, reports and
documents for the company.
2. Advises leaders on the cultural
considerations for planning and
executing missions.
3. Advises company leaders on
establishing and executing a mission
command climate.
4. Negotiates, builds consensus, and
resolves conflicts at the company level
and with other organizations (JIIM).
5. Demonstrates effective verbal and
interpersonal communication skills
with individuals and during large group
presentations.

v. 3.3

23

Six Army
Learning
Areas
Adaptability

Supporting Skill/
Attribute Areas

First Sergeant Outcomes

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

Lifelong
Learning

Training, Coaching,
Self-Development

Comprehensi
ve Fitness

Physical, Emotional,
Family, Spiritual, Social

1. . Identifies and solves problems

related to company missions using TLP
or the Military Decision Making Process
(MDMP).
2. Applies the critical thinking to identify
faulty logic and solution pitfalls.
3. Evaluates multiple potential courses of
action using critical thinking.
4. Adapts or creates organization
procedures.
5. Creates a climate to foster
collaborative problem solving and
creativity to accomplish the
commander's intent within mission
command.
1. Assesses self, individual, and company
learning needs.
2. Trains, coaches, counsels, mentors,
subordinates, peers and seniors (as
appropriate).
3. Advises company leaders and other
seniors regarding training and human
development.
4. Creates a climate that supports
lifelong learning.
5. Advises the commander on Soldier
development and manages training
plans for the company.
1. Advises commander on establishing a
climate that facilitates development of
comprehensive fitness.
2. Supervises a comprehensive fitness
program for the staff and
subordinates.
3. Recognizes changes, risks in Soldier
behavior and takes action to improve
comprehensive fitness and mitigate
risks.
4. Advises subordinate leaders on
resources available to improve fitness.

v. 3.3

24

v. 3.3

25

Sergeant Major (SGM)

The Sergeant Major is often the key enlisted member of the staff elements at
battalion and higher levels. The Sergeant Major is an active leader of the staff and
operations process. The SGM brings technical and tactical proficiency to the
formation by providing managerial expertise of resources based upon his
understanding of requirements. The SGM further serves as an expert evaluator to
provide context and guidance on the execution of operations and training. The SGM
is the bridge between the tactical and operational execution of skills to the strategic
context in which they are important.
Table 8 Sergeant Major Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Sergeant Major Outcomes

Moral Character,
Accountability, Army
Values, Commitment

1. Exemplifies an Army Professional

(competence, moral character,
commitment) for subordinates to look
up to and upholds standards on and
off duty.
2. Develops programs and strategies to
develop Army values ethics and Army
culture in subordinate units.
3. Integrates moral character
development into development of
subordinates.
4. Advises leaders on the status of
internal and external trust and
strategies to improve relationships.
5. Serves as a senior enlisted steward of
the profession within the command.
6. Exemplifies servant leadership.

v. 3.3

26

Six Army
Learning
Areas
Professional
Competence

Supporting Skill/
Attribute Areas

Sergeant Major Outcomes

Technical, Tactical,
Operational, Strategic

Team
Building

Communication,
Culture, Negotiation,
JIIM

Adaptability

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

1. Performs SL 1 - 6 tasks without

supervision
2. Applies the Military Decision Making
Process.
3. Manages and executes staff
operations at BN and above.
4. Oversees identification of resource
(personnel, budget, and equipment)
requirements and execution of
resource.
5. Analyzes joint force capabilities and
limitations, interagency capabilities,
multinational and legal considerations
in contemporary operations.
1. Communicates effectively across
echelons and outside the Army chain
of command (JIIM, media).
2. Advises leaders on the cultural
considerations for planning and
executing missions.
3. Effectively engages others, presents
information and recommendations,
and persuades others.
4. Advises leaders on establishing and
executing a mission command climate
in the organization.
5. Integrates JIIM partners into BN level
and higher teams.
1. Identifies and solves problems related
to organizational and strategic goals
using MDMP and Design.
2. Applies the critical thinking to identify
faulty logic and solution pitfalls.
3. Evaluates multiple potential courses of
action using critical thinking.
4. Adapts or creates organization and
strategic procedures.
5. Creates a climate to foster innovation
to accomplish the commander's intent
within mission command.

v. 3.3

27

Six Army
Learning
Areas
Lifelong
Learning

Supporting Skill/
Attribute Areas

Sergeant Major Outcomes

Training, Coaching,
Self-Development

Comprehensi
ve Fitness

Physical, Emotional,
Family, Spiritual, Social

1. Assesses self, individual, and

organizational learning needs.
2. Trains, coaches, counsels, mentors,
subordinates, peers, and seniors (as
appropriate).
3. Advises leaders and other seniors
regarding training and human
development.
4. Creates a climate and fosters
strategies that promote lifelong
learning.
1. Advises Commander, staff and
subordinates on institution of a
comprehensive fitness program for
Soldiers, families, and Army civilians in
order to enhance performance and
build resilience.

v. 3.3

28

Command Sergeant Major (CSM)

The Command Sergeant Major is the senior NCO of the command at battalion or
higher levels and provides advice and recommendations to the commander and
staff on all matter pertaining to enlisted personnel and their families. The CSM
carries out policies and standards on performance, training, appearance and
conduct of enlisted personnel. The CSM is the key advisor for tactical, operational
and strategic commanders. His/her vast experience through the different levels of
war of the technical and tactical skills provides the context and understanding
necessary to ensure that the senior leaders are aware and considering the junior
leaders and Soldiers who are asked to perform the missions. The CSM provides
leadership for the NCO Support Chain, provides mentorship to Junior NCOS, brings
Soldiers concerns to the commander and keeps Soldiers' focus on technical and
tactical mastery. The CSM provides guidance and counsel to NCOs and leads the
Noncommissioned Officer Development Program.
Table 9 Command Sergeant Major Competency Outcomes
Six Army
Learning
Areas
The Army
Profession

Supporting Skill/
Attribute Areas

Command Sergeant Major Outcomes

Moral Character,
Accountability, Army
Values, Commitment

1. Exemplifies an Army Professional

(competence, moral character,
commitment) for subordinates to look
up to and upholds standards on and
off duty.
2. Develops programs and strategies to
develop Army values, ethics, and Army
culture in subordinate units.
3. Integrates moral character
development into development of
subordinates.
4. Advises leaders on the status of the
profession and professionals within the
command.
5. Serves as the senior enlisted steward
of the profession within the command.
6. Exemplifies servant leadership.

v. 3.3
Six Army
Learning
Areas
Professional
Competence

29
Supporting Skill/
Attribute Areas

Command Sergeant Major Outcomes

Technical, Tactical,
Operational, Strategic

1.
2.
3.

4.
5.
Team
Building

Communication,
Culture, Negotiation,
JIIM

1.

2.

3.

Adaptability

Problem Solving,
Critical Thinking,
Creative Thinking,
Initiative

1.

2.
3.
4.
5.

6.

Advises Commander (usually BN and

above) on all enlisted matters.
Oversees enforcement of policies,
standards.
Sets clear, meaningful and challenging
goals for enlisted personnel in
subordinate units.
Advises commander on employment
of their unit within a JIIM environment.
Acts as a senior and strategic
representative of the Army.
Understands and effectively
communicates vision, themes, and
strategy with internal and external
audiences (verbally and in writing).
Advises leaders on the cultural
considerations for planning and
executing missions.
Establishes internal and external
networks (JIIM) to achieve strategic
goals.
Identifies and solves problems related
to organizational and strategic goals
using MDMP and Design.
Applies the critical thinking to identify
faulty logic and solution pitfalls.
Evaluates multiple potential courses of
action using critical thinking.
Adapts or creates organization and
strategic procedures.
Creates a climate to foster innovation
to accomplish the commander's intent
within mission command.
Advise the commander on the
application of the Analytical Cultural
Framework for Strategy and Policy.

v. 3.3

30

Six Army
Learning
Areas
Lifelong
Learning

Supporting Skill/
Attribute Areas

Command Sergeant Major Outcomes

Training, Coaching,
Self-Development

Comprehensi
ve Fitness

Physical, Emotional,
Family, Spiritual, Social

1. Assesses self, individual, and

organizational learning needs.
2. Trains, coaches, counsels, mentors,
subordinates, peers, and seniors (as
appropriate).
3. Advises leaders and other seniors
regarding training and human
development.
4. Creates a climate and fosters
strategies that promote lifelong
learning.
5. Advises the development of longrange training plans for the
organization.
1. Advises Commander and subordinates
on institution of a comprehensive
fitness program for Soldiers, families,
and Army civilians in order to enhance
performance and build resilience.

v. 3.3

31

Appendix A Competency Progression

Table 10 shows the progression of each competency across the NCO ranks. The table is meant to be printed on 11in x 17in paper.
Table 10 Competency Progression
Learning Areas
The Army Profession: NCOs
exemplify the professional
Soldier by demonstrating
competence, moral character,
and commitment while fulfilling
their duty to the nation. NCOs
develop, maintain and uphold
the traditions of the profession
through discipline and ethical
application of combat power. As
professionals, NCOs
continuously assess and
improve the competence, moral
character and commitment of
themselves and their Soldiers.
NCOs develop understanding
and empathetic application of
the seven Army Values and
exemplify the characteristics of
servant leadership. The Warrior
Ethos and NCO Creed serve as
the basis for their actions. They
serve as role models, standardbearers, and hold themselves,
peers, and subordinates
accountable for their actions.
NCOs influence and sustain
positive, ethical command
climates and cultures that allow
open discussion; they embrace
new ideas and instill Soldiers
professional identities.

Supporting
Competencies
and Attributes
Moral Character,
Accountability,
Army Values,
Commitment

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Serves as a role
model (competence,
moral character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Understands the
history of the NCO
corps.
3. Lives by the Army
values and NCO
creed.
4. Identifies ethical
dilemmas and seeks
counsel as
necessary.
5. Builds trust and
discipline in the
team.

1. Serves as a role
model (competence,
moral character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Displays
commitment to
service and places
the needs of others
before self.
3. Develops the
Army values and
moral character in
subordinates.
4. Applies sound
judgment to resolve
ethical dilemmas
and seeks counsel
as necessary.
5. Builds trust and
discipline in the
squad.

1. Serves as a role
model (competence,
moral character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Creates a positive
climate in the
platoon that
supports Army
values, ethics and
esprit de corps.
3. Develops
subordinate as role
models
(competence, moral
character,
commitment) and
stewards of the
profession.
4. Builds trust in the
platoon and with
external
stakeholders.

1. Supports Army
Profession as a role
model (competence,
moral character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Creates a positive
climate that
supports Army
values, ethics and
esprit de corps in
the company or
staff.
3. Develops the
Army values and
moral character in
subordinates.
4. Builds trust in the
staff and with
external
stakeholders.

1. Supports Army
Profession as a role
model (competence,
moral character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Creates a positive
climate in the
company that
supports Army
values, ethics, esprit
de corps and Army
culture.
3. Develops the
Army values and
moral character in
subordinates.
4. Builds trust in the
company and with
external
stakeholders.

1. Exemplifies an
Army Professional
(competence, moral
character,
commitment) for
subordinates to look
up to and upholds
standards on and off
duty.
2. Develops
programs and
strategies to develop
Army values ethics
and Army culture in
subordinate units.
3. Integrates moral
character
development into
development of
subordinates.
4. Advises leaders
on the status of
internal and external
trust and strategies
to improve
relationships.
5. Serves as a senior
enlisted steward of
the profession within
the command.
6. Exemplifies
servant leadership.

1. Exemplifies an
Army Professional
(competence, moral
character,
commitment) for
subordinates to look
up to and upholds
standards on and
off duty.
2. Develops
programs and
strategies to
develop Army
values, ethics, and
Army culture in
subordinate units.
3. Integrates moral
character
development into
development of
subordinates.
4. Advises leaders
on the status of the
profession and
professionals within
the command.
5. Serves as the
senior enlisted
steward of the
profession within
the command.
6. Exemplifies
servant leadership.

v. 3.3
Learning Areas
Professional Competence:
NCOs employ appropriate
technical, tactical, operational
and strategic skills in unified
land operations to accomplish
the mission and support the
commanders intent. NCOs are
experts on weapons systems
and combined arms operations
at the tactical level and train
their subordinates to be
tactically competent as well.
They are technical experts in
their occupational specialties
and continue to develop
technical skills in themselves
and in their subordinates. As
NCOs progress in their careers,
they focus less on technical and
tactical skills and place more
emphasis on a broader set of
leader skills applied at
operational and strategic levels.

32
Supporting
Competencies
and Attributes
Technical,
Tactical,
Operational,
Strategic

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Performs SL 1, 2
common and MOS
tasks without
supervision.
2. Understands five
paragraph
operations order,
warning order, and
fragmentary order.
3. Uses Troop
Leading Procedures
at team/squad level.
4. Plans, rehearses
and leads teams to
execute missions
IAW the
commander's intent
(mission command).
5. Recognizes rank
structures, functions,
and services of each
military branch and
JIIM stakeholders
along with their role
in unified land
operations.

1. Performs SL 1 - 3
common and MOS
tasks without
supervision, as well
as SL4 tasks with
limited supervision.
2. Understands five
paragraph
operations order,
warning order and
fragmentary order.
3. Uses Troop
Leading Procedures
at squad/platoon
level.
4. Plans, rehearses
and leads squads to
execute missions
IAW the
commander's intent
(mission command).
5. Applies
knowledge of JIIM
partners and
operating
environment to
guide decisions
before and during
mission execution.

1. Performs SL 1 - 4
common and MOS
tasks without
supervision, as well
as SL 5 tasks with
limited supervision.
2. Writes five
paragraph
operations order,
warning order and
fragmentary order.
3. Uses Troop
Leading Procedures
at Platoon/Company
level and
understands the
Military Decision
Making Process.
4. Plans, rehearses
and leads platoons
to execute missions
following the tenets
of mission
command.
5. Demonstrates
broad knowledge of
the MOSs within the
CMF; able to
supervise all MOSs
and civilians
performing in the
CMF at platoon and
below.
6. Integrates JIIM
considerations and
partners into
planning and
executing platoonlevel missions.
7. Advises Platoon
Leader on all
matters related to
platoon operations.

1. Performs SL 1 - 5
common and staff
tasks without
supervision.
2. Applies the
Military Decision
Making Process.
3. Uses managerial
skills, knowledge of
staff processes and
outside
organizations, in
unified land
operations to
accomplish assigned
staff role and
missions.
4. Applies
understanding of the
roles, capabilities,
constraints and
intent of JIIM
partners in order to
plan missions and
perform staff
functions (usually BN
and higher).

1. Performs SL 1 - 5
common and MOS
tasks without
supervision.
Performs SL 6 tasks
at the BN level with
minimal supervision.
2. Writes five
paragraph
operations order,
warning order and
fragmentary order.
3. Uses Troop
Leading Procedures
and Military Decision
Making Process at
company level.
4. Manages
company-level
operations.
5. Serves as
company -level
ambassador with
JIIM partners.
6. Advises Company
Commander on all
matters related to
company operations.

1. Performs SL 1 - 6
tasks without
supervision
2. Applies the
Military Decision
Making Process.
3. Manages and
executes staff
operations at BN and
above.
4. Oversees
identification of
resource (personnel,
budget, equipment)
requirements and
execution of
resource.
5. Analyzes joint
force capabilities
and limitations,
interagency
capabilities,
multinational, and
legal considerations
in contemporary
operations.

1. Advises
Commander
(usually BN and
above) on all
enlisted matters.
2. Oversees
enforcement of
policies, standards.
3. Sets clear,
meaningful and
challenging goals
for enlisted
personnel in
subordinate units.
4. Advises
commander on
employment of their
unit within a JIIM
environment.
5. Acts as a senior
and strategic
representative of
the Army.

v. 3.3
Learning Areas
Team Building: NCOs create
high-performing groups by
leading and motivating
individuals, and by collaborating
to work towards common goals.
NCOs earn the trust of their
superiors, peers, and
subordinates and encourage
trust among others. They model
and reward behavior that
sustains the trust of the
American people. NCOs
understand team dynamics and
take appropriate action to foster
cohesion and cooperation and to
leverage principles of group
facilitation in developing their
subordinates. NCOs express
themselves clearly and
succinctly both orally and in
writing, and use social skills
including interpersonal tact that
allows them to work effectively
with other Soldiers and civilians
in varied cultural and Joint,
Interagency, Intergovernmental,
and Multinational (JIIM) contexts.
NCOs are sensitive to social,
behavior patterns and beliefs of
individuals from other
communities/countries.

33
Supporting
Competencies
and Attributes
Communication,
Culture,
Negotiation, JIIM

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Demonstrates
active listening,
clear verbal and
written
communication
skills.
2. Demonstrates an
awareness of cross
cultural competence
(3c), related
knowledge,
attributes, and
interpersonal skills.
3. Knows team
dynamics and takes
appropriate action to
foster cohesion and
cooperation.
4. Effectively
collaborates within
the unit and with
other organizations
(e.g. ADACP, JAG).

1. Writes clear,
succinct reports and
documents for the
squad.
2. Identifies the
fundamentals of
culture and their
effects on military
operations.
3. Learns to
negotiate, build
consensus, and
resolve conflicts
between teams.
4. Factors others
intentions
(motivation) into
developing
acceptable solutions
to problems.
5. Uses knowledge
of nonverbal
communication cues
to improve verbal
communication
strategies.

1. Writes clear,
succinct, reports and
documents for the
platoon or staff.
2. Integrates the
fundamentals of
culture and their
effects on military
operations into
planning and
executing missions.
3. Negotiates, builds
consensus, and
resolves conflicts at
the platoon level
within the unit and
with other
organizations (JIIM).
4. Demonstrates
effective verbal
communication skills
in small group
presentations.

1. Writes clear,
succinct, reports and
documents for the
staff or unit.
2. Advises leaders
on the cultural
considerations for
planning and
executing missions.
3. Negotiates, builds
consensus, and
resolves conflicts
within the staff
(company and
higher) and with
other organizations
(JIIM).
4. Demonstrates
effective verbal and
interpersonal
communication skills
with individuals and
during large group
presentations.

1. Writes clear,
succinct, reports and
documents for the
company.
2. Advises leaders
on the cultural
considerations for
planning and
executing missions.
3. Advises company
leaders on
establishing and
executing a mission
command climate.
4. Negotiates, builds
consensus, and
resolves conflicts at
the company level
and with other
organizations (JIIM).
4. Demonstrates
effective verbal and
interpersonal
communication skills
with individuals and
during large group
presentations.

1. Communicates
effectively across
echelons and
outside the Army
chain of command
(JIIM, media).
2. Advises leaders
on the cultural
considerations for
planning and
executing missions.
3. Effectively
engages others,
presents information
and
recommendations,
and persuades
others.
4. Advises leaders
on establishing and
executing a mission
command climate in
the organization.
5. Integrates JIIM
partners into BN
level and higher
teams.

1. Understands and
effectively
communicates
vision, themes, and
strategy with
internal and
external audiences
(verbally and in
writing).
2. Advises leaders
on the cultural
considerations for
planning and
executing missions.
3. Establishes
internal and
external networks
(JIIM) to achieve
strategic goals.

v. 3.3
Learning Areas
Adaptability. NCOs solve
complex problems by using work
and life experiences, training
and education, critical
questioning, initiative, sound
judgment, and collaboration.
They provide opportunities for
subordinates to develop
problem-solving skills, especially
proficiency in critical, creative
and adaptive thinking. While
NCOs are trained to use
problem-solving models, they
are also trained in critical
thinking evaluating their
thought processes as they solve
problems. With respect to
creative/adaptive thinking, NCOs
recognize when a standard
procedure is not an effective
solution to a situation and when
they must innovate to solve a
problem. As NCOs develop, they
are comfortable operating in
unexpected situations, scanning
the environment, identifying
unique or unexpected
conditions, and adjusting plans,
procedures to adapt to the
conditions.

34
Supporting
Competencies
and Attributes
Problem
Solving,
Critical
Thinking,
Creative
Thinking,
Initiative

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Identifies and
solves problems
related to team
missions.
2. Knows the critical
thinking process and
applies it during
problem solving.
3. Identifies
situations when
standard procedures
will not work and
seeks alternatives.

1. Identifies and
solves problems
related to squad
missions.
2. Applies the critical
thinking process to
identify
missing/inaccurate
information, second
and third order
affects of problem
solutions.
3. Develops
alternate procedures
when standard
procedures will not
work.
4. Creates a climate
to foster creativity to
accomplish the
commander's intent.

1. Identifies and
solves problems
related to platoon
missions using Troop
Leading Procedures
(TLP).
2. Applies critical
thinking to evaluate
underlying
assumptions and
evidence supporting
problem narratives
and solutions.
3. Develops multiple
potential courses of
action to solve
problems.
4. Evaluates the
appropriateness of
alternate procedures
and courses of
action.
5. Creates a climate
to foster
collaborative
problem solving,
creativity to
accomplish the
commander's intent.

1. Identifies and
solves problems
related to company
and staff missions
using TLP or the
Military Decision
Making Process
(MDMP).
2. Applies critical
thinking to identify
faulty logic and
solution pitfalls.
3. Evaluates multiple
potential courses of
action using critical
thinking.
4. Adapts or creates
organization
procedures.
5. Creates a climate
to foster
collaborative
problem solving, and
creativity to
accomplish the
commander's intent
within mission
command.

1. Identifies and
solves problems
related to company
missions using TLP
or the Military
Decision Making
Process (MDMP).
2. Applies the critical
thinking to identify
faulty logic and
solution pitfalls.
3. Evaluates multiple
potential courses of
action using critical
thinking.
4. Adapts or creates
organization
procedures.
5. Creates a climate
to foster
collaborative
problem solving,
creativity to
accomplish the
commander's intent
within mission
command.

1. Identifies and
solves problems
related to
organizational and
strategic goals using
MDMP and Design.
2. Applies the critical
thinking to identify
faulty logic and
solution pitfalls.
3. Evaluates multiple
potential courses of
action using critical
thinking.
4. Adapts or creates
organization and
strategic
procedures.
5. Creates a climate
to foster innovation
to accomplish the
commander's intent
within mission
command.

1. Identifies and
solves problems
related to
organizational and
strategic goals
using MDMP and
Design.
2. Applies the
critical thinking to
identify faulty logic
and solution pitfalls.
3. Evaluates
multiple potential
courses of action
using critical
thinking.
4. Adapts or creates
organization and
strategic
procedures.
5. Creates a climate
to foster innovation
to accomplish the
commander's intent
within mission
command.
6. Advise the
commander on the
application of the
Analytical Cultural
Framework for
Strategy and Policy.

v. 3.3
Learning Areas
Lifelong Learning:
Certification in the Army
Profession is a life-long learning
process. NCOs must maintain
expertise within their MOS and
strive to develop themselves
and their subordinates. In
helping others to learn, NCOs
construct effective instructional
environments for individuals and
groups, train and coach Soldiers
in acquiring how to
knowledge, skills and attitudes
to achieve professional
certification of competence,
character and commitment
while encouraging professional
and personal growth. NCOs
understand the fundamentals of
how to help Soldiers learn and
the technologies that they can
leverage to improve the
efficiency and effectiveness of
training and education. As
coaches and mentors, NCOs
have open and honest
discussions with Soldiers that
lead to setting and achieving
professional goals. As selflearners, NCOs know when they
need to learn and use methods
that help them efficiently and
effectively acquire new
knowledge and skills.

35
Supporting
Competencies
and Attributes
Training,
Coaching, SelfDevelopment

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Assesses self,
individual, and team
learning needs.
2. Applies the
principles of training
to team training.
3. Trains, coaches,
counsels
subordinates and
peers.
4. Conducts selfassessment and
develops a shortterm plan for
personal goals.
5. Guides
subordinates
creation of individual
development plans.
6. Uses self-learning
strategies to
improve.
7. Understands the
NCO career path.

1. Assesses self,
individual, and
squad learning
needs.
2. Applies principles
of training to
squad/platoon level
training.
3. Trains, coaches,
counsels
subordinates and
peers.
4. Certifies technical
and tactical training
against performance
standards.
5. Teaches selflearning strategies.
6. Promotes mastery
of common Soldier
and MOS skills.

1. Assesses self,
individual, and
platoon learning
needs.
2. Applies principles
of training and
training
management to
platoon/company
level training.
3. Trains, coaches,
counsels, mentors,
subordinates, peers
and seniors (as
appropriate).
4. Advises platoon
leaders and other
seniors regarding
training and human
development.
5. Develops training,
coaching, counseling
skills in junior
leaders.
6. Develops and
manages training
plans for the
platoon.

1. Assesses self,
individual, and staff
learning needs.
2. Applies principles
of training and
training
management.
3. Trains, coaches,
counsels, mentors,
subordinates, peers
and seniors (as
appropriate).
4. Advises staff
leaders and other
seniors regarding
training and human
development.
5. Creates a climate
that supports
lifelong learning.

1. Assesses self,
individual, and
company learning
needs.
2. Trains, coaches,
counsels,
mentors,
\subordinates, peers
and seniors (as
appropriate).
3. Advises company
leaders and other
seniors regarding
training and human
development.
4. Creates a climate
that supports
lifelong learning.
5. Advises the
commander on
Soldier development
and manages
training plans for the
company.

1. Assesses self,
individual, and
organizational
learning needs.
2. Trains, coaches,
counsels, mentors,
subordinates, peers
and seniors (as
appropriate).
3. Advises leaders
and other seniors
regarding training
and human
development.
4. Creates a climate
and fosters
strategies that
promote lifelong
learning.

1. Assesses self,
individual, and
organizational
learning needs.
2. Trains, coaches,
counsels, mentors,
subordinates, peers
and seniors (as
appropriate).
3. Advises leaders
and other seniors
regarding training
and human
development.
4. Creates a climate
and fosters
strategies that
promote lifelong
learning.
5. Advises the
development of
long-range training
plans for the
organization.

v. 3.3
Learning Areas
Comprehensive Fitness:
NCOs develop and maintain
their physical, emotional, social,
family and spiritual fitness and
foster these attributes in their
subordinates. NCOs display
confidence, physical, mental
and emotional persistence as
well as moral courage when
faced with adverse conditions,
as well as resilience in
recovering from difficult
situations.

36
Supporting
Competencies
and Attributes
Physical,
Emotional,
Family, Spiritual,
Social

Corporal/Sergeant

Staff Sergeant

Sergeant First
Class

Master Sergeant

First Sergeant

Sergeant Major

Command
Sergeant Major

1. Implements
personal health
habits to increase
personal health and
fitness.
2. Supervises a
comprehensive
fitness program for
the team.
3. Recognizes
changes, risks in
Soldier behavior and
takes action to
improve
comprehensive
fitness and mitigate
risks.

1. Supervises a
comprehensive
fitness program for
the squad.
2. Implements
measures to reduce
operational and
combat stress.
3. Recognizes
changes, risks in
Soldier behavior and
takes action to
improve
comprehensive
fitness and mitigate
risks..
4. Advises
Soldiers/families on
resources available
to improve fitness.

1. Supervises a
comprehensive
fitness program for
the platoon.
2. Establishes a
climate that
facilitates
development of
comprehensive
fitness.
3. Recognizes
changes, risks in
Soldier behavior and
takes action to
improve
comprehensive
fitness and mitigate
risks.
4. Advises
subordinate leaders
on resources
available to improve
fitness.

1. Supervises a
comprehensive
fitness program for
the staff and
subordinates.
2. Establishes a
climate that
facilitates
development of
comprehensive
fitness.
3. Recognizes
changes, risks in
Soldier behavior and
takes action to
improve
comprehensive
fitness and mitigate
risks..
4. Advises
subordinate leaders
on resources
available to improve
fitness.

1. Advises
commander on
establishing a
climate that
facilitates
development of
comprehensive
fitness.
2. Supervises a
comprehensive
fitness program for
the staff and
subordinates.
3. Recognizes
changes, risks in
Soldier behavior and
takes action to
improve
comprehensive
fitness and mitigate
risks..
4. Advises
subordinate leaders
on resources
available to improve
fitness.

Advises
Commander, staff
and subordinates on
institution of a
comprehensive
fitness program for
Soldiers, families,
and Army civilians in
order to enhance
performance and
build resilience.

Advises
Commander and
subordinates on
institution of a
comprehensive
fitness program for
Soldiers, families,
and Army civilians
in order to enhance
performance and
build resilience.

v. 3.3

37

Appendix B NCO 4x6 Framework and Leader Requirements

Model Comparison
Table 11 shows the relationship between the six learning areas, NCO supporting skill
and attribute areas and the Army Doctrinal Publication 6-22 Leader Requirements
Model (LRM). Some competencies and attributes from the LRM can align with more
than one of the learning areas (leads others). This matrix is one way to consider the
alignment of NCO 4x6 framework and the LRM.
Table 11 NCO 4x6 and LRM Crosswalk
Army Learning
Areas
The six elements of a
Common Framework
for
Officers, WOs, NCOs,
and Army Civilians

NCO Supporting
Skill/Attribute Areas

The Army
Profession

Moral Character,
Accountability, Army
Values, Commitment

Professional
Competence
Team Building

Technical, Tactical,
Operational, Strategic
Communication, Culture,
Negotiation, JIIM

Adaptability

Problem Solving, Critical

Thinking, Creative
Thinking, Initiative
Training, Coaching, SelfDevelopment
Physical, Emotional, Family,
Spiritual, Social

Learning
Comprehensive
Fitness

Leader Requirements
Model Attributes and
Competencies
Army Values, Empathy,
Warrior/Service Ethos,
Discipline, Military and
Professional Bearing, Leads
by example, Stewards the
profession
Expertise, Leads Others,
Gets results
Interpersonal tact, Builds
trust, extends influence
beyond the chain of
command, Communicates,
Creates a positive
environment/fosters esprit
de corps
Mental agility, sound
judgment, innovation
Prepares self, Develops
Others,
Fitness, Confidence,
Resilience