The dangers of being the “good” NCO

In the high-stakes world of military leadership, noncommissioned officers often face the challenge of balancing their roles as leaders and comrades. While the desire to please your peers and subordinates is a natural human tendency, it can be a dangerous path for those in positions of authority.

For the Army’s enlisted leadership ranks, being a “good” NCO who prioritizes popularity over the difficult but necessary decisions required for the success of his units faces a variety of obstacles.

The impulse to be liked is an innate human inclination, but for some NCOs it becomes a dominating force that distorts their judgment. “Good” NCOs tend to avoid difficult conversations and choose to maintain harmony at the expense of responsibility. This approach, although seemingly benign, can seriously undermine leadership effectiveness. Without accountability, standards within the unit inevitably decline, leading to a cascade of negative outcomes.

True leadership involves navigating the often uncomfortable terrain of making decisions that may not always be popular. Leaders must find a delicate balance between caring for their people and ensuring mission success. While it is important to consider the well-being of subordinates, decisions that benefit the team in the long term should take priority, even if they are not immediately welcomed.

Compromised standards pose a significant threat to military effectiveness. When leaders prioritize popularity over meeting rigorous expectations, they inadvertently create an environment where mediocrity is tolerated and dangerous setbacks can flourish.

This erosion of standards can have far-reaching consequences, affecting not only morale and discipline but also the overall success of the mission. In the military, where accuracy and reliability are paramount, low standards can lead to serious mishaps, endangering both lives and critical equipment.

One of the most direct consequences of declining standards is the deterioration of unit competence. Effective leadership requires a strong commitment to maintaining high standards and fostering a culture of continuous improvement. However, the “good” NCO, in his reluctance to enforce these standards, hinders the development of a competent and efficient team.

By avoiding the necessary rigor of repeating tasks until required benchmarks are met, these leaders fail to push their subordinates to reach their full potential.

As standards decline, so do unit pride and morale. A team that perceives a lack of commitment to excellence from its leaders is likely to experience a decline in collective spirit.

Service members want to be part of a winning unit, one that demands excellence and strives for success. When standards are lowered, unit success declines, and with it, the pride that motivates individuals to work hard and make sacrifices for the common good. High morale and a sense of belonging are intrinsically linked to the application of high standards set by noncommissioned officers.

To counter the dangers of “good” NCO leadership, several practical solutions can be implemented:

– Noncommissioned officers must work to build mutual trust within the team to achieve effectiveness and respect. Trust is cultivated through clear communication, explaining the rationale for tasks and connecting them to the overall mission. When subordinates understand the reasons for high standards, they are more likely to adopt them.

– More experienced leaders also play a crucial role in providing ongoing leadership development. Effective leadership at all levels requires a commitment to fostering a culture that values ​​competition, mutual trust, shared understanding, and the long-term success of the unit over short-term popularity. Leaders must internalize the belief that the success of the unit is their ultimate responsibility.

The key lesson is clear: effective leadership requires the courage to make decisions that may be unpopular but are essential to the success of the mission.

The mantra “Don’t be nice, be helpful” sums up the ethos leaders should embrace: focusing on balancing the needs of their people with the uncompromising standards necessary for excellence in the military.

Air Force Master Sgt. Nathan Jemar is a munitions systems craftsman with the 649th Munitions Squadron.