ARRC Journal 2018 | Page 57

READY FOR TODAY – EVOLVING FOR TOMORROW Junior NCOs, Senior NCOs and Warrant Officers of Imjin Barracks gathered in the Imjin WOs’ and Sgts’ Mess for a day of leadership study and workshops ensuring they support similar aspirations and development in their subordinates. Areas that require constant review include generational mind-sets, communication methods, the operational environment, and culture shifts. To remain relevant requires evolution and change. If evolution does not occur the organisation will cease to be relevant and will become ineffective. The NCO Corps, by its very nature, strives to enhance professionalism, adapt to change, and use innovative new methods. Within HQ ARRC, this ethos has led to the creation of an NCO Leadership Development Committee whose role is to oversee and direct ARRC investment in in the human capital of its NCO cohort. Leadership Challenges for an NCO in a NATO HQ When working at regimental duty NCOs have considerable authority and autonomy. In a Headquarters environment NCOs can feel more constrained because there is less opportunity for empowerment. This difference can be exacerbated by the diff ering opportunities between and within branches. Another consideration is the requirement to support professional development in line with national requirements. Knitting with the needs of the organisation and the NATO NCO responsibilities is a challenge; one the NCO Leadership Development Committee is currently striving to understand and overcome. Soldiers are taught Leadership from the beginning of Army life. Private soldiers are encouraged to show leadership in camp the challenge is finding a method of developing leadership in the office- focused, firm-base environment. This is a challenge that we must rise to if we are to maximise the human capital of our NCO cohort. Effective and influential NCOs are essential to help balance and shape the best strategy for the organisation. or on operations. The first challenge for an NCO in a NATO HQ is the change in responsibility. The requirement to ‘lead soldiers in a regiment using methods such as motivation, inspiration, discipline and reward’, becomes ‘working with lots of officers and fewer soldiers from a wide range of nations’. Related to this is the fact that the definition/employability of NCOs is not consistent across all NATO nations. This can result in NCOs not being employed in the most appropriate role within the HQ, something which should be considered when new NCOs arrive at the ARRC. The environment also changes. When working in a regiment or on a military course, leadership continuation training is mostly done ‘in the field’, often on exercise. Within a headquarters, Conclusion An organisation is only as good as its people. NCOs are a key part of any military headquarters. The skills and knowledge they have gathered over the years can and must be adapted and exploited to maximise their contribution. Forward thinking and conscious investment will exploit full intellectual capability. A mind-set change and innovative development programmes will ensure we teach our soldier ‘how to think’ and maximise investment in their human capital. ABOUT THE AUTHOR SSgt Amy O’Hara is currently serving as Chief Clerk in the G3 branch at HQ Allied Rapid Reaction Corps. ALLIED RAPID REACTION CORPS 57