(3) Examples. When you motivate by teaching, also set an example. See
that your own head is covered whenever this is required. Get enough rest so that you
can think clearly under stress. Keep yourself in good physical condition.
b. Involvement. Get your personnel involved in planning. If there is a problem
to solve, ask for their input. They may come up with a plan that is better than yours.
When people play a part in developing a plan, they have a much greater interest in
seeing that plan carried out well. This action also opens lines of communication
between you and your soldiers. If you are not satisfied with the plan that is developed,
you can always point out problem areas and show more feasible ways to handle the
c. Personal Problems. Try to help your soldiers work out personal problems.
A soldier who is concerned about personal problems is not as efficient in his job. Some
private life areas that may be easy for you to manage may be very difficult for the
soldier who was never taught "life" skills. It may be wise to keep some reference books
about legal, personal, and financial matters on your desk. Keep the phone numbers of
a chaplain, lawyer, or other appropriate professional help available and refer your
soldiers when they need this type of help. Sometimes a soldier just needs to "talk out" a
problem. Arrange time for this type of counseling session.
d. Keeping Informed. Keep your soldiers informed. Soldiers should have
access to your team plans. They should also have a clear understanding of their duties
with or without formal orders. The 91B10 personnel should be clear about the scope of
their duties as medical specialists as well as their duties as soldiers. If you wait until
your unit is called into action, it will be too late to develop a working relationship among
your personnel. If certain events are scheduled and involve your people, be sure they
are informed in enough time so they can make provisions in their personal lives.
1-15. DIVISION OF RESPONSIBILITIES
The Army regulations make a clear distinction between the duties of officers and
NCOs. The following points from FM 22-600-20, Duties and Responsibilities of the
Noncommissioned Officer, explain guidelines for what officers do and what NCOs do,
and how to divide tasks and responsibilities between officers and NCOs.
a. First Guideline. While the officer establishes policy, and plans and programs
training and operations, the NCO conducts the daily business of the unit as required by
orders, policies, and schedules. Although final decisions are often the responsibility of
an officer, most officers will seek the advice and assistance of their NCOs to ensure that
the decisions are reasonable and relevant.