INTEREST DEFICIT IN NCOs: REALITIES REASONS & REMEDIES Major Md Delwar Hossain, SPP, psc, Arty (Retd.)

"If you find yourself having to remind everyone all of the time that you're the sergeant major, you're probably not."

……………Army Daniel A. Dailey, Sergeant Major of the US

INTRODUCTION

Interest deficit denotes absence or deficiency in motivation, enthusiasm and driving force. Lack of motivation and enthusiasm can show up everywhere, at home at work, in relationships, in pursuing goals and in everything else. This often brings indifference, unhappiness, and dissatisfaction.

The NCOs are often referred to as “the backbone” of the armed forces. They train and command at the grass-root level of the units. Lack of interest in NCOs dents the unit efficiency and eventually ruins the command climate. It deteriorates the discipline and the conduct of the unit and damages the chain of command. Such deficit causes unwanted incidents and accidents in the unit and spoils the true regimental spirit.

Refusal to qualify for the next rank, the option to resign after availing UN mission and unwillingness to assume a new appointment are few glimpses of the interest deficit displayed by our NCOs. Unit and sub-units commanders are often facing acute dearth in finding devoted, enthusiastic and reliable professionals as future appointment holders. On such circumstances, a careful study is much required to determine the causes of such deterioration and remedies must be deduced to eliminate such evil scenario.

AIM

To scrutinize interest deficit in our NCOs, causes of such deficit and frame a few suggestions to ameliorate the existing situation.

DEMYSTIFYING INTEREST DEFICIT

Definition of Interest.   “Interest” is a feeling or emotion that causes attention to focus on an object or an event or a process. In contemporary psychology of interest, the term is used as a general concept that may encompass other more specific psychological terms, such as curiosity, motivation, enthusiasm, preference, attraction and/or inquisitiveness. Motivation and enthusiasm manifest as desire and interest, and as a driving force that pushes to act and pursue goals. The interest of a professional refers to an individual’s commitment, belongings, response, preparedness, dedication and sacrifice for his call of duty.

Interest Deficit Scrutiny         

Interest deficit is the main reason for failure and of living a mediocre life. People lacking in interest are usually passive, blame everything and everyone for their circumstances, and often come up with many excuses why they shouldn’t or cannot do this or that. On the other hand, a motivated person is energetic and positive, acts to improve his or her life, and does not give up when there are problems.

The significance of Interest Deficit in NCOs

NCOs are the primary and most visible leaders for the troops. Additionally, they are the leaders responsible for training the soldiers and executing a unit’s mission. Senior NCOs are considered as the primary link between troops and the commissioned officers in the army. Their advice and guidance are particularly important for junior officers, who begin their careers in a position of authority but generally lack practical experience. Thus, interest deficit I NCOs is undoubtedly a significant concern I deed. Such a limitation must be marked as a momentous issue and warrants scrutiny. The earlier the lacuna is taken care of the better.

NATURE OF INTEREST DEFICIT DISPLAYED BY OUR NOCs

Sometime NCOs in the unit portray an exhausted and puzzled appearance before assuming any new assignment. Abatement in displaying firm character, personality, and desired leadership qualities are well noticed. The mediocre response against any challenge and bypassing intent is precisely observed. Lack of ‘spirit de corp’ and cohesion to accomplish a given mission or attain the desired standard is clearly felt. Often they are found introvert and isolated in the unit. However, a list of generally observed signs of lack of interest is appended below.

a.   Assuming a New Appointment.   NCOs in the units are appointed afresh every after one or two years to ensure even participation and to inspire potential JCOs to prove their prudence and to avoid monotony in the chain of command. Interest deficit in NCOs to assume a new appointment compels a unit command to reappoint the same NCOs. So a bunch of inexperienced and untested NCOs lot is created. Again on the retirement of the existing appointment holders, units have the command to choose new appointment holders among the noninterested lot. This results in a weaker chain of command in the unit.

b.   Training Required for the Next Rank.       Many of our soldiers' lone aim in life was to join in army. So, once they join, they hardly set fresh aim for themselves. Thereby they lead an aimless life and remain negligent about their own career plan. Few of them try to avoid the next higher rank to remain on the top bottom of the list for the next rank. Again in a post-UN mission scenario, few NCOs become complacent regarding his sudden financial solvency. There are also cases where NCOs are unwilling to serve further, so they try to avoid all sorts of regimental responsibilities and count their own days to retire.

c.   To Accept New Challenges.   Life is challenging in the army and there will always be challenges, be it an operational, training or administrative mission Often some NCOs prefer to carry out mere SOPs, they lack in showing interest, commitment and enthusiasm to promote the initiative. With the plea of zero error syndromes, they seek the guidance of every step and remain comfortable to limit themselves in carrying out orders only. Many of them are loath to any training or sports competitions and some of them even to participate spontaneously.

d.   Attaining a Given Standard.   Competition in attaining a given standard indicates a healthy unit command climate. Many NCOs show lack of interest to do well in courses and cadres. Hardly any NCOs advertently shows true interest in training his subunit on basic soldiering or trade matters. Many of them try to earn cheap popularity by compromising his responsibility to rectify juniors and remain hesitant to check any error boldly.

e.   To Escaping.       Being the ‘backbone’ of the army many of the NCOs intentionally avoid to think, propose or decide. They try to escape major events of the unit like FI of TI by planning leave or on many other peculiar pleas. They try to avoid responsibility again often try to harass the lower chain of command. Some of them even perpetrate by making various groups. Some of them demotivate young soldiers and discourage them from joining unit training or sports teams.

PROSPECTING THE REASONS

"For want of a nail the shoe was lost. For want of a shoe, the horse was lost. For want of a horse, the rider was lost. For want of a rider, the battle was lost. For want of a battle, the kingdom was lost. And all for the want of a horseshoe nail.’’ This proverb has been around in many variations for centuries and describes a situation where permitting some small undesirable situation will allow gradual and inexorable worsening. (The rhyme is thus a good illustration of the "butterfly effect (In CHAOs theory, the butterfly effect is the sensitive dependence on initial conditions; where a small change at one place in a nonlinear system can result in large differences to a later state) Upon seeing his unshod horse nobody ever lamented, that the kingdom would eventually fall because of it. Lack of interest is the nail and to forbid the worsening, reasons must be identified, scrutinized and dealt circumspectly. However, few of the reasons are appended below.

a.   Supersession.   Promotion prospect in army follows a pyramid design and out of many NCOs in the units, only one becomes the MWO and few others JCOs. So many are superseded on the way. Few of them are truly unfortunate. But many of them were never aware even about his career planning. So many of them already accept a psychological supersession, thus producing a low driving force as NCO and lose interest to excel in a career.

b.   Recruitment Limitations.   Poor recruitment results in poor professionals. Many of them join the army to earn enough for themselves and never take pride as a soldier. So they lack in professionalism and eventually turn into unconfident NCOs with the poor interest in regimental activities.                                           

c.   Zero Error Syndrome.   Sometimes we are a miser to underwrite innocent mistakes, often we suffer from zero error syndrome. So fright of punishment evaporates drive to take initiative in NCOs and kills their interest to undertake independent responsibility.

d.   Mutual Trust and Confidence.   A good commander delegates his authority and shares the task to accomplish. ‘AUFRAGSTAKTIK’ should not be a bookish dogma. Authority begets responsibility, initiative, and dynamism as well. We must remember every initiative is prone to a risk of failure and we must remember to trust our NCO that he took the initiative with good faith. Lack of mutual trust And confidence produce bad NCOs with enthusiasm deficit.

e.   Brass Ceiling.   “The brass” denotes the decision-makers at the top of an organization, especially in the military. In the traditionally male-dominated fields of law enforcement and military service, some people use the term “brass ceiling” to describe the difficulty women have when they try to rise up in the ranks. Such scenario is rare though, two NCOs at the last year of their service as potential RSM/BSM may exist in a unit and not both can be appointed as RSM/BSM at time. So one of them will be deprived and he may lose interest.

f.   Just Command Climate.   Inaccessible and careless leadership demoralizes potential NCOs and they fear an unhealthy command climate ahead. So their career is not duly planned and they often lose interest. Lack of motivation and recognition of good jobs done also cause interest deficit in them.

g.   Professional vs Personal Life Management.   Sometimes few NCOs are encountered with domestic problems and if not addressed with due care and sympathy, they also lose interest in regimental interest.

h.   Personality and Leadership Training.   The paucity of good books in Bengali on leadership and personality training is another reason, which in some cases, deprive better-educated NCOs to take interest in educating themselves in profession and professionalism. Biblical books in the army, like MBML, AR(I), AR(R) should also be translated immediately. Lack of knowledge results in lacks of confidence and lack of interest as well.

j.   Welfare.   If the unit command climate is not caring enough to deal with the welfare issues of the NCOs, it may also discourage them to take an adequate interest. They become engaged in an ill competition to fulfil their personal gains deviating from the standard procedure.                                        

k.   Aim and insurance.       Aimlessness in NCOs promotes them to lead a mediocre life in the unit. The absence of planned training and well-delineated promotion procedure also make them hopeless. On the contrary from a financial point of view ERE in RAB, nowadays, offers a better salary. Other EREs are also lucrative for the NCOs. It only indicates that EREs are becoming more attractive than regimental life in units. Such a command climate scenario is also responsible to cause interest deficit.

l.   Role models.       Successful NCOs must be recognized and awarded so that they can be treated like the role models for the successors. Their participation and contributions must be highlighted to inspire others.

m.   UN MISSION.   Often it is claimed, debatable though, that NCOs in a post-UN mission scenario display more interest deficit than others. If such a statement is correct then there is a dangerous lack of inappropriate selection procedure and correct motivation in that individual NCo. However, we all must understand that UN missions may not remain for good. It is a privilege for this era and prone to be discontinued for many reasons. So no soldier must be recruited or motivate to serve for the sake of UN mission salary benefit only. There must be pride is soldering and such pride must not be so weak that sudden financial solvency may wash it out.

RECOMMENDED REMEDIES TO OVERCOME THE LIMITATIONS

However, the essences to combat the issue of interest deficit in the NCOs of our army is not optimistic. Rather as a matter of astute fact, the remedies lie with the very old school teaching of military affairs. Those are unfolded below.

a.   Careful Recruitment.   A careful recruitment process will ensure the selection of recruits with basic values “loyalty and patriotism” Deliberate media campaign is urgent to clarify the recruitment process and career opportunity as a soldier. We must focus on quality recruitment.

b.   Training and Career Planning.       Commanders at subunit level must scrupulously plan training required for each individual and guide them properly. Selection of individuals for utility courses/caders must be rational. The manual of qualification must be explained and charter of duties for each rank and appointment must be pragmatic. Career prospects must be explained clearly and sub-unit commanders must render appropriate guidance to their men to attain those. Candidates for specialized courses and cadres should be so selected that after the training the expiries can be utilized effectively. Pre-courses or orientation training may be planned for the potential NCOs before assuming any regimental appointment to ensure desired output right from day one. Knowledge of NCO leadership should be theoretically imparted to the potential NCOs during mandatory cadres.

 c.   Promotion and Posting.   The promotion policy must be well delineated and explained thoroughly to the troops. Whimsical selection for the ERE posing must be stopped by the planned circulation of the ERE vacancies of the unit Individuals must be aware of ERE vacancies must be maintained to avoid frustration and mistrust. In the case of promotion to the rank of SWO or MWO, the requirements should be clear and each JCO must be aware of his limitations for which he could not be considered. There should always be, preferably, another chance for each rank. In appointing various regimental appointments the most suitable NCO must be selected and irrational personal preference must be avoided.

d.   Welfare.   Welfare-related issues other than training must be well taken care of. Any denial or delay must be explained in a positive manner. Already existing and addressed welfare issues must be circulated and such circulation of the organization. NCOs must be explained what he supposed to expect out of the organization. Welfare issues must be prioritized and addressed. Issues like addressed. The organization should try within its capability to render adequate support to their NCOs while dealing with a domestic problem at home. Under no circumstance, an NCO as an innocent victim should be further embarrassed by the regiment for being in domestic trouble. We must remember a unit is tangible but the regimental spirit is intangible. Such welfare can be ensured by better interpersonal relationships amongst the NCOs men and officers.

e.   Command Climate.       Command climate survey is an internationally recognized tool to determine the command climate state of a unit. It enables to discover weaknesses of a unit which relentlessly abate unit morale. A sound command climate makes the regimental life attractive, thus ensures live participation of the NCOs. Unit life should remain equally attractive like EREs and measures must be taken to ensure that the unit never becomes the second choice for any soldier. Justice must prevail within the command climate. Mutual trust, respect, and confidence must be ensured. Every success, achievement and a good job is done must be recognized and praised. On the contrary, every mistake and offence must also be noticed, addressed and punished if deserves. Standards laid down by the commanders must be attainable and after every accomplishment, concern NCOs must be appreciated or rectified by holding him responsible for his team’s performance. There should be no compromise regarding incompetency. Fair chances must be given to meet the minimum requirement and finally, each case should be disposed of immediately. Serving in uniform was never a charity.

f.   The NCO Creed.   Lexically the word creed means “ The Written body of teachings of a religious group that is generally accepted by that group”. However, NCO Creed is introduced in many armies to recognize NCOs new entity in the army and to inspire them to perform with greater responsibilities than a soldier. A standard creed for NCO is illustrated below:

“ I am a Non-commissioned Officer, a leader of soldiers. No one is more professional than I. As a non-commissioned officer, I realize that I am a member of a time honoured corps’ which is known as “ The Backbone of the Army” I am proud of the Corps of NCOs and will not use my grade or position to attain pleasure, profit of personal safety.

Competence is my catchword. My two basic responsibilities will always be uppermost in my mind “ accomplishment of my mission” and “ the welfare of my soldiers”. I will strive to remain tactically and technically proficient. I am aware of my role as NCO and will fulfil my responsibilities inherent in that role. All soldiers and I will always place their needs above my own. I will communicate with my soldiers and never leave then uninformed. I will be fair and impartial when recommending both punishment and rewards.

Officers in my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as those of may soldiers. I will be loyal to those with whom I serve; seniors, peers and subordinates alike. I will exercise initiative by taking the appropriate action in the absence of orders. I will not compromise my integrity or moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Non commissioned officers, leaders!”

g.   Response and Motivation.       NCOs as junior leaders and commanders must feel that their initiatives and requests are well addressed and responded. Motivation must be there to take greater responsibilities. The sense of pride must be injected to ensure a positive response from the NCOs. NCOs must remain objective towards their NCO responsibilities and missions. NCOs may be introduced to recognize them as the invaluable entity of the regiment.

CONCLUSION

NCOs are the driving force of any army. At the unit, they are the persons who guide train and motivate the soldiers at the grass-root level. So if they fail to display appropriate interest then their executions will remain poor. The reason for such interest deficit is different for each of the cases. So careful scrutiny, identification, and ideal nursing are warranted. However careful recruitment, mature dealings in training, career planning, and promotion and finally trust and confidence can only mitigate such problems.

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