An Cosantóir

An Cosantóir February 2016 www.dfmagazine.ie 14 | syndiCatEs in dEtail 1 Coaching is a process that enables learning and development to occur and thus performance to improve, while Mentoring is a relationship based on the sharing of experience; it is person rather than process based. 2 Command Climate refers to the environment of the organisation at all levels. Unlike culture, it is generally short-term, and depends on the leader and the network of personalities. no 1: responsibilities of the senior nCo to the Commander, to subordinates, and to the organisation The Senior NCO should have their finger on the pulse of the unit and never shirk theirresponsibilities. They must lead by example and advise the commander on every aspect of the day-to-day run- ning of the unit, facilitating a linkage between the Commander and subordinates. The Senior NCO must create a working environment, which en- courages subordinates to be able to approach the Senior NCO. The Senior NCO has an obligation to maintain the highest standards both professionally and socially in order to enhance and promote the organisation both internally and externally. no 2: defence forces Ethos and Values Syndicate No 2 discussed the DF Core Values, and presented two dis- tinct examples by way of comparison: the Senior NCO's role while dealing with the Death in Service of a member of the Organisation, and the role of the Senior NCO in the Defence Forces Reorganisa- tion. In relation to a death in service, the syndicate concluded that the Senior NCO must have respect for the family while emphasis- ing loyalty to organisational traditions. They must and should do the right thing at all times in a dignified and selfless way to ease the burden on the family by prioritising the wishes of all involved, employing moral courage and integrity, and they should have the physical courage to maintain dignity. During a period of organi- sational upheaval such as a major reorganisation, the Senior NCO must possess the physical courage to be able to accept change and the moral courage to support colleagues through this transition while maintaining the integrity of the organisation. Respect for the Command decision must be adhered to, and loyalty to the Defence Forces must be maintained. no 3: Coaching and mentoring 1 Syndicate No 3 expanded on the given definition of Coaching, by adding that Coaching creates a culture within the unit at all levels to facilitate learning and development to enhance unit progression. The syndicate posited that Mentoring is a relationship based on the sharing of experience, a deliberate pairing of a more skilled person with a less experienced person, with the mutually agreed goal of developing specific competencies within the less experienced person. The syndicate differentiated between the two Senior NCO streams when examining coaching and mentoring. Both Senior NCO streams must be able to supervise and guide personnel to achieve the highest standards continually within their respective areas of expertise. Coaching and mentoring may be approached differently from the operational and logistical streams, but share the same common goals. no 4: Command Climate 2 Senior NCOs assist in determining the command climate of a unit, as they are often the only source of continuity between Officers transitioning through units, and enlisted personnel. They develop a network of personal relationships, which ensures that they keep their finger on the pulse of the unit. Trust is developed with both superiors and subordinates through experience on operations and training, both at home and overseas. The effects of a positive com- mand climate include high morale, low incidents of indiscipline, a 'Can do – will do' attitude and a good working environment which generates a good esprit de corps. The effects of a negative Com- mand Climate will include low morale, disciplinary issues, a poor working environment and a 'Can't do – won't do' attitude. The syndicate proposed the introduction of a Strategic HR Course for Senior NCOs would be of value, focus- ing on softer skills, such as negotiation, mentoring and messaging. no 5: the senior nCo as an internal and external Messenger It falls on every DF member to portray the organisation in a posi- tive light, both internally and externally. The Senior NCO's role as an internal messenger is to ensure that the chain of command is adhered to and that both senior and middle management can get their respective points across to their subordinates, through the use of technology, but preferably through face to face meetings where feasible. Externally, the syndicate described a move towards main- taining contact with our veterans through the formation of unit veterans' organisations and the increased use of the 'Friday Club'. Other areas to improve engagement with veterans include social media, provision of ID cards to veterans, and inclusion of veterans in military activities, to maintain contact but also to benefit from the wealth of knowledge, experience and talent that they possess. The syndicate suggested consideration of some form of Public Relations training for our Senior NCOs to enhance and validate the already vast experience and knowledge that they possess. no 6: role of the senior nCo The role of the Senior NCO includes: Leadership, Supervision, Coach- ing and Mentoring, promotion of Accountability and Responsibility, and as an Advisor. Delegation, advice and implementation of best practice are vital. The difference between coaching and mentor- ing was discussed, with the former described as task oriented, and the latter relationship oriented. Coaching and mentoring are both achieved through communication, experience and man manage- ment skills. The group defined accountability as the obligation of an individual or organisation to account for its activities and this is achieved through the employment of appropriate qualifications, corporate knowledge, compliance and integrity. As an advisor, the Senior NCO must possess the ability to give sound, correct, accu- rate, technical and personal advice in problem solving and solution finding. The Senior NCO should be able to focus on the differences between the BSM and the BQMS streams, but more importantly on their shared roles.

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