TC 7-22.7 The Army Noncommissioned Officer Guide Flashcards

1
Q

What Army publication is entitled, “Noncommissioned Officer Guide?”

A

What Army publication is entitled, “Noncommissioned Officer Guide?”

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2
Q

What are the Army Values?

A

[LeaDeRSHIP] (TC 7-22.7, Para 2.3)

LOYALTY - Bear true faith and allegiance
DUTY - Fulfill your duties
RESPECT - Treat people as they should be treated
SELFLESS SERVICE - Put the welfare of the Nation, the Army, and your subordinates before your own
HONOR - Live up to Army Values
INTEGRITY - Do what’s right, legally and morally
PERSONAL COURAGE - Face fear, danger, or adversity (physical and moral)

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3
Q

What is the NCO Charge

A

“I will discharge carefully and diligently the duties of the grade to which I have been promoted and uphold the traditions
and standards of the Army.
“I understand that Soldiers of lesser rank are required to obey my lawful orders. Accordingly, I accept responsibility
for their actions. As a noncommissioned officer, I accept the charge to observe and follow the orders and directions
given by supervisors acting according to the laws, articles and rules governing the discipline of the Army, I will correct
conditions detrimental to the readiness thereof. In so doing, I will fulfill my greatest obligation as a leader and thereby
confirm my status as a noncommissioned o

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4
Q

What is the NCO Vision?

A

(TC 7-22.7, Figure 2)

An NCO Corps, grounded in heritage, values and tradition, that embodies the warrior ethos; values perpetual learning;
and is capable of leading, training and motivating Soldiers.

We must always be an NCO Corps that:
• Leads by example
• Trains from Experience
• Maintains and Enforces Standards
• Takes care of Soldiers
• Adapts to a Changing World
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5
Q

What is the NCO Creed

A

(The “Creed of the Noncommissioned Officer”)

(TC 7-22.7, Figure 7)

No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned
Officer, I realize that I am a member of a time-honored corps, which is known as “the Backbone of the Army.” I am
proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the
Corps, the military service and my country regardless of the situation in which I find myself. I will not use my grade or
position to attain pleasure, profit or personal safety.

Competence is my watchword. 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 technically and tactically proficient. I am aware of
my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to
outstanding leadership; I will provide that leadership. I know my Soldiers and I will always place their needs above
my own. I will communicate consistently with my Soldiers and never leave them uninformed. I will be fair and impartial
when recommending both rewards and punishment.

Officers of 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 that of my Soldiers. I will be loyal to those with whom I serve; seniors,
peers and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not
compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are
professionals, Noncommissioned Officers, leaders!

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6
Q

Briefly describe the history behind the Creed of the Noncommissioned Officer.

A

During a brainstorming session of the NCO Subcommittee of the Command and Leadership Committee at the US
Army Infantry School (USAIS), it is said that SFC Earle Brigham wrote three letters on a plain white sheet of paper.
Those letters were “N - C - O.” From those three letters, they began to build the Creed of the Noncommissioned Officer for NCOs as a “yardstick by which to measure themselves.” Although it was widely circulated in NCO courses
taught at Ft. Benning beginning in 1974, it would not be formalized by an official Army publication until 11 years later.
(TC 7-22.7, para 1.1k(1))a

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7
Q

What is the Soldier’s Creed

A

NOTE: The Soldier’s Creed is not contained in TC 7-22.7 but included here because of its relevance. The Soldier’s
Creed can be found in ADRP 6-22, Army Leadership.
I am an American Soldier.
I am a Warrior and a member of a team.
I serve the people of the United States and live the Army values.
I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.
I am disciplined, physically and mentally tough, trained, and proficient in my warrior tasks and drills.
I always maintain my arms, my equipment, and myself.
I am an expert and I am a professional.
I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat.
I am a guardian of freedom and the American way of life.
I am an American Soldier.

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8
Q

What is the Warrior’s Ethos?

A

I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.

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9
Q

Briefly describe the history of the NCO Corps with respect to ORDER, DISCIPLINE, RESPONSIBILITY, ROLE,
TRAINING, and DUTIES.

A

(TC 7-22.7, para 1.1.a, 1.1.c, 1.1.f)
• ORDER, DISCIPLINE, and RESPONSIBILITY: In the winter of 1777-78, while encamped at Valley Forge, Pennsylvania,
General George Washington acquired the talents of Prussian General Friedrich Wilhelm von Steuben,
who wrote, “Regulations for the Order and Discipline of the Troops of the United States.” We refer to that
today as the “Blue Book,” and it is credited as the source document for ORDER and DISCIPLINE, and for codifying
the RESPONSIBILITY of each NCO.
• ROLE and TRAINING: In 1829, the Army published a manual titled, “Abstract of Infantry Tactics,” which formalized
the ROLE of the NCO and established the first TRAINING program for NCOs.
• DUTIES: NCO roles and DUTIES were improved and expanded with the publication of the “Noncommissioned
Officers’ Manual,” circa 1917.

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10
Q

What historical event was a first at Flint Kaserne, Bad Toelz, Germany on 17 OCT 1949?

A

Establishment of the first Noncommissioned Officer Academy (NCOA). (TC 7-22.7, para 1.1.h)

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11
Q

What were the NCO ranks prior to 1958? After?

A

Corporal (CPL), Sergeant (SGT), First Sergeant (1SG), quartermaster Sergeant, and Sergeant Major (SGM); Corporal
(CPL), Sergeant (SGT), Staff Sergeant (SSG), Sergeant First Class (SFC), Master Sergeant (MSG), and Sergeant Major

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12
Q

In what year, and by whom, was the Noncommissioned Officer Education System (NCOES) set up?

A

1966 by General Ralph E. Haines, Jr. (TC 7-22.7, para 1.1j)

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13
Q

Our Nation trusts the Army to provide for the national defense. That trust starts with the Oath of Enlistment, demonstrating
strength of character, commitment to defend the principles of freedom, and to fight against tyranny. Taking
this oath is a solemn, moral, and sacred commitment and affirms your commitment to selfless service, adherence to
orders, and duty. What is the Oath of Enlistment?

A

(TC 7-22.7, Figure 8)
“I, ___________, do solemnly swear (and affirm) that I will support and defend the Constitution of the United
States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I
will obey the orders of the President of the United States and the orders of the officers appointed over me, according
to regulations and the Uniform Code of Military Justice. So help me God.”

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14
Q

It is the responsibility of the NCO to ensure that Soldier conduct remains within established ethical and moral
boundaries. Doing so (or not doing so) can have severe impacts on our ability to win the hearts and minds of our enemies
and safeguard honorable service. List five rules that support this directive.

A

(TC 7-22.7, para 2.2.b)

  1. Soldiers must treat detainees humanely.
  2. Soldiers must treat noncombatants humanely.
  3. Soldiers must make ethical decisions in action fraught with consequences.
  4. Leaders must not tacitly accept misconduct or encourage it.
  5. Soldiers must live with the consequences of their conduct.
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15
Q

What are the five essential characteristics of the Army Profession?

A

(TC 7-22.7, Figure 9)

  1. Military Expertise - Pur ethical application of land combat power
  2. Honorable Service - Our noble calling to service and sacrifice
  3. Trust - The bedrock of our profession
  4. Esprit de Corps - Our winning spirit
  5. Stewardship of the Profession - Our long-term responsibility
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16
Q

What is the significance of the 14th of June?

A

Commonly referred to as simply “Flag Day,” this day is historically significant in a number of ways.
• 14 JUN 1775 - the “Army Birthday” (date adopted by Congress as the establishment of “the American continental
army”)
• 14 JUN 1777 - United States “Flag Day” (commemorates adoption of the flag of the United States)
• 14 JUN 1956 - first US Army flag unfurled

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17
Q

What is the Army’s primary mission and how is it accomplished?

A

To organize, train, and equip forces to conduct prompt and sustained land combat operations. This is accomplished
through its operational concept of unified land operations. (TC 7-22.7, para 3.1)

18
Q

What is meant by Unified Land Operations (ULO)?

A

This is the means by which the Army seizes, retains, and exploits the initiative to gain and maintain a position of
relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in
order to prevent or deter conflict, prevail in war, and create conditions for favorable conflict resolution. (TC 7-22.7, para
3.1.a)

19
Q

Unified Land Operations are executed through _____________, by means of ______________, and guided by
_______________.

A

Decisive action; Army core competencies; mission command (TC 7-22.7, Figure 15)

20
Q

What is meant by the term “Mission Command (MC)”?

A

This is the exercise of authority and direction by the commander issuing orders to enable disciplined initiative
within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations. (TC
7-22.7, Figure 17)

21
Q

What are the six principles of Mission Command?

A

(TC 7-22.7, para 3.3)

  1. Build cohesive teams through mutual trust.
  2. Create shared understanding and purpose.
  3. Provide a clear commanders’ intent, purpose, key tasks, desired end state, and resources.
  4. Exercise disciplined initiative by taking action to develop the situation.
  5. Use mission orders
  6. Accept prudent risk
22
Q

What is the difference between “Command” and the “Art of Command?”

A

“Command” is simply the authority that a commander lawfully exercises over subordinates by virtue of rank or
assignment. The “Art of Command,” on the other hand, is the creative and skillful exercise of authority through timely
decision-making and leadership. (TC 7-22.7, para 3.4)

23
Q

What is meant by the term “Science of Control”?

A

It is the regulation of forces and war fighting functions to accomplish the mission in accordance with the commander’s
intent. (TC 7-22.7, para 3.5)

24
Q

What is meant by the term “Mission Command Warfighting Function”?

A

The related tasks and systems that develop and integrate those activities enabling a commander to balance the art
of command and the science of control in order to integrate the other warfighting functions. (TC 7-22.7, para 3.6 and
Figure 18)

25
Q

List six roles of the NCO leader.

A

(TC 7-22.7, para 4.3)

  1. Convey information and provide day-to-day guidance.
  2. Train Soldiers to cope, prepare, and perform regardless of the situation.
  3. Set and maintain high-quality standards and discipline
  4. Be a standard-bearer and role model - this is critical to training, educating, and developing subordinates.
  5. Prepare Soldiers for missions, stressing tradecrafts and physical hardening.
  6. Couch, counsel, and mentor.
26
Q

The Army Leadership Requirements Model (ALRM) combines what three leadership attributes and what three
core leader competencies?

A
A. (TC 7-22.7, Figure 21)
• Leadership Attributes
1. Character
2. Presence
3. Intellect
• Core Leader Competencies
1. Leads
2. Develops
3. Achieves
27
Q

What are the nine 21st Century Soldier Competencies that develop adaptive and resilient Soldiers and leaders of
character?

A

A. (TC 7-22.7, para 4.7)

  1. Character and accountability
  2. Comprehensive fitness
  3. Adaptability and initiative
  4. Lifelong learner (includes digital literacy)
  5. Teamwork and collaboration
  6. Communication and engagement (oral, written, negotiation)
  7. Critical thinking and problem solving
  8. Cultural and joint, interagency, intergovernmental, and multinational competence
  9. Tactical and technical competence (full spectrum capable)
28
Q

What are the three levels of Army leadership?

A

Direct, organizational, and strategic (TC 7-22.7, para 4.8)

29
Q

What is an MSAF?

A

Multi-Source Assessment and Feedback - an assessment tool that promotes self-awareness for individual leader
development by providing feedback from subordinates, peers, and other leaders relating to the leadership competencies.
(TC 7-22.7, para 4.10)

30
Q

What is the VIC and where is it located?

A

Virtual Improvement Center - an online resource for training and education products and links to enable you to
learn and practice the leadership competencies. It is located on the MSAF website (see link above). (TC 7-22.7, para
4.11)

31
Q

What are the three separate but overlapping learning domains of the Army Training and Leader Development
Model?

A

Operational, Institutional, and Self-Development (TC 7-22.7, para 4.14)

32
Q

What are the three types of developmental counseling?

A

Event counseling, performance counseling, and professional growth counseling. (TC 7-22.7, para 4.17.d)

33
Q

What are the three types of duties?

A

Specified, Directed, and Implied (TC 7-22.7, para 4.21)

34
Q

Every Soldier has what two basic responsibilities?

A

Individual responsibilities and Command responsibilities (TC 7-22.7, para 4.22)

35
Q

In addition to the two basic responsibilities shared by every Soldier, what are the two most important responsibilities
for an NCO?

A

Mission accomplishment and the welfare of their Soldiers (TC 7-22.7, para 4.22)

36
Q

What are the two types of authority?

A

TC 7-22.7, para 4.23)
1. Command Authority - derived from policies, procedures, and precedents.
2. General Military Authority - extended to all Soldiers and originates in oaths of office, laws, rank structure,
traditions, and regulations.

37
Q

What are the three types of self-development?

A

Structured Self-Development (SSD), Guided self-development, and Personal self-development (TC 7-22.7, para
6.4.c(1))

38
Q

What is the Command Supply Discipline Program (CSDP)?

A

A commander’s program to ensure that resources are not subject to fraud, waste, and abuse. (TC 7-22.7, para 6.7)

39
Q

What are the three different classifications of property?

A

(TC 7-22.7, para 6.10)
1. Nonexpendable - Personal property that is not consumed in use and that retains its original identity during the
period of use. Requires formal property book accountability at the user level.
2. Expendable - Personal property that is consumed in use or loses its identity during the period of use. These
require no formal accounting after issue to the user level.
3. Durable - Personal property that is not consumed in use and that does not require property book accountability
but, because of its unique characteristics, requires control when issued to the user. Hand-receipts are typically used and include such items as computers).

40
Q

How often must inventories be completed (as a minimum)?

A

All on-hand property carried on property book records and/or hand receipt records at the user’s level will have a
complete physical inventory upon change of the primary hand receipt holder or accomplished annually, whichever
comes first. (TC 7-22.7, para 6.11)

41
Q

What is a “Leader Book”? List some specific uses for a Leader Book.

A

It is a tool maintained by leaders at all levels for recording and tracking Soldier proficiency on mission-oriented
tasks. Specific uses include, but are not limited to: (TC 7-22.7, para 8.6)
• Tracking and evaluating Soldier’s training status and proficiency on essential Soldier tasks.
• Providing administrative input to the chain of command on the proficiency of the unit (squad, section, platoon,
etc).
• Conducting Soldier performance counseling

42
Q

The organization of a Leader Book is up to the individual leader. The only real “rules” should be that it is well-organized,
user friendly, and that it contains only essential training information. TC 7-22.7 does provide a “recommended”
format that can be used for any type of unit (with minor modifications). Describe this format.

A

Five sections, as follows: (TC 7-22.7, para 8.6.a)
• SECTION 1: Administrative Soldier data
• SECTION 2: Company METL/platoon supporting collective task list with assessments
• SECTION 3: CTT proficiency
• SECTION 4: Essential Soldier task proficiency and status
• SECTION 5: Unit collective task proficiency