THE LEGEND OF GUNNY HARTMAN AND THE QUESTION OF THE CAREER CADET NCO

Introduction

Almost every Cadet over the age of fifteen has seen the movie and the image is burned into his brain: Drill Instructor Gunnery Sergeant Hartman swaggering into a squad bay full of empty-headed, slack-bellied, undisciplined losers with the full intention of turning them into United States Marines. The fact that he gets his comeuppance at the hands of a deranged recruit a few scenes later notwithstanding.

Gunny Hartman is disciplined, polished, squared-away and tough. He exudes confidence and poise. His voice is a clap of thunder and his word is Law. His recruits look up to him as the epitome of an unattainable perfection. He eats, sleeps and breaths the Marine Corps and is every inch a professional NCO.

Here we see Hollywood shaping our Cadets and their expectations in the guise of Stanley Kubrick and his interpretation of the Marines in the movie "Full Metal Jacket". This is not a condemnation, merely an observation. In many ways, Stanley Kubrick and R. Lee Ermey have captured the essence of what a professional NCO is - or at least one facet of a professional NCO.

There is far more to a professional NCO than what Kubrick chose to present and I won't begin to discuss the rest of that puzzle here. That is a goal for a much larger work, as an NCO's duties and responsibilities are legion. However, this simplified and stylized image is all our Cadets have to go on, and it is a powerful image indeed! (For a better example of the career NCO, I suggest "The D.I." starring Jack Webb or "Heartbreak Ridge" starring Clint Eastwood, where we see that a professional NCO is also introspective, concerned and caring.)

So it is any wonder that some of our most highly-motivated, hard-charging Cadets want to be that squared away, large and in-charge gunnery sergeant of Marines?

The Cadet NCO

I have in my years with CAP seen many examples of Cadet NCOs who rise to that level of image and performance. And quite often they also saw through the Hollywood facade and into the little things and personal things that make a professional NCO a people-person first and foremost. The first one that springs to mind is Cadet First Sergeant Provencher at the Connecticut Wing encampment of 1978. He was ramrod straight with a voice like a megaphone; an unstoppable force in sateens with a crease that could cut glass. And yet, I saw him many times stop and assist the newest Cadet Basic under his care. I also never saw him lose his temper, even during the long formation following the midnight barracks raid that victimized Echo Flight. He was always matter-of-fact and businesslike in the performance of his duties.

I can recall Cadet First Sergeant Provencher like it was only yesterday. He made an indelible impression on me regarding what a Cadet NCO and a professional NCO in general should be. In spite of my many investigations, musings and writings on the mystery of the Cadet NCO, I have yet to find a single finer example of the type. There have been others I've known that measured up, but none that surpassed him.

So it is understandable that a Cadet might strive to achieve that level of performance, or at least what he feels is that level of performance. And, once reaching that level, it is also understandable that this Cadet NCO might want to stay a while. After all, he is at the pinnacle of Phase II. His abilities in the hands-on leadership that is the hallmark of the NCO grades will probably never be higher. He knows that once he passes the Mitchell he will be thrust into the world of the Cadet officer. His role will change, he will be removed from the immediate contact with the junior Cadets and it's very likely that his opportunities to drill a flight will be very few and far between.

Better to stay on top of his game where he's in complete control and everyone above and below him is happy than to risk upsetting everyone, especially himself, with an ill-advised promotion!

And so, we come to the crux of the issue: the 'career' Cadet NCO.

The Career Cadet NCO

First, let's define our terms: a 'career' Cadet NCO is a Cadet in the staff NCO grades (C/SSgt, C/TSgt, C/MSgt) who is active in the program and has decided to forgo or at least postpone promotion because he is enjoying his role as NCO or because he is apprehensive about the roles and duties of Cadet officers.

This doesn't include Cadets who are merely promoting slowly due to lack of interest or being busy with other activities. This also doesn't include Cadets who may take the Mitchell numerous times before passing. And we should exclude Cadets who sit at their grade for less than a year - but we should include Cadets who's total time in Phase II is longer than two years.

Now that we have defined the target of our analysis, it behooves us to ask why the career Cadet NCO exists at all. Clearly, the Cadet Program was designed for continual advancement. There is plenty of room for different speeds of advancement, but advancement is the goal. There are also plenty of incentives, both positive and negative, that should work to keep a Cadet advancing.

Why then would a Cadet choose to flout the intentions of the program and the wills of the Cadet Program personnel in order to become a career Cadet NCO?

Why Make A Career Out Of Cadet NCO?

Discussions with several members who have made such a choice and my own personal experience as a Cadet indicates the primary reason is that the duties of a senior Cadet NCO are very enjoyable. There is a lot of personal interaction with your junior Cadets, there are many opportunities to apply and teach the things you've learned in drill, etc., and you have a great impact upon the Cadets in your charge. A good NCO is often the first role model a new Cadet chooses and, because NCOs are charged with basic instruction of new Cadets, a professional NCO has a lot of influence over new Cadets.

The image of the NCO, both from media and real experience, can also dampen a Cadet's enthusiasm to promote. In most cases the truly hard-charging, gung-ho, do-or-die types are NCOs - even in the case of the movies previously recommended over "Full Metal Jacket". In "The D.I." officers played an ancillary role and in "Heartbreak Ridge" they were primarily displayed as either kindly but incompetent or shortsighted and sadistic. Even when officers are presented by Hollywood as 'hard charging', it is in roles that most Cadets can't identify with, such as the Naval aviators in "Top Gun", the astronauts in "The Right Stuff" or the submariners in "Crimson Tide".

In the real world, CAP Cadets tend to come into contact with NCOs more often than officers and those NCOs reinforce their expectations and leave a deep, personal imprint. The legendary MSgt Miller at PJOC being an excellent example. The officers Cadets do come into contact with are generally friendly, kindly and pleasant. Hardly the stern taskmasters that generally serve as an authority role model for nearly all teenagers. Add to this already skewed view the lackluster leadership abilities and presence of many CAP Seniors, and one can hardly blame Cadets for believing that NCOs are the only ones who really know which end is up.

Is it surprising then that many Cadets latch on to the easily understood and easily imitated 'hard nosed' leadership style of the NCO rather than the more laid-back, fatherly leadership style of most officers? The fact that they are, as pointed out earlier, seeing only a tiny slice of the leadership picture of either group is completely lost on them. The know what they know, they don't know what they don't know.

The First Sergeant's post is another factor. The post of First Sergeant is every bit as prestigious as the post of commander. Some would argue that it is more so, because part of a First Sergeant's job is to set the tone for the unit. In this respect the First Sergeant actually holds more sway and is more influential in the daily lives of the Cadets than the commander, who is often a distant and busy figure who shows up for formations and classes. The same is true of the flight commanders, who often have other staff duties to attend to, leaving the business of running the meetings to the First Sergeant and the flight sergeants.

Finally, it is fairly clear that once a Cadet achieves officer grade there is an understanding that the detail work that is the hallmark of a good NCO will be surrendered. Unfortunately, after performing as an NCO for a while it can be difficult to lose the "if you want something done right" mentality of the NCO. Officers do far more delegation, another unsettling fact for some dedicated NCOs.

All of this contributes to an reasonable reluctance by some Cadet NCOs to continue to progress through the Program. Unfortunately, however reasonable this reluctance may be to some, it is viewed very differently by others associated with the Cadet Program.

What's Wrong With Career Cadet NCOs?

Many Cadet Programs personnel, meaning Deputy Commanders for Cadets and Leadership Officers, feel that a career Cadet NCO is a serious problem and perhaps a seriously flawed Cadet.

At times the career Cadet NCO can be abusive of officers, losing sight of the requirements of customs and courtesies amid the swagger of the NCO. This is the issue of the Cadet first lieutenant with two years in the program attempting to assert authority over the Cadet master sergeant with four years in the program. In almost every instance, unless the C/MSgt has been thoroughly trained and has the maturity to understand and accept his proper role in the relationship, the Cadet officer is going to be on the losing end of the exchange. This is an obvious problem.

Some see career Cadet NCOs to be mediocre or lazy Cadets who are happy to use the aura of the NCO as a crutch and an excuse to keep from progressing. They cite a lack of the discipline required to work toward the increasingly difficult requirements of the Mitchell and the officer achievements. C/MSgt is, after all, only half the Cadet Program. It seems unreasonable for some Cadets to stop halfway through.

The many experiences only open to Cadet officers are also a consideration. Many Cadet officers, the author included, had their best experiences in CAP after receiving the Mitchell. There are opportunities available only to Cadet officers and, with all other things being equal, the Cadet with the higher grade will normally be selected for an activity.

The question of the career Cadet NCO has come up in Cadet Programs discussions at National and the decision was made that it is inappropriate for a Cadet to be allowed to stop before completing the Program.

The aforementioned MSgt Miller was himself quoted as saying it was inappropriate for Cadets to stop before completing the program. He pointed out that the military NCO ranks and the Cadet Program through Mitchell are two entirely different things and shouldn't be compared in this way. This attitude shouldn't surprise any who knows MSgt Miller - he hates quitters.

But is it all gloom and despair? It is inarguable that the career Cadet NCO has but a small fraction of the experience of the career military NCO. However, it would be a disservice to dismiss their abilities altogether. There are definite advantages to having Cadet NCOs with a few years under their belt in your organization. Surely there is something positive to be said about the career Cadet NCO!

Is There Anything Right With The Career Cadet NCO Concept?

It is conceivable, and perhaps common, for a C/MSgt to have more time in grade than a new C/FO has in the program if the Cadet officer completed each achievement in the absolute minimum time. In this case, the experience of the Cadet NCO will be invaluable. The C/FO will almost certainly be unaware of the many details involved in leadership and rely on the C/MSgt to fill in the gaps. Under other circumstances, say with a 30-month C/FO and an 24-month C/MSgt, the C/FO should be more than capable of helping to train the Cadet NCO.

Career Cadet NCOs are also valuable if they have truly sought to become better NCOs. Not only are they learning and applying valuable leadership tools and techniques that are useful as an NCO, they are learning things that will help them as officers and help them to train Cadet NCOs in the future. The Leadership 2000 materials for the NCO ranks have simply too much information for a Cadet to exhaust their potential in 13 months. Conversely, their lessons will eventually grow thin and the good NCO will seek further knowledge from other sources.

Finally, it must be noted that in any position of leadership, especially the singular and important position of the Cadet First Sergeant, having the absolutely most experienced and capable person in the job is the ideal. This would almost certainly be a Cadet who has been with the program for several years and probably will have been a senior NCO for many months. The First Sergeant has a host of duties, both those listed in CAPM 20-1 and implied in the Leadership 2000 and by the position itself. The First Sergeant's position is easily as difficult as the Cadet Commanders position. Cadets who can successfully tackle everything required of the First Sergeant when the opportunity presents itself are few and far between. And, unfortunately, most of those who are capable are either promoting on their own because of their capabilities and ambition or being encouraged to promote because they've settled on a career as an NCO.

Could Career Cadet NCOs Be Introduced To The Cadet Program?

There are certainly many good reasons to allow and even encourage career Cadet NCOs. But there are definite quandaries and cautions.

In the services, where NCOs and officers progress along different career paths, it is an acknowledged fact that the NCOs have more experience and time in service than junior officers. It takes several years to become a sergeant; it only takes a few months to become a second lieutenant. Because of this fact, both parties (NCOs and officers) are taught a proper relationship from the beginning. To whit: NCOs are subordinate to officers and must show appropriate respect and deference, but should not be trifled with or ignored because of their tremendous and sometimes superior knowledge and experience.

However, CAP doesn't officially recognize the career Cadet NCO and doesn't allow for any specialized training to ensure that everyone knows their proper place in things. The traditional NCO-officer relationship is not taught correctly in the Cadet Program. It is never spelled out clearly in leadership materials and isn't well understood by the majority of CAP personnel, including those in Cadet Programs. This often results in Cadet NCOs adopting the swagger and attitudes of military NCOs without understanding the responsibilities incumbent upon them: namely to follow their officers and lead their people.

This training deficiency could be corrected. A special 'handbook' could be prepared detailing this type of information. CAP could also create a "First Sergeant's School" and extension course which would serve the function of providing special education for the career Cadet NCO. This school and course could be allowed to take the place of achievements for a year or two to allow the Cadet to continue to advance his training while staying in place as an NCO.

Optionally, a single Cadet Command CMSgt slot could be created for each squadron. The Cadet in that slot would be allowed to retain his rank of C/CMSgt even though he would be required to complete achievement tests at a reasonable rate. When he surrendered the slot, he would promote to the level of his current achievement at the rate of one grade per month.

Perhaps optional GRADES of 'first sergeant/command sergeant' could be created corresponding to achievements 11, 13 and 15. The holders of these grades would be distinct from Cadets occupying the POSITION of First Sergeant. After completing the Earhart a Cadet could choose to accept the grade of C/MSgt (1Sgt) instead of C/Capt. Likewise achievement 13 would earn C/SMSgt (1Sgt) instead of C/Maj and achievement 15 would earn the grade C/CMSgt (CmdCMSgt) instead of C/LtCol. Cadets holding these NCO grades would still be eligible for COS and the like and could revert to their officer grade at any time. However, since the officer track is the preferred track, their only opportunity to accept the NCO grades would be at C/Capt. On earning the Spaatz award all Cadets would assume the rank of C/Col.

Cadets holding the First Sergeant/Command Sergeant grades would be eligible to hold only the first sergeant positions in a unit. If the first sergeant position was filled they would fill an administrative staff position or assume a position as an 'advisor' to the C/CC, much as any other Phase IV Cadet.

Finally, and most easily, a Cadet can theoretically continue to test and complete achievements and awards and simply refuse to accept the promotions. This is a gray area, because regulations weren't written with this in mind, but it may be possible.

Any of these plans would allow more experienced Cadets to assume our most demanding NCO leadership positions - positions fully as demanding as the command positions they serve. Also, career Cadet NCOs, especially those in Phase IV, would assumedly better understand the sometimes delicate leadership requirements of the NCO-officer relationship and provide better "NCO mentoring" for new Cadet officers.

Unfortunately, most or all of these plans are almost certainly too ambitious and ultimately unworkable. The inevitable conclusion must follow.

Conclusions

An experienced NCO is an invaluable asset.

An proud or willful NCO can be a tremendous harm to younger Cadet officers.

An able NCO can be an inspiration for younger Cadets and provide a first example of leadership.

A career Cadet NCO is nothing more than a Cadet who has ceased to follow the precepts of the program.

The only easy answer here is that the Cadet Program is ultimately not designed to accommodate career Cadet NCOs. The Cap Cadet Program is not the military. While it shares some similarity, most notably an emulation of the rank structure, the underlying mechanisms of the two are completely different. CAP Cadet NCOs are not military NCOs. With nothing more than that in mind, it must be concluded that it isn't a good idea for a Cadet to remain at any one grade for a great length of time.

It would be a nice thing to have but that it's not practical.

However, there is also nothing to be gained by pushing your long-term First Sergeant into completing Mitchell before he, and the Cadet NCO behind him, are ready. The Cadet NCO grades are often dismissed out of hand by Cadet Programs personnel. Since the NCO grades are more than half the program now, that is unfair and unwise. There is a LOT of leadership to be learned in Phases I and II and there isn't a Cadet with the aim of being an officer who won't benefit from a thorough grounding in those lessons.

The Cadet Program materials attempt to stress the importance and need for experienced and reliable NCOs, Cadet Programs personnel often gloss over the NCO grades or, worse, dismiss them entirely as merely 'stepping stones' to the Mitchell and greater achievement as Cadet officers. This is incorrect and a disservice, but it nevertheless is true.

Regulations indicate that the final arbiter of what is 'satisfactory progress' for a Cadet is the unit commander. Ultimately, it is up to the commander to decide that the career Cadet NCO has tarried long enough and should move up or ship out. This is fitting and proper because local conditions vary. In a squadron with a fair number of officers, a dearth of NCOs and a large number of airmen, retaining your First Sergeant for an additional six to nine months while another NCO comes up to speed seems entirely reasonable.

In the end, if the career Cadet NCO, the Cadet Program personnel and the commander are all happy with the situation, then why rock the boat unnecessarily? But the career Cadet NCO should be highly encouraged to seek out and study such materials as are available to help maintain an appropriate NCO-officer relationship with Cadet officers who have less time in the Program.

And, ultimately, the career Cadet NCO must be encouraged to move on - either continuing through the program or out of the organization. In the Cadet Program as it exists today nothing else is appropriate.

Capt Shawn Stanford can be reached by email at Shawn.Stanford@alltel.com.

About the author: Capt Stanford was a Cadet from 1977 through 1981 and competed in the CT Wing and NE Region Cadet Competitions in 1979 and 1980. He served as an active duty Marine from 1981 until 1989 and graduated from NCO Leadership School in 1986. He has been a senior member since 1991. He helped coach the cadet competition teams from his home squadron in Missouri from 1992 through 1997, earning victories at wing every year since 1994. The 1995 and 1997 Missouri Wing teams attended the NCC at NHQ, the only MO Wing teams to ever do so. He is currently DCC at a squadron in Group 3 North, PA Wing.

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