The NCO 2020 strategy seeks to provide vision and guidance on ways to develop NCOs in mission command to meet 21 st century challenges while preserving the combat readiness. The concept also purposes to instill leadership skills to NCOs to make them effective army leaders ( Moore 2018) . NCOs underscores the need for the military force to understand the strategic environment, visualize solutions, be creative and have the ability to collaborate and build teams ( Bailey & Bankus, 2014) . The NCO concept has three objectives; to promote development, to foster talent management and to uphold stewardship in the military profession. To ensure development in the force, NCO intends to take the members through education, training and experience.
Having served as a soldier for the last 5 years, I have found myself into multiple workplace conflicts with my colleagues in the force. The conflict usually manifests inform of non-cooperation with unit soldiers, insults, personality clashes and anger either subjected to me or towards other soldiers. I find myself being blamed by the unit leader for fueling the conflict. I would at times be reprimanded because of my inability to relate well with other soldiers. The frequency of disputes has adversely affected my relationship with other unit soldiers. The negative effects resulting from the strained relationship include decreased workplace morale, disruptions and declined productivity. I have many times been advised to work on my personal relationship skills and conflict resolution procedures. I believe that with the education, training and experience provided by NCO 2020, I will acquire skills necessary to streamline my relationship with fellow soldiers in our unit.
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I anticipate to gain valuable knowledge that will enable me learn how to avoid workplace conflicts. Through training, NCO 2020 continues to enhance my emotional intelligence thereby enabling me to monitor and control my own emotions and label them appropriately. NCO has accorded me a career long synthesis supported by developmental and peer relationships. I am now an NCO advocate who is able to guide other soldiers on ways they can avoid disputes and personal clashes in the military force. I am optimistic that the army leadership will refrain from reprimanding soldiers who have difficulties bonding with others in the force, but instead offer such solders an opportunity to hone relationship skills in the workplace. NCO 2020 has provided a career long learning and supporting experiences that I need in order to grow as a leader.
To apply the acquired knowledge into real world scenarios in my unit, I will regularly organize peer discussions with my colleagues to discuss ways to enhance workplace relationships and avoidance of conflict triggers. Setting an exemplary personal example, mentorship and counselling are key in the application of gained knowledge into real world situations. Conflict resolution is a leadership skill emphasized by NCO 2020. Resistance to change, hostility and uncooperative colleagues are possible barriers and impediments I anticipate to encounter in the implementation of what I have learned. A segment of soldiers would only want to remain with the status quo and therefore resort to oppose new propositions introduced by NCO 2020. I intend to overcome the identified barriers by involving my colleagues in the formulation of new policies to make them develop ownership of the NCO propositions.
References
Bailey, D. L. W., & Bankus, M. T. (2014). NCO 2020: A Concept for Self-Paced Learning in the Noncommissioned Officer Education System. Military Review , 94 (5), 36.
Moore II, S. S. M. A. (2018). TRADOC CSM and NCOs discuss a constantly changing environment.
NCO 2020 Strategy NCOs Operating in a Complex World, United States army training and doctrine command
