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The Power of Discipline

By Sgt. Andraya J. Mai, Sgt. Aleisha J. Matias, Cpl. Abiel J. Cantu, Cpl. Lillian R. Knipp, Cpl. Davion J. Marsh, and Spc. Bernard A. Larrabee

Class Alpha Eight (A8), 7th Army BLC Class 009-24

February 18, 2025

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Soldiers stand in formation, in uniforms and berets, on the bright green grass of a well-tended field. At the front and center of the photograph are seven Soldiers marching side by side, with white gloves on, five of them carrying flags. A single Soldier marches before them. In the background, a haze of purple smoke hangs above the Soldiers beyond them, who also appear to be marching in step.

U.S. Soldiers graduate from the Basic Leader Course (BLC) at the 7th Army NCO Academy in Grafenwoehr, Germany, Aug. 30, 2024. NCOs are more than just leaders — they’re the backbone of the U.S. Army. Strengthening discipline is key to ensuring that when the time comes, they and their Soldiers are ready to meet any challenge head-on. (U.S. Army photo by Miriam Schraml)

NCOs are more than just leaders — they’re the backbone of the U.S. Army.

In a world where global tensions and future conflicts loom like shadows on the horizon, NCOs’ ability to enforce discipline, train their Soldiers for the realities of combat, and inspire the next generation of leaders is critical.

This article explores how NCOs can enhance discipline in their formations, emphasizing realistic training, enforcing high standards, and promoting professional military education (PME).

Good Order and Discipline

Strengthening discipline is key to ensuring that when the time comes, NCOs and their Soldiers are ready to meet any challenge head-on. Good order and discipline are the blood that powers our military apparatus.

The Army’s ability to motivate Soldiers to follow the rules and articles that govern the profession is critical. NCOs ensure the Army maintains good order and discipline in its formations.

Establishing and enforcing standards and discipline is the key to an organization’s overall success and should be treated in such a way that every member of the organization understands those standards and that they are committed individually and collectively to those standards. If you can find an organization which is highly successful in combat, chances are they are one that has high standards and have strong enforcement of discipline at every level.

—Command Sgt. Maj. Shelton R. Williamson (2020)

 

NCOs must hold themselves as well as their peers, superiors, and subordinates accountable to Army standards. Discipline is not inherent or innate. It is nurtured by the NCOs who understand success in the Army profession is proven in the field of battle.

NCOs need to ensure the concept of stewardship is cultivated in junior leaders early on. This means NCOs must be ready to correct and rehabilitate behaviors and Soldiers who fail to see beyond the 50-meter target. NCOs must enforce the standards now because the Army’s success depends on the next generation of Soldiers who take the guidon.

Realistic training

I truly believe we have to be experts as Soldiers, no matter what your [military occupational specialty] is.

—16th Sergeant Major of the Army Michael A. Grinston (Kimmons, 2019)

 

Global tensions continue to rise as geopolitical rivals destabilize their respective regions. Russian aggression in Ukraine has shown what a future European conflict will look like concerning large-scale combat operations (LSCO).

China’s territorial disputes with neighbors and Taiwan necessitate deep thinking about how the Army conducts training. Realistic training, geared toward amplifying lethality and maintaining readiness, holds secondary and tertiary effects on discipline.

Four Soldiers stand side by side on the pavement of a street or parking lot. Three hold their left arm out straight, parallel to the ground, so that the tips of their fingers nearly touch the right shoulder of the Soldier at their left. Only the last Soldier in the row keeps his arms straight at his sides. The first Soldier in the line looks straight ahead, but the others turn their heads toward a fifth Soldier standing beside them, as if looking to him for instruction.

U.S. Staff Sgt. Michael Johnson (left), 7th Army Training Command, demonstrates to 3rd Infantry Division Soldiers how to give an in-ranks inspection. NCOs need to hold themselves, their peers, their superiors, and their subordinates accountable to Army standards. (U.S. Army photo by Staff Sgt. Elizabeth Tarr)

NCOs should not be afraid to challenge their Soldiers in innovative ways to prepare them for future combat. During the ‘2019 Best Warrior Competition,’ even the Army’s best Soldiers struggled to perform basic individual tasks in realistic training environments. … After demonstrating basic proficiency, NCOs can reduce visibility, or add physical and/or psychological stressors to their tasks in order to push their Soldiers’ training. These added stressors will better prepare Soldiers for the realities of LSCO.

—Sgt. Maj. Jackson Perry and Master Sgt. Phillip Fenrick (2020)

 

The realities of the war in Ukraine paint a grim picture of what the next war could look like. Training that brings these realities to Soldiers lends an air of significance and builds on the need to enforce discipline.

These secondary and tertiary orders of effect on discipline require that NCOs ensure training aligns with their units’ Mission Essential Task Lists (METL). They must know their Soldiers are proficient in individual tasks.

A handful of Soldiers bearing rifles and helmets stand in a forested area on a sunny day. The Soldier at the photograph's center addresses two Soldiers in the image's foreground. He holds his gloved hands before his chest as he speaks, as if to demonstrate a technique or to represent a feature of the terrain they tread.

Soldiers conduct squad tactical exercise drills in Smilov, Czech Republic, May 12, 2024. Realistic training, geared toward amplifying lethality and maintaining readiness, holds secondary and tertiary effects on discipline. (U.S. Army National Guard photo by Staff Sgt. Jeff Clements)

Professional Military Education

PME is the foundation of Army leadership and is vital for strengthening discipline. NCOs who attend leadership schools like the Basic Leader Course (BLC) and subsequent courses need to learn more than just the pen and paper of the profession.

They must spend more time learning how to instill discipline in their units. PME curriculum needs to be geared toward learning to punish and reward Soldiers judiciously. It should be longer and incorporate more uncertain and complex leadership challenges, allowing bourgeoning leaders to understand the importance of discipline while fine-tuning their leadership styles.

Expanding PME opportunities for NCOs and junior enlisted alike ensures discipline is front and center in their minds.

Anchored by our Joint Enlisted Leader Attributes, our vision is to reform Enlisted Joint Professional Military Education (EJPME) to ensure that we produce leaders who embody the knowledge, skills, and attributes necessary to succeed in a volatile, uncertain, complex, and ambiguous battlespace.

—Joint Chiefs of Staff (2021)

 

Discipline naturally strengthens as Soldiers who attend leadership courses return to their units with a set vision of what right looks like. NCOs will enforce standards and be the professionals the Army needs them to be.

Conclusion

NCOs play a crucial role in maintaining and strengthening discipline across the Army. By enforcing standards, cultivating good order and discipline, and fostering a culture of accountability, NCOs ensure their Soldiers’ readiness for the challenges ahead.

Realistic training builds readiness and reinforces the importance of discipline in combat situations.

Expanding and enhancing PME provides NCOs the tools and knowledge to lead effectively and instill discipline in their units.

Ultimately, the Army’s success depends on the ability of its NCOs to nurture and enforce discipline at every level, ensuring the force is always prepared for the future war.

References

Joint Chiefs of Staff. (2021). Developing Enlisted Leaders for Tomorrow’s Wars. https://www.jcs.mil/Portals/36/Documents/Doctrine/education/epme_tm_vision_digital.pdf?ver=dmj-ILYBhrr-6wq3JhdXog%3D%3D

Kimmons, S. (2019). A hard lesson learned now guides priorities for new Sergeant Major of the Army. Army.mil. https://www.army.mil/article/225476/a_hard_lesson_learned_now_guides_priorities_for_new_sma

Perry, J., & Fenrick, P. (2020, June 19). Preparing for LSCO and the Future Fight. NCO Journal, 1-4. https://www.armyupress.army.mil/Journals/NCO-Journal/Archives/2020/June/Preparing-for-LSCO

Williamson, S. R. (2020, July 10). Standards and Discipline: An In-Depth Look at Where We Once Were and Where We Are Now. NCO Journal, 1-4. https://www.armyupress.army.mil/Journals/NCO-Journal/Archives/2020/July/Standards-and-Discipline/

 

Sgt. Andraya J. Mai is the legal assistance noncommissioned officer in charge (NCOIC), U.S. Army Southern European Task Force, Africa (SETAF-AF). Her short-term goals include promotion to staff sergeant, completing the Advanced Leader Course (ALC), and running her first half-marathon. Her long-term goals include completing her bachelor’s degree in business, earning a juris doctor (law) degree through the Army Funded Legal Education Program (FLEP), and serving in the Army Judge Advocate General’s (JAG) corps.

Cpl. Abiel J. Cantu is a combat medic and 13M, Multiple Launch Rocket System (MLRS)/High Mobility Artillery Rocket System (HiMARS) crewmember, with seven years of service. He served in support of Estonia and Ukraine during Operation Atlantic Resolve. His short-term goals are promotion to sergeant and assignment as a HiMARS gunner. He is currently in the law school application process, and his long-term goal is to earn a juris doctor (JD) law degree and transition into a career in law.

Cpl. Lillian R. Knipp is an intelligence analyst with three years of service. She served in support of the Russia-Ukraine conflict with intelligence products to U.S. Army Europe and Africa (USAREUR-AF), Security Assistance Group Ukraine (SAG-U), and partners. She assisted the Ground Order of Battle (GOB) team and worked on Intelligence Unit Tracking Databases. She also assisted in making the G2 Readbook and delivering it to commanding officers and NCOs. Currently, she is an orderly room clerk managing her unit’s administrative needs. She aims to earn an associate’s degree.

Cpl. Davion J. Marsh has served as a combat medic for six years. He supported Operation Atlantic Resolve in various roles including lead Phantom First Responder instructor, Medical Readiness administrator, and senior treatment medic. He earned his Associate of Science through Lone Star College and is working toward his Bachelor of Science in biological sciences at Arizona State University. His short-term goals include promotion to sergeant and earning his paramedic license, with the long-term goal of attending the Army’s Interservice Physician Assistant Program.

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