No One Is More Professional Than I
By Staff Sgt. Josiah T. Smith
3rd Brigade Combat Team, 82nd Airborne Division
June 29, 2026
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Today's Army is not the same Army I joined as a 17-year-old kid. The force has evolved - like a transformer - constantly reshaping itself to defeat challenges. Change is good. I believe in adapting to the times. But over the years, I noticed a growing disconnect between the Army I grew up in and the one I see now.
In this article, I'll share what I believe hasn't been passed down effectively through the ranks and what's getting lost at the lowest levels of leadership, regardless of rank.
I joined the Army Reserves in 2009, right out of high school. In 2013, I transitioned to active duty, served until 2015, and reentered the Army in 2021. I am now a staff sergeant. Despite evolving missions, technologies, and organizational changes, NCOs remain essential in shaping the Army's character and effectiveness.
When I was promoted to sergeant, I thought I had made it. I felt invincible - until I encountered my first problem Soldier. At my promotion ceremony, my former first sergeant looked me straight in the eye and said, "You made it. Now what're you gonna do for your Soldiers? Your supervisor will take care of you, but you have to take care of your Soldiers."
That moment redefined my understanding of leadership.
I often reflect on the NCO Creed, especially the line, "I am a noncommissioned officer, a leader of Soldiers." It's more than a creed, it's a daily commitment. It's the left and right limits that keep us aligned.
I remember a deployment when our patrol vehicle kept breaking down due to tire and axle issues. My supervisor, under pressure and unable to adapt, exploded when a tool we needed wasn't available. He cursed and lost his composure. In contrast, my platoon sergeant - who hit 20 years during that deployment - remained calm, collected, and focused. Later, he explained that professionalism isn't about perfection; it's about discipline, control, and learning from failure.
That conversation sparked a shift in me. I began picking the brains of senior NCOs, learning how to lead from the front and teach the standard by being the standard. I realized that leadership isn't rigid - it requires flexibility.
Soldiers come from all walks of life and see the world differently. As an NCO, it's my responsibility to help them understand the mission and see things from a broader perspective. That's hard to do when training time is restricted, so it's on us to create, protect, and prioritize that time. You can't expect what you don't inspect.
Soldiers in 2026 are influenced more by social media than ever before. Some influencers are setting good examples; others do the opposite.
I was once assigned a Soldier from the same cultural background as me. He came from a tough neighborhood in New Orleans and didn't trust leadership. I set a reachable standard: show up on time, in the right uniform, with the right equipment.
To avoid singling him out, I posted daily uniform and gear reminders to the group chat. It was simple but effective. Over time, he not only met the standard but held me accountable too. I counseled him regularly, just as I did all my Soldiers, both for corrective actions and to highlight achievements.
Discipline is contagious, but so is complacency. When leaders lower standards, Soldiers follow.
Today's Army is more diverse than ever - culturally, demographically, and operationally. I've served alongside female infantry officers and NCOs, Chinese, native American, black, and Hispanic Soldiers who all brought unique strengths to the fight.
One Middle Eastern Soldier served as an interpreter during missions. A Creole-speaking NCO bridged gaps during an Africa deployment. Hispanic Soldiers play critical roles at the border and support their families back home with pride.
Two of my Soldiers earned U.S. citizenship because the NCOs in our platoon helped them navigate the paperwork.
These experiences prove that NCOs are the backbone of unity and cohesion in a diverse force.
Mentorship is one of our greatest responsibilities. "Wall-to-wall counseling" isn't the answer anymore. You need buy-in. Monthly counseling statements don't build trust - daily interactions and genuine care do. If a Soldier's struggling with a relationship or personal issue, it's okay to give them time to handle it, as long as the mission is accomplished.
My former supervisor once let me take an extra day on a long weekend to help my girlfriend (now my wife) go to the doctor in South Carolina. That small act of trust strengthened my commitment to the mission and my leader.
Being a professional doesn't mean being perfect; it means being disciplined and self-aware. As a black infantryman, there were not many who looked like me. But I've learned that representation isn't a burden; it's a responsibility. I had to ensure I didn't show favoritism to Soldiers who looked like me and treated all Soldiers with fairness and respect.
Leadership is about the content of your character, not the color of your skin. I've spoken up for Soldiers who shared my background, and those who didn't, because every Soldier deserves a leader who advocates for them.
At the end of the day, a few truths remain constant in the NCO Corps:
"No one is more professional than I."
"Is this what right looks like?"
"You can't expect what you don't inspect."
The NCO Corps is always evolving. Promotions are based on potential, not perfection. Talk to old NCOs and veterans. Learn from them. Don't let their wisdom die with them - it was earned.
Bio
Staff Sgt. Josiah Smith is the assistant operations NCO for 3rd Brigade Combat Team, 82nd Airborne Division, Fort Bragg, North Carolina. He has served in a variety of leadership positions over the last 10 years ranging from team leader to squad leader. He has deployed in support of Operation Inherent Resolve with the 10th Mountain Division. Smith holds an Associate of Arts degree in professional studies and is currently pursuing a Bachelor of Arts degree in communication.
Disclaimer: The views expressed in this article are those of the authors and do not necessarily reflect the opinions of the NCO Journal, the U.S. Army, or the U.S. Department of War.
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