Read the Panama Case Study and provide feedback on how the lessons learned about (Readiness and Program Management)
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NCOs take on multiple roles to ensure success in Panama
November 3, 2016 Clifford Kyle Jones
By CLIFFORD KYLE JONES NCO Journal
The NCOs in Panama are selected for their experience, maturity and Spanish-language abilities, and they have clearly defined roles training Panamanian security forces — but they routinely go outside those roles to help the U.S. achieve its goals.
Sometimes that means learning about new equipment; sometimes it means cross-training with other Technical Assistance Field Team members; sometimes it means taking on duties far outside the regular role of an NCO.
Sgt. 1st Class Leobardo Nuno, TAFT Panama’s maintenance NCO, does all three.
TAFTs are deployed by the U.S. Army Security Assistance Training Management Organization, a subordinate organization to the U.S. Army Security Assistance Command. USASATMO currently has 38 TAFTSs and 43 teams in more than 20 countries around the world.
Nuno’s primary responsibility is helping Panamanian security forces maintain their equipment and develop tactics and procedures to keep that equipment running well. On a recent afternoon in a remote jungle outpost, he found himself under the hood of a Jeep J8.
“Jeep J8s are not a regular part of [the U.S. Army’s] inventory, so I have to study and learn them,” he said. “They have to show me some of the issues that they’re talking about in order for me to develop a correct answer for them and also to assist them technically to fix them.”
He and members of Panama’s Servicio Nacional de Fronteras, known as SENAFRONT, were working on the Jeeps’ air conditioning system. The hoses, he said, were too close together and were rubbing against each other.
“He links in with the maintenance personnel and makes sure they’re doing the right things to maintain their fleet of donated equipment,” said Maj. Bernard Gardner, who led the U.S. Army TAFT in Panama until recently. “That also applies for weapons. He has a good background in weapons maintenance and how [the Panamanians] need to get into the parts request system to get spare parts to fix them.”
Nuno also helps with the Panamanians’ cache of night vision goggles — maintaining, testing and getting rid of them as needed and ensuring spare parts are on hand. But when in Panama, NCOs go beyond their military occupational specialty.
“In addition to being a maintenance supervisor assistant for the TAFT here in Panama, I like to assist and cross-train with the other TAFT members,” Nuno said. “Yesterday, I was here supporting them with the range, but by the same token, I was learning the tactical stuff that they show the units and training them on the basic soldier skills.”
Nuno, like many of the NCOs in TAFT Panama, pulls double-duty when he travels from TAFT headquarters in Panama City. He had a maintenance mission at SENAFRONT’s facility, but he coordinated his visit with the tactical training team so he could help with a weeklong marksmanship course for SENAFRONT forces.
“Sometimes [maintenance] is not a full-time job, so it’s a perfect opportunity for him to also cross-train — come out, do tactical training with these guys and focus in that arena as well,” Gardner said. “He’s kind of a jack-of-all-trades.”
Helping the Embassy
One of Nuno’s other trades in Panama is human-rights vetting.
As required by the United States’ Leahy Law, the Defense and State departments are prohibited from providing military assistance to foreign entities that violate human rights standards.
Each person who takes part in the training conducted by U.S. forces must be vetted to ensure they don’t violate the Leahy Law. Panama is what is known as a fast-track country, unlike some other Central and South American nations that have histories of violent factions in regular conflict and many documented human-rights abuses. In Panama, the vetting can be conducted locally, and the U.S. Embassy approves participants in coordination with other U.S. agencies.
The TAFT took over the vetting process more than a year ago, with Nuno and Sgt. 1st Class Rafael Faria Rodriguez conducting most of the work. They link with Panamanian schoolhouses, collect names for requested training, ensure information is recorded correctly, run the data through Embassy computers and files, and then track the process to ensure all agencies are doing the appropriate vetting, Gardner said.
“Since taking it over, about 1,000 have been vetted,” Gardner said about nine months into the TAFT’s new responsibility.
“Panama doesn’t really have human rights problems like some other Central American countries,” he said. “So the check is really for criminal background of trainees. With nearly 1,000 names submitted thus far, we have had three that came back (flagged), and we had to make a decision. It’s usually because they had some sort of connection to a drug-trafficking organization.”
Keeping operations running
Such behind-the-scenes is common for Sgt. 1st Class Freddy Matostoro, the TAFT’s senior logistics advisor.
He said he doesn’t get to travel with members of the TAFT often, but his work is instrumental in ensuring their training happens.
Matostoro is in charge of developing the training budget and ensures that all U.S. Southern Command and U.S. Embassy requirements are met.
His challenges started upon his arrival, just under a year ago. The TAFT had been operating with a cash fund. Panama uses the U.S. dollar as its currency. Unfortunately, unbeknownst to Matostoro, the U.S. government had shifted from using cash to using credit cards.
“It wasn’t until budget close that they noticed I didn’t have a credit card,” Matostoro said in the spring. “Long story short, it took five months to get my credit card. So now halfway through my tour, and I have yet to buy anything.”
Challenges aside, the other members of the TAFT recognize how central Matostoro’s mission is to accomplishing theirs.
Faria said, “We have people right now out at Darien and all the things that we are doing simultaneously here, all that requires — all the resources, the vehicles, the fuel, even the toll pass that we put in the vehicles; all the supplies, wood, nails, hammers, tools all that stuff; and also the ammo when it gets ordered — that’s him who does it.”
Faria said he and the other members of the TAFT could not possibly keep track of all the details.
“He’s the one who keeps track of all that, so that’s what keeps all of us on the road and on the move and doing missions here,” Faria said. “Without him, we couldn’t do it.”
And Nuno is happy to be part of the TAFT’s mission in Panama.
“It’s one of those assignments that no one tells you about. But once you get in, you start realizing the impact we have here in Panama and any other country is huge. It’s a huge impact. By the same token, that impact can only be seen with time,” he said. “Every day, we continue to develop relationships with the international forces. The impact from that can be seen at a higher level than we are. The impact that we have here, the training that we do here, it helps the Panamanian forces to develop a good security system. That way they can control the drug flow and the immigration flow from different areas.
“We work as one single team, that’s No. 1,” he continued. “The relationship within our team is huge, because we come from different backgrounds — we have infantry guys, we have armament, we have commo — yet we all come together as one.”
,
TC 7-22.7
THE NONCOMMISSIONED OFFICER GUIDE
AUGUST 2025
DISTRIBUTION RESTRICTION: Approved for public release, distribution is unlimited.
*This publication supersedes TC 7-22.7, dated 1 January 2020.
HEADQUARTERS, DEPARTMENT OF THEARMY
Foreword
For 250 years, we have been the U.S. Army's backbone. Throughout our storied legacy and rich history,
our purpose has not changed – we exist to fight and win when called upon.
The character of war is changing. Threats are evolving and adversaries are constantly seeking new
competitive advantages. What remains constant is the Noncommissioned Officer – we are the asymmetric
advantage. We are the envy of the world. We are respected by our allies and partners. We are feared by
our adversaries. Our commitment to excellence, our ability to adapt, and our unwavering resolve to defend
our nation makes us an unmatched force on the battlefield and a trusted teammate to those who stand beside
us.
We will navigate the complex global landscape of today and prepare for the uncertainties of tomorrow
by providing trained, cohesive, and lethal teams capable of engaging our enemies in every domain with
precision and unwavering commitment. We are resolute in our oath to the Constitution and embody the words
of our creed every day. Training and leading is what we do, and we do it better than anybody else.
All NCOs must be brilliant in the basics of training management and leadership. War requires it and
your Soldiers demand it. We will pursue excellence in developing the next generation of leaders.
We will train tirelessly and ruthlessly. Despite all the transformation in our Army, the role of the
Noncommissioned Officer remains to accomplish the mission and take care of Soldiers.
We have a sacred duty to uphold and a nation to defend. Be disciplined and live the Army Values. This
We'll Defend!
This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil) and the Central Army Registry Site
(https://atiam.train.army.mil/catalog/dashboard).
i
*TC 7-22.7
Training Circular
No. 7-22.7
Headquarters
Department of the Army
Washington, DC, 14 August 2025
THE NONCOMMISSIONED OFFICER GUIDE
Contents
Page
Preface ………………………………………………………………………………………………………………………………… v
NCO 101 ……………………………………………………………………………………………………………………………… vii
Introduction ……………………………………………………………………………………………………………….. vii
Creed of the Noncommissioned Officer …………………………………………………………………………. viii
Charge to the Newly Promoted Noncommissioned Officer ……………………………………………….. ix
Chapter 1 ……………………………………………………………………………………………………………………………… 1
NCO INFORMATION ………………………………………………………………………………………………………. 1
The Professional NCO …………………………………………………………………………………………………. 1
The Army Profession …………………………………………………………………………………………………… 3
Our Ethic …………………………………………………………………………………………………………………… 3
The U.S. Army As A Military Profession …………………………………………………………………………. 4
Characteristics Of The Army Profession ………………………………………………………………………… 4
Army Values ………………………………………………………………………………………………………………. 4
Army Customs, Courtesies, and Traditions …………………………………………………………………….. 5
The Army Flag and its Streamers ………………………………………………………………………………….. 6
Pride and Esprit de Corps ……………………………………………………………………………………………. 6
Drill and Ceremonies …………………………………………………………………………………………………… 7
Inspections ………………………………………………………………………………………………………………… 8
What Makes You an Army Professional? ……………………………………………………………………….. 8
Chapter 2 ……………………………………………………………………………………………………………………………. 11
LEADERSHIP AND COMMUNICATION ………………………………………………………………………….. 11
NCO Common Core Competencies …………………………………………………………………………….. 11
Roles of the Army NCO ……………………………………………………………………………………………… 12
NCO Support Channel ………………………………………………………………………………………………. 20
Roadmap To Leadership and Effective Teams ………………………………………………………………. 20
Army Leadership Requirements Model …………………………………………………………………………. 21
Mission Command and Be, Know, Do ………………………………………………………………………….. 22
Compliance Vs. Commitment ……………………………………………………………………………………… 22
DISTRIBUTION RESTRICTION: Approved for public release, distribution iunlimited.
14 August 2025 TC 7-22.7
14 August 2025 TC 7-22.7 ii
Power ……………………………………………………………………………………………………………………… 23
Leadership Styles ……………………………………………………………………………………………………… 24
Dynamics Of Leadership …………………………………………………………………………………………… 25
Levels Of Leadership …………………………………………………………………………………………………. 27
Navigation Of the Continuum ……………………………………………………………………………………… 29
Team Building …………………………………………………………………………………………………………… 30
Counseling, Coaching, and Mentoring …………………………………………………………………………. 31
Army Officers and NCO Relationship ……………………………………………………………………………. 32
Army Civilians and NCO Relationship ………………………………………………………………………….. 36
Chapter 3 …………………………………………………………………………………………………………………………… 39
OPERATIONS AND THE TRAINING MANAGEMENT CYCLE …………………………………………… 39
The Army’s Principles of Training …………………………………………………………………………………40
Training Domains ……………………………………………………………………………………………………….40
NCO Roles in Training ……………………………………………………………………………………………….. 41
Unit Training Proficiencies …………………………………………………………………………………………..42
NCOs Train To Standard …………………………………………………………………………………………….42
NCO Training Techniques …………………………………………………………………………………………. 43
8-Step Training Model ……………………………………………………………………………………………….. 44
Risk Management ………………………………………………………………………………………………………46
Web-Based Training Resources …………………………………………………………………………………. 47
Training Meetings ……………………………………………………………………………………………………… 47
Mission Command ……………………………………………………………………………………………………..49
Principles of Mission Command ………………………………………………………………………………….. 50
Command and Control Defined …………………………………………………………………………………… 52
NCO Role In Mission Command …………………………………………………………………………………. 53
The NCO's Role in The Command-and-Control Warfighting Function ……………………………….. 56
Chapter 4 …………………………………………………………………………………………………………………………… 57
PROGRAM MANAGEMENT AND READINESS ……………………………………………………………….. 57
Talent Management ……………………………………………………………………………………………………59
Army Career Tracker (ACT) ……………………………………………………………………………………….. 59
Integrated Personnel and Pay System-Army (IPPS-A)……………………………………………………. 59
Army Training Information System (ATIS) …………………………………………………………………….. 59
Army Training Management System (ATMS) ………………………………………………………………… 59
Army Community Service (ACS) …………………………………………………………………………………..60
Holistic Health and Fitness (H2F)………………………………………………………………………………… 61
Medical Readiness ……………………………………………………………………………………………………. 62
Army Safety and Occupational Health Program …………………………………………………………….. 63
Army Maintenance Program ………………………………………………………………………………………. 63
Command Supply Discipline Program (CSDP) ……………………………………………………………… 64
Knowledge Management (KM) (Information Management) ……………………………………………… 65
Appendix A…………………………………………………………………………………………………………………………. 67
Contents
14 August 2025 TC 7-22.7 iii
LEADER TOOLS ………………………………………………………………………………………………………….. 67
Leadership Philosophy ………………………………………………………………………………………………. 67
Army Training Network (ATN) ……………………………………………………………………………………… 67
Army Career Tracker (ACT) ……………………………………………………………………………………….. 68
Counseling Enhancement Tool (CET) ………………………………………………………………………….. 68
Army Programs and Services ……………………………………………………………………………………… 68
Appendix B…………………………………………………………………………………………………………………………. 77
CHANGE OF RESPONSIBILITY EXAMPLE SCRIPT ………………………………………………………… 77
Appendix C…………………………………………………………………………………………………………………………. 83
NCO INDUCTION CEREMONY SCRIPT ………………………………………………………………………….. 83
Appendix D…………………………………………………………………………………………………………………………. 89
THE EMERGING NCO …………………………………………………………………………………………………… 89
Glossary …………………………………………………………………………………………………………………………….. 99
Section I – Acronyms and Abbreviations ………………………………………………………………………………….. 99
Section II – Terms ………………………………………………………………………………………………………………..101
References …………………………………………………………………………………………………………………………103
Figures
Figure Intro-1. U.S. Army Creed of the Noncommissioned Officer ………………………………………………… viii Figure Intro-2. Charge to the Newly Promoted Noncommissioned Officer ………………………………………. ix
Figure 1-1. NCO Corps History ………………………………………………………………………………………………… 3 Figure 2-1. Leadership Requirements Model …………………………………………………………………………….. 21 Figure 2-2. Sources of Power …………………………………………………………………………………………………. 23 Figure 2-3. Leadership Styles …………………………………………………………………………………………………. 25 Figure 2-4. Army Leadership Levels ………………………………………………………………………………………… 28 Figure 2-5. Skill Level Progression ………………………………………………………………………………………….. 29 Figure 2-6. Army Team Building ……………………………………………………………………………………………… 30 Figure 2-7. Techniques for Adapting to Team Changes ……………………………………………………………… 31 Figure 3-1. The Training Management Cycle …………………………………………………………………………….. 39 Figure 3-2. Unit Training Proficiency Elements ………………………………………………………………………….. 42 Figure 3-3. The 8-Step Training Model …………………………………………………………………………………….. 45 Figure 3-4. The 8-Step Training Model Template ………………………………………………………………………. 46 Figure 3-5. Risk Management Process ……………………………………………………………………………………. 47 Figure 3-6. Control………………………………………………………………………………………………………………… 49 Figure 3-7. Mission Command aligned with NCO Attributes and Competencies ……………………………… 52 Figure 3-8. C2 ………………………………………………………………………………………………………………………. 53 Figure 3-9. Command and Control Warfighting Functions …………………………………………………………… 56 Figure 4-1. Army Force Management Model …………………………………………………………………………….. 58 Figure 4-2. H2F System ………………………………………………………………………………………………………… 61 Figure A-1. Talent Development Model ……………………………………………………………………………………. 68
Contents
14 August 2025 TC 7-22.7 iv
Tables
Table 3-1. NCO Focus Areas ……………………………………………………………………………………………………………….. 50
Contents
14 August 2025 TC 7-22.7 v
Preface
TC 7-22.7 is dedicated to the men and women of the U.S. Army Noncommissioned Officer (NCO) Corps
who have made the ultimate sacrifice in defense of our nation and to NCOs presently serving in the Army.
Soldiers will seek your guidance and trust you to train and develop them to win our nation’s wars. As the
standard-bearer, you must instill pride and strive to live the Army Values. You are “The Backbone of the
Army.”
TC 7-22.7 provides the Army's NCOs a guide for leading, supervising, and caring for Soldiers. While this
guide is not all-inclusive, nor is it intended as a stand-alone document, it provides NCOs a quick and ready
reference to refresh, develop, and apply leadership traits.
The purpose of this guide is to develop an innovative, competent, and professional NCO. NCOs will analyze
and evaluate the operational environment to create and apply an understanding of multidomain operations to
that environment.
TC 7-22.7 applies to the Regular Army, the Army National Guard/Army National Guard of the United States,
and the United States Army Reserve, unless otherwise stated.
The proponent of TC 7-22.7 is the Noncommissioned Officer Leadership Center of Excellence (NCOLCoE).
The preparing agency is the Doctrine/Analysis/Lessons Learned (L2) Team, Division of Curriculum
Development, Directorate of Training and Education, NCOLCoE. Send comments and recommendations on
a Department of the Army (DA) Form 2028 (Recommended Changes to Publications and Blank Forms) to:
Commandant, NCOLCoE, ATTN: ATSS-DAE (TC 7-22.7), 11291 SGT E. Churchill Street, Fort Bliss, TX
79918-8002; by email: [email protected]; or submit an electronic DA
Form 2028.