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U.S. Army Board Preparation Guide

Posted on June 21, 2024April 14, 2025 by Melanie Datu

Introduction
If you are scheduled to appear before a Soldier/NCO board or a promotion board, you should know that the competition will be intense. The good news is that, since you have been selected you are considered to be one of the best soldiers in your troop or company. Regardless of which type of board you are going to attend, this guide will help you arrange your preparation.

REVIEW YOUR RECORDS
You should schedule a records review at least 21 days prior to your board appearance. Your Official Military Personnel File (OMPF) is available to you online if you have an Army Knowledge Online (AKO) account. The items you will need to check are: correspondence course completion documentation, military and civilian course/school certification, awards, duty positions, assignments, time in service, time in grade, letters, etc. It’s a good idea to maintain a paper copy of your personal records. Bring this documentation to the record review. At the records review examine your DA Forms 2A and 2-1, Military Personnel Records Jacket (MPRJ), to ensure your information is correct and/or updated.
Note for sergeants seeking promotion to staff sergeant; Sergeants should understand promotion board members are generally instructed to pay close attention to special and additional duty assignments. Boards are also tasked to consider evidence of a sergeant’s initiative and performance in leadership positions and/or in jobs with increasing levels of responsibility. The NCOER is the primary document the board will use to determine leadership potential. Sergeants should always pay close attention to their NCOER and other documentation to ensure their duty performance is properly recorded. Remember board members are looking for NCOs who can lead effectively, not simply meet requirements.
STUDY AND PREPARATION
1. Obtain a study guide. The purpose of a study guide is to make you aware of the type of questions that board members may ask and to put the material in a “user friendly” format for study. The questions in any study guide should not be considered to be the only questions a board will ask. Some units provide a basic study guide for their soldiers. Study guides can also be purchased at the PX. One excellent study resource is the Education Connection. This is a free and very comprehensive online study guide.
2. Seek counsel; other soldiers in your unit who have previously been to “the board” can provide you with a wealth of valuable information. They will be able to tell you about the process, the types of questions asked and their views on what the board members are looking for. Additionally, they can participate in a mock board to help you prepare yourself (see mock boards). Knowing what to expect can help to ease your nerves and prevent you from being surprised by unexpected questions and situations.
3. Know your unit’s history, meaning of the unit crest and the unit’s current mission.
4. If being considered for promotion, know the MOS and skill level that you are being recommended for. Be familiar with the Soldier’s Manual and be proficient in the duties required of that skill level.
5. Be prepared to express yourself on current events (world and national and local level). Pay close attention to news programs and read the daily newspaper at least a week prior to, and up to the date of the board.
UNIFORM
1. Ensure your uniform is in accordance with AR 670-1(AR 670-1 and most common Army Regulations can be found on line). Check the fit and location of sewn-on items to ensure that they are in compliance. Common uniform deficiencies are: poorly placed or frayed rank insignia and unit patch, sleeves or pant legs that are too long or short, or a coat that is too tight. Once uniform deficiencies are identified, send your uniform in for alterations and cleaning as soon as possible. If you are planning on attending future Soldier/NCO boards it could be worthwhile to purchase a polyester class A uniform. This uniform presents an outstanding appearance and will set you apart from your peers.
2. Awards and decorations: Set up your uniform in accordance with AR 670-1. Use a ruler to check placement of awards and decorations. All authorized awards and decorations should be clean, and be properly positioned on the uniform. Brass must be of the authorized type, highly shined, and correctly positioned. The name tag must be in accordance with the regulation and properly positioned on the uniform. Check that the unit crests are clean and properly positioned. If any items are scratched, faded, worn, discolored or dirty, replace them. Remove loose threads. Double-check the precedence for your awards. You may want to ask your supervisor or platoon sergeant to inspect your uniform. Once you are sure everything is correct, place it in a garment bag or cover until you are ready to put it on for the board.
3. Class A shirt and tie: Check to ensure that your shirt collar is clean and fits properly. A common mistake is to wear a shirt that is too tight or too loose in the neck. To determine the proper collar size; measure around your neck just above your collar bone, leaving 1 to 2 fingers between the tape and your neck, and round up to the nearest 1/2 inch. Ensure your tie is clean and pressed (a clip-on tie is not recommended).
4. Footgear: must be in good repair and highly shined to include the edge of shoes and soles painted with sole dressing. Also, ensure shoes are properly laced, not cracked, and heels are not worn down.
5. ID and head gear: Make sure you have your military ID card and that your ID tags are on a double chain and are around your neck. Check that the head gear is clean and the unit crest is properly positioned.
6. Grooming: Prior to the board, get a fresh haircut and ensure sideburns and mustache are properly trimmed and in accordance with current Army policy. Ensure all jewelry is in accordance with current Army policy as well. It is advisable to limit jewelry to a wristwatch (and wedding band if married).
ORAL EXPRESSION, CONVERSATION SKILLS, and BOARD INTERACTION
1. During a board appearance your ability to articulate your knowledge and opinions is a combination of good preparation and your vocabulary. Board members will prefer an individual who is comfortable within their own vocabulary level over a soldier who is always searching for word at the level above. Bottom line, speak normally and don’t try to use unfamiliar words to depict your thoughts and answers to questions.
2. Opening Statement; the truth about board interviewing is that it is weighed heavily toward first impressions; therefore the opening statement is very important. Most boards require or will entertain an opening statement.
3. An opening statement will take some time to put together and should include positions held, jobs performed, military and civilian education, duty stations, significant accomplishments, and future goals. The opening statement should be written and organized into three parts as follows:
  1. Part one is a summary of your career to date (one to two sentences). In other words, your career needs to be condensed into a couple of concise sentences that encapsulates the most important aspects of your career. You may start with where you entered the service, and continue to your current assignment (dates are not important). For example; “Sergeant Major, I have an opening statement” …”I enlisted in the Army in Fort Worth, Texas, attended 19K OSUT at Fort Knox, Kentucky , I am currently assigned to A Company 1/63 Armor.”
  2. Part two should be a summary of your accomplishment(s) (one to three sentences). These should be things that you are proud of and that you feel will also capture the attention of the board members. The accomplishment(s) you chose should be easily explained, and clearly highlight the achievement. When stated correctly board members will want to inquire further, thus giving you an opportunity to further discuss your significant achievements. For example; “During OSUT, I served as the Platoon Guide of the honor platoon. I was selected as an Excellence in Armor soldier………………..”
  3. Part three is a summary of what you plan to do next in your career (one to three sentences). The third part may be more difficult to develop because an Army career typically spans a period of twenty plus years. This part needs to specifically address what you want to do next as well as briefly mention the highpoints of what you would like to achieve over the out years of your career. For example: “My short-term goals are to; achieve the promotion to Sergeant, and graduate PLDC with honors. My intermediate goals are to obtain a Bachelor’s Degree in American History, Promotion to Staff Sgt, and attend and graduate the Master Gunner Course. My long-term goal is to retire from the Army as a Command Sergeant Major.”
  4. After you have the opening statement written in a draft form, ask your supervisor to review it for content and to suggest possible revisions.
  5. Once you have the opening statement completed, practice reciting the statement until you are comfortable with it. Also, think about how you would expand on each point if asked to do so. When giving your opening statement to the board, remember to address the president of the board first, and at least once, look directly at all board members during your statement. If you adequately practice the opening statement it should help you feel relaxed and comfortable with the board process, and get you off to a good start.
4. Inappropriate Language: Make sure your grammar is professional and “watch your mouth”. Many soldiers get in a stressful situation and can only express themselves with the use of profanity. Needless to say, this will not make a good impression during your board appearance. If you have this problem, you need to know that you can limit or even eliminate profanity from your conversations. One way you can do this is to ask peers and family members to remind you when you say a profane word. Once you become aware of the habit you can effectively change it. It will take an average of 30 days to completely get rid of profanity from your speech.
STANDARD PROCEDURES FOR APPEARING BEFORE THE BOARD AND INTERACTING WITH BOARD MEMBERS
1. Reporting to the Board: Knock loudly on the door of the board room and enter when told to do so. Approach the president of the board using proper facing movements and position yourself in front of the president of the board. Halt at attention, render a hand salute, and report to the president of the board. Example: “Sir,/Ma’am” or “Sergeant Major, Specialist (Smith) reports”. Hold your salute until the president returns it.
2. If asked to be seated, look over your shoulder, step to the rear with your left foot, and be seated. While seated, sit straight with both feet flat on the floor and approximately one foot apart. Place your hands comfortably on your thighs.
3. Opening statement: When you begin your opening statement address the president of the board, looking directly at him. At some point during the statement remember to also look directly at all board members.
4. Begin all statements to the board members by rank (“Sergeant Major,” “First Sergeant,” “Sergeant,” or with whatever salutation is appropriate). Direct your answer to the person asking the question, maintaining eye-to-eye contact at all times. Speak loudly enough so that all board members will hear you. If you feel your voice start to waiver because of nervousness, take a breath and raise your voice slightly this will usually help to steady it.
5. Answering board member’s questions.
  1. When answering questions; Use a natural tone and don’t deviate from your normal speaking rate. Don’t mumble or begin your reply with “uh”, “well”, “I think”, or “I believe”. This indicates indecisiveness. Whatever you do, don’t continually reach for unfamiliar words to perfectly portray your thoughts and answers to questions.
  2. It is helpful and impressive to repeat the question as part of your answer. For example, “Sergeant, the five colors of a topographical map are…” If you answer a question and the board member asks you “are you sure?” he or she is probably trying to see if you are indecisive and will change your answer. The best thing to do is to pause and think for a second, and then give your reply. If you think you have actually given the wrong answer, simply restate the members rank and reply with the corrected answer. Conversely, if you are confident in your original answer, state the members rank and “yes”. Also, if a member responses to your answer with a follow-up probing question like “what do you mean?” or “can you explain that in depth?” they are just trying to see if you really know something about the subject or if you have just memorized answers from a study guide.
  3. More that likely there will be some questions you will not know the answer to. Remember, if you don’t know the answer say so! Example: “Sergeant, I do not know the answer to that question” or “Sergeant, I don’t know the answer to that question, but I know the answer can be found in (give the appropriate AR, FM, TM etc.).” Also, never say “I’m sorry” when you find yourself unable to answer a question. Sometimes you may be unable to answer a particular question simply because you have never been in such a situation, if so say so. Of course if you don’t understand the question, you can ask the board member to please repeat or rephrase it.
  4. When asked your opinion, be sure you respond with your opinion (not what you think they want to hear). Board members do not penalize you for an opinion they do not agree with. They only want to evaluate your knowledge, and ability to intelligently present an opinion.
  5. Departing the Board: Come to attention in front of the board president (if seated, stand and take a half step forward first). Render a hand salute to the president of the board and hold your salute until it has been returned. Leave the room using proper facing movements and close the door unless directed otherwise.
MOCK BOARDS (practice boards)
1. Mock boards are a tremendously efficient way closely replicate the actual board experience, and therefore push your confidence up to the next level. Mock boards are used to help you work through your anxiety and become more confident and comfortable in the dialogue.
2. Mock board composition. Members of a mock board can be members of your platoon, and/or other personnel from your unit that have experience in this area. They will role play and ask the kinds of questions you can expect to encounter on the board. During the mock board you will respond to the questions as if it is an actual board appearance.
3. After you have completed the mock board, the members should offer you feedback on how you performed. Members should critique your body language, overall image, as well as your answer content. Their feedback should provide you with an objective measure of your level of discussion performance. For example, maybe you are not making enough eye contact or you tap your foot when you answer the questions. After you become more confident, most of your nervous gestures begin to disappear. It is a good idea to do at least one session in the uniform you will wear on the day of the actual board. That way the mock board members can also provide you with a full critique of your overall appearance.
4. Mock boards should be conducted in accordance with the standard procedures outlined in the following steps:
  1. Convene a Mock board consisting of at least three voting members and one nonvoting member (the recorder). The President of the Board is the senior member (role play an officer or senior enlisted). For mock promotion boards, all members of the board must role play at least one grade senior to those being considered for promotion (For example, for an E-5 promotion board, all of the members must role play an E-6 or above).
  2. Each mock board member will be assigned at least one subject area. Members will ask a series of questions pertaining to that area. Questions can be obtained from: study guides, TMs, FMs, Soldier’s Manuals, Army Regulations and/or from the U.S Army Board Study Guide (www.armystudyguide.com):Board evaluation subject areas:
    * Personal appearance
    * Oral Expression and conversation skills
    * Knowledge of world and local affairs and current events
    * Awareness of military programs
    * Overall soldier knowledge (MOS Soldier’s Manual, basic soldier knowledge, etc.)
    * Soldier’s attitude
  3. Members will take notes and subsequently provide constructive feed back to the board interviewee.

Duties, Responsibilities and Authority Explained

Posted on June 21, 2024February 27, 2025 by Melanie Datu

As a noncommissioned officer, you have duties, responsibilities and authority

DUTY:

A duty is something you must do by virtue of your position and is a legal or moral obligation. For example, it is the supply sergeant’s duty to issue equipment and keep records of the unit’s supplies. It is the first sergeant’s duty to hold formations, instruct platoon sergeants and assist the commander in supervising unit operations. It is the duty of the squad/section/team leader to account for his soldiers and ensure that they receive necessary instructions and are properly trained to perform their jobs.

A noncommissioned officer’s duties are numerous and must be taken seriously. An NCO’s duty includes taking care of soldiers, which is your priority. Corporals and sergeants do this by developing a genuine concern for their soldiers’ well-being. Leaders must know and understand their soldiers well enough to train them as individuals and teams to operate proficiently. This will give them confidence in their ability to perform well under the difficult and demanding conditions of battle. Individual training is the principle duty and responsibility of NCOs. No one in the Army has more to do with training soldiers than NCOs. Well trained soldiers will likely succeed and survive on the battlefield. Well trained soldiers properly do the tasks their NCOs give them. A good leader executes the boss’s decisions with energy and enthusiasm; looking at their leader, soldiers will believe the leader thinks it’s absolutely the best possible solution.

There may be situations you must think carefully about what you’re told to do. For example, duty requires that you refuse to obey illegal orders. This is not a privilege you can claim, but a duty you must perform. You have no choice but to do what’s ethically and legally correct. Making the right choice and acting on it when faced with an ethical question can be difficult. Sometimes, it means standing your ground and telling your supervisor you think their wrong. If you think an order is illegal, first be sure that you understand both the details of the order and its original intent. Seek clarification from the person who gave the order. This takes moral courage, but the question will be straightforward: Did you really mean for me to… steal the part… submit a false report… shoot the prisoners?

If the question is complex and time permits, seek advice from legal assistance. However, if you must decide immediately, as in the heat of combat, make the best judgment possible based on the Army values and attributes, your experience and your previous study and reflection. You take a risk when you disobey what you perceive to be an illegal order. Talk to your superiors, particularly those who have done what you aspire to do or what you think you’ll be called on to do; providing counsel of this sort is an important part of leadership. Obviously, you need to make time to do this before you’re faced with a tough call. This could possibly be the most difficult decision you’ll ever make, but that’s what leaders do.

Noncommissioned officers have three types of duties: specified duties, directed duties and implied duties.

Specified duties are those related to jobs and positions. Directives such as Army regulations, Department of the Army (DA) general orders, the Uniform Code of Military Justice (UCMJ), soldier’s manuals, Army Training and Evaluation Program (ARTEP) publications and MOS job descriptions specify the duties. For example, AR 600-20 says that NCOs must ensure that their soldiers get proper individual training and maintain personal appearance and cleanliness.

Directed duties are not specified as part of a job position or MOS or other directive. A superior gives them orally or in writing. Directed duties include being in charge of quarters (CQ) or serving as sergeant of the guard, staff duty officer, company training NCO and NBC NCO, where these duties are not found in the unit’s organization charts.

Implied duties often support specified duties, but in some cases they may not be related to the MOS job position. These duties may not be written but implied in the instructions. They’re duties that improve the quality of the job and help keep the unit functioning at an optimum level. In most cases, these duties depend on individual initiative. They improve the work environment and motivate soldiers to perform because they want to, not because they have to. For example, while not specifically directed to do so, you hold in-ranks inspections daily to ensure your soldiers’ appearance and equipment are up to standards.

RESPONSIBILITY:

Responsibility is being accountable for what you do or fail to do. NCOs are responsible to fulfill not only their individual duties, but also to ensuretheir teams and units are successful. Any duty, because of the position you hold in the unit, includes a responsibility to execute that duty. As an NCO, you are accountable for your personal conduct and that of your soldiers. Also, each soldier is individually responsible for his own personal conduct and that responsibility cannot be delegated. A soldier is accountable for his actions to fellow soldiers, leaders, unit and the US Army.

As a leader you must ensure that your soldiers clearly understand their responsibilities as members of the team and as representative of the Army. Commanders set overall policies and standards, but all leaders must provide the guidance, resources, assistance and supervision necessary for soldiers to perform their duties. Mission accomplishment demands that officers and NCOs work together to advise, assist and learn from each other. Responsibilities fall into two categories: command and individual.

Command responsibility refers to collective or organizational accountability and includes how well the unit performs their missions. For example, a company commander is responsible for all the tasks and missions assigned to the company; his superiors hold him accountable for completing them. Commanders give military leaders the responsibility for what their sections, units, or organizations do or fail to do. NCOs are therefore responsible to fulfill not only their individual duties, but also to ensure that their team and unit are successful. The amount of responsibility delegated to you depends on your mission, the position you hold and your own willingness to accept responsibility.

One point you need to get straight is that although a list of duties can be drawn up describing what is expected of you, it will not tell you how to do your job. For example, one of an NCO’s duties is to enforce standards of military appearance. This means you are responsible for correcting soldiers who wear the uniform improperly and for teaching them the correct standards of appearance. It also means that you should inspect for proper and serviceability, clothing and equipment of your soldiers. Remember that you must set the example first and your soldiers will follow in your footsteps.

Individual responsibility as a noncommissioned officer means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. For example, if you write a check at the commissary, it is your responsibility to have sufficient funds in the bank account to cover the check. Individual responsibility cannot be delegated; it belongs to the soldier that wrote the check. Soldiers are accountable for their actions, to their fellow soldiers, to their leaders, to their unit and to the United States Army. As a leader you must ensure that your soldiers understand clearly their responsibilities as members of the team and as representatives of the Army.

AUTHORITY

As a noncommissioned officer, you must know what authority you have and where it comes from. You are also expected to use good judgment when exercising your authority.

Authority is defined as the right to direct soldiers to do certain things. Authority is the legitimate power of leaders to direct soldiers or to take action within the scope of their position. Military authority begins with the Constitution, which divides it between Congress and the President. The President, as commander in chief, commands the armed forces, including the Army. The authority from the Commander-in-Chief extends through the chain of command, with the assistance of the NCO support channel, to the squad, section or team leader who then directs and supervises the actions of individual soldiers. When you say, “PFC Lee, you and PFC Johnson start filling sandbags; SPC Garcia and SPC Smith will provide security from that hill,” you are turning into action the orders of the entire chain of command.

In the Army there are two basic types of authority: command authority and general military authority.

Command authority is the authority leaders have over soldiers by virtue of rank or assignment. Command authority originates with the President and may be supplemented by law or regulation. Even though it is called “command” authority, it is not limited to officers – you have command authority inherent in your leadership position as a tank commander or team leader, for example. Noncommissioned officers’ command authority is inherent with the job by virtue of position to direct or control soldiers.

Leading soldiers includes the authority to organize, direct and control your assigned soldiers so that they accomplish assigned missions. It also includes authority to use assigned equipment and resources to accomplish your missions. Remember that this only applies to soldiers and facilities in your unit. For example, if the platoon sergeant of first platoon goes on leave and a squad leader is put in charge, that squad leader has command authority over only first platoon, until he is relieved from the responsibility. The soldiers in first platoon will obey the squad leader’s orders due to his position. However, the squad leader does not have command authority over another platoon.

General military authority is authority extended to all soldiers to take action and act in the absence of a unit leader or other designated authority. It originates in oaths of office, law, rank structure, traditions and regulations. This broad-based authority also allows leaders to take appropriate corrective actions whenever a member of any armed service, anywhere, commits an act involving a breach of good order or discipline. For example, if you see soldiers in a brawl, you have the general military authority (and the obligation) to stop the fight. This authority applies even if none of the soldiers are in your unit.

General military authority exists whether you are on duty or not, in uniform or in civilian attire and regardless of location. For example, you are off duty, in civilian clothes and in the PX and you see a soldier in uniform with his headgear raised up and trousers unbloused. You stop the soldier immediately, identify yourself and ensure the soldier understands and makes the necessary corrections. If he refuses, saying you don’t have the authority to tell him what to do because he’s not in your NCO support channel, the soldier is wrong.

You as an NCO have both general military authority and the duty to enforce standards as outlined in AR 670-1. Your authority to enforce those regulations is specified in AR 600-20 and if you neglect your duty, you can be held accountable. If the soldier refuses to obey you, what can you do? For starters, you can explain that you have authority regardless of your location, your unit, or whether you are in uniform or civilian attire. You may decide to settle for the soldier’s name and unit. If so, a phone call to his first sergeant should be more than enough to ensure that such an incident does not recur.

Delegation of authority. Just as Congress and the President cannot participate in every aspect of the armed forces operations, most leaders cannot handle every action directly. To meet the organization’s goals, officers delegate authority to NCOs in the NCO Support Channel who, in turn, may further delegate that authority. Unless restricted by law, regulation, or a superior, leaders may delegate any or all of their authority to their subordinate leaders. However, such delegation must fall within the leader’s scope of authority. Leaders cannot delegate authority they do not have and subordinate leaders may not assume authority that superiors do not have, cannot delegate, or have retained. The task or duty to be performed limits the authority of the leader to whom it is assigned.

Both command and general military authority originate in the Constitution and Congress has further defined them in law. More explicit sources are Army Regulations, the Manual for Courts Martial (MCM) and the chain of command/NCO support channel.

You don’t need to read or remember all Army Regulations (ARs) but study those that pertain to your job. If necessary, ask other NCOs to help you find out what regulations pertain to you, where they can be found and how to interpret them. Start with AR 600-20. It covers enlisted soldiers’ and noncommissioned officers’ authority and responsibilities.

The Manual for Courts Martial (MCM, 2002) describes legal aspects of the authority of the noncommissioned officer. It states in part that, “All commissioned officers, warrant officers and noncommissioned officers are authorized to stop quarrels, frays and disorders among persons subject to the code….” Severe penalties are imposed for violations such as disrespect, insubordination, or assault. No one expects you to be an expert on military law, but as a noncommissioned officer you should know the definition of these words and be able to explain them to your soldiers. Your legal clerk can be a good source of information.

Authority of the NCO is part of the equation in military discipline.

Your authority also stems from the combination of the chain of command and the NCO support channel. Orders and policies that pass through the chain of command or the NCO support channel automatically provide the authority necessary to get the job done. With such broad authority given to all commissioned officers and noncommissioned officers, the responsibility to use mature, sound judgment is critical. The chain of command backs up the NCO support channel by legally punishing those who challenge the NCO’s authority. But it does so only if the noncommissioned officer’s actions and orders are sound, intelligent and based on proper authority. To be a good leader, you should learn what types of authority you have and where it comes from. Whenever in doubt, ask. Once you’re confident that you know the extent of your authority, use sound judgment in applying it. Then you will be a leader respected by both your soldiers and superiors.