Commission or NCO?

Adult Staff
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I have a growing and keen staff team with increasing interest in going into uniform. Success!

My default impulse is to nudge everyone towards NCO appointment because it’s a quicker path into uniform and it doesn’t limit you in any way. If you want to become wing staff you can for SME posts and if you want to command a wing, you’ll need to put some time in anyway.

It also perhaps reduces pressure and expectation if you’re a fresh SNCO.

But there are also times when people have a clearer idea of what their interests are and where they may take their volunteer journey. Even then, I’m not convinced there’s a need to go direct to commission.

I’m wondering what the hive mind view is in an age where there really isn’t a difference any longer…

I certainly think that our WOs and officers should be incredibly experienced and tested personnel, but there can be other ways to test that. I think my main recommendation stems from doing it in a shorter time. It’s the same reason I encourage people to go CI when they join — we get them engaged sooner.

Why don’t all new uniformed staff go SNCO unless they have something like a previous commission?

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The life time of a volunteer is short. My personal bias would be to push people towards commission rather than NCO.

It depends on the mindset & skill set of the individual.

  • have they decent (2yr+) experience as a CI?
  • Are they a big picture longer term thinker rather than immediate tasking
  • Do they have energy & the emotional intelligence to command a Sqn in three to five years time.

If yes then advise commission. Otherwise they are wasting their time (or more accurate their potential)

For precedence - regular & reserve officers commission at a young age without jumping through the linear hoops of NCO first.

Also some people make excellent officers but awful SNCOs - I know I certainly would have & if forced to go SNCO first I probably would never have gone into uniform.

The roles require different mindsets & volunteers are not one size fits all.

Despite my biases I have recommended some people to focus on SNCO first over than commission - the key important aspect is that it’s tailored to what’s best for the individual rather than what we may personally feel would be the ideal world.

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Really valid points.

So really, focussing on that strategic vision (and the ability to deliver it) is what we’re going for with commissioning candidates. Which we ideally want for unit command.

Less so for those simply identifying an affinity for office-based work or admin and planning (all seniors and above get involved in some of that), but rather vision and leading organisational development and change.

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4

I saw an army pod cast answering the question of what is your trade if you go commission - the answer was leadership is your trade.

The same aspect kinda applies to us on volunteer level - would the individual at some point want to command a Sqn?

If yes - then it’s commission, its growth mind set, it’s improving & enacting change.

I have had conversation with both Snr cadets & adults over the years about best route. Often the reasons for going non-commissioned are routed in the bigotry of others - “you can’t step back, I want to be hands on, I don’t want to get drawn into politics, being an officer means you have to be unpopular, I don’t have the confidence, it’s the SNCOs who are really in charge”

Occasionally I have heard a really good reason - in one memorable case their rationale was that they wanted to be a specialist not a generalist- the latter being what’s expected (in her mind) of officers who go on to command. The person in question would have made an excellent officer but she was picking the right route for her for the right reasons.

When we look at the skill shortage we have, particularly with Sqn Cdrs there needs to be long to medium term planning as otherwise there won’t be the leadership structure to maintain the organisation.

Post Covid & probably even more so going fwd in to RAFAC 2030 there just isn’t the time anymore for people to develop in a purely linear way - you’ve got to pick your tech tree so we can get the most & the best out of people in the most effective manner.

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I think this is a concept that the ATC in particular struggles with.

Air Force Officers lead from the front. They fly the plane, they deliver the mission & the rest of the RAF is structured around supporting that delivery.

I use to annoy some of the old school nCOs as I made sure as an officer I got out on the shop floor, I set the culture & the quality & didn’t stick to an office like a glorified accounting clerk (some of whom are admittedly exceptional skilled but their role is one of processing rather than designing & shaping)

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So I suppose the question becomes:

Motivations aside, how do we identify those with the required qualities to be good leaders?

Sometimes you just know. What’s the best way if you need to draw it out?

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Do they think strategically or operationally? This has always been my go-to question. Both are valid and useful, they’re just have a different focus.

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Aptitude testing, interviews, planning exercises, group discussions, command tasks, etc. no need to reinvent the wheel here: OASC have been doing it for decades.

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My sister reached 20 and had to make the choice. as a CWO she was very active in the wing, went to every course and camp. She’s intelligent and forward thinking. I advised her to go for a commission, i told her she would be wasted as a Sgt, and, crucially for her, she would continue to find it intensely frustrating that the Sgts, FSs and WOs she was already clashing with as a CWO would continue to out rank and overrule her.
She went Sgt, mostly because she had her heart set on being a DI. She didn’t get recommended for DI, and quickly started butting heads with the idiot NCOs and WOs who she could run rings around.
She commissioned within two years and commanded units within a short space of time after that. She would have made her way had the WCO in her wing not held her back through clearly sexist policy decisions, she resigned around the same time I left.

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I feel like the organisation could do with refreshing its “character / person spec” for NCO / commissioned candidates.

Perhaps it’s a case of “NCO, unless…” (because if you’re deemed suitable for uniform, there probably needs to be a default option, even if it’s because you don’t know what you want long term).

It feels like it’s mostly left up to us to intuit based on experience, rather than the organisation clearly outlining what makes someone suitable for advancement and command.

Anything to formally help candidates make a decision in a way that isn’t open to lots of varied opinions.

It could help with general recruitment too, as there may be people who are interested but are put off by preconceptions.

The views shared here feel pretty on the mark.

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firstly because the SNCO rank/role is not a “training” position.

to suggest it is dilutes the perceived capacity and ability of established Sgts who have 3 years experience but are otherwise unknown - a “Sgt” is just a “training” rank and thus cannot be capable of anything.
(I am not suggesting you have this view point, or suggesting it is the case, but if everyone going into uniform is pushed to SNCO first then it erodes the value of the Sgt rank as a standalone rank, and becomes a “in training” rank)

@Chief_Tech has it right about “potential”
some people, much like the regulars are better suited as officers (natural born leaders?) and some more the traditional “shout WO” type > although that is an horrid over simplification

to take my own example, as a CWO i was not ready to “let go” of being an NCO, when i was invited to join the staff team by my then CO, he insisted i would make a great Officer, I had a lot of respect for him, and trusted his opinion, but i went SNCO…i later found out, he was keen for me to be his successor and saw me as the ideal candidate, instead it went to someone less desirable as they on paper the obvious choice over me (as they were officer).

several years later, after several life changes, going through university and settling in a career my mindset and approach moved and saw what that previous OC did, and several CFAV friends suggested, and so went down the Commissioned route

I guess i was a bit like @Baldrick 's sister - SNCO suited me for what I wanted to achieve post Cadet and what I wanted to commit to - even if several CFAVs, SNCOs and Officers could see what i couldn’t. I mind caught up with them as my approach changed as so often does as we age and “saw the light”

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Chat GPT thoughts…

:one: What the Organisation Is Looking For

:large_blue_diamond: RAFAC SNCO (ATC SNCO)

The organisation is primarily looking for:

:white_check_mark: Standards Enforcers

  • Uniform & drill excellence

  • Ceremonial leadership

  • Maintaining discipline and bearing

  • Visible role models of RAF standards

:white_check_mark: Direct Cadet Mentors

  • Close, day-to-day supervision

  • Leading practical training

  • Coaching drill, fieldcraft, shooting, etc.

  • Being present on the “shop floor”

:white_check_mark: Authority Through Presence

  • Calm, steady, respected

  • Consistent

  • Not afraid to correct

  • Comfortable being firm

Core Identity:

“I am here to maintain standards and develop cadets through example.”

:large_orange_diamond: RAFAC Commissioned Officer

The organisation is primarily looking for:

:white_check_mark: Strategic Leaders

  • Squadron direction and vision

  • Staff management

  • Risk ownership

  • Policy implementation

:white_check_mark: Decision Makers

  • Signing off activities

  • Managing safeguarding and compliance

  • Representing the unit externally

  • Holding legal responsibility

:white_check_mark: Organisational Developers

  • Building partnerships

  • Growing capability

  • Developing other staff

  • Succession planning

Core Identity:

“I am responsible for the organisation, its people, and its future.”

:two: The Real Difference (In Simple Terms)

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SNCO

Officer

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Leads cadets directly

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Leads the organisation

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Enforces standards

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Sets direction

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Tactical

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Strategic

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Delivery focused

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Accountability focused

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Drill square presence

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Planning table presence

Both lead. But they lead differently.

:three: Questions to Help Them Decide

Rather than telling them what to do, ask questions that reveal where they naturally sit.

Ask:

  • Do you enjoy being hands-on with cadets, or designing the programme?

  • Are you more comfortable correcting drill, or chairing meetings?

  • Do you want to be the person who executes the plan, or the one who signs it off?

  • Would you rather be known for presence and standards, or direction and responsibility?

  • How comfortable are you holding ultimate accountability if something goes wrong?

Patterns in their answers will usually make the decision obvious.

:four: Consistent Advice Framework

When giving advice, avoid:

  • “Officers are more senior.”

  • “SNCOs do drill.”

  • “Officer is the natural progression.”

Instead use this consistent structure:

Step 1: Clarify Motivation

Why do they want to change role?

Status? Responsibility? Impact? Frustration?

Step 2: Identify Strength Profile

Are they:

  • Calm, standards-driven, respected by cadets? → SNCO profile

  • Organised, big-picture thinking, comfortable with admin & accountability? → Officer profile

Step 3: Consider Organisational Need

What does the squadron or wing actually need right now?

A strong standards NCO?

Or someone to take strategic burden off the OC?

:five: A Reality Check (That’s Often Missing)

Commissioned service means:

  • Greater safeguarding responsibility

  • Greater legal accountability

  • More paperwork

  • More time on governance

  • Less time on “fun delivery”

Some candidates want a commission without realising it moves them further from the cadet experience.

Likewise:

SNCOs are not “junior officers.”

They are specialists in standards and direct leadership.

:six: A Simple Way to Phrase It to Them

You might say:

“The RAF Air Cadets doesn’t need more people chasing rank. It needs people in the right role for their strengths.

Do you see yourself as a standards leader, or an organisational leader?”

That reframes it properly.

:seven: If They’re Equally Strong?

Then ask:

  • Where will they have the greatest impact?

  • Where will they still enjoy volunteering in 5 years?

Longevity matters more than prestige.

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Naturally there’s loads of crossover that complicates some of these points, but it’s not a bad starting point.

I’m going to pinch all of the ideas in this thread for my “career chats”.

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Key questions to ask that actually highlight the differences these days that have actually become blurred.

  1. Do you currently have a desire to be a Sqn Commander in the future?
  2. Do you have a desire to complete the Drill Instructor Course in the future?

If the answer to 1 is no > SNCO, if the answer to 2 is yes > SNCO.

If the answer to both is yes > SNCO

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I don’t think drill is that much of a demarcation anymore as the new DIs course is for all ranks rather than SNCOs only.

As an officer have some drill instructor training would be good particularly when I’m mentoring new officers through officer drill which a lot of NCOs are not familiar with because it doesn’t apply to them.

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How can you say that about the chevroned race being obstinate.

Sadly we are lacking in senior female staff in the corps and this will continue. Our management board is dominated by males. While middle class males who promote in their image. The RAF is only 10% female and the pool of who will go forward to uniformed positions in the RAFAC will reflect that ratio. The RAFAC has a much higher female ratio but volunteers in senior management roles do not reflect this.

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As to the question of NCO or Officer. I would say that NCOs are more useful to the squadron, Officers are more useful to the corps. There is greater pressure for Officers to move on and command units away from the unit they were commissioned on.

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@Baldrick do you have a link for the sea cadet officers development pre-study guide?

I think it would be pertinent to this topic but I don’t see a way to link files or upload to ACC drive?

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sorry for going off topic, but: while i have known enough female WSO that i need two hands, i cannot think of a female OC Wing…has there been one?

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Is it, I was entirely unaware of that

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