a. Of all the management skills required, the ability to effectively manage personnel is the most crucial and most difficult. When managing personnel, the M6 practical nurse is concerned with daily appearance and military bearing, attitude, job performance, and training needs. The manager must also be informed about the soldier's off-duty activities and behavior. Additionally, each soldier's first-line supervisor is responsible for overseeing the development of that individual into an effective and efficient soldier and future NCO. The practical nurse manager must be aware of the educational needs, performance capabilities, and personal goals of each subordinate worker, whether military or civilian. Taking the time and initiative to know your personnel as individuals will make managing them easier for you and communicating with you easier for them.

b. The following categories identify the responsibilities of the enlisted manager in the scope of personnel management. Listed under each area are only a few examples of the tasks performed by the practical nurse manager.

(1) Personal and professional development of the soldier.

(a) Recommend promotions, awards, and punitive actions.

(b) Counsel soldiers in their strengths and weaknesses and how each affects their duty performance.

(c) Ensure soldiers are utilized in their MOS.

(d) Ensure that required technical publications are available and utilized.

(e) Ensure that deserving soldiers attend appropriate service schools.

(f) Conduct professional development training.

(2) Individual training of the soldier.

(a) Educate soldiers in history and traditions of the service, military

courtesy, drill and ceremonies, standards of conduct, personal hygiene, and standards

for military bearing and appearance.

(b) Train enlisted personnel as effective team members.

(c) Train individual soldiers in their MOS/ASI skills.

(d) Train soldiers for survival on the battlefield.

(e) Train soldiers in common training tasks (CTT) and for self development tests (SDT).

(3) Accountability for squad/section/team.

(a) Know what soldiers are doing during duty hours.

(b) Know where all soldiers live and how to locate them.

(c) Know why soldiers are going to sick call or other appointments, how they are treated, and what the results are.

(d) Use squad/section/team as a unit to accomplish goals/objectives/mission.

(4) Military appearance and physical condition of the soldier.

(a) Make on-the-spot corrections for deficiencies in military appearance.

(b) Conduct physical training and enforce physical fitness standards.

(c) Assist personnel with physical training problems.

(d) Enforce and appearance standards.

(e) Train soldiers how to properly maintain and wear uniforms and equipment.

(5) Physical and mental well-being of the soldier and the family.

(a) Know where and how soldiers live.

(b) Know soldiers' family situations and provide assistance if needed.

(c) Inform soldiers of services available to them and their families through the military.

(d) Visit soldier support activities and ensure that they are acting in the best interest of the soldiers.

(e) Visit soldiers and family members who are sick and provide needed assistance.

(f) Refer soldiers for medical assistance when necessary.

(6) Supervision, control, and discipline.

(a) Conduct counseling and maintain counseling records.

(b) Support actions of subordinate NCO leaders.

(c) Educate personnel on the Uniformed Code of Military Justice (UCMJ).

(d) Recommend punitive action through appropriate channels.

(e) Conduct remedial training when required.

(f) Use the chain of command and appropriate supporting channels.

(g) Listen and respond to soldiers' suggestions and complaints.

(h) Support and explain reasons for current policies to the soldiers.

(i) Instill the feeling of unit pride, integrity, and loyalty.

(j) Supervise the execution of established policy.

(7) Maintain established standards of professionalism and performance.

(a) Conduct special training to resolve areas of training weakness.

(b) Train subordinates to meet, and then exceed, standards.

(c) Provide up-to-date information for all levels of training (CTT/SDT).

(d) Set the example, so that subordinates can see the professional NCO in action.

(8) Demonstrate proficiency in and teach leadership traits.

(a) Professional ethics.

(b) Technical competence.

(c) Tactical competence.

(d) Communicating.

(e) Supervising.

(f) Counseling.

(g) Management ability.

(h) Planning ability.

(i) Decision-making ability.

(j) Soldier-team development ability.