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Non Commissioned Officer & Officer Expectations UKCF

Overview

This SOP outlines the expectations and professional standards for all personnel holding the rank of Senior Marine through to Major within the United Kingdom Command Force (UKCF). It applies across all UKCF formations, including 40 Commando, 47 Commando, Headquarters, Support, and future units.

Those holding Non-Commissioned Officer (NCO) and Officer ranks are representatives of UKCF values and culture. They are expected to uphold the Commando Values, Commando Spirit, and traditional CDRILS in all aspects of their conduct. These expectations recognise that every individual’s situation differs, but the principles remain consistent. NCOs and Officers are encouraged to communicate with their Chain of Command to ensure expectations are realistic and sustainable.

Leadership Standards

All NCOs and Officers within UKCF are expected to maintain the highest standards of conduct, commitment, and leadership. They serve as role models for the Marines under their command.

  • Upholding Values: Leaders are to embody the Commando Values, Commando Spirit, and CDRILS in every aspect of their in-game and out-of-game conduct.

  • Attendance: Leaders should aim to maintain a level of attendance that exceeds the standard expectations for Full-Time Marines. If unable to attend key events, they must register their absence proactively and if prologued, communicate the reason to their Chain of Command through traditional channels and forms.

  • Availability: NCOs and Officers who are unable to sustain consistent attendance or contribution should inform their Chain of Command. If their circumstances prevent them from fulfilling their role effectively, they may be moved to the reserves or removed from their operational position while retaining rank.

  • Accountability: Persistent failure to meet the minimum leadership standards may result in administrative review by Command and potential consequences including removal of rank or from UKCF entirely.

Engagement and Contribution

Leaders within UKCF are expected to actively contribute to the development and improvement of the unit. Leadership is not solely a position of authority but a role of service and contribution.

  • Active Involvement: NCOs and Officers should engage in the growth of their Section, Strike Team, or Troop. This includes training, mentoring, recruiting, or other activities that enhance unit performance.

  • Initiative: Senior ranks should demonstrate initiative in creating or leading training opportunities, planning operations, or participating in command-level discussions. Leadership initiative should come from the individual, not solely from command direction.

  • Junior Involvement: Junior NCOs (Senior Marines, Lance Corporals, and Corporals) are encouraged to co-host or observe Phase 1 training to refine core infantry skills. They may also assist in recruitment or onboarding new members, provided they uphold UKCF standards of professionalism and courtesy.

Professional Conduct and Representation

Professionalism is the cornerstone of leadership. NCOs and Officers must act with integrity and discipline in all environments where they represent UKCF.

  • Professional Conduct: Leaders should demonstrate maturity, respect, and professionalism in all communication, including in public spaces, private messages, or internal leadership channels. This extends to any platform where UKCF is represented.

  • Communication Standards: Constructive feedback and honest discussion are encouraged, but criticism or disputes should be handled privately and respectfully through the Chain of Command.

  • Representation: All NCOs and Officers are ambassadors of UKCF. Their words and actions directly shape how the unit is perceived internally and externally.

Mentorship and Team Development

Leadership within UKCF is grounded in mentorship. Every NCO and Officer should aim to develop those under their supervision, ensuring that the next generation of leaders is equipped to succeed.

  • Mentorship: Leaders are responsible for the growth and morale of the Marines within their section, strike team or troop. They should offer constructive guidance, provide feedback, and recognise achievements.

  • Development: NCOs and Officers should create an environment of learning, cooperation, and encouragement. Every interaction should reinforce UKCF’s professional and inclusive culture.

  • Example: Leaders set the tone for those beneath them. Their conduct, discipline, and enthusiasm should inspire confidence and pride within their teams.

Conflict Resolution

Leadership occasionally involves managing conflict. NCOs and Officers are expected to handle disagreements and personal issues with discretion, professionalism, and emotional intelligence.

  • Professional Handling: Any disputes or disciplinary concerns should be raised privately and escalated through the proper Chain of Command.

  • Confidentiality: Matters discussed within leadership channels or private communications should remain confidential unless authorised for wider discussion.

  • Constructive Outcomes: The goal of conflict resolution within UKCF is not punishment, but learning and cohesion. Leaders are expected to model calm, solution-focused behaviour at all times.

Appendix: Core Leadership Values

CDRILS (Traditional British Army Values)

  • Courage – The ability to face fear and overcome it.

  • Discipline – The foundation of effective command and control.

  • Respect for Others – Treat everyone with dignity and fairness.

  • Integrity – Do what is right, legally and morally.

  • Loyalty – Uphold loyalty up and down the Chain of Command.

  • Selflessness – Put the needs of the mission and others before yourself.

Commando Values (Modern UKCF Leadership Principles)

  • Excellence – Strive to be better.

  • Integrity – Tell the truth.

  • Self-Discipline – Resist the easy option.

  • Humility – Respect the right, diversity, and contribution of others.

Commando Spirit

  • Courage – Get out front and do what is right.

  • Determination – Never give up.

  • Unselfishness – Mutual support.

  • Cheerfulness (in the face of adversity) – Make humour the heart of morale.

Summary

Leadership within UKCF is a privilege built on trust, responsibility, and professionalism. Every NCO and Officer, regardless of rank, contributes to the culture and capability of the force.
By maintaining these expectations, UKCF ensures its leadership structure remains respected, capable, and consistent with the ethos of the Commando Forces.

Created By:

Maj. W. Scott
OC, UKCF

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