The Sergeant Morales Club was established in 1973 by Lt. Gen. George S. Blanchard to promote the highest ideals of integrity, professionalism and leadership for the enlisted force serving in Europe.
The organization embraces the same attributes as the U.S. Army’s ‘Sergeant Audie Murphy Club’. Membership is exclusive and gained through a rigorous, competitive process.
SMC members exemplify a special kind of leadership characterized by a personal concern for the needs, training, development and welfare of Soldiers. SMC membership recognizes and rewards distinguished NCOs whose leadership achievements merit special recognition and who have contributed significantly to developing a professional NCO Corps and a combat-effective Army.
Inducted into the club on 31 July 1992 as Staff Sergeant
Army in Europe Regulation 600-2
8 November 2005
To be eligible to compete for SMC selection, NCOs must:
(1) Be in the grade of corporal through sergeant first class.
(2) Be assigned or attached to a USAREUR major subordinate or specialized command (AE Reg 10-5, app A) or an IMAEURO
garrison (including Soldiers who are members of the Reserve Component or National Guard).
(3) Mentor at least two Soldiers. This requirement may be waived by the first CSM in the NCO support chain.
(4) Be mature and share the values of their profession and their unit..
(5) Exercise sound leadership principles.
(6) Display examples of professional Army ethics.
(7) Strengthen and develop the Seven Army Values in Soldiers.
(8) Display the Warrior Ethos.
(9) Display exemplary physical fitness and marksmanship skills.
Selection Process for Sergeant Morales Club Membership:
a. Selection Process. All NCOs who want to be considered for SMC membership, regardless of their unit of assignment,
must pass the four-phase selection process. These phases are as follows:
(1) Phase 1: Nomination by the NCO’s first sergeant (1SG). 1SGs will nominate NCOs using the SMC 1SG
nomination and performance evaluation packet in AER 600-2 appendix E. In addition, 1SGs will include a biography of the
recommended NCO with the packet (AER 600-2 app F).
(2) Phase 2: Initial-selection board at battalion level or equivalent.
(3) Phase 3: Intermediate-selection board at brigade level or equivalent.
(4) Phase 4: Final-selection board at the designated nominative CSM level.
NOTE: Exceptions to established board procedures require approval by the CSM, USAREUR/7A.
b. Selection Boards.
(1) Selection board members will be the appropriate senior NCOs at each board level as determined by the selection
(a) The president of each selection board must be in the grade of CSM or SGM.
(b) The selection authority may elect to have one current SMC member sit on the board as a voting member,
however, that NCO must be equal or higher in grade than the candidates appearing before the board.
(c) If a female candidate is to appear before the board, the board must have at least one female board member. If
a female board member is unavailable, the selection authority must document the absence with a memorandum for record and
file the memorandum with the board proceedings. This rule does not apply to boards where all candidates are males.
(2) Selection boards—
(a) Will convene only once each quarter to select new SMC members.
(b) Will use the SMC Selection Board score sheet (app G) and complete the SMC Selection Board nomination
worksheet (AER 600-2 app H).
(c) Will not select nominees who do not meet membership criteria.
(d) Will not establish membership quotas for the SMC.
c. Selection Progression.
(1) Nominees must be able to recite the NCO Creed when appearing before the selection boards (phases 2 through
4). The president of the selection board may choose to have the nominee recite the creed in another forum, such as to two
active SMC members or the appropriate senior NCO immediately before the selection board.
(2) Selection authorities should consider conducting an in-ranks inspection either immediately before or during the
selection board with all nominees wearing the beret or other authorized head gear. Unsatisfactory performance in either
reciting the NCO Creed or the in-ranks inspection is grounds for dismissal from appearance before the selection board.
(3) A unanimous decision by the board members is required for an NCO to continue on to the next level and
ultimately be selected for induction into the SMC.
(4) Nominees who do not pass a board must start the four-phase selection process over in a new quarter. For
example, if an NCO passes the initial- and intermediate-selection boards but is not recommended at the final-selection board,
he or she must be nominated by his or her 1SG and appear before the phase 1 and 2 boards again.
Sergeant Morales Story
After completing a tour with a stateside division, Sergeant Morales was selected for an overseas tour in Germany. He was assigned to a unit that was part of USAREUR. Before coming to Germany, he had completed his high school education, continued to improve his command of the English language, and kept himself in top physical condition. When he arrived at his unit, Sergeant Morales immediately settled in and used his experience and leadership techniques. He began his duty day in the barracks when his squad awoke in the morning, participated with his soldiers in physical training, ate his meals in the unit dining facility, organized and supervised the routine housekeeping and work details, and prepared the squad for the day’s training requirements. During the course of his supervision, he was not reluctant to get his hands dirty.
Sergeant Morales made sure that the members of his squad were trained in their military occupational specialties. In addition, he stressed the tactical, technical know-how that makes a better soldier. Race relations and equal opportunity were not new to him; he lived them.
The M113 was new to Sergeant Morales, but maintenance was not. He readily applied his knowledge to the
M113. He took a hard look at the accountability of his soldiers, as well as the accountability, cleanliness, and serviceability of individual and squad property.
Sergeant Morales kept a leader’s notebook containing personal data on each soldier. In addition, he kept a soldier’s job book describing the proficiency of each soldier.
Sergeant Morales counseled his soldiers monthly in personal and job-performance areas. The counseling records reflected complimentary as well as derogatory information. The information from the leader’s notebook, soldier’s job book, and counseling was used to guide his soldiers in promotion, proficiency, and career development, including their professional and academic education. He frequently held meetings with his squad, keeping members informed of what was going on. They discussed training, problems, and areas in which the squad performed well, and sought recommendations for improvement. The soldiers in Sergeant Morales’ squad knew exactly where they stood.
The squad was united, including family members and friends, through social gatherings in the unit and community. He took pride that no squad member had ever been absent without leave. This was attributed to his personal concern for every member of his squad.
Sergeant Morales was proud of the personnel in his squad, their outward appearance, and the way they proudly wore their uniforms. Conduct and bearing were of the highest standards at all times. He ensured newly assigned members were properly oriented, sponsored, processed, and introduced to all other squad members at the first opportunity. Rehabilitated soldiers in his squad were accepted and treated the same as newly assigned squad members. Sergeant Morales took additional steps in guidance counseling and training to help the rehabilitated soldiers become effective members of the team.
The care Sergeant Morales showed for his soldiers resulted in the squad’s achievements during annual general inspections, Army Training and Evaluation Team evaluations, and maintenance evaluation team findings.
Sergeant Morales led by example. He showed true concern for his soldiers and their family members. He took great pride in his soldiers, his unit, and his country. Sergeant Morales was a member of the NATO Team. He was a leader.
Sergeant Morales Story Overview as per AER 600-2
Sergeant Morales was a squad leader for 3 years in an engineer battalion of a U.S. Army
division. He was the proverbial “98-pound weakling” and had not completed high school—only
the GED program. Of Puerto Rican descent, he had only a limited command of English.
Despite his physical limitations, lack of formal education, and minority-group status, he strove
for and achieved the highest caliber of leadership.
Sergeant Morales began his day by coming from his home to the barracks as his squad was
awakening. They participated together in PT and work details as well as unit training. Sergeant
Morales pitched right in with the disliked drudgery-type details. He led by example, particularly
when it meant getting his hands dirty. In his pre-Army life, Sergeant Morales had some
experience as a barber. At the end of the month, when money was scarce in his squad, he
arranged for his Soldiers’ hair to be cut. He kept a pocket notebook with one page for each
member of his squad devoted to personal data: background, education, family, MOS,
problems, and so on. At least once a month, everyone in the squad and their spouses got
together, socialized, and discussed problems at his quarters. During his 3-year tenure, no one
in his squad went AWOL, which he attributed to knowing his Soldiers, keeping them informed,
and watching out for their interests. His squad consistently placed first in company Army
training tests. All of Sergeant Morales’s accomplishments were achieved despite the fact that
his squad received misfits from other units for rehabilitation.
While in the division, Sergeant Morales completed high school and the equivalent of 2 years of
college. Sergeant Morales had a lot in his favor but no special advantages. He just worked at
his job to the best of his ability. Sergeant Morales was an exemplary leader in whom his