...Master Sergeant Marco A. Hidalgo Master Sergeant Marco A. Hidalgo was born in 1973 and raised in Jacona, Michoacán Mexico. He enlisted in the Marine Corps in December of 1993 and was immediately shipped to recruit training to San Diego, California. Following recruit training Private Hidalgo was assigned to complete Marine Combat Training at the School of Infantry located in Camp Pendleton, California. He then reported for training to Marine Service Support Schools Camp Johnson North Carolina where he received a Military Occupational Specialty of a 3521 Automotive Organizational Mechanic. In May of 1994 he reported to his first assignment with 1st Medical Battalion, 1st Force Service Support Group, Camp Pendleton California where he served as an automotive mechanic. In September of 1996, Corporal Hidalgo then reported to 7th Communication Battalion, 3rd Marine Expeditionary Force Okinawa, Japan and was assigned as the Motor Transport maintenance section...
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... I have two classes remaining to achieve this goal, so my plan is to finish the two classes I’m currently in (including this one) by the beginning of April. Another short-term goal is to achieve the highest enlisted rank in the Air Force this year, which is Chief Master Sergeant. To achieve this goal, I will begin studying for my promotion test as soon as I finish my last two classes at the beginning of April. It would be such an Honor to be recognized as one of the Top 1 percent in the Air Force. The third short-term goal I have it to prepare my subordinates for their upcoming assignments this summer. I need to ensure I’m being the mentor I need to be and providing the proper training and supervision that is expected and required of me to set them up for success in their next assignment. As for long-term goals, since I believe we should always be in the process of learning. As I prepare to retire from the Air Force in the next 6 years, I want to continue my education and finish a 3rd Bachelors and my Master’s in education. Another long-term goal is to become a Command Chief in our Air Force. This is only attainable if I reach one of my short-term goals of being promoted to Chief Master Sergeant and then being nominated and selected to become a Command Chief in our Air Force. This would allow me to share my great experience and continue my mentorship and help others grow. My final long-term goal is to retire from the Air Force...
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...Separation Composition I “Report”. “Good morning Sergeant Major Cpl reporting as ordered”. I stood there as stiff as a board, waiting on Sgt Major Moore to tear me a new one. “At Ease” he replies. “Cpl , what the FUCK were you thinking? Actually don’t answer that, you weren’t thinking. The Marine Corps follows a zero tolerance drug policy, and you had two pounds of marijuana in your home. Do you understand you are being separated from MY CORPS? Once separated it will be tough out there in the civilian world, but I want you to remember that once a marine always a marine, so never give up on your pursuit of success. When we cross paths again I expect you to have achieved whatever your idea of successful is”. “Dismiss aye Sergeant Major, good morning Sergeant Major”. I was a great Marine. I loved being a marine. I didn’t like Marine pay, so I thought I could increase my income by selling marijuana. I was right, the money was great and life in the Marine Corps was even better. Until one morning, as I was walking from my front door of my house to my car, six cars pulled up and what appeared to be a bunch of gang-bangers hopped out, with guns drawn. The thought I was about to be robbed and or killed crossed my mind. I tried to get away by running around my house but there was a guy waiting on me. He tackled me and yelled “YOU ARE UNDER ARREST”. For a brief moment I was relieved that they were police officers. Then the realization that they were there for a drug bust dawned...
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...currently reside in a small town named Pembroke, just west of Savannah, Georgia. Now some of you will read my town as Pembroke but it is pronounced Pembroke, Georgia. We just say, ”We are plum broke in Pembroke.” A little humor, very little. I am married, with four children, four grandsons, and three dogs, another great achievement in my life. I was raised through the era of Flower Power, Rock and Roll, Folk music, Segregation, Space Race, Three TV channels (ABC, NBC and CBS), Technicolor and Disco. I Joined the military right out of high school and I served our great country for twenty-four (26) years and nine (9) months. While I was in the military, I progressed from Private all the way to the rank of Sergeant Major, but when I retired from the military; I retired as a First Sergeant. I first served in the Air Force Reserve as an Explosive Ordinance Specialist, where I blew things up. Then I changed careers into the field of Environmental Systems which really, was an aircraft mechanic. I worked on all types of airplanes. The actual systems I worked on were electrical, radar, egress, boundary layer controls, pressurization, hydraulics, and heating and air conditioning systems of the aircraft. In 1980, I joined the Army where I served as an Abrams/Bradley tank mechanic for the first four years. I then changed military specialty fields, I became a Geospatial Topographic Engineer and before I retired, I progressed to a Construction Supervisor. I fought in six major conflicts: Grenada...
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...Country. At the end of the divorce she could literally be left with nothing and no means to support her children other than child support. After reading this some may argue that there are those who look to latch on to the military system for nothing more than a means to support their lives and receive a monthly check from some young joe who did not know better going into the marriage, I would agree. Currently, we are talking about those who have spent the better part of the marriage supporting the husband and due to circumstances beyond their control the marriage has fallen apart. An example of this scenario is currently happening out of Hawaii with a First Sergeant in 130th engineer brigade. His 15 year marriage ended in divorce. This is nothing uncommon, relationships end. However in this scenario the now Master Sergeant began dating his Battalion Chaplain's Assistant...
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...yesterday when my friend and I used dread going to Sergeant Willis Reserve Officer Training Corp class, or in shorter terms ROTC class because we knew one of two things; either we were teaching the class to get a grade, or going outside to lead in marching drills. This was just two of several things I had disliked about her in the beginning. I remember disliking how she would talk to people as if she was smarter than everyone. Now looking back, she somewhat was smarter than everyone else because she knew what she was doing. If there was work to be completed, Sergeant Willis was the one to always make sure it got completed. "Yall need to get it together" was like a firm motivation phrase for getting the work done. Through...
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...Officer and Noncommissioned Officer Relationship MSG Terwan Crawley United States Army Sergeants Major Academy Class 63 SGM Johnny Williams March 29, 2013 Abstract The disparity between officers and non-commissioned officers (NCO) in the military still prevails on the social and professional levels. The major issue of the relationship between these groups of men is considered an issue of class structure which is attributed to the differences in the educational levels between them. NCOs are treated in the same manner as a low category enlisted men and as such do not serve as a bridge between the enlisted men and officers. This wide social gap tends to make the learning process imprudent and ineffective. Many of the NCOs usually complained about the unwillingness of officers, or even unfortunate, of a senior NCO to listen to them. In the United States and other Western forces, the non-commissioned officer corps bridges it with a professional NCO corps critically essential for the American military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working...
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...commanding, (4) coordinating, and (5) controlling” (Carpenter, Bauer & Erdogan, 2013, p. 68). This is also relative to the P-O-L-C framework which has survived the test of time and is used in business 125 years later. This basis is the foundation for running a successful profitable business. With that being said, managers must take this model and use it with innovation and creativity. The P-O-L-C does not only have success in the civilian business world but also in the military. I have now served for a total of 25 years and have been promoted to the rank of Master Sergeant/1st Sergeant. This is the same rank; the title just has different responsibilities. Growing up in the military and advancing through each rank I had to prove myself to the leadership that I could plan, organize, lead and control those that I would be responsible for. If you want to be successful in the Army, you should always try to understand and master the responsibilities of the pay grade or rank...
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...Apply the Ethical Decision Making Method at Small Unit Level 158-C-1230 Conditions: As a leader faced with a situation which requires you to make an ethical decision. Standards: Resolved the situation ethically by appropriately applying the Ethical Decision Making Method FM-1 FM 6-22 AR 600-100. Training and Evaluation Guide Performance Steps: 1. Clearly define the ethical problem. 2. Employ applicable laws and regulations. 3. Reflect on the ethical values and their ramifications. 4. Consider other applicable moral principles. 5. Commit to and implement the best ethical solution. 6. Assess results and modify plan as required. Performance Evaluation Guide Evaluation Preparation: Provide soldier with references listed below. Prepare a scenario that requires the soldier to respond accurately, IAW task standards, to the task performance measures listed above. This may be presented orally or in writing. Brief soldier: Tell soldier that he/she will be required to correctly respond on at least 70 percent of the performance measures to receive a GO the task. Performance Measures Results 1. Defined the ethical problem. GO / NO GO 2. Identified and accurately applied all relevant laws and regulations. GO / NO GO 3. Identified all appropriate ethical values. GO / NO GO 4. Determined all relevant guiding moral principles from the ethical values chosen. GO / NO GO 5. Identified and accurately applied all other relevant moral...
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...Infantry Battalion. You are replacing SFC Sharp who is on the promotion list to master sergeant and is departing for his next duty assignment in two weeks. SFC Sharp’s welcome was impressive and he has done everything imaginable to ensure you’re getting off to a good start. Your Soldiers appear well trained, and your section sergeant, SGT Day, seems to know just about everything. You know you have big shoes to fill when SFC Sharp leaves because everyone seems to like and respect him. You’ve heard people say that he knows more about infantry operations than most infantry platoon sergeants. SFC Sharp has cleaned out his desk and tells you to make yourself at home. Later this afternoon he is receiving an award for his service to the 99th. His farewell party is this evening at the club. As you are setting up your things in your new desk, you discover some papers wedged between the wall and the side of the desk. You pull them out and discover that they are pages from a communication security book and marked “SECRET.” You attach a cover sheet to them and go into the security vault to talk to SGT Day. SGT Day checks the inventory and destruction certificates and discovers that SFC Sharp certified the destruction of the book these pages came from two weeks ago. Both you and SGT Day search the vault and the outer office for any other pages but you don’t find any. SGT Day turns to you and says, “Sergeant, I don’t know about you, but the way I see this is that our section area is...
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...The Role of the Human Resources Sergeant in The Profession of Arms Staff Sergeant John Marple 42A3O, ALC Phase I, Class 002 Instructor Sergeant First Class Tim Fields September, 3 2015 An Army White Paper, The Profession of Arms The United States Army is a Profession of Arms. The Army consists of unique experts that require years of study and practice to become professionals. Society is dependent on these professionals for the security of this great nation. Human Resources Sergeants are one of the many professionals in the Profession of Arms. Soldiers are expected to kill or give their life in this profession. The Human Resources Sergeant may not be a highly trained killer, but he or she is no less important in the profession. The Human Resources Sergeant is a vital role in the Profession of Arms. A profession is an occupation that requires the mastery of complex skills or knowledge. The Profession of Arms is different because of its use of lethal means. This difference causes challenges building trust with the American people. The Army must constantly re-earn the trust of Americans through our ethics. Each Soldier must live the Army values each and every day to ensure this trust. Soldiers must continue to master their occupational skills. The Army’s Profession of Arms provides a vital role to the safety of the United States....
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...* What Makes an Army Leader Practical Exercise * Student Handout Extracted Material from Task 158-C-1230 | This student handout contains one page of extracted material from the following publication: | | Task 158-C-1230, Apply the Ethical Decision Making Method at Small Unit Level | | | | | Disclaimer: The training developer downloaded the extracted material from the General Dennis J. Reimer Training and Doctrine Digital Library (https://atiam.train.army.mil). The text may contain passive voice, misspellings, grammatical errors, etc., and may not be in compliance with the Army Writing Style Program. | Apply the Ethical Decision Making Method at Small Unit Level 158-C-1230 Conditions: As a leader faced with a situation which requires you to make an ethical decision. Standards: Resolved the situation ethically by appropriately applying the Ethical Decision Making Method FM-1 FM 6-22 AR 600-100. Training and Evaluation Guide Performance Steps: 1. Clearly define the ethical problem. 2. Employ applicable laws and regulations. 3. Reflect on the ethical...
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...Infantry Battalion. You are replacing SFC Sharp who is on the promotion list to master sergeant and is departing for his next duty assignment in two weeks. SFC Sharp’s welcome was impressive and he has done everything imaginable to ensure you’re getting off to a good start. Your Soldiers appear well trained, and your section sergeant, SGT Day, seems to know just about everything. You know you have big shoes to fill when SFC Sharp leaves because everyone seems to like and respect him. You’ve heard people say that he knows more about infantry operations than most infantry platoon sergeants. SFC Sharp has cleaned out his desk and tells you to make yourself at home. Later this afternoon he is receiving an award for his service to the 99th. His farewell party is this evening at the club. As you are setting up your things in your new desk, you discover some papers wedged between the wall and the side of the desk. You pull them out and discover that they are pages from a communication security book and marked “SECRET.” You attach a cover sheet to them and go into the security vault to talk to SGT Day. SGT Day checks the inventory and destruction certificates and discovers that SFC Sharp certified the destruction of the book these pages came from two weeks ago. Both you and SGT Day search the vault and the outer office for any other pages but you don’t find any. SGT Day turns to you and says, “Sergeant, I don’t know about you, but the way I see this is that our section area is secure...
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...The instructions for noncommissioned officers in Von Steuben’s regulation was four pages but had grown in 1909 to four hundred-seventeen pages when the Noncommissioned Officers Manuel. Although this was an unofficial doctrine it was widely used and further described the roles of First Sergeants and Sergeant Majors. It had common forms and detailed what should and shouldn’t be done as well as customs of the service. With the publication of Captain Moss’s Noncommissioned Officer Manual, the basic duties and responsibilities were greater refined. This manual gave further insight as to what the responsibilities were for the company First Sergeant and the Sergeant Major. This unofficial publication was widely spread and referenced into what was expected of the non-commissioned officers in the company and battalion levels. In particular it outlined characteristics of leaders. The Noncommissioned Officer Manual defines a leader characteristic as having a strong sense of duty, efficient, intelligent and is soldierly. In today’s Army we have similar expectations in a leader’s...
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...Infantry Battalion. You are replacing SFC Sharp who is on the promotion list to master sergeant and is departing for his next duty assignment in two weeks. SFC Sharp’s welcome was impressive and he has done everything imaginable to ensure you’re getting off to a good start. Your Soldiers appear well trained, and your section sergeant, SGT Day, seems to know just about everything. You know you have big shoes to fill when SFC Sharp leaves because everyone seems to like and respect him. You’ve heard people say that he knows more about infantry operations than most infantry platoon sergeants. SFC Sharp has cleaned out his desk and tells you to make yourself at home. Later this afternoon he is receiving an award for his service to the 99th. His farewell party is this evening at the club. As you are setting up your things in your new desk, you discover some papers wedged between the wall and the side of the desk. You pull them out and discover that they are pages from a communication security book and marked “SECRET.” You attach a cover sheet to them and go into the security vault to talk to SGT Day. SGT Day checks the inventory and destruction certificates and discovers that SFC Sharp certified the destruction of the book these pages came from two weeks ago. Both you and SGT Day search the vault and the outer office for any other pages but you don’t find any. SGT Day turns to you and says, “Sergeant, I don’t know about you, but the way I see this is that our section area is secure...
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