...the history of the Noncommissioned Officer. A history that is full of discipline, gallantry, honor, selfless service, and heroism. Post-Revolutionary War, the duties and responsibilities of a noncommissioned officer had very little standardization which was soon to change. In 1778, during the winter at Valley Forge standardization was about to be met with the publication of Inspector General Friedrich Von Steuben’s Regulations for the Order and Discipline of the Troops of the United States (printed 1779). Referred to as the Blue Book, it outlined the duties and responsibilities of noncommissioned officers At the time the Blue Book outlined the five separate ranks of noncommissioned...
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...As a noncommissioned officer, you have duties, responsibilities and authority DUTY: A duty is something you must do by virtue of your position and is a legal or moral obligation. For example, it is the supply sergeant's duty to issue equipment and keep records of the unit's supplies. It is the first sergeant's duty to hold formations, instruct platoon sergeants and assist the commander in supervising unit operations. It is the duty of the squad/section/team leader to account for his soldiers and ensure that they receive necessary instructions and are properly trained to perform their jobs. A noncommissioned officer's duties are numerous and must be taken seriously. An NCO's duty includes taking care of soldiers, which is your priority. Corporals and sergeants do this by developing a genuine concern for their soldiers' well-being. Leaders must know and understand their soldiers well enough to train them as individuals and teams to operate proficiently. This will give them confidence in their ability to perform well under the difficult and demanding conditions of battle. Individual training is the principle duty and responsibility of NCOs. No one in the Army has more to do with training soldiers than NCOs. Well trained soldiers will likely succeed and survive on the battlefield. Well trained soldiers properly do the tasks their NCOs give them. A good leader executes the boss's decisions with energy and enthusiasm; looking at their leader, soldiers will believe the leader...
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...my region, as I hope to become promoted to a noncommissioned officer. The following essay will summarize the reasons as to what I believe makes a good noncommissioned officer, why I fit these criterion and for which reasons I wish to become an NCO. I have had much academic and practical training which is relevant to this position. I have recently graduated from the Fort Still Noncommissioned Officer Academy, where I took the WLC (Warrior Leader Course). Upon completion, I was awarded the NCO Professional Development Ribbon Level 4 (the highest possible numeral). I have also taken post-secondary psychology and communication courses that specialized in motivation, team and group dynamics, respectively. These courses have offered me many great insights into the ways one can develop a hard-working, motivated crew or team. Not only have I been preparing academically, but I have also been increasing the duration and frequency of my exercise regimen in order to maximize my potential strength and stamina, as I believe it is very important to lead by example. Aside from this, I have had years of military experience where I participated in combat first-hand and executed successive missions successfully. Throughout my service, I had received multiple awards and praises for my outstanding effort, teamwork, attention to safety, and citizenship practices. Although these are all important factors, I believe the most important part of this position is to be able to communicate with people and...
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...LEADERS BOOK INDEX CHAPTER 1. PERSONNEL DATA 2. BATTLE FOCUS 3. EQUIPMENT DATA 4. TRAINING MANAGEMENT 5. SCHEDULED EVENTS 6. PHONE LISTINGS 7. REFERENCES CHAPTER 1 PERSONNEL DATA 1. DAILY PERSONNEL STATUS 2. PERSONNEL ASSET INVENTORY STATUS 3. PERSONNEL DATA DAILY PERSONNEL STATUS DATE: ___________ AUTHORIZED: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ ASSIGNED: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ PRESENT FOR DUTY: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ TDY:_____ STATE SIDE LEAVE: ______ PASS: ______ IN CITY LV: _______ OFF CQ/SDN CO: ______ ON CQ/SDNCO: _____ IN PROCESSING: ______ OUT PROCESSING: ______ PROFILE: _______ HOSPITAL: ______ APT: ______ CON LEAVE: _______ KIA: ______ WIA: ______ MIA: ______ AWOL: ______ DAILY PERSONNEL STATUS DATE: ______ RANK NAME STATUS ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________...
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...good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that rating period. In recent years as I have become a senior noncommissioned officer and been able to review many NCOERs, I have seen a pattern for NCOs in the Visual Information career field for the Signal Corps. Leaders are writing inaccurate NCOERs and making them less effective, because NCOs are not applying themselves. I still believe that the NCOER is the most accurate means there is to...
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...resulted in the death of U.S. Army Officer Major Francis Dade and 107 of the 110 Soldiers in his command, starting the Second Seminole War. In September 1837, President Martin Van Buren assigned a force to Major General Thomas Jessup, the Senior Army Commander in Florida, which contained Colonel Zachary Taylor’s 1st Infantry regiment. Colonel Taylor was given an area of operations near swampy Lake Okeechobee and 1,032 Soldiers to hunt and defeat Seminole resistance and move the tribes to the reservation land in Oklahoma. On 24 December...
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...of the true talent pool available for the officers identified to move based upon time, information resources, and the Mission Essential Requirements (MER) list provided by the field. The future of talent management distribution hinges upon the Army leveraging current technology for data mining which will enhance talent management distribution in a regionally aligned global force. Observation: Legacy Human Resources systems lack data elements specifically designed to highlight talent management coupled with the fact that the Officer Record Brief (ORB) does not always reflect an accurate picture. Discussion: The Office of Economic and Manpower Analysis (OEMA) conducted a pilot program call the “Green Pages” on talent management that included input from organizations on positions and officer input identifying skill sets. The pilot provided evidence that officers felt more in control of the assignment process and identified officers with more specialized skills that are not captured using current HR systems. Units had more input in whom they selected based upon certain skills and provided an overall better assignment process. Identifying skill sets and certifications earlier in the talent management cycle will save the Army resources and ensure proper utilization. Officers possessing language skills or professional certifications for a certain region, that aren’t properly documented, would allow the Army to place this officer in certain billets without...
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...My name is SGT (P) Michael Flores, I am from Houston, TX and I graduated from Charles H. Milby Senior High. During the summer of 2004 I enlisted in the Texas Army Nation Guard Reserve. After high school, I attended One Station Unit Training (OSUT) at Fort Leonard Wood, MO for MOS 21B, Combat Engineer. After two years I then decided to enlist in active duty service and received orders to Fort Stewart, GA. I was assigned to E Co 3-7 IN BN (Sappers) and deployed as a member of a Sapper squad. During my three years there, I obtained the position of Team Leader and reenlisted for MOS 42A Human Resource Specialist. I then received my next assignment to Fort Richardson, AK and while in route I returned home to marry my wife, Nancy. We lived on Joint Base Elmendorf-Richardson (JBER) for three years. In April of this year, my wife and I were blessed with a wonderful baby boy named Christopher Hayden. By early August, my family and I began our next adventure with another assignment. This time it lead us to Fort Carson, CO in the Cheyenne Mountains where I was a member of HHC, 10th SFG(A) and am now currently a Human Resource Sergeant for the 3rd Bn, 10th Special Forces Group (Airborne). The primary reason why I joined the Army was because of the onset of the conflicts that were emerging in Afghanistan and Iraq. At that time the only thing that I wanted was to fight in combat and get as far from home as humanly possible. That was it. No more. To me, Being a U.S. Army Paratrooper...
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...Army / Infantry History 071N5090 / Version 1.20 08 Jun 2011 SECTION I. ADMINISTRATIVE DATA All Courses Including This Lesson| Course Number Version Course Title 010-11C30-C45 2.10 INDIRECT FIRE INFANTRYMAN ADV LDR| Task(s)Taught(*) or Supported|Task Number Task Title| Reinforced Task(s)| Task Number Task Title| Academic Hours|The academic hours required to teach this lesson are as follows: Resident Hours/Methods 2 hrs / Case Study 20 mins / Conference / Discussion Test 0 hrs Test Review 0 hrs Total Hours: 2 hrs 20 mins| Test Lesson Number| Hours Lesson No. Testing (to include test review) N/A | Prerequisite Lesson(s)| Lesson Number Lesson TitleNone| Clearance Access|Security Level: UnclassifiedRequirements: There are no clearance or access requirements for the lesson.| Foreign Disclosure Restrictions|FD6. This product/publication has been reviewed by the product developers in coordination with the USAIS foreign disclosure authority. This product is releasable to students from foreign countries on a case-by-case basis.| References|Number|Title|Date|Additional Information| ||||| Student Study Assignments|None| Instructor Requirements|None| Additional Support|Name|Stu Ratio|Qty|Man Hours| Personnel Requirements|Historian (Civilian)||1| 2 hrs | |Senior Small Group Instructor (Enlisted)||1| 2 hrs | ||||| Equipment Required|IdName|Stu Ratio|Instr Ratio|Spt|Qty|Exp| ...
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...a vast supply of Noncommissioned Officers with experience, they distinguished themselves on the battlefields of France. In this Essay I would like to explain how one of the many Marine Non Commissioned officers that participated in the battles in France demonstrated extraordinary heroism and exceptional leadership by way of using “The Marine Corps Leadership Traits”. The top three that I thought he showed most that I would like to present were Endurance, Courage, and Initiative. In 1916, eight years after his first enlistment in the Marine Corps he found himself ashore in Santo Domingo, Dominican Republic, where he participated in skirmishes with native bandits in Las Canitas, Azua Province, Dominican Republic. He then showed his endurance in 1917 by again deploying to fight a battle, only this time at St. Nazaire, France. The following year, 1918, he was promoted to Sergeant and then took part in the attack against the enemy in Bois De Belleau Bouresches sector northwest of Chateau Thierry, France. On July 18, 1918, he participated in the attack at Villers Cotteret Wood south of Soissons, France, and it was on this day he performed the act of heroism for which he was posthumously awarded both the Army and Navy Medal of Honor. Sergeant Matej Kocak showed substantial courage on July 18, 1918, when his battalion came under fire by a hidden machine-gun nest. By himself, unprotected by cover fire from his own men, he worked in between the German positions in the face of fire...
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...1. I strongly recommend Sergeant First Class Antonio C. Garcia for acceptance into the Warrant Officer Procurement Program as a Rotary Wing Aviator (153A). SFC Garcia has repeatedly distinguished himself through his selfless service and commitment to the 75th Ranger Regiment. While under my command he has served with great distinction both in Afghanistan and while in garrison at Joint Base Lewis-McChord, Washington. His attention to detail, motivation, commitment to service, and unparalleled leadership will be a great asset to the Warrant Officer Corps. 2. As a Ranger assigned to 2D Ranger BN, SFC Garcia deployed a total of six times to support national policies and agenda, twice in support of Operation Iraqi Freedom, three in support of Enduring Freedom and once to the Republic of Korea as part of a Critical Response Element. As a Ranger, SFC Garcia has continued his education by completing: Ranger School, Airborne, Jumpmaster, Pathfinder, Master Breacher, Tactical Certification Course, Master Driver, and Sniper School. SFC Garcia has been placed in the top 20% and on the Commandant's list at all of the Noncommissioned Officer Education System Schools he has attended as well as earning Distinguished Honor Graduate place while attending the Maneuver Senior Leader Course....
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...John Quincy Adams once said, “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” At the Gulf Strike Team, the Chief should be in a departmental position that nurtures professional development and growth for their subordinates and themselves. As an E-7, the United States Coast Guard is paying their members more money to be able to lead, guide, and train upcoming coastguardsmen. Chiefs have earned the right to be able to lead from the front. The Chief should be able to take charge and lead his own crew because the Coast Guard’s senior leadership has trust and faith for them to do so, they can impact the crew more effectively, and risk of losing the Chief at the unit or to the service as a whole....
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...conscripted service members but increased the need for extensive training. Mercenaries also reduced the number of forces fighting for Prussia while augmenting the conscripted forces. Hired soldiers and conscripted service members both required training to create a tactically attentive force. Frederick drew from the dregs of society to source his military. Soldiers were required to attend two years of training to achieve the level of skill necessary to overcome their lack of discipline and talent. Frederick the Great believed armies were composed of the useless slime of a nation. The mix of young and inexperienced aristocrats with the slime of society resulted in mistrust and resentment between officers and enlisted. This required close control by noncommissioned and commissioned officers. Enlisted Prussian soldiers in the eighteenth century, especially the mercenaries, lacked loyalty and felt no inward attachment to Prussia. Frederick the Great sought to create machine-like battalions from “spiritless raw material”. The extensive training timeline made trained troops difficult to replace. As a result, limited wars were selected to preserve the force while achieving an objective. Frederick the Great scaled down his objectives to ensure he...
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...Leader’s Book NAME INSERT YOUR NAME UNIT INSERT YOUR UNIT PHONE # INSERT YOUR NUMBER Creed of the Noncommissioned Officer Creed of the Noncommissioned Officer No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored Corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit or personal safety. Competence is my watch-word. My two basic responsibilities will always be uppermost in my mindaccomplishment of my mission and the welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both punishment and rewards. Officers in my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as those of...
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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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