...is to acquaint the readers with an ethical issue with NCOERs that I came across while serving as a First Sergeant. I was appalled to learn that leaders and raters are writing inaccurate and irrelevant NCOERs and making them less effective, because NCOs are not applying themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, 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...
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...kind I leader I am. I have not been one for very long, but I would like to think that I will be an effective leader. I am able to put aside my own beliefs and views in order to get the job completed effectively and on time. I understand that by working with people underneath you that not everyone responds to situations and personalities the same. That is why we did the four square assignment so early on in the class, so that we could identify our own personality traits as well as those around us and how to better adjust ourselves to work with opposing personality types. Having never been a noncommissioned officer before it is hard to say what type I will be. I think that I will be fair but just, as long as my subordinates do as they should and follow the rules and regulations that they were taught from the beginning of their careers I do not see any issues. I may not be the most liked person around but leadership is not a personality contest. It is about getting the job done promptly and. effectively I use a variety of various leadership styles. If you use one style of leadership then you are not an effective leader. You need to be able to flow from one style to the next in order to be effective. If I had to state a style that I am most comfortable with thin I would say that my major style would be management by exception active. I believe that the rules are in place for a reason and that you must comply with said rules and regulations without waiver. With that said I also...
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...PPS: Speedy, I want to take some time from our busy schedule to speak with you about deliberate development and how it can benefit you, our specialty, and the Air Force. First, it will be beneficial for you to possess a fundamental understanding of who you are and what you have to offer before we begin talking about where you are going. You may have completed various self-awareness assessments in the past, in fact I believe you mentioned completing an assessment while attending Noncommissioned Officer Academy in 2013, however, we are going to use the DiSC Personal Profile System (PPS) to identify your behavioral dimension. The DiSC PPS is a practical method used to identify and understand traits and behaviors that you and others possess. We are doing this so that you will be more cognizant of your behavior in different situations in addition to enhancing your awareness of why other Airmen you work with behave the way they do in certain situations. This may enhance your ability to foster an environment that cultivates mission success....
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...whether they are in a learning, training or operational environment."Our force has been operating at the speed of war for a decade-it's time our doctrine caught up." LTG Perkins, Commanding General, US Army Combined Arms Center, ARMY Magazine, March 2012. Created by: SAMANTHA S. SHIRLEY SGM, USA S-3 SGM, 86th ESB BLDG 21100, Room 3117 FT Bliss, TX 79918 COM: 915.741.4866 DSN: 312.711.4866 BB: 520.508.8370 NIPR: samantha.s.shirley.mil@mail.mil AKO: samantha.shirley@us.army.mil The NCO Creed 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 watchword. My two basic responsibilities will always be uppermost in my...
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...things in common but one thing we do NOT want to have in common is being a follower. Therefore, in order to be successful we train, BE, KNOW, and DO. General Patton believes in certain traits that you must maintain to be a good leader. He believes in leading from the front and making sure plans are clear or better said Bottom Line Up Front (BLUF). Understanding your moral duty as a Soldier in the Armed Forces is crucial to our climate and culture and Soldiers draw strength from knowing they are part of a long-standing tradition. LEADER DEVELOPMENT The Army has been known for BE, KNOW, and DO framework. When it comes down to those elements what does it really encompass to become a professional competent and successful leader? What influence will I have to get the job done today and tomorrow? In my line of work, I can choose from a variety of tools that the Army equips us with. My tool that I like to refer back to in being successful is to BE, KNOW and DO, so that I may be successful in my job, mission and career. I look to guide Soldiers with direction, providing purpose, motivation and executing a clear plan to complete the mission in a seamless orderly effect? I believe in myself and have made a commitment not only to the Army but my country. I therefore, DO make a commitment to my Soldiers to be a role model, to be honest and maintain a positive attitude. I am not afraid to make a decision and if my judgment fails me, I pickup, carry on and use it as a learning...
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...Torbert in 2005 Harvard Business Review, I immediately discovered what type of action logic I currently possess as a leader. Although there were many action logics to look at in the article, such as the Opportunist, who has the tendency to focus on personal wins and justify their behavior as legitimate in a cut throat world; the Diplomat who seeks to please higher status colleagues in order to gain acceptance and influence by cooperating with group norms; the Experts who are secure in their expertise and pursue continuous improvement, efficiency, and perfection; the Individualist whose aim tends to be on future goals and creating structure to resolve gaps between strategy and performance; the Strategists who are highly effective change agents and great at creating shared visions as well as visions that encourage both personal and organizational transformations; the Alchemists who are typically charismatic and extremely aware individuals who live by high moral standards and focus intensely on truth and history and finally the Achiever who is known to create a positive wok environment and focus their efforts on deliverables, while being open to feedback realizing that work relationships and the ability to influence others in a positive way is critical to successful end results. I guess now you’re wondering what type of action logic or leadership style I possess, well after learning about all these great styles of leadership, the one I closely relate to is the Achiever based off...
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...Future officers in the United States should strive to be the best leaders that they can possibly become. In this development what should be analyzed is what type of leader you are presently and what type of leader you want to someday become. By recognizing your strengths and weakness as a cadet you can improve upon them while you have time before you become an Air Force officer. It is essential that cadets strive to be successful leaders to continue the greatness of our Air Force. In order to better yourself as a leader you need a goal or ideal leader you want to model yourself after. My example of an ideal leader is Mohammed Ali, one of the greatest boxers ever to live. Mohammed Ali is a man of morals and the definition of a great leader. Early in his career in 1964, Ali converted his religion from Christianity to Islam; the same time changed his name from Cassius Clay to Muhammad Ali (“The Official1”). Two years later after his conversion and name change, he got drafted into the military service even after he failed the draft aptitude test. Ali refused to serve because of his Muslim beliefs. In 1967 he was found guilty of refusing to be inducted into the military services (“The Official1”). Although after a few years he was cleared of the charges, the damage was already done. The boxing association had already taken away his World Heavy Weight title and suspended him from boxing for three and a half years. Ali gave up some of his prime boxing years to fight for social...
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...The Armed Forces have guidelines to follow in every aspect of its stability as a force to lead and defend. To lead and defend you have to have the knowledge and the capability to understand that these requirements come with a price to pay and that it is with the intent of being the best Non Commission Officer (NCO) that you can within the Corp. Each year/month the Army has set numbers/slots to prepare for those to be promoted to withstand the readiness, determination, and loyalty that it takes to become a NCO in each Military Occupational Specialty. By joining the Corp you are set to a standard and also considered to having the knowledge to lead and train soldiers. Understand that this is not the first time the Army has changed the promotion system. Change is good! The Army needed a change and by needing a change they wanted to revamp the promotion system so that promotions would be fair to all and weed out those who are trying to promote early for other reasons. As the Army put in action a new promotion system, it has affected hundreds of junior enlisted Soldiers that are in the promotable status to become a sergeant and staff sergeant. This new promotion system guarantees to revamp the free-for-all system that initially was thought to be fair for all Soldiers. There are still the requirements of getting a total of 800 points but there are just different stipulations that are adjusted. For the revamp of the system it is to focus on the proficiency and to make...
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...Combat Medics whom I will call SGT Medic, had committed suicide. The Soldiers’ cry for help and those who heard but did not listen to the warning signs of suicide. A Combat Medics Cry for Help Noncommissioned Officers (NCOs) are the back bone of the United States (U.S.) military. We are responsible for the training and leadership instilled in our Soldiers. This NCO had developed into an effective Combat Medic where his duty was to provide emergency medical treatment until further assisted. He lived his life helping others on and off the battlefield. This paper will provide an overview of an NCO Combat Medic battling his own internal daemons from the Iraq war that took away all that training instilled and the ability to adapt. In addition, this paper will give an example on how no matter the amount of training received, the amount of videos seen, numerous times hearing a Chaplain brief on Suicide Prevention there will come a time the warning signs are evident, and you will not react. The Call August 30th, 2015 approximately 19: 30 my husband and I were watching television, and in between commercials reading my emails. My cellphone rang and I recognized the number, one of my NCOs . As I greeted him, his first words to me were “Command Sergeant Major (CSM), I think SGT Medic killed himself”, I responded “how, when did this happen”? The Soldier had been on his Facebook page and had seen many messages of rest in peace, thinking of you, we will miss you. I asked the Soldier...
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...expectations. I have tremendous expectations of you as a Bradley Gunner in this platoon. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Section Leader. My goal is to ensure this section is the best Infantry Section in the Army (and I mean it)! Your job as a Bradley Gunner is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions, open communication, ensuring that the mission is understood, properly supervised (if necessary) and resources are available to accomplish any given or implied task. Most importantly, I will ask for your opinion on any given issue and I will always support...
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...The three most important things I have learned while attending Bethel University. Richard A. Harris 6 November 2010 Ms. Emily Yttri Bethel University MOD 300 Abstract This paper will discuss the three most important things I have learned while attending Bethel University. I will talk about the amount of diversity in management styles displayed in the classroom that I was not aware existed. I will discuss the myriad of communications styles exhibited by each individual student and lastly, the transition from the very structured military life to the seemingly easy-going civilian life. Will be addressed. To conclude these findings, I will discuss and provide honest feedback on my methods of handling situations. This paper will describe the three most important things that I have learned while attending Bethel University. They are: 1) there is more diversity in the workplace than I realized; 2) there are a myriad of communications styles exhibited by each individual student and 3) the civilian environment is vastly different than its military counterpart. I have learned that instructors and their style of delivering material varies widely. The preparation and delivery of material is very different than I would have expected from students. The military environment is very different in many ways from that of the almost casual civilian environment. Prior to attending Bethel University, I was not aware of the many different management...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...Running head: ADM (RET) WILLIAM H. MCRAVEN 1 ADM (RET) WILLIAM H. MCRAVEN 9 ADM (Ret) William H. McRaven Staff Sergeant Jonathan Martensen USAICoE Noncommissioned Officer Academy Senior Leaders Course 17-020 5th Platoon ADM (Ret) William H. McRaven The purpose of this paper is to analyze how United States Navy Admiral (Retired) William H. McRaven positively affected the United States military. He had such a profound impact on the military, not because of his accomplishments, but because of his leadership and mentorship. This paper will discuss how Admiral (Retired) McRaven demonstrated each of the Army leader attributes and competencies and the subsequent impact that he had on the military. I will describe how Admiral (Retired) McRaven contributed to my personal growth and development, leading to my personal leadership philosophy. I will conclude with the legacy that I personally hope to leave on the Army....
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...standards and expectations. I have tremendous expectations of you as a Motor sergeant in this company. I am confident that you will not have any difficulty implementing and accomplishing what is expected as long as we work together as a team. Always remember, there is no “I” in “TEAM”! As a leader, I owe you the opportunity to perform to the best of your abilities. By the same token, I will not do your job for you. Always do what is right not what is easy and when no one is looking. 2. I am proud and honored to be your Motor Sergeant. My goal is to ensure this Team is the best MST in the Army (and I mean it)! Your job as a Squad Leader is tough and demanding. I understand this because I once was where you are today. 3. LEADERSHIP: Effective leadership can sometimes appear strange because there are no set rules or formula to guide you. Every soldier’s (regardless of rank) personality is different. Therefore, I place the utmost trust and confidence (until proven lost) in the abilities of my leaders and charge them to effectively lead, develop and take care of soldiers entrusted to them. I will delegate and give as much responsibility as any soldier can handle and is willing to accept. I manage by observing; asking questions, open communication, ensuring that the mission is understood, properly supervised (if necessary) and resources are available to accomplish any given or implied task. Most importantly, I will ask foe your opinion on any given issue and I will always support the...
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...Chapter 7 Prevention of Sexual Harassment 7–1. Overview The prevention of sexual harassment is a commander’s responsibility. The EOA plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing and overall advisory assistance concerning the prevention of sexual harassment. 7–2. Chain of command responsibilities Commanders and supervisors will— a. Ensure that assigned personnel (to include RC personnel under their jurisdiction) are familiar with the Army policy on sexual harassment. b. Publish and post written command policy statements for the prevention of sexual harassment. All statements will be consistent with Army policy. They will include the local command’s commitment to the Army’s policy against sexual harassment and will reaffirm that sexual harassment will not be tolerated. The statement will explain how and where to file complaints and will state that all complainants will be protected from acts or threats of reprisal. Each ACOM/ASCC/DRU, installation, separate unit, agency, and activity down to company, troop or battery level will publish a sexual harassment command policy statement. Units should coordinate these policy statements with the servicing staff judge advocate or legal advisor before publishing them. c. Continually assess and be aware of the climate of command regarding sexual harassment. Identify problems or potential problems. Take prompt, decisive action to investigate...
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