1. TRIP/EVENT PREPARATION
a. The visit is your opportunity to show RADM Midgette your command and AOR so the itinerary will be based largely upon your input. As your unit begins to piece together this visit, please also keep in mind and include key CG AUX personnel, the Senior Reserve Officer, and Reserve CMC as appropriate. PLEASE let your higher command know RADM Midgette will be in your AOR for a visit.
b. In preparing for the visit, you should be thinking about how RADM Midgette can assist your command in the execution of its missions. For example, can the visit assist you in nurturing key partnerships, highlighting stellar performance, or relaying critical challenges? Do you have any infrastructure, staffing, doctrine or equipment
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Members are encouraged to state what is on their minds during all-hands events. Questions should not be pre-scripted or formally vetted through the command. Please suggest those asking questions to clearly state their names and their place of work (i.e. “Petty Officer Smith, I work in the MK shop”).
6. UNDERWAY / FLIGHT OPPORTUNITIES
a. As scheduling allows, RADM Midgette looks forward to underway/flight time with operational units to familiarize himself with the unit’s AOR, observe operations, view critical infrastructure, and allow the crew to demonstrate their professional competency. These opportunities are dependent upon unit operational tempo, weather, resource availability, and the overall schedule.
b. If your unit has an underway or flight opportunity in which you believe would be interesting please let me know. Also, please be prepared to provide appropriate PPE for the environmental conditions.
c. If getting underway or flying, have the crew and the asset standing by ready to go upon RADM Midgette’s arrival. RADM Midgette’s pendant or placard should be in place when
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Any additional read-ahead material you feel would be important for RADM Midgette to review prior to his visit. Please ensure that any unit information provided to me has been reviewed and approved through your chain of command. Keep this material short and concise. One page issue papers with a “Bottom Line Up Front” (AKA “BLUF”), issue, background, discussion and recommendation (when appropriate) are encouraged.
10. OTHER / MISCELLANEOUS
a. UNIFORM: There is no need to change the uniform of the day for RADM Midgette’s visit. ODUs or Trops will typically be the uniform for visits with field units, especially when the visit includes getting underway/ airborne. If the visit requires a higher level of formality please contact me so that I may plan accordingly.
b. SECURITY CLEARANCE: If there is a need for a security clearance message for the visit, please let me know at least two weeks in advance.
c. MEAL PREFERENCES: If aboard during meal time, RADM Midgette enjoys the opportunity to informally eat meals with smaller groups of individuals to give them an opportunity to express concerns, questions, etc during the visit. Please coordinate such opportunities with me when a meal is part of the
Task Organization: TC-16-001 1. SITUATION: A. Enemy Forces: N/A (1) Terrain: Petersburg National Battlefield-City Point is an urban environment with wood, brick and steel structures, interlaced with several improved and unimproved roads B. Friendly Forces: N/A (1) Higher Mission: ALU is the Army's premier learning institution, delivering game-changing sustainment professionals to support unified land operations and generating force capability. (2) Higher CDR Intent: Training future leaders of the US Army, to Army standards, by develop leadership, and evaluate officer potential.
Officer Penrose volunteered to be assigned the Tactical Operations Center (TOC) when he came to the unit. This vehicle is the largest and houses the most equipment of any of the vehicles assigned to the unit. Maintaining the TOC includes the monthly inspection, maintenance, documenting and replenishing the inventory as well as the operation of the vehicle. Officer Penrose also maintains, inspects and recharges the electronics assigned to the unit. Officer Penrose completes his inspections in a timely manner and advises me of the complications with the equipment and the status of our inventory on a regular basis.
4. When the principal spoke on the public-address system, we listened to announcement. 5. Navy recruiters have offices in many cities. 6.
She is an accomplished, strategic leader, with a wealth of experience in the complexities of global logistics and large-scale operations. Her exemplary military achievements and broad scope of managerial responsibilities make her a strong addition to L-3’s board. I look forward to her contributions and guidance. (L-3 Communications) Through the research that I have gathered on General Ann Dunwoody I have determined that she is a strong leader.
-GySgt Tillman leads with positive energy, compassion, and by example in everything he does. -He is versatile, capable, and focuses on assisting the station not just his sector. -His contributions to the realm of training and coaching clearly indicate his potential as a future Recruiter Instructor. -Recommend promotion and retention
Mission command and understanding the mission were critical to whether he and his Soldiers would be successful or not. Throughout the deployment, his firm understanding of operations and concern for the operational environment led to accomplishments and breakthroughs for the Iraqi people and his division with the implementation of governance, civil authorities, and overall improvement of
1LT Namkung performed his duties and responsibilities in an exemplary manner during this deployment. He is rated as the top lieutenant for the ASG-KU OCS cell. He vast contractual knowledge base was equivalent to a company grade Acquisition Army Officer. He quickly became the SME on Contingency Acquisition Support Model(cASM) the electronic routing system of record mandated by USARCENT in 2015. He was vital to the OCSC, mitigating contractual stoppages or lapse in life support or services throughout ASG-KU
I am proud to recommend SSG Jacob Worley for consideration as a United States Army Warrant Officer Candidate. SSG Worley possesses the qualities required of a future Army Warrant Officer, specifically those needed to excel in the latest addition to the Warrant Officer Military Career Specialties (MOS), the Cyber Operations Technician, 170A. He has served as my Arabic Language Analyst and NCOIC of Analysis and Production for the 102 Combat Mission Team (CMT) for nearly two years. During this time his technical proficiency, attention to detail and adaptability has been equal and at times, has surpassed the skills of individuals assigned to more technical cyber roles within the team.
The 1st Sustainment Command (Theater) (TSC) promoted one of its own today. It was a true honor to be a part of Athena Oliver’s promotion from chief warrant officer three (CW3) to the rank of CW4. The Army has a unique esprit de corps, as we work, train, and fight beside each other in the tireless effort to protect the American people and preserve our way of life. Through war and peace, the Army is a professional organization—a Family. Warrant officers are highly skilled, single-track specialty officers, the ranks CW2 through CW5, are commissioned by the President of the United States and take the same oath as regular commissioned officers (O 1 to O 10).
Support the recruitment and retention of underrepresented student populations by creating coordinating, and managing the two tiered Diversity Achievement Program: the Secrets to Success Transition Program alongside the Diversity Peer Mentoring Program § Create, maintain, and schedule various diversity and inclusion related initiatives such as the Social Justice Speaker Series, the Diversity Dialogue Series, Soup & Substance Luncheons, and Cultural Heritage Months § Recruit, train, and supervise undergraduate student workers and student mentors for the Diversity Peer Mentoring Program § Taught three sections of the First Year Seminar for 25 first year students § Work with, train, and supervise a graduate assistant from the master 's program in
Visitors can be guided on tours, enjoy scenic views, high-energy musical performances and precision military
Surface Warfare Officers (SWO) are known as the backbone of the Navy. For years I have desired to obtain this position and have done extensive research concerning the attributes and requirements. Because I believe the Navy begins in the heart as well as the head, I know that becoming a part of the Navy would be life changing. Commissioning as a SWO would allow me to make a meaningful difference, as well as gain unparalleled leadership experience.
The battalion commanders will have an emergency meeting going on simultaneously that will lay out long term and short term plans that we as a staff have created. The short-term plan will focus on objectives 6 months out and long term plans focus on 12 months out. These plans will consist of upcoming training, missions, and or deployments. This will help our brigade by exposing my vision and intent, along with an execution time line. Therefore, everyone is informed prior to my change of command and my vision is something they have heard and are beginning to
When I raised my hand, and took my oath of service I had no idea of the journey Leadership Philosophy that laid ahead of me. Joining late in life was one transition, but the transition into the Non-Commission Officer (NCO) Corps, and a leader has been a very rewarding experience. The values that were instilled in me as a child and those that have been drilled into my make-up as an NCO are very similar. The tenants of the seven Army Values have been what I have lived by most of my life and career, however there are four out of the seven values that I hold most valuable and live out on a day to day basis.
Operation Husky is a good case study of mission command and integration at the operational level. General Eisenhower and the Allied Headquarters performed subpar in exercising mission command and integrating service components during Operation Husky. The planning phase of Operation Husky highlighted a lack of mission command. The planning process lacked commander’s intent, understanding, and mutual trust. The operational phase of Operation Husky showed some integration of fires; and little integration movement and maneuver.