Sergeant First Class Emily C. Martinez United States Army, distinguished herself as a Quartermaster Noncommissioned Officer by exceptionally meritorious conduct in the performance of outstanding service to the United States as the III Corps Mortuary Affairs Non-Commissioned Officer (MA NCO) and the Combined Joint Task Force Sustainment Operation Battle NCO. As the MA NCOIC/Night Shift Battle NCO, SFC Martinez performed and executed all operations according to the Task Force CJTF OIR J4 MA standard operating procedures, ensuring 100% compliance with all MA regulations. SFC Martinez is responsible for monitoring the battle to provide oversight to the CJ4 and is also responsible for tracking movements of all classes of supplies within the CJOA.
Petty Officer Gavin is a knowledgeable and versatile Sailor whose team work has been invaluable to the command. He consistently takes on demanding assignments and completes them with exceptional results. His outstanding leadership, managerial skills and high level of professional competence have contributed significantly to the unit's high state of readiness. Highlights of his specific accomplishments include: - As an Awase Watch Supervisor, he expertly troubleshot multiple major system casualties and trained detachment personnel.
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.
The 4th Armored Brigade Combat Team Without knowledgeable and qualified leaders at every level of civilian or military organization people will work in an unhealthy environment and their output and performance will suffer. Management or leadership lacking in leadership qualities will effect organizational culture and climate in a negative way, to the point that it will make the unit organization incapable of accomplishing the assigned mission. After a series of tragic events that occurred within the 4th ABCT during their last deployment in Afghanistan, I have no doubt in my mind that commanding them is going to be challenging. During the last few weeks, I had the opportunity to examine the historical unit records, CALL and CAL assessments, and conversations and observations with leaders throughout the Brigade and Division, which gave me some helpful information. This information has helped me in preparing the plan on how to meet with the upcoming challenge.
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.
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.
he following case study will examine Lieutenant Barry Simpson and his related job functions as the departments Human Resources Development Specialist. Through reviewing this case study, we will explore the theories of conflict resolution, the emerging police management style of economic humanism, and discuss the strengths and weaknesses associated. We will also examine the idea of economic humanism in detail with regards to my agency and the cost benefit analysis of fixing employees versus terminating them for department policy violations or social issues. In the case study assigned, Lt. Barry Simpson is employed by a fairly large police department and was recently promoted to the research and planning unit.
Shortly after 11 September 2001, Brigadier General James Mattis successfully commanded a Marine unit called Task Force 58 which conducted operations throughout southern Afghanistan. The success of his command is correlated to the six principals of mission command listed in Army Doctrine Reference Publication (ADRP) 6-0. Although General Mattis used all the principals at some point during his command, he mostly built cohesive teams through mutual trust, created a shared understanding, exercised discipline initiative, and accepted prudent risk. This paper will explain how General Mattis applied these four principals during his command of Task Force 58. However, first, a summary of events leading up to the formation of Task Force 58 and its significant
He taught 3 sessions at the unit and due to his expertise was recommended and subsequently accepted into the EOA program as a broadening assignment. Additionally, SFC Avant served as a MRT for both the unit and as the NCOIC during Installation in-processing. SFC Avant dedicated himself to Soldier and family well-being by actively volunteering within the community via the Drunk Driving Prevention Program as well as coaching the unit softball
SFC Brooks ' outstanding professional skill, knowledge, and leadership aided immeasurably in identifying Logistical problem areas prior to and during Annual Training 2014. His actions in developing and implementing solutions to solve the problems that arose during the 155th Brigades CALFEX were exemplary and taught the next generation of leaders how to overcome all obstacles to success. SFC Brooks was personally involved in the development of the support operation 's concept of support, which integrated the Forward Support Company’s logistical capabilities into the 2/198th CAB Logistics Common Operational Picture subsequently increasing equipment and Soldier readiness. During his tenure, he coordinated the TRAIN/READY support phase of the
MG Dell Dailey and MG Hagenbeck were not clear as to who had tactical control of the AC-130 aircraft, which delayed and confused the AC-130 aircraft during firefights. Other units consisting of Army Delta Force, Navy Seals, and Air Force Special Operators were occupying some of the same area. These other units commanded by BG Gregory Trebon and reported directly to General Franks, instead of Major General Dell Dailey, added to the confusion to the AC-130 aircraft. Close Air Support took too long for non-emergency requests due to routing through the CFACC (Fleri, Howard, Hukill, & Searle,
Formica was the keynote speaker for the 33 Brigade Combat Team’s (33D BCT) military ball, which was held only months after the Brigade returned home from Afghanistan. The ball was just after the Officer Career Progression Management Selection (OCPMS) board was held to select the next round of promotions and battalion commanders. Before
Duties: Officer Kohler performs duties as YKCC: (1) Floor Officer; overseeing both general population housing units and segregation units; (2) Control Room Operator; operating electronic doors, gates, controls entry into the secure facility, and monitors facility video displays, alarms for various mechanical functioning equipment, controls radio communications for the facility, and inputs data in the institutional log; and (3) Booking Officer, processing intake and release functions as well as completes required administrative functions such as preparing court lists, monitoring housing assignments, and other general administrative tasks. He is responsible for appropriate documentation annotations in facility logs that include: (1) segregation;
He played a critical role in the re-organization of the battalion as five unit transition from MTOE to TDA structure, providing invaluable analysis in the re-alignment of personnel necessary to achieve organizational operational needs. His diligence will have a lasting impact on the future of the 41st Signal Battalion. Leads 2LT Arcila is an exceptional leader who successfully led his team in a demanding environment. His reputation as a “go getter” and problem solver is widely known amongst his senior leadership and peers alike. Develops 2LT Arcila developed both personal and professional relationships, extending influence well beyond the chain of command in order to achieve.
Command Expectations of a Military Intelligence Sergeant First Class Being promoted in the United States military to the rank of Sergeant First Class is the first step that a Non-Commissioned Officer (NCO) takes into the senior enlisted ranks. With this promotion comes a new set of responsibilities from a command’s perspective. Until this point in the career of an NCO, their respective focus has been to a team or squad. The expectations of a junior or mid-level NCO to their team or squad are often basic accountability, personnel task management, and dissemination of information. Taking the next step from Staff Sergeant into the realm of Senior NCO as a Sergeant First Class means more direct involvement with the command team of a unit and additional
