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.
From the lesson of training, I also realized the weight that officers hold when it comes to building trust, motivating, and pushing their soldiers. They are going to expect the utmost level of skill as well as professionalism that you must provide as an officer. In return, it is your right to expect the same level of excellence from your soldiers, being there to push them above the standard and holding them to being experts and professionals. This is a trait that no matter how skilled you or your soldiers may be, there will always be room for constant improvement and
First month of Warrant Officer Basic Course The role of the military officer today is very complex, challenging, and very rewarding. The transition into Warrant Officer Basic Course (WOBC) has displayed a few of those characteristics. Upon arrival to the WOBC we as newly appointed Warrant Officers were welcomed with open arms. Not only was the students eager to get started and to begin learning on how to become future 131As but the instructors were as eager to coach, influence and direct the class in the direction needed not only becoming newly certified 131A but to become the future of the 131A cohort. During our first few weeks at WOBC we continued to get acclimated with the new surroundings of Fort Sill and continued to get accustomed to the transition from being enlisted to the officer branch.
In 1974 the Creed of the Non Commisioned Officer made its first appearence, it was written in the training manuel that was issued to new leaders attending the NCO course at Fort Benning Georgia. The Creed of the Non commisioned Officer became the standard for how a Non Commisioned officer should conduct themselves and live their life in and out of uniform. After 11 years of developing and guiding countless leaders, The Creed became standard Army Doctrine. As Army Leaders, the creed is important to us because embeded through out every paragraph it upholds the standards and truths that we all once rose our right hand and swore to live by for the greatest nation that we swore to defend. The creed of the noncommisioned officer represents every
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
1. As a young Fire Control Technician Third Class (FT3), I served under Fire Control Technician Chief (FTC) Chuck Thompson. Strong and proud, he stood like a massive oak tree in every room he entered; his mere presence demanded respect.
Communicate effectively with my subordinates, never leave my soldiers uninformed, stand to protect my soldiers in any cost, and always place their needs above my own
Although limited my responsibilities to only three has greatly reduced what I write it has also forced me to choose what are the most important to me personally. To lead the men and woman within the armed forces is at the core of my responsibilities as an officer. Secondly, I will be required to make command decisions, lawful orders, that although may not be well received are truly motivated by the needs of the Soldiers. Allowing them not only to defend themselves but also the equipment and personnel placed in their ward. Last but not least I will be accountable, my actions and decisions will be held to unimaginable scrutiny I must understand that my responsibilities aren’t easily
Many seem to over emphasize the many privileges gained as an officer and seem to completely overlook the ever more important duties that should be the true motivators. I must ensure to maintain this mindset. I must also remember to put “people first”. (Department of Defense, 1988) This will be a cornerstone in every decision I make.
Says Dudley (2010) says, “We need to redefine leadership as being about lollipop moments, how many that we create, how many we acknowledge, how many of them we pay forward, and how many then we say thank you for.” (Dudley). Luckily, for me, I have been on the receiving end of a “lollipop moment,” and it happened very recently. My career in the military began as enlisted soldier and very shortly afterward, I became a non-commissioned officer in which I filled a variety of leadership roles. On average, I had approximately 35 soldiers under my charge.
When there is respect for the Noncommissioned officers and vise versa one is able to focus on the mission at hand rather than discipline or corrective action. the Noncommissioned officers have earned the respect with the years they put in and what they have sacrificed and proving that they can lead soldiers to the right path and help their soldiers become successful in the military and bettering their future in helping them become that great Noncommissioned officer or whatever they strive to be. When there is respect for the Noncommissioned officers and vise versa one is able to focus on the mission at hand rather than discipline or corrective action. The Noncommissioned officers job is to make sure that their soldier lives up to all aspects of the Soldier's Creed and make sure that will do the right thing even when no one's looking are telling them to. In the NCO Creed it says “I know my soldiers and will always place their needs above my own”.
As an NCO, I have given my best to ensure mission success and train my soldiers. Concurrently, I continue the search for unique and challenging intelligence positions. Becoming a warrant officer will open doors to those new challenges I seek, expands the possibilities of specific training and unique assignment opportunities while still providing the opportunity to train, lead, and mold the next generation of soldiers. During my 11 years as an Intelligence Analyst, I have excelled in positions of greater responsibility and genuinely believe i have more to offer the Army. Throughout my career, I have taken my job seriously and taken pride in my work.
Eight years ago I walked into a Navy recruiter's office and said, " If I join today, when is the soonest I can go to boot camp? " I did not know what to expect. However I was sure of one thing, and that was that I wanted to join the United States Navy. As those eight years ensued, the Navy began to mold me physically and mentally. Some of the changes I underwent were positive, and others were rather uncouth.
My service goal was a success but one, I had a total of 4 and 3 ended up being successful. Physical activity became very big and the kids seem the enjoy it the most. Being able to go outside for some time and run around insead of being inside for a total of 3 hours help not only the kids but the workers as well. The time schedule was another sucess everyone was able to be on the same page and undertsns what was going to be taking place that day we kept the kids actove and busy the whole day so when pick up time was happening it made the day seem very smooth. Creating new activies was fun as well I thought it would be unique to come up with a cooking series.
I was very impress with this police officer knowledge because he gave me more than enough information about the police agency he work for. Even though he work before he decide to settle down to the one he want. I learn that before you can go to any other division you must start at patrolling. Until you get pass that level you cannot move on to the one you desire the most. Plus you have to get interview all over if you want to switch.
