The training resulted in better riflemen and grenade throwers for more effective soldiers during battle. For the first time all of the four Canadian divisions were brought together to take part in a battle. The nature and amount of the prepared Canadian Corps attack required help and resources beyond its customary operational
Scribbles on Scrap: A Mission Command Analysis of the Battle of the Little Bighorn The massacre at the Little Bighorn in 1876 was one of the most recognizable battles in American history. The defeat of the 7th Cavalry Regiment and the slaughter of 268 Soldiers by the Sioux serves as an enduring subject of study for contemporary military professionals. The basic modus operandi for command principles in the times of the Indian Wars loosely mirrors the mission command philosophy of today; however, if we still lay credence to the efficacy of the mission command philosophy, how was it that a conventional force under the direction of a battle proven leader was defeated by an irregular enemy? In the end, Lieutenant Colonel George A. Custer’s complacent
Kyle’s marksmanship became renown not just within the American Military, with whom he was charged with protecting, but also among insurgents as well, they nick named him “ The Devil of Ramadi.” Kyle’s enemies had put a $20,000 bounty on the head of any U.S sniper. Kyle’s nerves and patience for tracking his subjects, earned him
The C300 course outlined joint operations and how they pertain to unified actions. In addition, the course discussed operational reach, Range of Military Operations (ROMO), and capabilities of our Sister Services. Lastly, C300 explained the types of command relationship and how they pertained to joint operations. Unified actions are those military forces, organizations, and agencies that can influence operations in a theater. These key players may have a negative or positive outcomes; due to lack of communication or even different objectives between the military and civilian leadership.
Lt. Owen's mortar section had little to no experience on the weapon systems that they were working with. He trained them from darkness to darkness with consistent drills in different types of situations. Lt. Owen also admits that despite excess training before the war, their first battles were "far-from-perfect exercises." This made me realize that not only does an officer have to be adept at his duties, but he needs to motivate and instill to his soldiers the same level of proficiency, regardless of peace or war time. Also utilizing complacent time as a means to further train such as when they were at sea.
SUBJECT: Information Paper 1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB). 2. Facts.
Staff Sergeant Montano was vital in the planning, leadership, and execution of more than four major computer network operations, covering a span of two years against high-priority Counter-ISIS nodes of interest worldwide in direct support of national intelligence objectives. These operations included two of the largest and most complex cyber operations in USCYBERCOM history. For all of these efforts, Staff Sergeant Montano was the key leader who made it possible for USCYBERCOM to achieve what had only been imagined for years. He excelled at skillfully taking an idea for an operation and turning it into an executable
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.
When he got to bootcamp, he was assigned to drill instructor Corporal Doherty. Doherty was something else. He was the type of person to feel like they are the boss and what is said is to be followed. He says “I’m your drill instructor. This is Platoon 984.
Undergoing exercising first of his 8.5 weeks of BMT (Basic Military Training). He learned firefighting techniques like tapping your opisthenar against a doorknob before opening a door while in a burning building; otherwise, you have a burnt hand. He also learned how to handle firefighting equipment
Candidate Maxwell’s performance was commendatory. He took less than one minute to compose his five paragraph order and delivered it with the confidence and clarity of someone who had rehearsed. The details in the order were identical to that of which he received. During the movement to the objective, he was alert and able to control his fire team while maintaining awareness of the situation and environment around him. Candidate Maxwell was able to identify the enemy prior to being engaged, and made the decision to immediately fire at the enemy showing a biased for action.
In “Searching the Flow Path,” P.J. Norwood and Sean Gray state that the American fire service dropping the ball on new tactics and the understanding of fire. Norwood and Gray point out that our enemy, fire, is not the same as it used to be. Additionally, the authors add that our training is preparing us well enough. They had that this lack of training is giving firefighters a false sense of security on the fireground. Undoubtedly, the authors believe that right hand/left hand search patterns are not the best option for today’s searches.
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
Through his journey, Colonel Shaw transforms from an inexperienced and uncertain leader into a confident and compassionate commander who earns the love and admiration of his men. 4. At the shooting range, Colonel Shaw sees soldiers boasting and betting about their shooting abilities, which he recognizes as unprofessional behavior, then he takes action to correct the situation. To make his point, he instructs the private to load his weapon and fire while he yells and fires a pistol next to him. 5.
The importance of the Human Resources Sergeant in the Army White Paper, The Profession of Arms, is evident throughout. The following essay will describe the many different areas and the countless examples of just how important a Human Resources Sergeant’s role is. There are so many facets of every day Army life where the Human Resources Sergeant is vital to operations, from the additional duties we perform, to assisting our Commanders’ in their interest Programs, and everything in between. Human Resources Sergeants have to be constant professionals and enhance the Professional Culture in the military. What is a profession?
