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The army as a profession
Military PRofessionalism
The concept of professionalism
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Being a professional is not easy and means to be a Profession by being an expert with what you do to include all entailing facets such as providing expert work, applying experiences and ethics. Professionals are inspirational, intrinsic, knowledgeable, and supportive. Professionals provide expert work and are effective rather than efficient. All these play into a bigger role for all leaders especially with the Human Resources (HR) Non-Commissioned Officer (NCO). HR NCOs must realize that they are servants to their Soldiers and provide guidance and leadership to include instilling trust and motivation. HR NCO must use inspiration, life experiences, and camaraderie in order to gain the trust of his/her peers, leaders, and subordinates.
In today’s Army, it is important for all of us to understand the expertise and execution of all leaders, peers and subordinates in order to have an effective military. The profession of arms and the professional Soldier are two definitions that are important to the challenges today. As NCOs, we must remember that the Army is a profession due to expertise. The Professional Soldier plays a part within the Profession of the Army and
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Leaders are stewards of the future of the army and must be placed in high priority and invested into as to develop our current and future Soldiers at all levels. The frame work for profession contains four groups which are Military Technical Expertise (effective offense), Human Development Expertise (social, train, educate, and development), Moral-Ethical Expertise (fight wars and employ combat power morally) and Political Cultural Expertise (understand and operate effectively). Balance plays a big role of what a professional leader executes, which allows continuous and rigorous challenges for the future leaders of the
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture.
...ties of the people he serves and continues to develop himself in service of others. As a professional, a soldier lives these words through action.
In order to understand a profession, the Army White Paper gives us clear definitions of “The Profession of Arms” . The profession of arms. The Army is American Professional of Arms, a vacation comprised of experts certified in the ethical application of land combat power, serving under civilian authority, entrusted to defend the constitution and the rights and interests of the American people.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
As our forefathers before us stated, ‘‘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 (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
All soldiers, especially leaders, are highly recommended to keep a certain set of values that radiate throughout the entire U.S. Army. They are challenged to keep them near and dear to their hearts and to define and live them every day. A leader is one who takes these challenges serious and abides by
A profession must have the trust of the people it serves. This is gained through the use of an Ethic that is generated and policed by the profession itself. The Center for Army Profes...
In June 2013 Army Doctrine Reference Publication 1 (ADRP1) “The Army Profession” was released and the website http://cape.army.mil was created. In (ADRP1), it states there are five essential characteristics of the Army Profession, trust, military expertise, honorable service, Esprit de Corps, and stewardship (ADRP1, 2013). Those characteristics is what I think separates a Soldier from a civilian. No one should think that their job or occupation is harder or more important than someone else’s. It takes all kinds of professions to make this country work but the Army could not be as successful as it is today without our professionals teaching, coaching, mentoring and preserving these five characteristics.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
Being a good soldiers also required you to, follow the rules, follow orders, obey the code of conducts, look out for your fellow comrades, fulfill your duty requirement, being honest and fight for your country. In other words, a soldier must be committed. Committed to their work, the nation, the mission, their fellow servicemen and their unit. With these characteristics, a soldier can become successful.
Non-Commissioned Officers are deficient in vital areas of leadership due to a lack of training. This leads to inexperienced Soldiers becoming inexperienced leaders. The NCO corps needs to develop and enforce comprehensive interactive training that will challenge the next generation to achieve a functional level of communication skills before advancing to leadership positions. This will generate leaders who can write effectively, speak meritoriously and teach adaptively while training others to do the same.
Professionals in the United States Marine Corps stand apart from others engaged in particular careers in the civilian world.While many vocations contain some of the characteristics of professional, a lot of careers do not include all of the elements necessary to distinguish themselves as being as close to a professional as a marine. Professionalism grows depending on the time and service they have in the Marine Corps. A professional has specialized knowledge and skill which can only be acquired through prolonged education and experience. Such skill and experience form the basis of objective standards of professional competence that separate the practicing professional from their peers and measure the competence of such professional. This professional knowledge must also be intellectual in nature.
“A vision without action is merely a dream.” (Kevin Gates) The Army Profession Model is a great vision but if we do not fixed the basics in our upbringing of Soldiers then it will only be a dream. Imagine a panoramic view of an early morning sunrise over a military base. The sun is starting to burn off the morning dew. Formations of soldiers are starting to pop into the picture. Each soldier is in uniform dress sharp and moving as a single unit. Some formations are double timing moving out. Everyone has a purpose and stepping off to get to his or her next obstacle of the day. All Non-commissioned officers are enforcing nothing less than exceeded standards. Soldiers are toe to line in formations for inspection. Senior Non-commissioned
Before I describe to you some of the “routine” and specific situations, investigations, and actual cases and dispositions I encountered I feel I should outline some of the training that that I received starting with the Military Police and Basic Training. Looking back I see the importance of the initial Army training that centered on physical conditioning and the discipline necessary to obey and follow orders to become part of a team. We learned that what was good for one was good for all and of course the reverse. Each morning we stood inspection outside of the barracks with our field packs on. Part of our required equipment during the inspections was a razor. We found out why one morning at the beginning of our training cycle when one of