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Role of the marine non-commissioned officer
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I joined the U.S. Army as a private, during basic training and my first duty station would influence my thoughts and shape my mind of the knowledge a Noncommissioned Officer should possess. As a Noncommissioned Officer you will place the needs of your soldiers above your own, just as it is stated in the Noncommissioned Officer’s Creed. Some junior leaders are incompetent by not knowing how to take care of their soldiers and do not live by the very creed that should help define and shape us as competent and trustworthy Noncommissioned Officers. Regardless of the rank, from command sergeant major to a corporal, they should all strive to know their soldiers, place their soldier needs before their own, and lead from the front.
Do what you are told, be where you needed to be, and you would be fine, that is what I learned in basic training among other things. We had classes about the rank structure and how all ranks fell into place in relation to one another. Never questioned my leadership because they had the experience and possessed enough knowledge to handle any situation which may have arisen, this is what I had learned in basic training. In my mind, since I joined the U.S. Army, I wanted to become a Noncommissioned Officer because of the way I saw my drill sergeants carry themselves also the vast knowledge that they possessed. Always sure of themselves, never wavering, always having an answer for virtually any
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question that was asked, but above all they carried themselves as professionals. The example that I saw is what I wanted to emulate as soon as I could. When we had an opportunity to make inquiries of the U.S. Army on how we could progress through the ranks, the drill sergeant would tell us to read Field Manuals, Army Regulations, and Training Circulars. So every chance I could get my hands on any Army publication to read, I would do so eagerly to learn. I signed up for correspondence classes that would help me learn more about my job as an infantryman. I was well underway to gather as much knowledge as I could so that I could become that Noncommissioned Officer that was sought out for advice and known for taking care of soldiers. Right after basic training, I received orders to PCS to Baumholder, Germany.
I was a private and was assigned to first platoon, this is where I was introduced to my Team Leader, a sergeant that I would follow and not question his leadership nor that of my chain of command. As I was integrated into the platoon, I was somewhat afraid of my Team Leader due to the fact that he was a Noncommissioned Officer, I would stand at parade rest when he would walk by or when I spoke to him because it’s what I was taught to do and the respect I had for the
rank.
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
I want to be a JAG Officer because of the variety of work it provides. I have demonstrated interests in criminal law, international law, and national security law. My interest in criminal law started as a child in front of the television and I continued to engage this interest by studying criminal justice and honing my investigatory at the Public Defender Service for the District of Columbia. My interests in international and national security law began in college where I studied and wrote about topics such as Just War Theory and terrorism and have continued in law school where I am the Director of Events for my institutions National Security Law Association. A career in the JAG Corps will allow me to pursue those interests while my ability
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
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.
The same idea of an unwavering hierarchy that extends beyond title and into the deep roots of merit are inherent in both concepts. Even dealing with other branches of service, there are certain expectations to be upheld when dealing with an officer, a senior enlisted, and even with your peers. Officers are saluted by enlisted members, just as junior enlisted members stand at parade rest when addressing Non-Commissioned Officers (NCO). This level of respect would continue on into a civilian environment, although no saluting would be present in civilian attire. For example, a lower enlisted member could be at a restaurant or a bar over the weekend and happen to see his Company Commander. Even out of the work environment and military setting, the should still subtly take each other’s rank into account with everything said, such as a “Sir” every now and then from the enlisted member as well as avoiding certain comments that could get a soldier in trouble when dealing with his Chain of Command. This same level of military bearing will also carry on into encounters with civilians as military members and prior service member can almost always be spotted in a crowd with relative ease. Bearing can be taught at a basic level, but one must have the initiative to follow the guidance set before them and behave a certain
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
I woke up every morning wishing I was home already. Instead, I woke up to Sergeant Red telling me to get up. He was not the greatest noncommissioned officer (NCO) but he taught me a lot about preparing myself mentally and physically for the worst outcomes. One thing he said that stayed with me was, “Hey man, when it is your time to go then it is your time to go.” Small words but they were honest words. In war you cannot dwell on the mission or any mistakes that you have made. All you can do is learn from them mistakes and try not to make them again. I do not consider myself a hero or superior to everyone else but I do find myself to be determined and dedicated. Every time we were being briefed on the next mission I looked around the room to see if everyone was ok. I looked for that one individual who was deep in his thoughts that he did not even pay attention to the brief. I would pull them to the side afterwards and just have casual conversations with them. Once we laughed and forgot about the mission we would look at each other and know exactly what the other person was thinking. “Are we about to go out there again?”, “Is this my time to go?”, or “Is this going to be the last time I see him?” We did not look at each other as friends; we looked at each other as brothers. Every time we prepared for a mission we helped each other to make sure everyone had the right equipment. We made sure that everyone’s weapon was
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.
As a Field Grade Warrant Officer, why should you analyze and be familiar with organizational communication processes and methodologies? Further, why is it important that you are familiar with organizational communication as a leader in the army?
Respect is probably the most important trait that needs to be shown towards your superiors. Every Armed forces branch in the United States of America has a chain of command in which respect is the main premise behind the entire organization. Respect backs the ideals and leadership within any chain of command. Respect is important in the design of the military system itself. You have to automatically trust and do what higher ranking cadet, or any cadre member says because they hold power and most likely have more experience then you. You must show them respect to because they have more knowledge and know how, not to mention they have earned the stop they are in. Respect also tires into the worrier’s ethos, which is an important aspect of what it means to be a member of the army.
Firstly, learn as much as you can, as quickly as you can. Learn from other lieutenants, NCOs, and Soldiers. Learn from your Command Teams but also self-educate.
Many people have asked me how I ever made it through the Army with me being so introvert. I joined the Army at the age of 18 and by the time I turned 21 I was put in charge of Soldiers. Honestly I do not know how I was able to stand in front of my Soldiers and give them briefings on our mission. At times I had to stand in front of formation and lead our morning physical training in front of the whole company. I look back now and wonder that maybe I did not think about it much because it was an obligation to do it. In the military you are given this role to be a leader and what kind of leader would I be if I showed weakness to something as simple as physical training. Maybe I did not the feel pressure to do it because I was not exchanging words and carrying conversations, I was up front giving commands.
When it was my turn to lead I focused on giving orders with confidence and sticking with my decisions for how the mission was to be carried out. This worked out very well because the other cadets in my section followed my orders without question and displayed high motivation in doing so. With other section commanders we were less confident in carrying out the tasks they gave us. They were constantly changing their minds about what to do and were unsure of themselves and hesitant when giving orders. This led to minor disorder when it came time to do the mission. The members of the section were not confident that they were prepared for the mission and it was because the section commander was lacking confidence in their decisions. This demonstrates how effective it is to have self-confidence as a
First, there is respect, just because you have the rank and status of an officer doesn’t mean those below you in your command are going to respect you. A lot of people are going into the army as officers thinking everyone owes them something and that they have to do what they say. All I can say to that is, you’re in for a rude awakening. As officers we should respect those below us and talk to them as a leader should not a boss especially our NCOS and PSG. I believe that they are the best asset a young officer has at his disposal due to their knowledge and