Sergeant Major, and Major, I so happily thank you both for having me in JROTC over the years. I believe that I learned so much my first and second year, but now it’s time to teach what learned to an entire company of cadets because I want to become a company commander! To be a company commander, I got to be able to direct a company the correct direction, be responsible for the company does or fails do, keeping the battalion commander apprised of the status of the company at all times, to ensure that the company is prepared to accomplish its assigned mission in a satisfactory manner, and to be an expert in drill. I also know that there are the principle duties of company commander which are to command the company at all formations. To ensure that all cadets of the company know and use the chain of …show more content…
I also need to be able to check with the instructor staff daily prior to formation to obtain any changes or other information they may want announced, as well as being able to seek advice from the battalion commander or the instructor staff when encountering a problem to which I do not know the answer. To execute the orders of the battalion commander as if they were my orders, even if I personally disagree with them. Conducting short inspections at every formation, making on-the-spot corrections as necessary; follow-up to ensure that deficiencies from earlier inspections are corrected. Make each cadet an effective member of the team; take an interest in them and their problems; offer advice and help them to solve their problems. Make on-the-spot corrections at any time to ensure that all members of the company understand and comply with cadet regulations. And finally to keep the company executive officer informed in case of my absence. Also as a company commander, I got to have a lot of initiative. If I want things done, then I want things
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
The Sergeant Audie Murphy Club has always been defined by the professionalism, dedication, and expertise of its members. For 32 years the Sergeant Audie Murphy Club has been a beacon of light amongst the Non-Commissioned Officer Corps, showcasing its finest members and providing purpose and direction to the NCO Corps and the Army as a whole. Only the brightest and most dedicated are selected to join its ranks. As a matter of personal and professional pride, I aspire to become a member of this prestigious club because it signifies to others that I am the best and the brightest the NCO corps has to offer, it sets the example for others to follow, and is a challenge that I except and expect to learn and grow from. I understand the induction is
The person that is next in command after the Battalion Commander is the Executive Officer (XO). The executive officer’s purpose is to help the Battalion Commander to run the whole program. The XO will also help the Battalion Commander send orders to the rest of the staff and cadets. The XO must be hardworking, well-rounded, firm, and responsible. I think that the position of XO would be a good fit for me because I possess these characteristics. I hope that I will be able to implement new ideas such as new clubs and programs to give cadets more opportunities to be involved in JROTC. I would also like to have guest speakers and recruiters come in and speak to the cadets about the different career paths that they can take. I think that obtaining
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
Serving in the Army for the past fifteen years, as a Soldier, Non-Commissioned Officer, Cadet, and Commissioned Officer, I have gained a wealth of military leadership knowledge and experience. Since completing my undergraduate studies and earning my commission in the Army, I have held a variety of command and staff positions. I have led Soldiers in garrison, as well as on combat and operational deployments, each having its own unique challenges and rewards. Throughout the years, I have had the distinct honor and privilege of serving on many great teams and with many outstanding Leaders.
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 writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to 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 a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
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 role of a human resource sergeant in the Army profession is well-defined by the non-commissioned officer (NCO) creed “we are professionals, non-commissioned officers, leaders” (SFC Earle, Brigham, 1973). We build a camaraderie in our profession that is unlike any other. Not all can say that they are experts, it requires years of training in that field to become a professional. In our profession, we must earn the trust of many, such as subordinates, colleagues, clients, and the nation. We are merely servants, here to serve the Soldier and their Family. Soldier’s take pride in the service that they provide.
I have always wanted to be a soldier in the United States Army. I liked the idea of serving of my country. I started at a young age trying to help my community. I volunteered to help at soup kitchens, do yard work for elderly or disabled people, and I joined the Boy Scouts and later on became a Junior leader and an Eagle Scout. This desire of helping others led me to enlist in the P.A. ARNG in March 2015. I enlisted with the intent of becoming an officer. I originally planned on going to Valley Forge Military College. I later on received the full ECP scholarship. This decision had changed when I was in B.C.T. at Fort Jackson SC. I had met with a cadet who had just finished his 3rd year at West Point. He loved it and after talking with him
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.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
In the expansive list of Modernist literature there are many well-known works that have become much loved works in society. “The Good Solider” by Ford Madox Ford being one of these most notable works. First published in 1915 by The Bodley Head, “The Good Solider” is a pre-war period work and considered a pre-modernist novel, being written shortly before the period of high modernism that took place after the First World War, making one of the first radical and deliberate breaks from traditional Victorian novel forms. As a developer of the modernist advance, Ford challenged traditional literary forms, social structures and moral codes with “The Good Soldier”, a novel he considered to be his "best book of a pre-war period. "
Over the years I have learned many lessons in leadership from different NCOs and civilians I have worked under, as well as various commanders. It is my hypothesis that the leader who will most affect one’s career is that first leader who spends the time to mentor the young Soldier. The leader who had the most influence over me was Staff Sergeant James M. (J.J.) Johnson, Junior. He was not the best NCO in the world, but he was the consistent NCO in my world. I met him at my first duty station, Operations Company, U.S. Army Field Station Korea (OPNS Co., USAFSK) in September, 1983. He was one of many NCOs in a very tangled and confusing chain of command, but he was identified as my squad leader. I learned all about event oriented counseling from him, and that there are promotions and demotions. After serving a year at the Field Station, I PCSd to the 102nd MI Bn, 2nd Infantry Division at Camp Hovey, participating in the QuickFix Platoon, a heliborne collection and jamming platform. I hit my first re-enlistment at the 2nd ID and chose USAFSK as my assignment of choice. My platoon also decided that I had grown enough to be boarded for Sergeant, so that was my reward for a wonderful tactical year.
Human trafficking, “a modern-day form of slavery involving the illegal trade of people for exploitation or commercial gain” (Department of Homeland Security, 2013). There are multiple types of human trafficking, such as sex trafficking being the most common, organ trafficking, labor and children soldiers. Human trafficking can happen anywhere, at any place and anytime. In the Hmong community, it is not uncommon if a young girl at the age of 13 is sold into marriage, which would also be considered as forced marriage. But would this be considered human trafficking? According to The AHA Foundation (2013), “In some situations, a forced marriage will qualify as a form of human trafficking”. If a woman is sent abroad and repeatedly
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