This proposal will discuss the importance of having a workshop for new incoming Soldiers as a Forward Observer. Valuable training and instructions must be implemented to ensure that a soldier has the right skill set to conduct operations successfully and be proficient in his job. In order for a soldier to be successful at the Soldiers new unit, one must be considered a professional at their abilities and proficient in all key tasks such as Map Reading, Land Navigation, Digital Call for Fire, Radio operation procedures, and be physically fit. This course will instill confidents in the soldier and be more acceptant to the unit. Majority of all training will be conducted face to face to allow hands on training; while digital training will be …show more content…
Newly Forward Observers must in-process with their new unit immediately once they arrived. Several documents and information must be inputted into the system to ensure that the Soldiers data is correct. Normally in-processing would take about 3-4 days with the last day being a briefing by the unit Commander. While the Soldier is with his new team, he must show the ability that he is physically fit, and will be tested on his abilities. The physical fitness test will have three events that he must pass; 2min of Push Up’s, 2min of Sit Ups, and a 2 mile run. For the Soldier, the minimum score must be a 60 on each event, and for the maximum score he must score a 100 on each event. As soon as the Soldier shows that has the canning ability to be physically fit, the Soldier will then move on to the next stage of …show more content…
A forward observer must pass the basic on how to read and understand a map before conducting land navigation. Since land navigation is the hands on portion of map reading, majority of its training will be conducted in a field environment that is reserved for only this type of training. The Forward Observer must be able to qualify day and night land navigation, in order to pass. Everyone know that communication is key. For a Forward Observer, the radio is his primary weapon. The Observer must know how to maintain, operate, and maneuver with his radio. The type of training the observer would need for this course is a face to face, and hands on training from the communication Reps. Themselves. Call For Fire Trainer. The Call For Fire Trainer is one the most important skill set to have as a Forward Observer. This is where the Observer learns about his job. It is crucial that Observer understand how to call for Artillery or Mortar strike. The process is a continuing process. There are standards to that needs to be meet in order to be proficient in calling for fire. The Observer must be accurate with all information that he sends up, and he must send it in a timely manner. This training is ran in a facility that gives a digital environment, and gives a illusion of what could happen real
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
This training helps them in real missions to prepare them for their determination, skills and techniques.
1. Purpose. To provide Special Forces Warrant Officer Advance Course (SFWOAC) Class 002-16 a concise overview of ADRP 6-22 Army Leadership.
As NCO’s we sometimes become complacent in our positions and our routines. Accepting challenges is what sets us apart and continues to ensure that we grow as Soldiers, Leaders, and Non-Commissioned Officers. The Sergeant Audie Murphy Club induction process is rigorous, and because of the rigorous amount of preparation that it takes to earn it, I will become a more knowledgeable NCO, while also allowing room to realize what my weaknesses are in order to improve in those areas. This learning and self-refining assessment will ultimately help me become a better NCO for my Soldiers. I aspire to become a member of the Sergeant Audie Murphy Club for
From family to squad members, communication acts as the cornerstone for a military officer, assisting in the mental health of the individual as well as facilitating the conduction of successful operations by an intricate, yet responsive, organization. Military officers are often times imagined as infallible heroes, unwavering against and untouched by the realities of modern warfare. Yet, newly commissioned, 22 year old officers often faces the arduous responsibilities of leading a platoon or flight comprised of men and women generally the same age as themselves into combat, or managing millions of dollars worth
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Phase I of boot camp focused on three main issues; Physical Training (PT), Drill, and Learning the History of the Marine Corps. This is the foundation for which the rest of boot camp is built on. Physical training is geared toward strength and conditioning. By the end of boot camp we will be able to run five miles without breaking a sweat. Drill is learning to perform as one. There are no individuals in the Marine Corps. It’s all about being a team. On the battlefield you need to perform as a cohesive unit in order to be successful. Learning the history of the Marine Corps is to let you know who came before you and Marine Corps values. You learn the famous battles the Marines fought in. They teach you to take pride in the uniform you wear and always uphold the reputation of a Marine.
On December of 1992, U.S. troops landed in Somalia. It was Thomas E. Ricks’ first deployment as a Pentagon Reporter. Opening the beginning chapter, he speaks of his first-hand experience he encountered while traveling with a squad from Alpha Company of the 1st battalion of the 7th Marines. Exceptionally qualified, his work on Making The Corps was cited by Thomas E. Ricks himself. Few events were videotaped, and some related by several participants and observers. Thoughts of Platoon 3086 and military documentations, such as “Recruit Incident Reports” and “Recruit Evaluation Cards”, were used as well to get an inside feel of the way recruits and Drill Instructors see Boot Camp.
People often say “Don't be afraid to change because although you may lose something good you may gain something much better.” This particular quote is what many people live by, this quote is what the Junior Reserve Officer Training Corps program lives by. The program initially started in the the year of 1916 which was the year that the National Defense Act was signed and enforced, it was later expanded in the year of 1964 with the signing of the ROTC Vitalization Act.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
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
Introduction: The Infantry faces many different challenges when it comes to making the training realistic and valuable to keep our infantrymen ready to fight in today’s complex operating environment. The term “train as you fight” is not necessarily true when training in a garrison atmosphere. The doctrine or methods of training used by the conventional infantry are outdated and paralyzed with range limitations and unrealistic guidelines and Standard Operating Procedures (SOPs). The infantryman is a master of his assigned weapon system, and the Army needs to do better at preparing our Soldiers for the battlefield. Marksmanship skills are essential for any unit conveyed to a wartime theater. This paper will examine the four significant army marksmanship
Facilitate and observe the assessors, supporting and advising on progression and development throughout training and assessment activities
...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.
When considering what type of corrective training a Soldier should receive, remember the training, instruction, or correction given, must be directly related to the Soldier's deficiency or problem area. This training may be conducted during or after normal duty hours. Since this is training and not a punishment, leaders should supervise the corrective action to ensure all tasks are completed