The 1st Sustainment Command (Theater) (TSC) promoted one of its own today. It was a true honor to be a part of Athena Oliver’s promotion from chief warrant officer three (CW3) to the rank of CW4. The Army has a unique esprit de corps, as we work, train, and fight beside each other in the tireless effort to protect the American people and preserve our way of life. Through war and peace, the Army is a professional organization—a Family. Warrant officers are highly skilled, single-track specialty officers, the ranks CW2 through CW5, are commissioned by the President of the United States and take the same oath as regular commissioned officers (O 1 to O 10).
CW4 Oliver earned her rank through years of hard work and sacrifice. Enlisting in the
In the past two years (while on administrative suspension), Sgt. Brown has excelled. All report that she has taken her administrative duties seriously, and is performing rather well under closer supervision. Accordingly, Public Safety planned to place PO Brown at the Academy or make her Chief 's pick.
I am proud to recommend SSG Jacob Worley for consideration as a United States Army Warrant Officer Candidate. SSG Worley possesses the qualities required of a future Army Warrant Officer, specifically those needed to excel in the latest addition to the Warrant Officer Military Career Specialties (MOS), the Cyber Operations Technician, 170A. He has served as my Arabic Language Analyst and NCOIC of Analysis and Production for the 102 Combat Mission Team (CMT) for nearly two years. During this time his technical proficiency, attention to detail and adaptability has been equal and at times, has surpassed the skills of individuals assigned to more technical cyber roles within the team.
Direct Mission Command Introduction General David Petraeus utilized prudent risk to combat the enemies in Iraq through the mission command process. He led soldiers from the 101st Airborne Division from Fort Campbell, Kentucky into Kuwait, with further onward movement to Iraq. The division had minimal knowledge on what to expect in a foreign country. General Petraeus knew that he would need assistance from his staff as well as the elements of combat power. The six-warfighting functions that empowered General Petraeus to remain agile and adaptive during his operations in Iraq were mission command, movement and maneuver, intelligence, fires, sustainment, and protection (ADRP6-0, 2012).
The Effective Military Leader Warrant Officer Romero, Philip T. SPC: Captain Dearth, 1st Platoon The book “Black Hearts One Platoons Descent into Madness in Iraq’s Triangle of Death” by Jim Frederick is a true story about multiple leadership failures and six United States Soldiers from 1st Platoon, Bravo Company, 1st Battalion, 502nd Infantry Regiment, 101st Airborne Division who were convicted for their involvement in horrible crimes while deployed to Iraq. The horrific acts including rape as well as murder committed by the soldiers of 1st platoon were a direct result of poor military leadership. Bad leadership will corrupt any military unit.
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
His ability to operate in the most demanding and complex operational environmental and produce phenomenal results was nothing short of remarkable. Character 2LT Arcila embodied the Army Values, leading from the front in every aspect of his duties. He fully and proactively supported SHARP, EO, and EEO, and always treated everyone with dignity and respect. Furthermore, he is a servant of all volunteering over 10 hours towards the betterment of the local community.
Conducted weekly synchronization meetings with Directorate Leaders and Senior Staff to identify and prioritize efforts among the Commanders project priorities. Create a positive work environment with zero tolerance for sexual assault and sexual harassment. Establish a workplace climate that fosters dignity and respect for all members of the group. Established high expectations and assumed the duties of the OCS Chief, Area Support - Kuwait resulting in a seamless flow of information throughout the DOL, ASG-Kuwait, 1st TSC and USARCENT's respective
Importance of Rank Structure “Military ranks are a system of hierarchical relationships in armed forces, police, intelligence agencies or other institutions organized along military lines. Military ranks and the military rank system define among others dominance, authority, as well as roles and responsibility in a military hierarchy. The military rank system incorporates the principles of exercising power and authority, and the military chain of command – the succession of commanders superior to subordinates through which command is exercised – constructs an important component for organized collective action.”
Thus, the Forest Service acquires a more or less fraternal aura for its newer members.” ( p. 178) The practice of promoting from within the organization means that higher ranked officers have experienced the same challenges as their subordinates. In addition, promotions are on merit, as seen by superior officers, this is done to motivate subordinates to follow the structure within the organization. The chain of command, having a paramilitary structure, and identity, all contribute to the fraternity nature of the ranger.
From the lesson of training, I also realized the weight that officers hold when it comes to building trust, motivating, and pushing their soldiers. They are going to expect the utmost level of skill as well as professionalism that you must provide as an officer. In return, it is your right to expect the same level of excellence from your soldiers, being there to push them above the standard and holding them to being experts and professionals. This is a trait that no matter how skilled you or your soldiers may be, there will always be room for constant improvement and
Warrant officers are the leaders of their field and experts in their trade. As such, they must be reliable, technically and tactically proficient, quick learners, and self-motivated, traits I already possess. I believe I have the necessary skills, experience, and leadership abilities to be a great asset to the Army as a Warrant Officer. I have more experience and training than most of my peers considering warrant officer as their next step. I have proven to be a dependable, capable, driven and a proactive non-commissioned officer throughout my career and have always sought out positions of higher responsibility.
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.
As I embark on the newest chapter in my life it occurs to me that I must first take time to fully process and appreciate the magnitude of what it really is to be a Warrant Officer in the United States Army. From my own perspective as well as the perspective seen from society I can see my new responsibilities will hold a paramount position in many different aspects. This being said, I can look forward to a major shift in what my focus will be and how my decisions will directly impact those around me. My personal desire to become a Warrant officer stems from my constant thirst to grow and influence my surroundings.
He/she has the responsibility of the daily processions of hi/her base; His fitness and his/her troop’s fitness level; a command climate where practices of integrity can be adhered to even when he/she is not present. He is responsible for the training of his/her company and to the organization for creating a culture based around the practices and policies in the ethos of the
Although limited my responsibilities to only three has greatly reduced what I write it has also forced me to choose what are the most important to me personally. To lead the men and woman within the armed forces is at the core of my responsibilities as an officer. Secondly, I will be required to make command decisions, lawful orders, that although may not be well received are truly motivated by the needs of the Soldiers. Allowing them not only to defend themselves but also the equipment and personnel placed in their ward. Last but not least I will be accountable, my actions and decisions will be held to unimaginable scrutiny I must understand that my responsibilities aren’t easily