History of the Army NCO
History of the Army NCO The American Army NCO has been in existence since 1775. NCOs played pivotal roles during the American Revolution, the Civil War and WW1. Senior Enlisted Leaders should understand the history of the NCO because the successes of the military, especially the Army NCO, define American history. This paper will cover the history of the Army NCO, contributions and evolution of the Army NCO
History
An Army Non-commissioned Officer (NCO), also known as ‘sub-officer,’ refers to a military officer who is yet to earn a commission. The history of the American Noncommissioned Officer began during early 1775 after the inception of the Continental Army (Arms, 2007). The concept
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For instance, according to Reivich, Seligman, Martin and McBride (2011), in the Marine Corps, the Air Force and the Army, all ranks at the sergeant level are called NCOs. Today’s NCO’s doctrine comprises a range of operations in various sectors of the Military operation. The NCO plays a premier role in the transformation of the army. In the course of the army’s quest for improved agility and responsiveness, it is pivotal that some units reorganize, learn modern tactics and receive sophisticated equipment (Reivich et al., 2011). Since the NCO is responsible for small unit and personal training, it serves to lay a strong foundation for the Army’s necessary formidable force. The NCO unwinds the complex individual and collective responsibilities within the army and simplifies the structure of the units through a clear definition of the tasks and responsibilities for the various units and individuals. Essentially, the NCO division harmonises and synchronises the efforts of the Soldiers as well as the system.
This paper covered the history of the Army NCO, contributions and evolution of the Army NCO. Senior Enlisted Leaders should understand the history of the NCO because the success of the military, especially the Army NCO, defines American history. The NCO played pivotal roles during the American Revolution, WW1, and the Civil War. Today’s NCO continues to form a principal part of the Army’s full spectrum
Over his twenty- seven year career, Lieutenant Colonel John C. Gurney distinguished himself by exceptionally meritorious service in a succession of positions of great importance and responsibility to the Army and the Nation, culminating as the Commander of Detachment Six, 3100 Strategic Intelligence Group, Military Intelligence Readiness Command for the past twenty-six months. His previous positions of significant leadership included Strategic Intelligence Officer, Detachment Seven, 3100 Strategic Intelligence Group; G-2, Assistant Chief of Staff, 310th Expeditionary Sustainment Command; Operations Officer/Intelligence Officer, Detachment Six, 3100 Strategic Intelligence Group. As the Commander Detachment Six, 3100 Strategic Intelligence
During his deployment, SGT Garcia assumed duties above his rank while working as the NCOIC for the ADAFCO Section, a position normally occupied by a Sergeant First Class. During the ten months deployment, all NCOIC support functions were executed with great alacrity and high proficiency, He ensure that the morale stayed high with in the ADAFCO section. Even with these additional tasks, he still performed all originally assigned Air Defense Artillery Fire Control Assistant (ADAFCA) tasks flawlessly and above standard.
All the cadets have a place within a direct order of rank. Each knows exactly which cadets are “above” him and which “below.” Each has the power to command and punish those below and the duty to obey those above. The occupant of the lowest position in the hierarchy must find another whom even he can dominate or he is finished. If a cadet fails to exercise his rights over his inferiors, he is despised or demoted.”
Cavalry Officers extremely aggressive Strong motivation Fighting on home ground Skilled Weak leadership No navy
During his tenure as the Logistics Noncommissioned Officer Academy (LNCOA) Ordnance Branch First Sergeant, 1SG Richelieu was responsible for the training, morale, and welfare of 65 NCOs, 9 Civilian Contractors, and 1 DA Civilian. During his tenure, 1SG Richelieu ensured that cadre certification and POI updates remained current and within mandated accreditation requirements. 1SG Richelieu also maintained the branch’s assigned equipment valued at over $2,000,000 without loss or damage.
The CJCS also outlines and writes the National Military Strategy provided to Combatant Commanders as military context and translation of the National Defense
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.”
This model of professional development must be progressive and with a common career map for all NCOs. Focusing on the five lines of effort that are, military life cycle, education, assignment / experience, credentialing / experience and self-development. These lines of effort are focused on the tasks and missions that are link in establishing the operational and strategic conditions of the future. The development of future NCO will depend on how the leaders of the present will train in an institutional, operational and self-development way to the new generation. Responsibility and commitment is much greater because the war models have changed and have allowed the broadening assignments, operational assignment and professional assignment, in this way the combination of both generations will allow shared responsibility and stewardship for U.S.
The U.S. Army Junior Reserve Officers’ Training Corps (JROTC) is a program that was designed to teach high school students citizenship values, personal responsibility, and leadership all while using a military structure to teach students teamwork and self discipline. JROTC prepares the future of our nation to be a law abiding citizens in society. With the passage of the National Defense Act of 1916, JROTC was born. Today, in the 21st century, JROTC differs from 100 years ago. Without a doubt, JROTC will change in the 22nd century to adapt to social norms like today.
Military bearing is the start in which every soldier practices either as enlisted or commissioned in order to have good discipline and ethics throughout a military career. Army regulations and soldiers should live by the creed that a military service member should conduct themselves on a daily basis, on and off duty . Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage are Army core values. To be a dependable Soldier you must show your NCO’s that you can be an adult with time management, meet deadlines, be in the right place at the right time, in the right uniform, and doing the right thing at the right time. Dependability is a major aspect of military bearing.
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.
Many seem to over emphasize the many privileges gained as an officer and seem to completely overlook the ever more important duties that should be the true motivators. I must ensure to maintain this mindset. I must also remember to put “people first”. (Department of Defense, 1988) This will be a cornerstone in every decision I make.
a. The Army White Paper seeks define ourselves as a Profession of Arms and as Professional Soldiers in the era of constant conflict that we now live in. The paper is a thoughtful look into the past, present and future of our profession. It will have top leaders thinking about the direction of our profession and ways to keep the American Soldier a professional in his field. b. The beginning of the paper talks about the Army as a profession of arms by posing the question, “what does it mean to be a professional?”.