Colder Than Hell: A Marine Rifle Company at Chosin Reservoir was written and published by Joseph R. Owen in 1996. This book gives us a riveting point-of-view of the early and uncertain days of the Korean War through the eyes of Owen himself, as a platoon leader (PL) in a Marine rifle company. As a PL of a mortar section in Baker-One-Seven-Baker Company, 1st Battalion, 7th Marine Regiment- Owen witnessed his hastily assembled men of a few regulars and reservists (who to mention some that have not gone to boot camp) quickly harden into the superb Baker-One-Seven known today. He makes it known quickly (in the foreword and the preface) that some of the major problems he initially encountered was due to how unprepared his unit was. Owen makes the
The US military plays a major role in the defense system of the world. Their role can be in the form of military aid, deployment of the military and deployment of the Coast Guards and the protection of people’s lives and freedom.
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 In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade.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. My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success.
I Leads others in the Army with set myself as an example, armed myself with warrior ethos, live with the Army Values, and maintain my military bearing in the highest standard level. Communicate effectively with my subordinates, never leave my soldiers uninformed, stand to protect my soldiers in any cost, and always place their needs above my own
Broadening is achieved through career with experiences and education in different cultures and organizational settings. There are different opportunities in the Military Occupational Specialty (MOS) that could represent an opportunity to broadening their career, these are in the area of Recruitment, High Head Quarters (HHQ), Instructor, National Guard Bureau (NGB), Title 10 or a Nominative position. The best combination to broadening and stay competitive is that we can have NCOs that meet the requirements of the NCOPDS and in turn have the growth that the Army needs. Broadening NCOs are better able to operate in complex environments. After grounds conflicts and look to the future, it has been learned that the domains of learning should be expanded by providing institutional, operational and self-development educational level to the
Now, this is not an easy feat. We have the best profession in the world. We get to serve the small portion of our country who volunteered to serve in this organization, but that bears with it a great amount of responsibility. Human Resources professionals in the Army have an expectation to be an expert at all things administrative. It does not matter how long you have served in the role. Once you put on that Adjutant General shield, you are immediately depended on. This dependence spans outside of just the Soldiers that you see and associate with on a regular basis. Soldiers rely on us, to not only make sure their records are updated accurately and on time, spouses look to us to make sure that pay is submitted correctly and timely, children look forward to the events we help coordinate, parents look to us to make sure we are giving their Soldiers the best information about the benefits they enlisted for. One thing that has always been taught to me is that, we have three tasks that will make or break us: efficiency, effectiveness, and meeting the needs of Soldiers. If we cannot submit documents in a timely matter, we have failed. If we are not accurate in everything we do, we have failed. If we do not keep Soldier’s records up to date, we have failed. This profession is an area that we simply cannot
“Discipline and pride build individual morale and a collective esprit de corps” resulting in high performance and conduct. Today, the legacy of esprit de corps is continuously promoted though customs, traditions and ceremonies; and is present in all levels of the Army profession. Contributions to esprit de corps can be manifested in: high motivation, teamwork, commitment to organization, and promotions to name a few. Having esprit de corps in a group not only boost morale, but it is also the driving force that helps lead to effective mission
As people and technology continue to evolve so do the ways we fight wars. There is currently a gap in the knowledge and skills between current Noncommissioned Officers (NCO) and the NCOs future operations will demand. This paper goes over what the NCO 2020 Strategy is and how it will close that gap. It will identify the reasons for the NCO 2020 Strategy, the end state, and tasks NCOs must complete in the interim to realize that end state. This paper starts with the statement of the overall vision and intent of this strategy before delving into the three Lines of Effort (LOE). The three Lines of Effort being Development, Talent Management, and Stewardship of the Profession are the three primary areas of focus in the major objectives which simultaneously
The U.S. Army demands that all its members be accountable for their actions, equipment, records, duties and even for their fellow warriors. Planning for operations, especially during times of war, stresses the importance of
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Essentially, being a steward of the profession means that as leaders in the Army, it is our duty to oversee training and ensure that tasks are being completed, as well as maintaining a high level of esprit de corps within the organization, followed by enforcing standards while building cohesion and pride in our nation’s
The Army’s position requires it to remain an ever-ready responsive force. A force that must be able to deploy and be effective in any environment. An ineffective Army is not bearing allegiance to the country and people it has sworn to
The Seven Values are Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. The Army Values are important and guide soldiers and leaders to do what is right on a day to day basis within their career. The Army Values are known as the foundation of the army. Even though people know the meaning of these values, not everyone actually lives up to them, but soldiers are taught in Basic Combat Training (BCT) the details of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. These Seven Core Army Values are what make a Soldier, they are a part of what separates us from other organizations. The Army Values are definitely needed to be a good, successful soldier.
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.
Military leadership is the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. Another significant aspect of emphasized by the army is charisma. Therefore, army strategy to have a great leader is to choose people with high charisma since follower are always drawn to leaders with charisma. By having a high charisma they can command the follower easily. The basic task of a leader are: achieve the mission with zero fatality. In order to learn more about military mind we can take a look at the United States Army; Warrior Ethos which are:
Specifically to the officer over a platoon or unit, who might not be in control, but is directly responsible for these troops. 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