Command, comprised of over five thousand Soldiers serving within the Iraqi Joint Operational Area in support of Operation New
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).
By definition, “mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations,” according to ADRP 5-0. Mission command is about knowing when to change the task to fit the purpose. This paper is intended to analyze the mission command of one side of the battle, focusing on the commander’s role in the operations process. The Battle of Bunker Hill was the most important battle of the American Revolution because of Colonel Prescott’s superior command and control. Although commonly referred to as the Battle of Bunker Hill, most of the fighting occurred on nearby Breed’s
For question one, the client reported experiencing dangerous patrol duty fifty-one or more times, which is a five on the scale. On questions two, the client indicated he experienced enemy fire for seven or more months, which is a five on the scale. Questions two indicated that the client has been surround by the enemy three to twelve times, which is a three on the scale. On questions four, the client indicated that one to twenty-five percent of the soldiers in his unit were killed in action, missing in action, or wounded, which is a two on the scale. For questions five, the client reported firing fifty-one or more rounds of ammunition at the enemy, which is a five on the scale. Question six indicated that the client witnessed thirteen to fifty individuals hit by incoming out outgoing rounds of ammunition, which is a four on the scale. Lastly, question seven indicates that the client was in danger of being injured of killed three to twelve times, which is a three on the scale. Specific directions are given to score each response to the seven questions. This assessment would not be a good pre-post treatment survey, as it does not measure symptomology. Instead it measures the number of times the client experienced a combat related event.
PURPOSE: The purpose of this SOP is to establish policy and basic procedures concerning human resources to include force structure, manpower, personnel, and administration requirement within the 201st Regiment (MF) Regional Training Institute (RTI).
Army defines leadership as “influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.” As a professional Non-Commissioned officer, proudly serving in the United State Army and within the boundary that clearly depicts vivid picture of Army Leadership. I am SGT Mostafazadeh define and develop my first Leadership Philosophy and most importantly use it in the daily bases and maintain revision and update it as I develop and learn new thing throughout my Military Carrere.
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
Chief: as per the conversation during our meeting, you asked me why I wanted to be a battalion chief (BC). In answer to your question, I have identified the following three reasons.
1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB).
Without knowledgeable and qualified leaders at every level of civilian or military organization people will work in an unhealthy environment and their output and performance will suffer. Management or leadership lacking in leadership qualities will effect organizational culture and climate in a negative way, to the point that it will make the unit organization incapable of accomplishing the assigned mission. After a series of tragic events that occurred within the 4th ABCT during their last deployment in Afghanistan, I have no doubt in my mind that commanding them is going to be challenging. During the last few weeks, I had the opportunity to examine the historical unit records, CALL and CAL assessments, and conversations and observations with leaders throughout the Brigade and Division, which gave me some helpful information. This information has helped me in preparing the plan on how to meet with the upcoming challenge. In this paper, I am going to focus mainly on three aspects, which are going to assist me to be a better leader. First, I will identify the most critical leadership problems that are effecting the Brigade culture and climate. Then I will create my vision, which will lead to solving all the challenges in the brigades.
The Chief Petty Officer Academy (CPOA) course introduced me to numerous tools and effective managerial, and leadership skills. I will apply tools and concepts that acquired from Academy to nurture an effective work environment at the Centralized Service Desk (CSD). Academy created a positive impression on me and I have seen a tremendous growth in my leadership style. I should be able to achieve an effective work environment by utilizing my experience from Academy such as stress management, Myers Briggs Type Indicator (MBTI) and a bigger picture of being Chief in the Coast Guard. In the stress management class we performed a stress map. The evaluation revealed that I was at the burnt out stage in a few categories. I do realize how much stress can cause wear and tear on your body.
It was important to understand the capabilities of our Sisters Services and Special Operation Forces. The class identified the capabilities and shortfall each service. Additionally, Title 10 requirements of each service were discussed. Along with which military service is responsible to fill the shortfalls and gaps.
His appearance and hygiene is always good and within policy. His uniforms and equipment are well maintained, as are the vehicles assigned to him. Officer Penrose has a positive attitude which helps cultivate a pleasant working environment. He accepts assignments without complaint and completes them to the best of his ability with minimal supervision. Officer Penrose can be counted on to assist other officers when appropriate. Officer Penrose has an excellent work ethic and can be depended on to proactively look for tasks that need to be completed. Officer Penrose conducts himself professionally, representing the Department and City in a positive fashion, setting an example for newer or less experienced
Riverside, California there seemed that a lot of change was needed and the Chief Fortier was intended to be a "change agent." Often, the person who takes the lead in an alternative effort of the magnitude has become destined for a short tenure, because the alterations upset so many people in the organization. Chief Fortier experience might become compared with those of Chief Davis in Lowell and Chief Mangan in Spokane. Did Davis or Mangan do better, or was the situation in Riverside simply more challenging? Chief Mangan, compared to Chief Fortier was an outsider, both devoted their two years to build the foundation of support, in the community and the police department. Fortier apparently began to engage a lot of the members of the police department in planning the changes needed to become made. Perhaps Mangan efforts
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.