Elements of Alpha Company, 3rd Battalion, 172nd Infantry Regiment were in hot pursuit of a Special Forces A-Team of unknown origin at least that’s what they believed. They believed they had chased them into a box canyon with sheer cliffs on all sides that they couldn’t possibly climb to escape. Alpha’s Company Commander held back not wanting to enter the canyon immediately he was well aware that his men were prior to the event were part timers in the guard. His assumption that if this was a Special Forces A-Team it was their profession and a very dangerous group of men. He knew the make-up of an A-Team which primarily consisted of thirteen men and that would be against his two hundred-fifty man Company. Although the greater numbers …show more content…
The Platoon Leader and Platoon Sergeant turned a blind-eye to the problems in first squad and wanted to two NCO’s to resolve it themselves, which was a failure of leadership on their part. Staff Sergeant Patel was the leader of second squad he was also another NCO that had no combat and infantry experience. He was an NCO in the regular Navy, got out, and enlisted in the Army National Guard letting him maintain his previous Navy rank as there was no real break in service. He too was set to go to Fort Benning to the Infantry School along with SSG Wilcox which didn’t happen. The key difference between the two NCOs was that SSG Patel recognized his weaknesses and had no problem following the lead of his assistant squad leader Sergeant Wolf. Sergeant Wolf served in Iraq as a Specialist and served as an assistant squad leader when his squad leader had stepped on an IED killing his thus moving him up in the pecking order. Although, not a great deal of leadership experience as an NCO Sergeant Wolf did have some which was a lot more than SSG Patel
COL Freeman beloved by his men, finally left the RCT at noon on 15FEB1951 with tears forming in his eyes. He was devoted to his Soldiers and his ability to assess the situation and ultimately secured a successful mission in Chipyong-Ni. He would issue orders with a “handshake, a grin, and provided words of encouragement before dangerous missions.” Chipyong-Ni was that type of mission. He didn’t like the situation, but issued the order as if he thought of the idea. He set the climate that extended down to the lowest Private in the RCT, to be proud and be victorious.
Between ten to fifteen Taliban found a ocation that abled them to set up from a distance and allowed them to fire from behind cover. During the ambush the Taliban fired AK-47s, RPGs (Rocket Propelled Grenades) and PKM machine guns. U. S. forces were able to successfully able to launch a counter-attack and get out of the “killzone”, only after two Americans were killed and five were wounded. The Taliban had a high ratio of tracer rounds compared to normal which created a wall of fire to the left of the platoon, Sgt. Brennan and Spc. Eckrode who were walking at the front of the single file formation were wounded in the initial attack. The rest of the squad members found cover within a couple of feet from where they had been standing and dropped to the ground so they could fire back effectively and controlled from their positions. Spc. Giunta began to direct his fire team while Staff Sgt. Gallardo tried to like with Sgt. Brennan and Spc. Eckrode. While Spc. Giunta was firing back he realized that the Taliban was in an “L” shaped position and direct two of his soldiers to the rear so that the enemy could not roll through their line from the right side. When Staff Sgt. Gallardo realized that he could
We all know that from the beginning, Marines are engrained with the mindset to “never back down” regardless of circumstances and regardless of all odds. This is one of the many reasons Marines have become known as the most elite fighting force today. However, imagine this: in your unit there are eighty-nine wounded, twenty-six dead and three are missing. Everywhere you turn there are the bodies of Chinese casualties; later you find out it was over two-thousand confirmed casualties to be exact. To any normal person, this would probably be quite a shocking sight, but as the book “The Last Stand of Fox Company” by Bob Drury and Tom Clavin expresses, to the 10,000 Marines in Fox Company, 2nd Battalion, Seventh Marine Regiment, this grew to be the usual for them.
... began to slip as well. With the amount of respect that the men had for him, he could easily have corrected the situation when it started. Sgt. Yribe failed to do his duty as a junior NCO when things began to fail, so they only got worse. This is what lead, alcohol use, drug use, and disregard for the army standards and operating procedures. It grew to a point where the soldiers had gone past the point of caring anymore. With nothing holding them back the soldiers fell into a state of apathy that allowed them to rape a young girl and murder her along with her family. Sgt. Yribe was then made aware that his own soldier was responsible for the crime and lacked the Personal Courage to do what should have been done as soon as he was given the information. His lack of duty and personal courage directly contributed to the rape and murder of an innocent Iraqi family.
The drought was near historic high levels for the time of year. In the moments before the entrapment on of the squads and the crew boss trainee were working with a fire engine and its three person crew when a spot fire erupted right next to the road. The seven Northwest Regular Crew number six and a engine crew got in there vehicles and drove south past the fire along the edge of the road. While driving they radioed the other 14 crewmembers who were working north further up the river about the dangerous situation. The 14 crewmembers and the incident commander and two Northwest Regular number six squad members were suppressing spot fires between the river and the road ¼ mile north of the first squad when they were informed of the situation that was threatening there es...
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
I lie huddled in a large shell-hole, my legs in the water up to the belly. When the attack starts, I will let myself fall into the water, with my face as deep in the mud as I can keep it without suffocating. I must pretend to be dead.” These soldiers went to extremes to save themselves from the raging war. Not only soldiers but officers of the army had come under the great influence of fear.
1. Summary: On 17 April 2018, I was ordered by COL O’Connor to conduct further analysis during the active investigation process for FLIPL #102. My conclusion remains unchanged in which, to recommend financial liability is assessed to SFC Picart for the loss of $78K worth of USG equipment. Ultimately, this investigation reveals that SFC Picart’s actions of simple negligence, caused by his failure to enforce effective accountability and safekeeping practices to include, key witness sworn statements further corroborates that SFC Picart failed to follow CPT Reid’s directives (instructions). Hence, SFC Picart’s substandard leadership skills, as a Senior NCO (by soliciting assistance from untrained personnel) his actions were contrary to the commander’s directives (instructions) for this task to be performed by the 67th Rear Detachment Supply Team (trained 92A NCOs/Soldiers) were contributing factors that have likely resulted in the loss of USG equipment.
The men of Reserve Police Battalion 101 were just ordinary men, from a variety of backgrounds, education, and age. It would appear that they were not selected by any force other than random chance. Their backgrounds and upbringing, however, did little to prepare these men for the horrors they were to witness and participate in.
While the conflict stemmed mainly from the Senior Master Sergeant and the female airmen, it created a toxic environment in the small unit. The Senior’s harsh treatment and lack of empathy toward the airman eroded the trust of the entire unit. Her mistrust of the entire detachment sent her into isolation and her performance in other duties also began to suffer. This further strained relationships with her coworkers who felt as if they were picking up her slack.
SMA William A. Connelly, he was a tanker and a very confident and strict CSM, when he was assigned to his first duty station, his battalion Commander did not want him, and he talks the Commander “The Department of the Army, not the battalion commander, had assigned him there and that the commander would have to have the orders changed if he did not want him as his sergeant major” (Elder et al 2013, p. 129). After the incident everything was on a good
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
Band of Brothers is a fascinating book that captures moments lived by soldiers during World War II. It specifically relates to the History of a small unit of paratroopers known as Easy Company, 506 Regiment, 101st Airborne. It is a story that follows the company from its inception to the capture of Hitler’s nest. It begins with the training of these soldiers at Camp Toccoa, Georgia. The 140 members of easy company who were young men from different social levels were physically and mentally trained. This particular company had an extremely harsh training, but many believe it is because of this training that they were considered as one of the best rifle companies in the army.
Corporate Social Responsibility is the management’s obligation to protect and promote the welfare of its stakeholders, financially or otherwise. This can be done by creating jobs, providing basic resources to the stakeholders, providing access to education, using naturally resources sustainably etc. Corporate Social Investment (CSI) is the actual resources that are invested in these stakeholders in form of money, skills and tangible resources such as land, machinery etc. (Yvette Russell et al 2013)
When a Soldier walks into a training session and does not even see, their own NCO’s receiving the same training, how much stock do you expect for the Solder to take? How much value do you think the Soldier sees in said training? Let us compare it to a Soldier who is counseled for poor performance on an Army APFT but the NCO Counseling is out of shape himself, or has not been seen taking an APFT in three years. Soldiers today more than ever need social proof before they believe something. We are a show me now generation, and if you want Soldiers to take SHARP Serious they must first see leader