I am about to introduce you to my “Leader of Influence,” the man who most shaped my understanding of the role of the Non-Commissioned Officer. Over the years I have learned many lessons in leadership from different NCOs and civilians I have worked under, as well as various commanders. It is my hypothesis that the leader who will most affect one’s career is that first leader who spends the time to mentor the young Soldier. The leader who had the most influence over me was Staff Sergeant James M. (J.J.) Johnson, Junior. He was not the best NCO in the world, but he was the consistent NCO in my world. I met him at my first duty station, Operations Company, U.S. Army Field Station Korea (OPNS Co., USAFSK) in September, 1983. He was one of many NCOs in a very tangled and confusing chain of command, but he was identified as my squad leader. I learned all about event oriented counseling from him, and that there are promotions and demotions. After serving a year at the Field Station, I PCSd to the 102nd MI Bn, 2nd Infantry Division at Camp Hovey, participating in the QuickFix Platoon, a heliborne collection and jamming platform. I hit my first re-enlistment at the 2nd ID and chose USAFSK as my assignment of choice. My platoon also decided that I had grown enough to be boarded for Sergeant, so that was my reward for a wonderful tactical year. I arrived back at Camp Humphreys with a wife and a child, and immediately put in for command sponsorship. J.J. Johnson was now occupying the fictional position of assistant platoon sergeant. He basically ran the day to day affairs of the platoon while the actual platoon sergeant ran the Voice Operations Branch shop, under his second hat of Shop NCOIC. I was given a shift and made shift sup... ... middle of paper ... ...who expanded my skillset, but it was that first NCO who patiently taught me the ropes from the time I was a PFC, SPC, PFC, SPC, and SGT. When chaptered out of the Army in October, 1989, I was under pinpoint orders to be a Platoon Sergeant at the 125th MI Bn in Hawaii. I would not have been chosen for that had I not made my reputation under the guidance and tutelage of SSG James M. (J.J.) Johnson, Jr. Over the years I have had many opportunities to work on basic mentorship with my junior NCOs and Soldiers, just like SSG Johnson taught me throughout the 1980’s. I have tried to minimize my mistakes and maximize my time with Soldiers, teaching them how to soldier, teaching them how to lead, teaching them how to live as responsible human beings and Stewards of the Profession. The legacy I would like to leave behind is that Soldiers come first, everything else follows.
While many of these changes include the advancements in technology and ingenuity, nothing can replace the rich history, proud culture, and bright future of the NCO Corps. Though several additional factors doubtlessly play roles in the strength and continuity of the corps, I do not believe any have contributed to the extent of the solid rank structure, efficient training network, and passionate NCO Creed. These elements have worked together in continuously strengthening and molding the NCO Corps, and they will remain building blocks that will project the Army into the
I had a mentor who saw the potential in me and developed me in a way befitting to my situation. The simple and fundamental skills I learned from SFC Miser were exactly what I needed as a new leader. They enabled me to become a successful NCO and a competent leader later in my Army career. I hope to be a leader who understands his Soldiers’ needs and develops them in the way that is most appropriate for them. Only in this way can the Army develop the most effective leadership and the strongest
Leadership at the tactical level is built on personal interaction. This type of leadership is face to face and encourages adherence to policy and procedures. This leadership also takes into account the human element of command. In the LW course, we studied numerous leaders that exhibited this type of leadership style. Robin Olds was a leader that transformed the squadron they led. Three keys to their leadership were mission success, people focus, and espirt de corps.
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.
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
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
Being taken under the wing of my Army Instructor and guided in the right path is an experience like no other. Sergeant
On December of 1992, U.S. troops landed in Somalia. It was Thomas E. Ricks’ first deployment as a Pentagon Reporter. Opening the beginning chapter, he speaks of his first-hand experience he encountered while traveling with a squad from Alpha Company of the 1st battalion of the 7th Marines. Exceptionally qualified, his work on Making The Corps was cited by Thomas E. Ricks himself. Few events were videotaped, and some related by several participants and observers. Thoughts of Platoon 3086 and military documentations, such as “Recruit Incident Reports” and “Recruit Evaluation Cards”, were used as well to get an inside feel of the way recruits and Drill Instructors see Boot Camp.
I was cadet midway but I got news within the 3rd Quarter he told me I would be the Battalion SGM for the rest of the remaining school year. Also, there was one Formation that will that I would have in my memory which was when I saved a cadet during the Formation. Because I showed how to be humble and became an example that no cadet would be left alone or feel bad about their errors. I realize that Jrotc is about help others when in need to help correct their errors so they won’t happened again. So when I became a Let 4 has to be the best year ever cause I was finally a Let 4 . My Let 4 was very good because I was a high Rank and had my picture on the board but what I loved the most was when I got promoted to be the Bravo Company commander. Being the Commander was an Honor because I had reach my goal in Jrotc to be a Commander any company and I hope I left a good impression for my Let 1,2,3. Jrotc isn’t a class is a family program where we all unite to become better citizen. I love Jrotc and I’m very proud that I had it for my whole 4 years in high school. I never forget my Instructors SGM Cooper & LTC Roger because they have help me a lot to grow up and I will always cherish them in my
My involvement in JROTC has been one of the extracurricular activities that has had the greatest impact on me and that has demanded the most from my leadership. At the start of freshman year, I was the shy girl that never stepped out of her comfort zone and that rarely participated in class. his experience has had a tremendous impact on me because not only did it help me gain confidence, but it also allowed me to break free of my comfort zone and show the leader that I had within. I went from being the girl that would never raise her hand, to the girl that gives public presentations in a room full of people. I went to become the Battalion Commander of JROTC.
In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an
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.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
As a young PVT in the military I was given a SGT that was to mentor me and, grow me to my full potential, make me ready to lead soldiers. I learned many things from SGT George, such as what to wear when to wear it were to be what time to be there. As my noncommissioned officer it was his job to not only tell me were to be and what time to be there but, to act more as a guardian if I got in trouble he would get in trouble. He thought me all he could before the first time it came to my realization that maybe
level of Precedence and standards in the formation. The roles of the non-commissioned officer is