It is my distinct honor to recommend Sergeant Major George C. Peek for the Order of Military Medical Merit. His demonstrated leadership, daily contributions to develop future leaders, and overall impact to the Army and the AMEDD throughout his military career clearly warrant his selection for this award. His contributions throughout his outstanding career include continuous leadership positions culminating in his current assignment as Chief Medical NCO, Division Surgeon Section, 1st Calvary Division.
From 2005-2006, SFC Peek served as the Detachment Sergeant for the 926th Medical Detachment, 14th Combat Support Hospital, Fort Benning, Georgia. His commitment to excellence impacted the entire organization from the start. During this period he developed a METL based training matrix which ensured an appropriate unit assessment and a deliberate long range training plan. His efforts resulted in 100% training completion of collective and individual tasks which significantly improve the overall T rating for the unit. In addition to his operational and training experience, he successfully developed and implemented over 30 SOPs for mandated unit programs. SFC Peek excelled as a senior NCO, reflected by his selection on the 2005 Master Sergeant’s list.
From 2006-2011, MSG Peek served as the First Sergeant and Senior Preventive Medicine (PM) NCO for Headquarters and Headquarters Company, 62nd Medical Brigade, Joint Base Lewis McChord, Washington. During
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MSG Peek demonstrated exceptional leadership in developing a Theater Health Services Policies Document which enabled two realistic field training exercises. He also mentored of eight Field Grade Officers through complex clinical operations resulting in a more efficient team prepared for contingency operations. His efforts led to 30th MEDCOM’s validation to assume theater medical mission
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
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
The performance of Major General Ambrose E. Burnside at the helm of the Army of the Potomac can be characterized as less than stellar. His failures to understand, describe, lead, and assess during the Battle of Fredericksburg ultimately led to his army’s defeat and the death of tens of thousands of Federal soldiers. The fate of the mission and our soldiers rely on our ability to conduct mission command activities. It is essential we learn from the grave mistakes of the commanders of the past and become prepared to carry out these activities when we are called to do
World War II was a critical period for America, not to mention the world as well. Throughout all the fighting and bloodshed, Americans returned home successful. Over 700,000 soldiers were disabled after the war, thankful for their lives. All the success and happiness of this country wouldn’t have been possible if not for the bravery, courage, and strategies of our U.S. Generals. They provided the smarts, the morale, and motivation for our soldiers, navy, and airforce to come out victorious and recognized as the best in world history. The five major generals (George Marshall, Dwight Eisenhower, George Patton, Omar Bradley, and Douglas MacArthur) shall never be forgotten as the best generals America has ever had.
Exemplary performance has always attracted accolades and numerous prices; this gives morale and vigor for everyone to achieve their best. In the disciplined forces, particularly the marine, the service members always receive a major reward that elevates them in rank; this is the medal. This rewards them for their bravery and contribution in the missions they are involved in. Indeed, they contribute a lot to the peace and security of the world at large and they truly deserve these medals for recognition (Tucker, 2011). This has been a practice for the U.S. Marine to issue Corps medals since the Civil War to present day. Among the Corps Medal categories include American Defense Medal-WWII, Armed Forces Civilian Service Medal, Bronze Star Medal, Global War on Terrorism Expeditionary medal, Humanitarian Service Medal, and Marine Corps Good Conduct Medal among others. Since the Civil War there have been over 120 U.S. Marine Corps Medals. This paper identifies Lieutenant General Lewis Burwell “Chesty” Puller and describes why he has been one of the most decorated marines in the history of the U.S.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
Throughout Captain Geis’ career, he has been able to diversify his practice throughout the many positions that the Army has had available. Positions such as Division Social Worker allowed him to focus on the treatment of soldiers and their families. His current role as Chief of Social Work and Consultant to the Surgeon General of the Army affords him the maneuverability to push concepts that may be utilized across the military in support of prevention and treatment of behavioral health.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
Since the Army puts everything down on paper, from how to perform maintenance on an M4 weapon (“Rifle…”, 2003, para. 1.4) to how to write a letter to your commander (“Preparing…”, 2001, p. 30), a good NCO must know and follow the rules and instructions that apply to him or her on a regular basis. For example, a good NCO must be able to correct a soldier’s uniform to the exact standard. In order to order a soldier to tuck in his or he...
Upon graduation, each of us will face the challenge of building a cohesive team through mutual trust. Trust is the groundwork for any successful team. Just as the commander will learn to trust me, I in return will have to trust my commander. As a Command Sergeant Major (CSM) or Staff Sergeant Major (SGM), I realize that my Soldiers will not trust me right away, and I must gain their mutual trust through my daily interactions. By setting an example and living the Army Values, I will gain their mutual trust. My commander and I will plan team-building events often to maximize the opportunities to build the mutual trust within our organization with the staff and Soldiers. Understanding that team building requires an effort on everyone’s part but the chance to bridge any gaps tha...
Out of many jobs being a Naval Physician is one of the most rewarding! This job allows extensively trained medics to help our soldiers and those less fortunate at home and abroad. I have chosen this topic because it is what interests me as a future career.
The current active duty healthcare has dramatically different than it was in 2002. It is more involved with the service members and no one longer goes without medical treatments. All medical complaints must be addressed or the service member’s supervisor may receive a reprimand in their service record, which could their promotion standing.