Army Selection-Train-Educate-Promote Program
The United States Army has adopted and implemented a policy in January 2016, that sets a path for service members to promote to the next rank of the Non-Commissioned Officer (NCO) corps. This policy is known as STEP. The program allows the qualified NCO to obtain their required military education before being promoted to the next rank. Once the NCO meets the qualifications for the next higher grade, the service member is selected, then goes through a training path. While training, the NCO will then go the military educational portion for their career making them qualified to be promoted. On top having TIG and TIS, the central touchstone every NCO need is the potential of their leadership abilities
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The service member must be trained and understand the responsibilities required before taking this position. The Army teaches in many different ways in all various aspects. The times of only being great at the job are no more; service members must be an all rounded Soldier to receive a recommendation. Soldiers must train not only themselves but their soldiers on being a soldier. The Soldier must look at the next rank and understand the responsibilities and how to implement into their leadership styles. Training also consists of standard basic army task such as; Warrior task and Battle drills, and Weapon qualification. Civilian education is crucial as a leader, which shows growth outside of the Army. This training does not happen overnight, but through the time within the Army. This training must continuously be sought after and complete refreshers to stay current. A good leader is not only great at their specific job but good in being a Solider and performing all Soldiering skills. The Army is in works to provide Soldiers with better civilian education programs. According to Command Sergeants Major Davenport (Myers, 2017), Army U transcripts will give the soldiers civilian education credentials, by combining their professional military education …show more content…
Many NCOs are waiting for a residential class date to attend, but with a backlog, NCOs are waiting months. The Army has been catching up, but NCOs do fall through the cracks and get left behind. “Under the STEP career model, Human Resource Command will [send only] those selected for promotion to sergeant first class to attend Senior Leader Course (SLC)” (Hughes, 2015). This course will provide a better opportunity to get those NCOs in need or courses to not be skipped over during enrollment. All junior enlisted, Private to Specialist, will attend the equivalent course, Basic Leadership Course (BLC), which provide the basic leadership training and tools for the rank of Sergeant. This month-long school prepares the Soldier for NCO duties and the managing a small squad of Soldiers. Advanced leadership Course (ALC) differs on time depending on the MOS and provide tools to further the leadership and prepare the service member for a bigger squad. As the Soldier moves up in rank, the next Leadership Course prepares them for what will be required, further responsibilities, and a more significant element of
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
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
Fort Leonard Wood is the home of the Chemical Corps, and it’s also the home of the Chemical Defense Training Facility (CDTF). The Marine Corps, Navy, Air Force, DOD civilians and allied nation Soldiers come to train at Fort Leonard Wood’s CDTF. In the Army for a Soldier to complete his chemical Military Occupational Specialty (MOS) he needs to successfully finish the CDTF. As he becomes a Non-Commissioned Officer or Officer, he will have to come back to Advanced Leaders Course (ALC), Senior Leaders Course (SLC), Basic Officer Leaders Course (BOLC), or Chemical Captain Career Course (CCC) as this is a requirement determined by the Department of Defense (Unknown, Chemical and Biological Defense Program annual report to Congress (2000), 2001).
After more than ten years of persistent counterinsurgency (COIN) conflict and multiple simultaneous responses to several natural disasters, the United States Army is at a crossroads regarding professional education for its officers and enlisted force. Considering overseas contingency operations in Iraq are due to conclude in December 2011 and by 2014 for Afghanistan, it is plausible that strategic planners are considering the future make-up of what will constitute the Total Army Force to include new educational criteria for what could be a smaller force than was needed for present day operations. While this may be “peace dividend” speculation, there is precedence for the Army to reevaluate its force structure and personal qualification requirements after every major conflict over the last century. . Even though defense budget reductions should redoubt army equipment priorities, training deferrals because of persistent contingency operations have inhibited enlisted professional development despite that counterinsurgency operations require refocused soldiers training to improve their sense of situational understanding and application of observable operational ethics through conceptual enlisted leadership evaluation efforts.
The Army requires its members to adhere to prolonged training and learn specialized skills. From the moment a soldier transitions from the civilian sector into the Army, he is indoctrinated with training. Regardless of rank, the Army demands each soldier to be technically proficient and mentally competent in order to be qualified in a respective Military Occupation Specialty. As a soldier progresses in his military career, he is required to continue his education and training. Army leaders are expected and required to continue developing their skills through academic studies, operational experience, and institutional training. An opposing view argues that anyone can learn these skills; however, statistics show less than 0.5% of the population serves in the armed forces, indicating a soldier is a rare mix of intelligence and character.1 These lessons are necessary qualifications to achieve what General Martin Dempsey describes as “effectiveness rather than efficiency.”2 Much like the profession of medicine which must heal, the media which must provide truth, and law which must provide justice, the profession of arms must provide secur...
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.
The best Army leaders will effortlessly find some way to get others to do exactly what they need them to do. They do this by giving soldiers a
As NCO’s we sometimes become complacent in our positions and our routines. Accepting challenges is what sets us apart and continues to ensure that we grow as Soldiers, Leaders, and Non-Commissioned Officers. The Sergeant Audie Murphy Club induction process is rigorous, and because of the rigorous amount of preparation that it takes to earn it, I will become a more knowledgeable NCO, while also allowing room to realize what my weaknesses are in order to improve in those areas. This learning and self-refining assessment will ultimately help me become a better NCO for my Soldiers. I aspire to become a member of the Sergeant Audie Murphy Club for
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.
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 for 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.
The plan should take the Soldier from enlistment to discharge or retirement. The plan begins with the transformation process during Basic Combat Training (BCT). It is here where the training plan begins to take shape in molding a civilian into a highly skilled and qualified Soldier prepared to contribute as a team member. It starts with the introduction of the Army way of life, to understand, accept, and live the Army seven values and Warrior Ethos. It must build upon character development, focus on strong leadership traits, and instill the core values of the Army. Weapons immersion; Soldiers must be comfortable and proficient with all of their assigned weapons, to include individual, crew-served and less-than-lethal weapon systems. Our Soldiers will be able to employ their weapons under any conditions, anywhere in the world to destroy our nation’s enemies. Lastly, the ultimate goal for BCT is to produce a well-disciplined and physically fit Soldier ready to take on the challenges and stresses of a complex
Non-Commissioned Officers are deficient in vital areas of leadership due to a lack of training. This leads to inexperienced Soldiers becoming inexperienced leaders. The NCO corps needs to develop and enforce comprehensive interactive training that will challenge the next generation to achieve a functional level of communication skills before advancing to leadership positions. This will generate leaders who can write effectively, speak meritoriously and teach adaptively while training others to do the same.
The Army spends a great deal of time making followers into leaders and leaders into followers by utilizing several levels of training throughout their military career. This training allows a Soldier to perfect the knowledge and skills required to be an effective leader in every aspect of their job. ...
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.
An officer's ability to lead his or her soldiers is contingent on the officer's knowledge of his soldier's skills. The US Army Officer is a professional, providing expertise, leadership, and an example for his soldiers to follow. Every soldier is a subject matter expert, trained in a specific competency. An officer, that soldier's leader, needs to be able to employ that soldier effectively. That means understanding a soldier's skills. An Officer needs to further have the ability to train that soldier outside of the US Army Training and Doctrine Command (TRADOC) schools. This means a successful officer must become proficient in, if not an expert of, his soldier's competencies. For an average soldier, this would mean several MOS style training schools. In intelligence, a soldier can be anything from a Prophet...