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Importance of Army leadership
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The Profession of Arms Summary:
The Importance of the role of the Human Resources Sergeant
When thinking of the word profession, the first thing that usually rushes to the mind is the word “career.” As a Soldier, profession is much more than paychecks, benefits, and promotions. It is a lifestyle that has been chosen from the day we proudly and selflessly raised our hand and swore to protect The United Stated of America from all enemies, foreign and domestic.
In order to be recognized as a profession, it must maintain certain attributes and standards such as a moral code and dedication to that specific field. As the United States Army, we live and train by different creeds and ethos that are more than just words, but are top notch standards that we hold ourselves and other fellow Soldiers to on a daily basis. When a part of a profession, it shows dedication and loyalty to its cause and purpose. Surpassing the typical nine to five work day, as an Army profession, we are expected to be alert and ready for a task at any given moment whether it be
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Where the commissioned officer use to be the ones relied on in the leadership roles, we now rely on a much larger spectrum from within the ranks. Us as leaders must be able to stand strong in our fields and become that role model for those to our left and right. As stated earlier, the American people must have trust in us as professionals but as quick as it can be earned, it can also be depleted. We as leaders must strive hold ourselves and others around us to the highest standards. The Noncommissioned Officer is the backbone of the Army for a reason. The decisions we make affect more than just our own person. It also drastically affects our family, the enemy, or an innocent on the battlefield. Doing what is right at all times is our job; it is what the American people expect and trust for us to do. Army White Paper, The Profession of Arms (08 December
The United States Army has been a leader in military prowess on the world stage since its inception in 1775, and with such a record, it is reasonably assumed that there must be solid foundation within the organization working to maintain the high level of performance. The Noncommissioned Officer Corps is one institution within the Army that serves as a large portion of this foundation that makes it the fighting force that it has always been, and the noncommissioned officers have been an integral piece since the very inception of the Army. The Prussian General Friedrich Wilhelm von Steuben, organizer of the Noncommissioned Officer Corps, encapsulated this idea when he coined the noncommissioned officer (NCO) as the backbone of the Army. (Arms, 1991) In an Army that is continuously adjusting to world around it while maintaining its status as the military leader to all other nations, the Noncommissioned Officer Corps has always provided the platform for continuity through a growing rank system based on its original core, an evolving training program to develop effective leaders, and a creed that moves us forward while remembering the rich history of the corps that came before us.
The United States Army, in its current state, is a profession of arms. In order to be considered a profession, the organization must have an ethical code rooted in values, strong trust with its clients, and be comprised of experts within the trade. These experts are constantly developing the trade for the present and the future and hold the same shared view of their trade culture.
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
What does it mean to be a profession and a professional? A profession is more than a job, it is a career for someone that wants to be part of society. A professional is someone who is competent in their chosen sector and/or career and maintain
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
My career I chose is being a Marine General and my reason for studying this career is my dad is a Marine. He was promoted to general and I would like to be like my dad and carry it on in our family, generation to generation.
Professionals in the United States Marine Corps stand apart from others engaged in particular careers in the civilian world.While many vocations contain some of the characteristics of professional, a lot of careers do not include all of the elements necessary to distinguish themselves as being as close to a professional as a marine. Professionalism grows depending on the time and service they have in the Marine Corps. A professional has specialized knowledge and skill which can only be acquired through prolonged education and experience. Such skill and experience form the basis of objective standards of professional competence that separate the practicing professional from their peers and measure the competence of such professional. This professional knowledge must also be intellectual in nature.
The military is what protects our country which usually mean weapons are involved defending our country. The military isn’t all about war and combat, there are other careers that people can pursue rather than fighting. Jobs that don’t involve combat are usually really similar to typical civilian jobs. The military is a great career to pursue because there will always be a need for it. Before enlisting into the military it is good to know what the military does, how much money a service member makes, the education and training required, and the job out outlook.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
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 writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to 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 a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
Developing the character of Army professionals has always been a challenge from the beginning of inception. Since its beginning as the Continental Army and through present day, America’s Soldiers have known that the mission must be conducted “in the right way” Fischer, (2004). The Army is a melting pot of different cultures, backgrounds, and ethics degrades this mission. Ultimately, individuals are responsible for their own decisions and actions, but the Army is responsible for everybody’s decisions and actions that encompass it.
Being a servant is the most important one. The military provides society with protection and safety. In order to provide protection, the military must earn trust through ethics which is the attribute of motivation and self-control. Our profession promotes special characteristics such as knowledge, honor and the valuable tool of camaraderie. Professionals must be able to determine their own destiny therefore realizing that this profession is a calling and not just merely a job that earns a paycheck.
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.
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.
First, there is respect, just because you have the rank and status of an officer doesn’t mean those below you in your command are going to respect you. A lot of people are going into the army as officers thinking everyone owes them something and that they have to do what they say. All I can say to that is, you’re in for a rude awakening. As officers we should respect those below us and talk to them as a leader should not a boss especially our NCOS and PSG. I believe that they are the best asset a young officer has at his disposal due to their knowledge and