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Petty Officer Bell is a leader with boundless ability to adapt to various platforms and operational needs. He directly leads from the front with his Sailors and delivers mission success to NCTS Far East. At the same time, he provided much needed mentoring and training to Sailors further enhancing mission readiness and capability to Forwarded Deployed Naval Forces.
- As the Leading Petty Officer for the two largest departments at NCTS Far East during Fiscal Year 2015, he was overall responsible for a total of 49 personnel in the N3 Operations and N8 Local Network Service Center departments. His dedicated work ethic, supervisory skills, and mastery of his duties and responsibilities have made him an invaluable member of N3 and N8 Departments
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His actions continuously ensured mission readiness and sustained communication connectivity for 350 Defense Information System Agency Circuits encompassing 13,000 customers. He completed the overhaul of a faulty operations response manual, elevating the standards for all watch-standers and decreasing casualty response time for circuit and network outages.
- As Command Duty Officer (CDO), he was directly responsible in representing the Commanding Officer by. Furthermore, he ensured the personal security of all command members and for provided 24/7 responses to personnel related incidents. He held 10 CDO peer training sessions resulting in 15 CDO’s qualifying.
- As an Assistant for Command Morale and Equal Opportunity as well as a member for the Command Assessment Team, he administered 12 hours of Command Quarters Training and conducted two Defense Equal Opportunity Management Institute surveys. His actions led to the correction of eight discrepancies, resulting in improvement of Command Equal Opportunity, perception and work
The Non Commissioned Officer (NCO); the "backbone" of the Marine Corps. The driving force behind the battle of Belleau Wood, the battle of Hue City, the fight for Fallujiah, the taking of Marjah and, most recently, the battle against suicide and sexual harassment. No other group of men and women in the world have been called to fight across such a broad area of operation. As we look at the ever-adapting role of the NCO, we must first look to the past. One of the foremost examples that comes to mind is John Basilone. To Marines, Basilone needs no introduction. He was a hero, and Sergeant when he was awarded the Medal of Honor. No words can better describe his heroism than his citation. “For extraordinary heroism and conspicuous gallantry in action against enemy Japanese forces, above and beyond the call of duty, while serving with the 1st Battalion, 7th Marines, 1st Marine Division in the Lunga Area, Guadalcanal, Solomon Islands, on 24 and 25 October 1942. While the enemy was hammering at the Marines' defensive positions, Sgt. Basilone, in charge of 2 sections of heavy machine guns, fought valiantly to check the savage and determined assault. In a fierce frontal attack with the Japanese blasting his guns with grenades and mortar fire, one of Sgt. Basilone's sections, with its gun crews, was put out of action, leaving only 2 men able to carry on. Moving an extra gun into position, he placed it in action, then, under continual fire, repaired another and personally manned it, gallantly holding his line until replacements arrived. A little later, with ammunition critically low and the supply lines cut off, Sgt. Basilone, at great risk of his life and in the face of continued enemy attack, battled his way through hostile lines wit...
In September 2012, Lieutenant Colonel Bell-Carter transferred to Marine Corps Forces Central Command Forward [MARCENT (FWD)], Naval Support Activity, Kingdom of Bahrain. During that tour, she served as the Assistant Chief of Staff, G-1 and Headquarters Company Commander.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
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.
Colonel Mathew Moten once said, “Professions are not professions simply because they say they are. Their clients, society as a whole, have to accept their claims and trust the professions with jurisdiction over important areas of human endeavor”.
The United States Merchant Marines The United States Merchant Marines are complied of thousands of the best trained men and women of today to man naval or commercial ships. Merchant Marines have dated back even further then the United States Coast Guard. The Merchant Marines have had a huge impact on the United States Navy since they have been established. Merchant Marines have manned fleets of ships for the U.S. Navy which carry imports and export during peace time.
- EFFECTIVE LEADER. Supervised four instructors in over 200 hours of curriculum management and 345 podium hours, graduating 31 students and positively impacting Fleet readiness. Trained two instructors resulting in instructor certifications and one fully course qualified. As an MTS mentor he trained and provided
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.
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.
Officers in the army do a great job to. The reason the NCO’s are most important Because the spend the most time with the soldiers. They understand the soldiers more then the officer do because they are always around them more. In the book Band of brothers the NCO’s is what makes the company the one of best companies in world war 2. 1st Sgt Lipton in my personal opinion is the best NCO’s because he displays the ultimate show of leadership he was a natural born leader. From the time that Lipton was a regular sergeant until he became a first sergeant he always had a bond with the men that they would listen to him, more than anybody else. When Easy company lost Captain Winter because he got promoted and the new Lt. accidentally got shot by a worry some private. The new leader that easy company received wasn’t really a leader not cause he made bad decision, it was cause he didn’t make decision at all and he never spent time with his soldiers, and get to know them. The NCO’s are what kept the company together when they didn’t have a leader, and when the company would go through tough times in
There are multiple definitions of leadership. In a way snow can be described by words “cold”, “white”, “water”, leadership may have many facets. My definitions stem from understanding the role and responsibilities of senior enlisted members (the Chiefs) in the Coast Guard as defined by our history and policies. One of the most important aspects of leadership is being a bridge between the enlisted members and the Command. We support and enforce the Command policies and assure the needs, wellbeing, and expectations of the crew. The second set of definitions can be derived from the senior enlisted evaluations: Directing others, Working with others, Developing subordinates, Responsibility, Evaluations, Work-life sensitivity, Setting an example. To be a good leader I have to excel in these categories.
One of the greatest ways to learn how to be the best platoon leader is by talking to lieutenants who are going through the experience. During my CTLT at Ft. Richardson, Alaska, I was able to absorb the vast amount of knowledge my platoon leader gave to me. I discovered what a day-to-day schedule looked like and how to appropriately interact with NCOs within the platoon. During my time, the platoon I was shadowing conducted a platoon live fire. Watching how to platoon leader and platoon sergeant both took control of their respective roles and conducted a raid helped me develop as a leader. However, my learning did not stop there. Therefore, platoon sergeant SFC Adam McCroy and platoon leader 2LT Jared Lail answered five questions in order for
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.
Before I describe to you some of the “routine” and specific situations, investigations, and actual cases and dispositions I encountered I feel I should outline some of the training that that I received starting with the Military Police and Basic Training. Looking back I see the importance of the initial Army training that centered on physical conditioning and the discipline necessary to obey and follow orders to become part of a team. We learned that what was good for one was good for all and of course the reverse. Each morning we stood inspection outside of the barracks with our field packs on. Part of our required equipment during the inspections was a razor. We found out why one morning at the beginning of our training cycle when one of
If there was an issue of a tactical nature, he was the foremost person to react. Unlike other soldiers I had witnessed, his reaction to these issues was calm and strategic as opposed to hasty and exaggerated. While all the other maintenance personnel would leave when it got late, he was still there. He would make sure everything was put together the correct way and ensure that the next work day would start off without a hitch. Most lack the ability to differentiate between an enlisted or commissioned soldier.