Leadership is an art, not a science. Therefore, we as senior leaders must professionally develop our junior soldiers through experience, counseling and mentoring. We must mentor our soldiers to be ethical standard bearers and to live up to and enforce Army valves. 1. The following statements represent my Leadership Philosophy that we must ensure as Non-Commissioned Officers and leaders of soldiers that we are working as one team to produce the best trained soldiers in the Army. a. Proficient caring leaders: I expect proficient Leaders to demonstrate caring attitudes toward the soldiers in their charge. We must lead from the front and set the example at all times. Caring for soldiers is the foundation of the Army. The most precious asset we have is each other and above all our soldiers in the organization must truly know we care for them and their families. b. Teamwork: As leaders we must work as a team in every aspect of training. Soldiers need to cooperate with each other and become one. A well-disciplined caring team will build cohesiveness, which is a bond that no force can break. Soldiers will not play the Officer against the NCO if they truly understand you are one. I will personally be involved in individual training and will insist we are trained. c. Communication: Along with teamwork, communication is what soldiers normally see as a command failure. Soldiers must be able to use the chain of command and chain of support, both formal and informal. I expect every soldier to utilize communication to its fullest extent. As soon as a leader gives directives to soldiers, I expect the details to be worked out and soldiers to receive the information rapidly. d. Leadership: This is in no way a zero defects business. I expect soldiers to make honest mistakes and learn from the experience… you can expect me to make honest mistakes as well… we will learn together. Leaders are positive, proactive, and look for problems and…
2. SSgt Arnold is a self-starter that made an immediate impact on the leadership and performance of the company. He was easily the top sergeant and was routinely given tasks normally reserved for SNCOs. Marines under his charge were always well organized and highly motivated directly due to his efforts. One specific noteworthy achievement was his intervention and direct actions when faced with an attempted suicide. He fearlessly stepped into the point of friction, correctly and swiftly took action without guidance and limited information on the situation. His actions and maturity were responsible for safe guarding a life of a fellow Marine. In addition, then Sgt Arnold masterfully performed as a Section Head/Area Supervisor for the Henoko Ammunition Supply Point. In this capacity, he was responsible for 22 ammunition magazines with 2500 line items of explosive materiel valued at roughly $90 million dollars. During his time in the storage section the inventory accuracy rating was a stellar 98.3% well above the DoD requirement of 95%.…
SGT Newberry achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 97.73% grade point average earning Commandant's List. Her most apparent and strongest attribute is her professionalism; which lead to her being chosen as the student platoon sergeant for the graduation ceremony. SGT Newberry demonstrated the ability to be a team player both in garrison and tactical environments. She supported her fellow noncommissioned officers and makes every effort to build a competent and cohesive team. During all evaluations her preparation and rehearsals were evident and she was ready to train and execute. Her oral history brief was prepared, rehearsed, and executed, earning a superior…
SGT Randolph achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 91.99% grade point average. SGT Randolph is a motivated Noncommissioned Officer with an take charge attitude. SGT Randolph demonstrated excellence in the core leader competencies and excelled during the Basic Leaders Course; scoring superior ratings in all three written examinations, Physical Readiness Training and Conducting Squad Drill. She excelled in communication with individuals in small groups, and articulated herself as a true professional while conducting her oral history brief and communicate in writing assignments. As squad leader, she inspired her peers to perform to their fullest potential; enabling…
3. Major Burcroff has clearly demonstrated his fitness for the responsibilities and duties of the position and grade for which recommended. He is an indispensable asset to our unit and the Air Force as a whole. Major Burcroff is currently assigned as the commander of the 122d Force Support Squadron and has led his squadron in an exemplary manner since his appointment. During his tenure of command, the squadron has excelled in numerous…
1. I fully endorse SGT Altholtz as a candidate for the U.S. Army Warrant Officer Candidate School. I have been his Battery Commander for two years at Echo Battery, 3-4 ADAR, Ft. Bragg, North Carolina. SGT Altholtz's dedication to mission accomplishment while assigned to E/3-4 ADAR has been unparalleled. His demonstrated leadership, professionalism, and boundless potential are what make him an excellent candidate for this program.…
Petty Officer Calbes comes highly recommended for the Navy and Marine Corps Achievement Medal for his outstanding performance in his duties while stationed at U.S. Naval Computer and Telecommunications Station, Far East (NCTS FE), Detachment Sasebo. He is a proven performer that has continually exhibited drive and dedication. He volunteered as the Detachment Information Assurance Officer (IAO), in addition to assisting the Local Network Support Center (LNSC) in its day-to-day operations. Petty Officer Calbes’ unwavering personal commitment, technical expertise and relentless individual initiative have improved the detachment's overall operational readiness and led to its improved success in providing reliable and exceptional 24/7 command, control,…
John meets Polly. She was the type of person everyone gravitated towards and wanted to be around because she had such a sunny disposition and warm brown eyes that were trusting. After a year he began to court her and they fell in love. He eventually asked for her hand in marriage and they got married. Soon after the wedding, John and Polly moved into a house together and in May they had their first child, whom they called George. Alex Wilson was not a very determined or highly motivated person. He may work in his parents’ business but his laziness burned it to the ground. In order to salvage what he lost, he scammed various people for their money, including his own family. John took money out of his own business to help but things continued to get worse. He started stealing money from his brother-in-law, Jim Hutchison to pay back the creditors but his attempts were futile and rendered useless. The Wilson’s good reputation was ruined and John was humiliated. He wanted to let things die down for a while so he decided to go to Canada for a year. He told Polly it would be just enough time to let the townspeople forget about the scandal. John promised to write lots of letters and then he was off, leaving behind his 6-month pregnant wife. Saskatoon was where John chose to go. He was intrigued by this prairie city because it was “The Fastest Growing City in the World”. All it needed were more people. In Saskatoon, the trains never arrived on time but imagine the surprise on the citizens of Saskatoon’s faces when John’s train arrived on schedule. It was so surprising that it even made the news. John immediately got a job and found a place to stay in a rooming house. On every Sunday, he would write long letters to Polly and also send home quite a bit of money.…
Staff Sergeant Yang demonstrated outstanding leadership, initiative, and professionalism in the execution of his duties while assigned as an Instructor/ Writer. Training over 3,600 Advanced Individual Training Soldiers annually…
McChrystal held multiple leadership positions in the unit throughout his career to include battalion command and eventually served as the commander of the Regiment. His experience in the organization gave him insight to their full capabilities and gave him the confidence that the unit could handle an increased role in the Global War on Terrorism.…
CPL Woodard exceeded the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 97.40% grade point average, earning him a place on the Commandant's List. He showed that he is a superb leader who demonstrated exceptional character and competence while achieving excellence throughout the course by consistently showing what a leader must be, know, and do. CPL Woodard demonstrated a flawless ability to communicate information to both superiors and peers even under pressure in a tactical environment. He displayed exceptional leadership skills as a squad leader by inspiring his peers to perform to the fullest potential, enabling the squad to complete the STX as a well-rounded team. CPL Woodard…
Despite non-selection, my pursuit of this prestigious and challenging position will not be deterred. My naval career, I have continually sought positions of greater responsibility and produced exceptional results in each of those positions. While I take great pride in being a Chief Petty Officer, I feel the experience I have acquired as a Chief will benefit any wardroom I am a member of. It is important to note that I did not submit an LDO-CWO package for FY-14 due to the time constraints I experienced while standing up Naval Beach Unit SEVEN with an under staffed office and operational commitment.…
Of those working on the challenges at hand, one of the only NCO-pure instructional departments at the U.S Army Infantry School (USAIS) at Fort Benning, Georgia, GA was the NCO Subcommittee of the Command and Leadership Committee in the Leadership Department. Besides training soldiers at the Noncommissioned Officers Academy, these NCOs also developed…
A Message to Garcia highlights a prime example of the leadership that is need in a battalion, company, platoon and squad sized element, as well as the society we live…
1. The ERS identifies officers and non-commissioned officers who are best qualified for promotion and assignments to positions of higher responsibility. ERS also identifies Soldiers who should be kept on active duty, those who should be retained in grade, and those who should be eliminated DA evaluations focus on an individual Soldier's potential. They are judgments on their ability to perform at current and higher grades, and they are also made to judge whether an officer or NCO should be retained and given greater responsibility in their present grade. Army requirements for leaders: officers and non-commissioned officers frequently change. At times, the Army has a need for leaders with certain backgrounds, experience, and expertise. The size of the Army leader corps by law in terms of strength by grade. Army needs limit the number of selections and assignments that can be made. Thus, a leader’s potential is partially determined by how they compare with their peers. Duty performance. Performance of duty is an extremely important factor in determining a leader’s potential. Duty performance is judged by how well a Soldier performs their assigned tasks and how well they meet Army professional values uniquely established for each respective corps. Leader qualifications. It must be considered in order to meet Army needs for outstanding leaders of troop or technical units, supporting staff managers, and technical specialists. One consideration in determining qualifications is the different skills and backgrounds required by different specialties. Another consideration is a Soldier’s individual progress through specialist fields to positions of greater responsibility. In addition, their length of service, civil schooling, military schooling, or other unique skills required by the Army are considered.…