SFC Dearman's career encompasses various positions of highly demanding intellectual capacities, culminating with his service as a Warranted Level III Contingency Contracting Officer during two of six combat deployments. As a contracting professional, SFC Dearman received the numbered Expeditionary Contracting Command (ECC) Contingency Contracting Officer (CCO) Award, demonstrating his technical and tactical expertise as an entrusted steward of millions of tax payers dollars.…
Candidate Spencer took the time to develop a plan and write his order prior to briefing. SNC briefed an extremely detailed five paragraph order, including an exhaustive Execution paragraph, and accurate information from higher’s warning order and fragmentary order. However, SNC spent 80% of his time prepping and briefing his order, showing an inability to effectively manage his time. Once SNC began executing the mission, he did not compensate for the time spent on his order, and his sense of urgency was lacking. SNC had a low frequency of verbal and non-verbal communication with his team and thus had some difficulty maintaining awareness and control of his team member’s movements. Upon consolidation, SNC controlled his security well, assigning…
Candidate Miller struggled to deliver a five paragraph order that was in accordance with the OSMEAC format. Although SNC was able to brief some of the information he received from the instructor, he only mentioned "mission" and "signal" before briefing the sub-paragraphs. Additionally, SNC delivered the order with choppy, mumbled phrases and utilized excessive filler words. Candidate Miller displayed minimal confidence, and although he briefed a scheme of maneuver prior to execution, it was clear that he was making it up as he briefed. The tasks he gave to his fire team also lacked clarity and gave the impression they had not been thought through. During the execution, SNC used phrases that displayed lack of assertiveness such as "we should…
This case is talking about an executive retreat. It was introduced by John Matthews who was a executive had been selected to attend the two-and-a-half-week retreat. The retreat was more like a competition about academic and athletic. The team members should not only get know each other and cooperate with teammates but also need to compete with others. The whole participants were broken into five groups and their aim was to win the competition. There are several sessions about academic and athletic that the participants should complete. After the introduction part the case showed the experience of John. Before the group meeting John was wondering and worried about this retreat. When he was taking the first group meeting, he tried to learn the backgrounds of other team members. And the he paid more attention to learn about his team leader. Besides introducing the team leader the case also showed the retreat’s theme was Think-Communicate-Cooperate. It meaned people who attend this retreat should think less about themselves and try to communicate and assistant to others. And then John showed his recollections of the members in his group individually. There are twelve members in his group. Everyone in his group had different characteristics. After group meeting they set up four basic goals about this retreat. In the second part of this case was a chart of first day’s seating arrangement and their performance of the first few days. Even though the first days’ results were not very good, the whole group still worked on their original goals. In the last part of the case was another chart that showed the last few days seating arrangement and the group performance about this whole retreat. Their goals made before the retreat almost all defeated. Even though John thought he improved, the whole group failed. Question 1…
Candidate Kaberides was evidently confident upon the commencement of his five paragraph order briefing. SNC was able to formulate a solid verbal plan of execution in which the content was clear and direct, leaving no unanswered questions. Upon initial execution and negotiation of the obstacle, SNC was able to rapidly produce a backup plan to the unsuccessful initial plan, without hesitation. SNC's effective communication skills and ability to utilize his fire team throughout the course was evident and portrayed him as a natural leader under pressure. SNC and his fire team maintained focus on the mission at hand, steadily pursuing the objective. SNC's steadfast confidence and sense of urgency was also clearly evident throughout the problem…
One team member may not be able to complete their task until someone else’s task is complete.…
>Look also at the remaining issues in the unit from task 1, & 2 to add to your perspective.…
3. Launch and Execution – In this phase the tasks are further defined and assigned to specific team members for action.…
c. The goal and purpose of this block is to instill in students the confidence (1) that they can identify the negotiation processes and styles and (2) that every Soldier can communicate and negotiate with individuals from other cultures to build rapport and facilitate the accomplishment of their mission.…
6 WHICH OF THE FOLLOWING TASKS DERIVES FROM A DETAILED ANALYSIS OF THE HIGHER HEADQUARTERS ORDER, THE ENEMY SITUATION AND COA’S, AND THE TERRAIN? IMPLIED TASKS…
The author really shows the importance of the lessons we learned in boot camp and OCS as the basis of what is needed to accomplish any mission. The author validates these assumptions as he goes back to what we learned in training as examples of how we should carry ourselves as leaders and Marines.…
To achieve a pass grade the evidence must show that the learner is able to:…
I observed Pritchett and his partner Cain conducting BD during a busy period in the operational queue. Both Pritchett and Cain positioning during AE appeared seamless, each rotated in 15-20 minute increments. Pritchett and Cain demonstrated the effective use of security related questioning, which helped both observe for behaviors that deviated from the environmental baseline.…
NOTE: After taking the prescribed number of steps, the men do not raise their arms. If the platoon leader wants exact interval or alignment, he commands At Close Interval (At Double Interval), Dress Right, DRESS. (See paragraph 7-6 for more information on aligning the platoon.)…
There are many accomplishments in my life of which I am proud, however there are two for which I am especially proud. Those being, having the opportunity to play varsity shortstop in high school, and having good enough grades to be nominated for, and to be admitted into, the National Honor Society. These accomplishments make me proud because they are goals that I was able to set and accomplish for myself. These are successes that not everyone can say that they have achieved.…