Bpt/12 Training Report

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

He was always trying to better himself and he would always try to do the right thing. He did all his MCI's, went to the gym every day, and was always polite. When it came to doing the right thing, you could always count on him. He would always pick up trash (even if it wasnt his). If he was working and saw something that needed to be done, he would do it. If he saw another Marine slacking off or being a turd, he would correct that Marine. He was the ultimate rolemodle for junior Marines.

During that summer he took many different back strengthening exercises, and in September he was accepted by the Navy. In March 1943, as a lieutenant he took command of a PT (torpedo) boat in the Solomon Islands. On the night of August 2, his boat was cruising west of New Georgia it was rammed and sunk by a Japanese destroyer. He rallied the survivors and managed to get them to an island after being thrown across the deck onto his back. He then towed a wounded man three miles through a rough journey through different seas. He was a very brave man, for several days he risked his life repeatedly, swimming into dangerous waters hoping to find a rescue ship. He finally met up with two friendly islanders and sent them for aid with a message that he carved on a coconut. Back home he received the Navy and Marine Corps Medal, and the Purple Heart, but his earlier back injury had been aggravated, and unfortunately he contracted malaria. After an operation on his back, he was discharged early in 1945.

     He was called to be the head of the Navy and then took that and hit the ground running. He built up the Navy to a world power. He believes that any nation

His team was the only team available that was fully trained and was always ready to go out and accomplish the mission. He was an example of the Mission First, can-do attitude by sacrificing his leave to help others when the Battalion needed a full honors team during block leave.

He served 7 years as a naval officer and rose to the rank of Lieutenant.​

-He assisted in the line hauling 14 USMC AAV's totaling 756,000 lbs. for the USS Germantown, his efforts provided diverse expeditionary training opportunities that Marines needed to conduct dynamic, training evolutions necessary to maintain proficiency and operational readiness across the range of military operations, further improving the Marine Corps' ability to rapidly respond to contingencies throughout the region.

- He oversaw 94 Sailors, civilians and contractor personnel in the execution of the day-to-day command, control, communications, computers and intelligence mission, supporting more than 3,200

unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command

Served as the Senior Personnel Sergeant of a Battalion consisting of 1000 Soldiers. Advised and assisted the Commander, NCOs, and Soldiers on personnel matters; reviewed and consolidated reports, statistics, and personnel actions submitted to higher headquarters; assisted unit's with Military Personnel Record Jackets (DA 201 Files), pay and finance records, and medical and dental records; advised the commander on personnel strength, shortages, provided technical guidance and training a section of 6 Soldiers; supervised and managed the processing and tracking of all personnel actions, awards, NCOERs, OERs, promotions, leaves and passes; and processed and ensured SIDPERS transactions were submitted in a timely and efficient manner. Assisted

-PROGRAM MANAGER. Hand selected as Command DAPA, he trained 208 personnel yielding a zero alcohol related incidents. His efforts ensured 100% mission readiness.

In April of 1941 he tried to enlist in the U.S. Army, but was rejected due to physical reasons. After he was strong again he was accepted to be in the U.S. Navy. He later became an intelligence officer in Washington D.C. and was later requested at sea in 1942 when the U.S. joined World War II. In March of 1943 he was given command of a patrol torpedo boat armed with many weapons. A few months later his boat was sliced in half by a Japanese destroyer and two of his crew were killed. him and six others held on to the other half of the boat that remained afloat. There were 6 other survivors in the nearby water. In a three hour struggle he managed to get his men to the floating wreck. Once it capsized, he ordered his men to swim to a small island about three miles away. Several days later he succeeded in having his men rescued.

Over Homecoming Weekend I was given the honor and privilege to speak and listen to some of America’s greatest heroes. Distinguished servicemen and women from many of our wars, whom risk their own lives, took the time to discuss their experiences and what they learned translated into a very enlightening and imparted on me a perspective of leadership which many do not ponder. Although all the prominent members of the panels and discussion instilled in me a portrait of what it means to embody a good leader, General Peter Pace USMC retired, illustrated and exemplified everything a good officer and leader should. General Pace retired with over 40 years of service in the Marine Corps. Likewise, among his many other accolades he was the first Marine

Noncommissioned Officers are the backbone of the Marine Corps. Each leader is vastly different from the other. Some Marines enjoy being a corporal only because of the increase in rank and pay. A few become the tactless leaders junior Marines try to avoid. Fortunately, many others mature into Marines who strive to become the leader that other Marines wish to emulate. They know what it means to be a good leader. Those Marines have the traits of a leader; they get to know their Marines; and they adhere to a sound leadership style. This paper will discuss the story of Dakota L. Meyer, who received the Medal of Honor for his actions as a Corporal of Marines during

Troopers became familiar with individual collective tasks that support the commander’s mission essential task list and operational tempo. The performed tasks include civil disturbance formations, control force operations and how to communicate effectively during a riot.