Case Report: Non Commissioned Officer In Charge (SFC) Of Evaluations

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

relate to all parts of the unit to get a job done. This often means

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

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

SSG Bob on 23 Sep 05 I had received a phone call at 1410 hrs. from SGT Bill stating that he had come into some money and that he had known that I was wanting to get some additional equipment for OUR SRT. SGT Bill stated that he needed myself to come in and type up a letter of justification and if I could also have SGT Jones come in as well to assist in writing this letter due to the fact that SGT Jones had been placed in charge of training folders. On notification of this I was on the phone notifing my soldiers of where they needed to be and in doing this I had also asked SPC Man if could also inform you of what I had going on in case he had seen you before me, but his telling you was not going to be your only notification, nor would I

Essay The purpose of this essay is to further my knowledge of the Army NCO support channel, chain of command and why we as Soldiers use them. It is also to inform the parties that may be what I feel loyalty, dedicated service and also my interpretation of Military bearing and Discipline. I am ex

Upon arrival to Charlie Company, 307th ESB, SGT Reinhardt was assigned the title of CPN Team Chief of CPN Team 64645. (IN PROCESS)

PFC Thompson, this is a Professional Growth Counseling in regards to being appointed the additional duty of Alternate Key Control for 1st Platoon as a part of Charlie Company, 307th Expeditionary Signal Battalion. This counseling will outline the duties that go along with being Key Control and the regulations you must abide by while appointed to this additional duty.

I called SFC Woodard to ask him, to ask 1LT Schwartz, what information or requirement she needs from the command to better assist with closure. SFC Woodard told me that 1LT Schwartz did not want to seek IG. Again, SFC Woodard informed me that she feels uncomfortable in the unit. 1LT Schwartz stated to SFC Woodard that she felt like she was being judged and wanted a free start. I requested that SFC Woodard ask 1LT Schwartz did she require to move, in order to see if that is her actual intent of her statement. SFC Woodard responded to me in a later conversation after he spoke to 1LT Schwartz. He stated that she in fact wanted to move

Referred Officer Evaluation Report: The rater comments on the SM OER states that the SM requires oversight of her critical reasoning and decision making skills in order to succeed. The senior rater comments reflect that the SM needs to further grow her dicision making capabilities. The SM provided written comments to refute the OER and provided developmental counseling dates that she and her rater reviewed together. In the remarks the SM states that the rater failed to provide details of the specific events pertaining to her decision making skills. There is no evidence of any actions taken at command level present in the information provided by screening agencies.

After recovering from an ischemic stroke just six months prior for reasons unknown and the only reason that I did not deploy with 3-509 Airborne. I was serving as the Battalion S-1 Non-Commissioned Officer in Charge (NCOIC) when an Individual Augmented (IA) tasking for SOJTF-A / NSOCC-A came from higher headquarters to our Brigade. I decided that I would apply for the tasking, not only because I met the qualifications at the time, but for reasons that I would probably never have a shot at an assignment like this in the future. After going head to head with my peers, I was hand selected by the 4th Brigade 25th Infantry Commander for the assignment. I packed my gear and headed down to Ft Benning CONUS replacement Center (CRC) to

Sergeant Gutermuth completed his 7th year of employment with the Jeffersontown Police Department on January 18th, 2016. Sergeant Gutermuth took zero hrs of sick time during the rating period and is always punctual. Sergeant Gutermuth is courteous and professional to the public, other employees and outside agencies. Sergeant Gutermuth addresses citizen/community issues and keeps supervisors informed of important matters. Sergeant Gutermuth complies with policies and procedures, exercises appropriate authority and responds to constructive criticism by attempting to improve performance. Sergeant Gutermuth has been appointed as the Assistant Commander with the department’s Special Operations Group which requires him to document and schedule

I was well positioned to execute the duties as Maintenance Control Safe for Flight Chief through two arduous detachments and work up cycles. I surpassed all expectations up and down my chain of command and was awarded appropriately for my leadership actions. I thrive on the opportunities to lead while providing mentorship and guidance to Sailors and Marines alike. My record of accomplishments as a professional, leader, manager and mentor exemplifies the traits required and will ensure my success if selected.

2. The previous NCOER NCOIC departed unexpectedly two months ago due to a compassionate reassignement, and he was out the majority of the previous sixty days prior to his departure due to medical and personal issues. As such, the corrections the battalion CSM required on the NCOERs were not done and the NCOERs were not processed in a timely fashion.

As the Company Gunnery Sergeant for VMF 214, my main responsibility is, to ensure that the strategies developed to improved command climate aboard VMF 214 are planned and executed properly to ensure maximum success. Communication among the SNCOs