Chief Petty Officer

When you first arrive on a ship, you must earn respect by doing your job well, fostering a good work environment, and building a strong relationship with your enlisted, especially your Chief. My Company Officer, LT Kinsel, said, passing an inspection by the Squadron Commodore is important to your image as a competent division officer, and trusting your Chief, who has been in the fleet for much longer than you, will help your esteem within your division. If your Chief tells you that he has checked off jobs that have not yet been completed, engaged in “gundecking,” you must weigh the consequences and then fully explain your decision, whether to allow it or not, to him. LT Kinsel stated the different possible courses of thought. One option is

d. Command Climate/Sailorization. Petty Officer Bell displays unmatched personal dedication to his Sailors personal and professional development. As Assistant Command Managed Equal Opportunity/ CAT Member, he administered 12 hours of command quarter trainings and conducted 2 DEOMI surveys, correcting 8 discrepancies resulting in improvement of Command Equal Opportunity perception in the command. He is dedicated to the Sailor’s well-being, as Command Recreation Committee Treasurer, he managed 12 command fundraiser events, resulting in raising $5,000 in donations towards the command holiday party further enhancing camaraderie throughout the diverse

NonCommissioned Officers are the backbone of the Marine Corps.   Each leader is very 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 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 and they get to know their Marines

I used to view chief petty officer as nothing more than a rank that I would achieve as I worked my way up the ladder to higher positions within staff. I’ll admit to being a bit puzzled as to why the c/PCPO’s went through such a seemingly strenuous transition when their reward was simply making chief. Lately I’ve come to realize that yes, all you get out of the c/PCPO transition is the rank of chief, but that chief includes much more than the title of being a chief. Being a chief means you are willing to take charge of a higher level of responsibility, and coinciding with that, being able to lead a larger unit of people. Being chief means that you understand how to properly lead those who rely on you. Chiefs’ work together to make up the higher ranks of staff that plan how the unit is to run, but they also lead the individual cadets. A chief, by definition of being a higher rank, is expected to set an example for other cadets to learn by. Chiefs also select chiefs to lead the unit when they have left, accepting both the responsibility of the unit at present, and who will manage it in the future.

It is clear that an effective officer will motivate his crew by; showing full out support and positive reinforcement when the subject(s) are acting well, correcting the subject(s) when there has been a wrongdoing, and providing negative reinforcement when there is evidence of repeated misbehaviors.

The chain of command is responsible to each Navy member for solving work-related problems. When a person’s immediate senior is unable to resolve a problem , the next senior in the chain of command tries to solve the problem. If the senior at that level of command is unable to resolve the problem, it then goes to the next level in the chain of command. The problem continues to be referred to each level in the chain of command until it is resolved. You must always use the chain of command when seeking solutions to work-related problems.

They ask for a question and answer session from the crew. The Command Master Chief stands right beside the Admiral, making everyone feels like he is ready to shut down anything the individual crew member has to say. Everyone knows the Command Master Chief agrees with the Admiral on all counts; once he represents the Enlisted crew and Chiefs Mess so there is no reason to stand up and ask the hard questions. We need a Command Enlisted Advisor in the crowd to ask the tough questions; someone who advises the Command, the Chiefs Mess and our junior members. We do not need a Command Chief who is just an extension of the Command and the Gold

- Technical Expert. Petty Officer Seals trained 4 personnel in the operation's and functions of Alfa Company, redefining numerous degraded programs. His steadfast coordination

The Department of the Navy holds a long list of informal elements. From a particular use of language, to a diverse set of norms, to its use of long-held traditions and rituals. Rites of Passage are perhaps the most known of these informal elements. It can often be seen as a hot topic of discussion in leading news networks for apparent unethical behaviors. One of the most infamous and timeless traditions within the Department of the Navy is the initiation of the Chief Petty Officer, a feat many, if not all members wish to one day take part in. The 13th and Current Master Chief Petty Officer of the Navy, Mike Stevens had this to say about the enduring ritual (2015);

By always keeping his word, this would send a positive message to his Command, maintaining tranquility and integrity. He's very loyal to those around him and always get's the job done in a safe, respectable quick and efficient manner. His communication is impeccable. He's blunt and stubborn, but I believe this will make him a good chief because open and frank dialog is needed among sailors. His communication will increase his teams efficiency, readiness and mutual

While reflecting on my time at the Chief Petty Officer’s Academy (CPOA), three elements of learning most impacted my persona and changed me as a leader. These elements of learning include both class room presentations and personal interactions with fellow attendees. The three elements of learning that will be discussed in this paper are 360 peer review report, understanding generational gaps, and recognition that everyone has different experiences within the mess. Each element has changed how I view the Coast Guard and will shape my future interactions with others.

Five weeks at the U.S. Coast Guard (CG) Chief Petty Officer Academy (CPOA) has inspired my spirit, strengthened my body, and encouraged my heart. Week-by-week, the CPOA has been one of the most influential periods of my life. Through guided self-introspection, a safe and positive environment, establishment of goals, insightful challenges, and rigorous physical activity, increased blood flow has flooded my stagnant cellar, cleansing the dust and cobwebs that lay dormant. With 12 years active duty, I am a Boatswain’s Mate (BM) by trade and Executive Petty Officer by title. My career-long goal has recently been realized, for I am the Prospective Officer in Charge of USCG Station Apra Harbor in Guam. I have an amazing 2.75-year-old

Congratulations on your selection! It was a long, challenging road to get you where you are today. Use those lessons and experiences to help guide and mentor your Sailors so they can achieve the same success you’ve obtained. You are now a member of one of the oldest associations, rely on your brothers’ and sisters’ for strength, advice and recommendations. Ensure you give back, become an active member in the Mess and get involved with CPO 365 Phase I/II.

Petty Officer Le is a self-starter who continues to provide positive and immediate impact to U.S. Naval Computer and Telecommunication Station (NCTS), Far East and our supported commands throughout the Far East. From the day of her arrival at NCTS Far East, she has demonstrated initiative being the first Sailor in her work section to attack and complete the newly developed Nortel MSL-100 telephone switch watchstander, job qualification requirement (JQR) and is currently training three senior Sailors across the region in there undertaking of this same JQR.

Once this happens it can become an organizational priority, which will not only make individuals successful, but also everyone as a whole. If junior officers are able to enter the fleet and set this standard it will help them to overcome leadership challenges that are thrown their way. Third it is impossible to get anything