Chief Petty Officer

Over the course of the past four weeks, The Chief Petty Officer Academy has challenged my thought processes, pushed my physical abilities, and helped me become a more professional, even tempered chief and leader. My experience at Training Center Petaluma has encouraged and nurtured new leadership qualities that I will implement within The United States Coast Guard Band to help improve the climate of the organization. Of the seemingly countless elements that I will employ in my effort to be a better Chief upon return, there are three that are most memorable. First, the over-arching leadership curriculum has aided me in the development of a concise leadership philosophy. Second, courses in facilitative leadership have significantly improved my

This was one of my greatest accomplishments that I have achieved in my life. The roles of a Flag Party Commander from the views of an outsider are commanding and taking lead of many parades. Through leading the members of the Flag Party, I have not only gained the trust and the ability to lead the members, but I have learned to lead myself and take full control of my life. Also, I learned that leading with care, passion, and positivity is in my opinion the most effective method to lead. The last idea that I have learned from being the commander is that it is not just about being the best, but it is to lead others with motivation, being another cadet's role model, feeding people ideas and let them create their own, and taking the extra step to be the best person that you want the others to see you

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

First off i would like to state a well known quote known by all Marines, "Non Commissioned Officers (NCO's) are the backbone of the United States Marine Corps." Without the NCO's the Marine Corps could not function. This quote alone holds a great deal of history as well as gives a brief discription of what a Marine NCO truely is.

APD 6-22 defines a leader as anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. As a “street to seat” guy I do not have prior leadership experience as an NCO, but as I have progressed as a Warrant Officer I have learned a great deal about leadership. For this discussion post I will discuss two topics: what I’ve learned about being a leader as a Warrant Officer, and how decentralized leadership is utilized in my unit.

There are several leaders that I have admired in my career over the years. One in particular that stood out was a Chief Master Sergeant in the Air Force who I served under. He was a very intelligent and vibrant leader who placed importance in military customs and core values. He was one whom I emulated in the military because of his task –motivated leadership style. He focused on the goals of the organization with the emphasis on service before self. The implications of his style of leadership lead me to believe that there was little to no relationships formed with lower ranking airmen. He was always able to get the job done because of the driven culture he represented. I learned a wealth of knowledge and information from this particular leader; I was able to create a balance by embracing his style of leadership and relating it with my style, transformational leadership. I believe it was successful, because of my efforts to focus in on the mission and create a balance in inspiring, influencing, and motivating Airmen across the globe.

The Non-Commissioned Officer (NCO) Corps needs help in the promotion process or the future of the NCO Corps will be in danger of having well educated NCO’s without job-related experience. It has automatic promotions for lower enlisted soldiers, letting them get promoted without knowing military or job-related items. NCOs’ can get promoted in the current process without even doing their job as long as they know how to get by a promotion board. NCO’s only had to memorize some regulations, field manuals, and a few Creeds to pass a promotion board. The promotion boards do not even ask job-related questions to see if the NCO knows anything about his current position. The current promotion process uses a points system and holds soldiers back from getting promoted. The point system is broken down but puts too much emphasis on certain areas which have nothing to do with their current position. This current promotion system has to change just like the way the military is asking NCO’s to change and become more civilian-educated.

A person cannot achieve excellence leadership skills and abilities overnight; it is something you develop over time and continue to define and shape for yourself. An officer is someone who can transform their thoughts into someone else’s undertaking -- a skill hard to learn but even more difficult to master-- and be able to delegate responsibilities. I want to become an officer for that very reason: to continue expanding and progressing my leadership skills and develop valuable skills that will help me in the workforce and beyond. Rosalynn Carter once said, “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." I also want to be an officer to help others reach their full potential, to showcase their skills and knowledge, and lead them to a path of success. For me to become said officer, I will need to complete MS

The Chief Petty Officer Academy (CPOA) is a five week program directed towards developing Chiefs to become stronger more effective leaders for future generations. The Chiefs Academy promotes unifying the Chiefs mess with various leadership tactics to enhance individual leadership. The leadership tools that have helped me develop as a leader include the Stress Map, the Leadership Practices Inventory (LPI) 360 feedback report as well as the class on coaching others. These tools have assisted towards reflecting on my current leadership style and will contribute towards my development as a leader.

EWhen I was younger I was in the Boy Scouts of America striving for the rank of Eagle Scout I met an Army National Guard Colonel that would set an example of leadership, a bad one. I was a Boy Scout many years but had to limit my attending meetings over the course of my junior year of high school and over the course of my absence a new Scout Master had come to our troop, the aforementioned Colonel. Prior to this man I had the pleasure of knowing several excellent leaders and it was quite the shock to see our once massive troop slowly dwindle.

A more approachable Senior Enlisted Leader is needed in the Coast Guard. The following is a common story for junior enlisted 15+ years ago when the title of Command Chief was Command Enlisted Advisor. An FS3 was serving on CGC Munro when his father fell off a water tank and was placed in intensive care. The Munro went underway to Japan. The FS3 was sent temporally to TRACEN Petaluma to take care of his father. While at Petaluma the FS3 found out he was not eligible to advance due an administrative over sight.

The modern noncommissioned officer is the embodiment of the Corps’ history and tradition by its core values. The core values are honor, courage and commitment. Dakota Meyer showed each one of the core values. He also showed a majority if not all of the 14 leadership traits, not only as an active duty marine, but also as a civilian, when he shared his spotlight to remember the men that were not able to make it back. Marine noncommissioned officers should be held to the highest standards, as they are the ones who will be teaching new marines how to properly perform in their M.O.S. and they will be teaching new marines how to conduct themselves as marines, whether its while serving in combat, or in garrison.

As Chief of Naval Operations Adm. Jonathan W. Greenert once stated, one of the U. S. Navy’s guiding principles is “People are the Navy’s foundation”. The United States Navy has long since recognized that command at sea is an honor and a unique privilege, one that demands confidence, self-reliance, sound judgment, and complete dedication to the wellbeing of shipmates. At every level of Naval operations, leadership, integrity and character have always been vitally important dimensions of who we are and what we do.

Even with a limited budget, Petty Officer Lambert is able to make great meals while still maintaining a surplus of money at the end of each month. To help the galley receive more funds, he allowed the CGC STEELHEAD to subsist at the stations galley for 2 weeks. This action led to an increase in rations which allowed the galley to procure higher quality food products. Petty Officer Lambert also keeps food waste to a minimum by ordering fresh produce on a weekly basis and writing menus based on available product. This action ensures that all products are used and that the galleys money is not wasted. Petty Officer Lambert has come in on his off day to teach FS2 Borja how to complete a CG2581 form into the galley paper work allowing him to have

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From