Does The Current Army Promotion Board Structure Create Bad Leaders?

After the Vietnam War ended, the Marine Corps’ main focus changed from broad scale operations, to being an Expeditionary Force in Readiness. Although this was no new role for the United States Marine Corps (USMC), there have been many changes in society, technology and tactics that affect how the Corps operates. However, over the last 36 years one thing has remained the same, and that is the role of the Marine Non Commissioned Officer (NCO). With the world changing ever so rapidly, the strong values and responsibilities of the Marine NCO are now, more than ever, necessary to carry out the operations being assigned to United States Marines. The role of the NCO is characterized by their

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

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

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

The previous promotion system that the Army had in place was designed to support an Army at war. Prior to the height of the war in Iraq and Afghanistan, the Army mandated that soldiers attend the appropriate level of Non-commissioned Officer Professional Development (NCOPD) course before the soldier could pin on the next rank. As the Army goes through demobilization, the Army is seeing more of a garrison style of leadership come full circle, realizing that NCO development supports combat readiness long-term. The Chief of Staff of the United States Army, General Mark Milley said “Readiness is the Army’s number one priority” (www.armytimes.com) The Army’s combat readiness depends on leaders at all levels to embrace the importance of developing NCOs at a higher level. With changing and improving weapons system and equipment, soldiers of 2020 will need to be at a higher level of readiness than ever before. It must commit to placing emphasis and value on the training, education, and experiences individuals obtain in the operational, institutional, and self-development learning domains. The U.S. Army has made leaps and bounds from where it first began and leading up to the twentieth century. “In the mid 1900’s many leaders in the Army still felt that development was done through the means of on-the-job training, and that that is where it should stay.” (www.ncohistory.com) This was about as far from the today’s system of STEP as you could possibly be.

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

I was lucky enough to serve as NCOIC of an S2 shop for my first assignment. I was able to utilize my experience within the Air Force Security Forces to execute my duties as Personal Security NCO and Physical Security NCO competently. I was successful and promoted to SSG on 01 October, 2007, the one and only promotion board that I have attended. I was selected based on the success of my battalion’s Physical Security Inspections to be the brigade Physical Security NCO. I served in this position admirably until I received orders to the 4th Infantry G2 ACE,

In 1973, the Army (and the noncommissioned officer corps) was in turmoil. Of the post-Vietnam developments in American military policy, the most influential in shaping the Army was the advent of the Modern Volunteer Army. With the inception of the Noncommissioned Officer Candidate Course, many young sergeants were not the skilled trainers of the past and were only trained to perform a specific job; squad leaders in

Is the Noncommissioned Officer (NCO) Corps (Enlisted force) talent accurately managed throughout the ranks in order to sustain force readiness? During many years, the Army has continuously fulfilled analysis (studies) of the force to establish and improve management guidance over different initiatives, policies, and regulations in order to effectively organize the use of manpower. Conversely, the management of the NCO force has not been acceptably enforced and/or managed within the Army National Guard in order to meet the Army’s intent (Objective) on NCO Force management. Due to the Army National Guard’s force structure is limited in authorized positions within their

The United States Army has been and always will be a forever changing profession, striving to be the best and continuously trying to improve. Although most changes in the military are good, there are also some changes that are lacking in the interest of the Soldiers. This is because for those who have had their military occupational specialty placed on the chopping block, either to be phased out or merged into a different specialty.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

3. In order to maintain tactical, technical, and leadership proficiency all NCOs must be fully qualified in their career field and for their NCO level of

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

Adaptive leadership is becoming widespread in the United States Army amongst junior officers in leadership positions that require quick thinking and innovation. Leonard Wong discusses how the versatile and unpredictable enemy and situations in Iraq produces adaptable junior officers. These officers are learning to make decisions under chaotic conditions and are becoming more mentally agile. The Army is changing. The Army is transforming its capabilities in the war in Iraq to be effective and successful. General Schoomaker states that we will not accomplish our goals as a nation in the 21st century unless our Army becomes much more agile but with the capacity for long term, sustained level of conflict. The Army is in the process of

To the civilians that don’t understand much about the specifics or structure of the military this may get boring. It could also be interesting and an inside look at how the rank structure works in the Army. But, since 7% of my readership comes from a .mil address (yet I track domains), there are NCOs from all branches that I hope will learn something. Keep in mind that my comments are geared more towards the Army realm, but the basics are service wide. I’m not going to speak about the officers, just the NCOs.