MWO Position Paper

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

Within the Adjacent Corps we must strive to be proficient. Tactical and technical proficient we must operate as a team. While raising to the challenges placed in front of us. Along with assisting any civilian counterparts and Soldiers alike. We all need to follow a set of ethical standards. We are all professional at every grade and rank. Our MOS doesn’t limit us to our comrades it defines and what we are capable of despite rank. The Army must never cease to push itself to be the best while displaying this to Soldiers subordinate and senior. As a Human Resource NCO I feel that we need to show our strength and stay diligent helping our fellow 42A regardless if they are TPU , AGR or AC alike sharing the knowledge that we have learned and absorbed expertise. First to all junior enlisted and senior enlisted because those unwillingness to learn from another 42A is not the way of the Adjacent Corps. Thought it’s hard to balance being a professional we must demonstrate this in day situation because we are professional in uniform and out of the uniform. The Army professional have issues with toxic leadership in Within the Army Professional Culture but the as soldiers and 42A’s staying professional with this environment is critical to

Considered the “backbone of the Army,” the Army NCO corps is facing a massive shortage of qualified Soldiers thanks to the down-sizing of military forces after a decade and a half of wars, and the seasoned NCOs either separating from the military, retiring, or recovering from combat related injuries. Through a Department of Defense policy that was implemented in 2005 to expand the NCO corps, which ultimately lowered the bar for promotion,

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

The 82nd Combat Aviation Brigade (CAB), 82nd Airborne Division Fort Bragg, North Carolina (NC), received orders in early 2010 to deploy to Afghanistan in support of Operation Enduring Freedom (OEF) 11-12. Our brigade commander was a very maintenance-oriented, analytical forward thinking leader. He decided to implement task force organization for the brigade very early. He based the decision on troops and companies within the brigade fully integrating different aircraft, pilots, maintainers, and support personnel into new organizations. Aviation, in general, remains filled with many different low-density Military Occupational Specialties (MOSs). Certain MOSs work on different aircraft and others work on one type of aircraft specifically. Soldiers, Non-Commissioned Officers (NCOs), and Officers would need to fully integrate and understand the unit’s mission and various functions. A Troop, 1st Squadron, 17th Cavalry Regiment (1-17), with myself as the First Sergeant (1SG), moved hangars and integrated with 1st Battalion, 82nd Attack Helicopter Battalion (AHB), and then again into Task Force (TF) Wolfpack. There were several reasons why A Troop, TF Wolfpack1-82, and 82nd CAB were one of the most successful Brigades during all OEF

Ever since I joined the Marine Corps, I couldn’t wait to do my first deployment located in the combat zone. I have deployed once before, in 2013 where I was stationed in Rota, Spain but it felt more like a vacation than an actual deployment. Having to listen to everyone else talk about being in the dirt, the real action, those stories represent all that I signed up for as an infantryman. I had put my name down for every deployment once I arrived at my new command, I asked for recommendations and nagged people to no end. When I finally got picked up for deployment to the Middle East, my excitement was unexplainable,

According to the Mission Command White Paper, “mission command must be institutionalized and operationalized [sic] into all aspects of the joint force” (Dempsey, 2012). Instilling mission command throughout an organization is a command team task (JSOFSEA, n.d.). As a member of the command team, the senior enlisted leader is in a unique position to offer something company grade officers or noncommissioned officers may have only in limited supply. That something is years of professional experience and reflection.

Served as the Command Combat System Senior Enlisted and Combat Systems Training Team (CSTT) through (2) FRTP cycles which included scenario development, training and execution supporting the operational commander mission and objectives for FST-U, FST-GC, and FST-J. Specifically, oversaw operator configuration, scenario setup,

Given the current number of EA-6B Pilots, Electronic Countermeasure Officers (ECMO), and maintainers there are not currently enough spaces throughout the Marine Corps to absorb everyone. Manpower officials and Headquarters, Marine Corps (HQMC) have stated that there is a plan, not yet published, for currently flying ECMOs to continue their careers and decided to greatly limit the ability of enlisted Maintainers to be promoted by designating the majority of Prowler maintenance MOS’s as “closed” with no allocations for promotion to SSgt or beyond. This has the potential to cause serious morale and motivation issues; Safety departments, and Commanding Officers, across the remaining squadrons need to take this into account.

The army EOD field recently made it legacy companies Modula effectively doubling the size of UT units in order to support ongoing missions around the world with the rapid increase in the number of EOD soldiers over the past 7 years the Army is steadily reaching its UT recruiting goals however the army still has a significant deficient or UD certified team leaders

Supervise and evaluate two civilian personnel and overseas transportation operations for three contract employees. Developed and implemented logistical processes for Tobyhanna USAMMA MMOD to ensure seamless integration of the automated transportation system Cargo Movement Operation System (CMOS). Provides logistical support for the transportation of medical equipment to military units across the globe to ensure global readiness for medical maintenance requirements. Oversees the development for logistic transportation plans to ensure medical equipment is delivered in a timely manner for deploying units and over 50 National Guard units. Coordinates with five commercial transportation carriers and Military Air to ensure equipment is transported

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.

The objective of this study is to examine the differences between the vegan and omnivore diet and to study the relationship of these diets to body composition, blood lipids, and the serum hormones vitamin D and parathyroid hormone. As seen previously, those eating an omnivore diet consumed significantly more dietary protein than those consuming a vegan diet (2; 3). The values we observed for dietary protein in both the vegan and the omnivore groups were similar to those seen by Hadded et al. (3) and Janelle and Barr (2). The women in our study eating an omnivore diet exceeded the RDA for protein. In contrast to other studies of vegetarians and vegans, our

Your illustration between the likenesses of mission command within the operations process to the competencies of a Special Forces Warrant Officer provided me a different perspective of comprehension. This correlation adds depth to the importance placed on 180A’s understanding and application of the operations process and mission command. I echo your thoughts and suggest that we should urge our detachment commanders to embrace and exercise the Mission Command methodology. We must help develop and mentor the detachment commanders and help prepare them for increased responsibility as company and battalion commanders.

2. Throughout my career, I have had the chance to teach a diverse group of Service Members in many subjects. I have developed excellent communication, interpersonal, organizational and leadership skills enabling me to interact with a wide range of individuals. One of my greatest strengths as an NCO is meeting each soldier needs by developing a personal understanding. I achieve this by seeing and assessing the soldiers as individuals. Applying this method in a classroom setting has helped in past units train SMs with much success.