Master Sergeant ( Msg )

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

The presence of this NCO is outstanding. As a new sergeant he was selected above his peers (and some superiors) by his command to

In the Marine Corps, there exists an example of heterarchy nestled within a severely delineated hierarchical structure. When Marines achieve the rank of gunnery sergeant (E-7), they must make a decision about the direction of their career path. They can choose to be considered for promotion to either first sergeant or master sergeant. Both are paid at the E-8 level, but have vastly divergent occupational responsibilities. A first sergeant assumes an administrative role as an enlisted advisor to the unit’s commanding officer. Master sergeants are experts in their military occupational specialty (MOS) or job. They serve as enlisted technical advisors to the commanding officer, but also have the flexibility to step into the billet of a first sergeant

The role of the leader in this professional arms of the Army has developed since its formation that has continued to grow even beyond the officer corps with warrant officers, NCO’s, and civilians. Even though

MSG McKinney’s strong character embodied the Army Values. Though he had over 20 years in the Army, possessed a body badly worn from years of tough assignments, and his wife was vocal in her insistence for him to retire, his loyalty and sense of duty would not allow him to retire. I did not see this in MSG McKinney on the first day I reported to him in January 2009 at his Analysis and Control Element (ACE), but ever since that day as our professional and personnel bonds grew I realized he held a strong respect for the profession and that selfless service drove him. Furthermore, I admired his personal courage. No one I knew had more deployed months when I met him, yet we would deploy twice to

I have observed Chief McMullen’s leadership, strategic thinking, and the ability to lead and supervise subordinate staff as the N1 Department Head at NCTS FE Headquarters. She provided sound counsel and training to all levels of the chain of command inspiring confidence and complete loyalty throughout the ranks and detachments. A superb professional, experienced

During the course of my career, I have had the pleasure of working for many talented leaders. In many cases, it wasn’t until years later that I realized how they guided and shaped my development as an officer. However, these revelations didn’t come to me as I reflected on their actions, rather they came to me as I reflected on the actions of those officers who demonstrated the poorest example of what a leader should be. One field grade officer in particular stands out as someone who conflicted with the mission command philosophy of command at every turn and serves as an enduring example of what a leader should not be.

Throughout the ten years of my Army career I have aspired to be a consummate professional and set the example for my peers and subordinates. I have always demonstrated my ability to lead by consistently filling in for positions above my pay grade without dereliction. I have proved to be resilient throughout my career by overcoming all of my obstacles set before me. Failure has never been an option for me as the accomplishments of all of my missions and the welfare of my Soldiers have always come first. In all of my assignments, I have made a name for myself to be a person of integrity, knowledge and reliability.

It has been said that the Noncommissioned Officer (NCO) Corps is the backbone of the Army (Sheehan, 2009 p 2). It is up to the Noncommissioned Officers to teach lower enlisted Soldiers the right way to do things and teach them to steer clear of the wrong way. Since September 11, 2001 our nation, in one form or fashion, has been at war. During these times of war, the Army lost sight of some of the smaller things. Unfortunately, the smaller things can make the biggest differences. These smaller things are; training our subordinates to be a Noncommissioned Officer, counseling Soldiers to improve their effectiveness, having pride in serving as a member of the military, and mentoring Soldiers to teach personal motivation to obtain something. Admittedly some of these things can be credited to a change in our culture but there used to be a way of squeezing these things out of our Soldiers that just cannot be done anymore. In the new rapid deployment Army, the Noncommissioned Officer corps has lost sight of how to train and instill these traits in our Soldiers. Instead, Soldiers have been allowed to become complacent in their stagnant state.

Let me begin by saying I am not your typical hard charging noncommissioned officer (NCO). The sergeant you normally see barking orders with that strong command presence is not me. I tread lightly and lead with the “opposite” of an iron fist; those words help to explain my personal philosophy and vision on leadership as an NCO.

With great power comes great responsibility… As a Non Commissioned Officer we have great power, to influence, to mentor, provide motivation, and we hold others lives in our hands. This power is not to be taken lightly at all. Responsibility is defined as a particular burden of obligation upon one who is responsible, reliability or dependability. In this paper we will examine the role of the Non Commissioned Officer his/her duties and responsibilities, the Army Values that help provide a foundation for the Army as a whole, The Non Commissioned Officers Creed which helps provide guidance and stability for all Non Commissioned Officers, and property accountability which is of great

The goals, influences, and aspirations of a Private (PVT) in the United States Army are different from those of a Sergeant (SGT) or a Sergeant First Class (SFC). In addition to the obvious knowledge and experience gaps, there is a change that happens to the point of view of that individual as he or she progresses through the ranks of the military. Sergeant First Class Kam Wright of Headquarters and Headquarters Detachment (HHD), 115th Engineer Battalion, influenced junior soldiers through his willingness to back them up with his reputation and rank in order to give them wider opportunities. Master Sergeant Troy Josie of Headquarters and Headquarters Company (HHC), 300th Military Intelligence (MI) Brigade (Linguist), influenced his junior Non-Commissioned Officers (NCO) by not only entrusting them with responsibility for the first time in their careers but also by pushing them to pursue other paths in their military service. But, it is a Master Sergeant (MSG) from 2nd Battalion, 1st Special Forces Group that produced the deepest felt effects on his Senior NCOs by pushing them to their physical, mental, and emotional limits in southeast Afghanistan. (This MSG will go unnamed in order to protect operational matters but will hereafter be referred to as MSG Burton).

Staff sergeant Ivana Preach, you have accomplished a great deal over the last few years. You have managed to complete all two hundred and fifty-four core tasks, including the twenty-five seven-level specific tasks. You graduated from Airman Leadership School six months ago and completed your seven-level career development course soon after. Currently you are assigned to quality assurance office which requires your oversight for fifteen offices. Your actions as a noncommissioned officer have not gone unnoticed. Recently you earned Noncommissioned Officer of the Quarter. You were credited for the flawless implementation of the operational readiness training course. Based on our conversations and your actions, I believe your preferred cognitive

A great non commissioned officer knows how to incorporate both types of leadership aspects so that he can keep his soldiers motivated into getting the work that needs to be done over with and in a timely manner and when the soldiers do this they are rewarded for their hard work either by off post PT or a late call.

Working as a Command Senior Enlisted Leader, I assist and advise in enhancing policy, strategy, and outreach to the workforce, serve as a liaison to the Command Master Chief (CMC) and Chief Petty Officer (CPO) network and manage communications between the unit Commander and senior enlisted leaders throughout their AOR. (Steven Cantrell, 2015) One of my primary responsibilities is working as a human resource manager for the enlisted workforce. I have purview over 65 enlisted personnel and ensuring their needs are addressed. While I may not affect the pay or benefits of employees, I can ensure the hard working staff receives the training they wish to attend, oversee the unit’s morale committee, and I am within reach 24 hours a day to all personnel for anything they may need. With the rest of the Chief’s in the command, we maintain the Enlisted Person of the Quarter/Year program, which highlights the efforts of one staller member of the command and is another example of morale efforts.