NCO 2020 Case Study

In this report I will be going over the importance of training and education within the military, and how they both play very important roles to not only leaders, but the service members within our ranks. The military is constantly training and, we train as we fight. However, before soldiers train, they must be well educated in all areas in which they will be training. Proper education is the key to proper training. I will also discuss the importance of becoming better educated while serving in the military, as it will make transitioning back into the

2. The previous NCOER NCOIC departed unexpectedly two months ago due to a compassionate reassignement, and he was out the majority of the previous sixty days prior to his departure due to medical and personal issues. As such, the corrections the battalion CSM required on the NCOERs were not done and the NCOERs were not processed in a timely fashion.

Ongoing efforts to continue developing the skills needed to promote efficiency and effectiveness continues. The Army White Paper: The Profession of Arms (2010) notes that “as the Army reflects now on what it means to be a profession in the midst of persistent conflict, a central questions frames major challenges now facing the Army’s strategic leaders: the sergeant

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.

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.

Mentorship and proper training from the lowest level all the way up to the highest General in the Army must be re-established! A fighting force that is recognized around the world should always be the epitome of professionalism with the outmost representation of character and leadership! This balance role of the Professional leader has dramatically needed a fresh approach towards cultural diversity and knowledge development. Be, Know, Do are active words that embrace the traits of a competent leader who should always abide by them, such substantial principals can’t be ignored in our line of work. Forward operations highly depend on knowledge, ability and engagement of a competent leader, this is where we as Non-Commissioned Officers earn our tittle of The Backbone of the Army. We help balance the force through direct involvement in the daily lives of our

In todays army, soldiers are required to continuously learn and train in order to keep up with the demand of the ever changing battlefield. To properly conduct these training session, a training management process(TMP) is created to be a universal outline for leading and managing training and development. Examples of the TMP, is the Army Training Network (ATN) and the many doctrines found on Army Publishing Directorate(APD) site. In this essay, we will focus on the importance of three processes that are apart of the TMP; rehearsals, pre-execution checks, and After Action Reviews. We will also focus on the value of web-based training and doctrines, such as ATN and APD.

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.

The National Guard success comes largely from training. From real-life training exercises, field training, simulation training and distributed learning. In the event of an activation, leaders must

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

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

The Steps to Change and Growth from James Hunter bring several valuable points on preparing future leaders for a career or role where changes are constant, difficult and continuous throughout the process on becoming a leader. Embracing changes and focusing on new roles out of the comfort zone will urge the concept of developing leadership skill necessary to adjust, lead, change the way of thinking and develop new ideas that can potentially turn into greatness for future projects. Using James Hunter’s principles, I can develop the insight structure where I can feel hopes and belief on changes that may arise from a difficult situation. For instance, since I serve in the US military, having other mentors and leader stress the need to conduct constant training to my troops and embrace unique tactics and changes to tomorrow’s battlefields is something that I must trust get behind the overall concept of operations. I have been to many military conferences and training scenarios and one of my main goals is to leave the training feeling that I have learned something that can be use positively in my life and my profession.

As the Army transitions from the battlefields of Iraq and Afghanistan, the organization is well served to take a long look in the mirror. After ten plus years of deployments, our combat tested warriors are sure to possess more than enough valuable knowledge to reinforce and improve upon our status as a profession. A TRADOC published paper explains “to be a professional is to understand, embrace, and competently practice the expertise of the profession.” I believe the profession of arms exists and there are many components that reinforce this argument. Among these components, initial entry training and institutional learning, shared values, and a monopoly on our mission are three of the most important tenants. All Soldiers must graduate

They would be required to understand the political, economic, diplomatic, technological and military environment. Most of the operations would be joint operations, and a cyber-warfare would add another challenge. Therefore, there is today a need to evolve an effective Professional Military Education (PME) program to develop future Aerospace leaders who are able to quickly understand the complexities of the prevailing situation and appropriately apply the highly potent capabilities of Aerospace power to achieve the desired results most cost effectively. This paper focuses on Professional Military Education (PME) requirements of the officer cadre in view of the transformation of the Egyptian Air Force by 2030.