Noncommissioned Officer

In conclusion, the Marine NCO is to provide guidance, display courage, and influence Marines, young and old. As a Sergeant of Marines I am the liaison between junior Marines and my SNCOs, the Sergeants task is greater than that of any in shaping young Marines. Not only does a Sergeant have to hold himself to the highest standard possible, he must also hold his Marines responsible, because after all he is charged with guiding those Marines not only professionally but also through day to day life. If there is anyone in the Corps you can turn to for advice, guidance, or hard work and determination, it should be the Marine

Individual responsibility as a noncommissioned officer means you are accountable for your personal conduct. Soldiers in the Army have their own responsibilities. For

Because of this inherent hierarchal quality, respect must be established between the ranks to ensure that tactical operations continue to fit within a strategic plan. Additionally, in order to successfully mobilize a military, some sort of structure must be enforced to ensure critical elements such as communication, discipline, and accountability are properly maintained. If hierarchal respect, particularly in the sense of customs and courtesies is not maintained, the effectiveness and efficiency of a military is inhibited. In combat situations, if this respect is not well established, it can put the lives of soldiers in danger. Furthermore, in most cases NCOs have more combat experience or, at least, more experience in their MOS. In this sense they are better equipped to lead lower enlisted soldiers into combat situations, to protect their soldiers, and to ensure the completion of the mission. This is why they have earned the position of a non-commissioned officer in the first place and should therefore be respected. I can understand the logic behind this point of view.

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

An NCO in my eyes is first most a leader, someone that has his soldiers back, there to protect and defend them, mentor them, and guide them into being NCO's themselves one day. As an NCO you need to be able to share your knowledge with younger soldiers, teach them the ways of the Army, let them not only learn from their mistakes, but from the ones we have made along the way as well. An NCO needs to be able to trust in his soldiers, but more importantly, soldiers need to be able to trust their NCO's. How can a soldier follow us into battle if they cannot trust us with the smaller things? How can a soldier turn to you in confidence with an issue that they have if they can’t even trust you, as an NCO, to have their back about something small

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

relate to all parts of the unit to get a job done. This often means

The Non Commissioned Officer (NCO); the "backbone" of the Marine Corps. The driving force behind the battle of Belleau Wood, the battle of Hue City, the fight for Fallujiah, the taking of Marjah and, most recently, the battle against suicide and sexual harassment. No other group of men and women in the world have been called to fight across such a broad area of operation. As we look at the ever-adapting role of the NCO, we must first look to the past. One of the foremost examples that comes to mind is John Basilone. To Marines, Basilone needs no introduction. He was a hero, and Sergeant when he was awarded the Medal of Honor. No words can better describe his heroism than his citation. “For extraordinary heroism and conspicuous

I have been surveying my options regarding my present and future career plan. As I consider various paths, one option remains outstanding and seems to fit my personality and my skill set to a tee. This option is that of the possible advancement within my region, as I hope to become promoted to a noncommissioned officer. The following essay will summarize the reasons as to what I believe makes a good noncommissioned officer, why I fit these criterion and for which reasons I wish to become an NCO.

Just a year and a half in the Active Guard and Reserve (AGR) program, I had the unique opportunity to apply for two Readiness Noncommissioned Officer (NCO) positions at the same time, one at the 617th Military Police (MP) Company in Richmond, Kentucky (KY) and the other at the 1103rd MP Detachment (DET) Law & Order in Harrodsburg, KY. Both Sergeant First Class (SFC) positions were vacant due to the Kentucky Army National Guard (KYARNG) gaining force structure in 2002. I was just a Sergeant (SGT) at the time occupying a Staff Sergeant (SSG) position in a detachment located in Frankfort. A position that I was hired into straight off the street so to speak; I was a Traditional Soldier, also known as a weekend warrior. I knew it was early in my AGR career, but I was like why not apply, all they can do is say no, bend my dog tags, and thank me for applying. As luck would have it, so I am told I didn’t win either board, but was runner up to SSG Marshall Ware. SSG Ware was chosen to take on the 617th, so by default I was offered the position at the 1103rd. I received the call in December of 2002 from my Administrative Officer (AO) asking if I was interested in the position and I accepted. A Sergeant, brand new AGR Soldier, just offered a SFC position, not to mention that the paragraph and line was the actual Detachment Sergeant of the unit.

In a Special Forces Group, an Assistant Detachment Commander (ADC) and the Command Chief Warrant Officer (CCWO) possess the ability to actually command (within their perspective responsibilities) as a formal member of the command team. However, the intermediary positions of Company Operations Warrant Officer (COW) and the Battalion Operations Warrant Officer (BOW) do not possess this capability. This is by design due to two primary considerations, the operations need at the Company and Battalion levels and more importantly the lack of a needed dependence on a dedicated Warrant Officer manager. Thusly, a Command Warrant Officer is not necessary at the Company or Battalion levels.

It’s said that NCO’s run the Army. It been true ever since there have been armies, and it’s

care can not be taken in preferring none to that trust but those who by their merit

I am pleased to submit my application for the position of Officer. It is exciting to consider a position with the global leader in consulting and technology services. In this letter, I provide some background about my education and credentials relevant to this position. I believe I have the required qualifications for this position. I earned my MD from Kabul Medical University specializing in Family Medicine. I then earned an Executive MBA in Health Management and Administration from Preston University Pakistan. Subsequently, I earned my Dual MPH degree in Epidemiology and Global Health, and my PhD in Epidemiology at the University of South Florida, College of Public Health.

Becoming a Non-Commissioned Officer (NCO) in the United States Air Force is a very significant milestone within an Airman’s career. Achieving such honor builds confidence, pride, and commitment. For those who step into the role as an NCO quickly find out leadership is more complex than just sewing rank onto a uniform. I’ve recognized that the type of leader I am currently is considered being Management by Exception-Passive (MBE-P). Being MBE-P my leadership approach is based on the motto of “if it isn’t broke, don’t fix it.” I am an individual who will holds his subordinates and peers accountable for their actions if standards aren’t being met. My leadership approach is more reactive than proactive. My leadership style is also defined as