Officer Gainer Recommendation

Petty officer Gray has distinguished himself in the performance of his duities and is most deserving of his first Navy and Marine Corps Achievement Medal for actions during the period from July 2013 to 2015, while assigned to U.S. Naval Construction Battalion One as an Equipment Operator, and Dispatcher. Petty Officer Gray quickly earned the respect and admiration of both his superior and subordinates with his eargerness to qualify on all required licensing for command tasking ahead of schedule in order to assume greater responsibilitys which greatly benefitted and supported command mission. He attained excellent rating knowledge, sound leadership abilities, and exceptionally strong work ethics. He has without doubt provided professionalism

-Exemplary Supervisor. Petty Officer Brickhouse led, trained, and qualified eight personnel in daily watch routine requirements. He maintained custody of 18 Electronic Key Management System line items during watch to watch turnover with zero discrepancies. Additionally, he earned the Enlisted Information Dominance Warfare Specialist designation and conducted training for three Sailors in Maintenance, Material, and Management (3M).

She assisted with reimaging 81 PCs to resolve security client applications issues, and another 30 PCs to complete clean up actions due to an electronic spillage occurrence. Her attention to detail conducting several walkthroughs of 8 LNSC spaces and organizing 13 DIVO records lead to a well-earned passing grade for the N8’s Department In The Spotlight (DITS) inspection. As N8 department Career Counselor, she was directly responsible for 6 career development boards resulting in 2 Sailors advancing in rank to Petty Officer Third Class.

2Lt Fisher was employed as a Platoon Commander (Pl Comd) on the Army Cadet Leader Course during her time at the CTC. At the beginning of the summer, she displayed disinterest and lack of motivation towards her position and associated responsibilities. During her initial interview, she identified two areas she would work on throughout the course of the summer: enhancing her organizational skills and ensuring cadet participation during scheduled periods of instruction.

Corporal Cencich has my utmost support and highest recommendation for selection as Division non- commissioned officer of the quarter. Through this period, Corporal Cencich has executed his duties superbly. During Integrated Training Exercise (ITX) 3-15, Corporal Cencich served as the fire support team chief, Kilo Company, 3d Battalion 8th Marines. While serving as the team chief, he conducted 500 calls for fire resulting in the safe and accurate firing of over 5,000 artillery rounds. Responsible for the team’s communication and observation suite, a value exceeding $100,000, Corporal Cencich ensured 100% accountability throughout training despite directly participating in multiple company and battalion exercises aboard Marine Air Ground

SFC Newell improved the 2nd Battalion's NCOER completion rate from 55% to 90% in his first year as Readiness NCO. He served as the acting NCOIC for the unit, attended all regular meetings and required training, and excelled

Noncommissioned Officers are the backbone of the Marine Corps. Each leader is vastly 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 mature into Marines who 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; they get to know their Marines; and they adhere to a sound leadership style. This paper will discuss the story of Dakota L. Meyer, who received the Medal of Honor for his actions as a Corporal of Marines during

SPC XXXXXXX achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall XXXXX% grade point average. SPC XXXXX was a motivated leader that participated in all classroom discussions. His determination to seek self-improvement and work as a team player was unparalleled throughout the course. He displayed exceptional drill and ceremony skills while flawlessly inspecting and marching a squad size element. His ability to assimilate new information and present it in a military manor was evident during his oral history brief. He demonstrated comprehensive knowledge in all academic areas, excelling in communicating in writing, and conducting individual training. As squad leader during the

A more approachable Senior Enlisted Leader is needed in the Coast Guard. The following is a common story for junior enlisted 15+ years ago when the title of Command Chief was Command Enlisted Advisor. An FS3 was serving on CGC Munro when his father fell off a water tank and was placed in intensive care. The Munro went underway to Japan. The FS3 was sent temporally to TRACEN Petaluma to take care of his father. While at Petaluma the FS3 found out he was not eligible to advance due an administrative over sight.

EXPERT MOTIVATOR AND MENTOR. He flawlessly led 5 sailor and 61 Future Sailors as they prepared for Recruit Training Command. His exemplary mentorship directly resulted in 40% of his shippers advancing to the next pay grade and two of his sailors selected to be LPO's currently leading successful recruiting stations, greatly enhancing his contribution to the overall command mission.

One thing I did not expect as a young man is that during my journey in the Coast Guard, whether 4 years or 30, that I would have the privilege to meet some great leaders. As though a higher power was at work, I usually had the proper leadership for the stage I was at in my career. BM2 Welch was rough around the edges and a stickler for detail. I was still new to the Coast Guard and needed a firm hand BM2 provided. He gave me direction. I learned from BM2 that working hard at every task thrown at someone is essential to be a good shipmate. As a brand new petty officer, BMC Jeff Reed showed me how to hold other people accountable. He never reprimanded me in public, and after every strict talking, he gave me a pathway to resolve the situation

In early 1986, Lieutenant General Saint and his Command Sergeants Major, Command Sergeants Major Horvath, identified the need to establish an elite organization to recognize stellar Non-Commissioned Officers. These Non-Commissioned Officers are those who have demonstrated excellence in performance and leadership abilities that resemble those of other influential NCO’s. A special group that needed a figure head that all members could emulate and strive to act in accordance with. This figure head could be none other than Sergeant Audie Murphy.

“We are the United States Navy, our Nation 's sea power - ready guardians of peace, victorious in war. We are professional Sailors and Civilians - a diverse and agile force exemplifying the highest standards of service to our Nation, at home and abroad, at sea and ashore. Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success. We are a team, disciplined and well-prepared, committed to mission accomplishment. We do not waver in our dedication and accountability to our shipmates and families. We are patriots, forged by the Navy 's core values of Honor, Courage and

Becoming a Chief Petty Officer is a significant accomplishment in the life of a Sailor. It is a rank that is honored and respected by officers and junior Sailors. The Navy is the only branch that conducts Chief Petty Officer Initiation training; therefore E-7’s from other branches may elect and benefit from the training. The foundation of the Chief Petty Officer was established on April 1, 1893, and it remains strong due to the past and present chiefs who take pride in their heritage. Being a Chief Petty Officer means assuming greater responsibility as a leader, upholding standards, carrying on a legacy, training, and ensuring junior Sailors promote.

As part of leadership, the mentoring program must be implemented across the squadron as a great tool to counsel, coach, look after the welfare of, and ensure Marines accomplish the mission in support of commander’s vision and expectations of teamwork, leadership, and communication. Also, a Values-Based Leadership Integration (VBLI) program will be incorporated into small-unit leadership. The VBLI is a good tool in that it improves communication skills of each Marine during a guided discussion as well as builds and sustains trust and loyalty between subordinates and leaders. Overall, making ever Marine relate better to the commander’s vision and expectations.