Projec Project Warrior Case Study

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

For more than three decades, Army Non-Commissioned Officers (NCO) were part of an era of fast promotions through the NCO ranks, with some Military Occupation Specialty (MOS) seeing Soldiers make the rank of Sergeant First Class (SFC) with six to seven years time in service (TIS). Since the terrorist attack on September 11, 2001, the United States military was facing a challenge that produced two separate operations simultaneously in the same region of the world which called for thousands of additional service members, especially in the ranks of NCOs. While “fast tracking” was great for the individual, it left many enlisted Soldiers, as well as Officers angry and frustrated with the lack of knowledge these young NCOs were demonstrating when it came to basic Soldiering tactics and techniques. This stems from the decades old Sergeant and Staff Sergeant promotion boards, lack of leadership time, as well as lack of diversity within major Army Component Commands (COCOMS).

new strategies and challenges with great agility as they appear,” say the authors. There’s a strong shared identity, with extensive communication channels and a set of highly scripted, repeatable tasks. The captain is on the field and part of the team to motivate and encourage. This paradigm works where there is a high degree of trust in the skills and judgment of those on

In support of my capstone project, I assessed and will submit a redesigned proposal with developmental recommendations for reformation of a solid POI for the SPCC that takes place at the Army Logistics University. In this, I have identified the foremost purpose for this redesign as the following: The investment in the education and training of rising leadership is vital to the long-term success of our sustainment support staff and the services provided. With this course providing training in modular force operations for newly selected command designees that enables them to function effectively throughout their command tour it is very important to make sure that the training is substantive. Therefore the main focus is to assure that training is current and emerging sustainment doctrine and leadership topics for commanders on the National Guard, Reservist and Active Duty levels is most essential.

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

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 purpose of this assessment is to compare and contrast how General Vincent K. Brooks attributes and competencies changed the military. How his encouragement contributed to personal growth and development as a leader. A West Point graduate General Brooks was the academy's first African-American Cadet First Captain, the highest position (Cadet Brigade Commander) a cadet can hold, an appointment that brought much public visibility at an early age in life. He graduated from West Point in 1980. Truly a soldier's soldier, Brooks was born into a military family that was posted in Anchorage, Alaska on October 24, 1958. His father, Leo Brooks Sr. was an army officer who would himself become a Brigadier General, his brother Leo Brooks Jr was as

Moving forward, our Army's primary purpose is steadfast and resolute: to fight and win our Nation's wars. But we all know that the Army must be able to do much more than that. Today, we require an Army that is adaptive and innovative, flexible and agile, integrated and synchronized, lethal and discriminate. Even more critical in today's complex and uncertain environment, the Army is the decisive arm of the Joint Force in a broad range of missions. Historically the Army has been focused on a specific set of needs, but these needs and the means in which they are resourced have changed. So we must fundamentally change how we do business. As we keep adding rocks to our Soldiers' rucksacks, all leaders must remain cognizant over time. Everyone's load can get too heavy and cause permanent wear and tear. So it is a good idea to

Today, our Warrant Officer Corp is simultaneously in transition, in action, and in preparation. As an Army in transition, we are returning and recovering from over a decade and a half of sustained deployments in support of the wars in Iraq and Afghanistan. The Army is now focused on how we look to the future of a chaotic and complex world while restructuring. Guided by our warrior ethos, our leaders and Soldiers will continue the Army’s transformation, exasperating the eight characteristics of the Army’s 2025 strategy into an agile, expert, innovative, interoperable, expeditionary, scalable, versatile, and balanced force.

Development is a life long trait or goal. Develops and development are linked. Development is defined as the deliberate, continuous, sequential, and progressive process, grounded in Army values, that grows Soldiers and civilians into competent and confident leaders capable of decisive action. Senior Warrant Officers are significant in the role of developers. They are commonly tasked with the role of becoming a front line leader. Senior Warrant Officers are also in the business of leader development especially for young lieutenants. This development is achieved through lifelong progress of gaining knowledge, skills, and experiences through institutional education, organizational training, operational experience, and

The United States Army Whole Soldier Concept Aaron Williams Engineer SLC Abstract The purpose of this paper is to define one of the Army’s administrative tools called the whole Soldier concept as it applies to Army regulations that govern the Army’s select-train-educate-promote (STEP) promotion system and the Army’s retention program. Although there is no officially endorsed military publication dedicated to the whole Soldier concept, there are two such publications that depict the concept in different lights. The two publications that illustrate this are Army Regulation (AR) 600-8-19: Enlisted Promotions and Reductions (2017) and AR 601-280: Army Retention Program (2016).

L201 sets the scene for the L200 block of instruction. Throughout L200, you will integrate your organizational-level leadership perspective from a commander’s point of view. The Army confidently declares “commanders are responsible for all their unit does or fails to do.” What does this really mean and what are the implications? You will examine three areas of command in this lesson: 1) develop an understanding of the mental shift required of a leader that is assuming command of an organization; 2) review the commander’s assessment methodology and if that methodology changes when a leader becomes a commander; and 3) examine how the philosophy of mission command supports the central role of the commander and assists them in taking command.

I consistently draw inspiration from the professionalism and work ethic of the 350F and 180A Warrant Officers I work for, and not a day goes by that I do not learn an invaluable lesson from these admirable subject matter experts. I have been assigned to multiple echelons which have provided me operational and tactical knowledge to leverage automation to conduct trend, pattern, and comparative analysis at all echelons. My positions have provided me extensive knowledge of the intelligence field; ranging from ground, aviation, sea, and Special Operations which allow me to leverage information from all intelligence disciplines. Over my career I have consistently been able to provide commanders with predictive analysis regarding an enemy's most probable course of action or reaction. I have served as a team leader, where I led and managed Soldiers flawlessly both in garrison and deployed. My performance as a NCO has been extraordinary, and I am ready to become an integral part of the Warrant Officer Corps. As a

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.

There is a point in a Soldiers career where you have to make a decision that best suits you. In 2007, the Army Acquisitions Corps (ACC) offered me the opportunity to be a part of something new. Having already been actively involved in the acquisition community, providing for the war fighter, and feeling a sense of accomplishment in doing so, there is an internal sense of pride in being a part of the newest Military Occupational Specialty (MOS) in the United States Army, 51C; Acquisition, Logistics and Technology Non-Commissioned Officer (ALTNCO). Making the transition into a new career would present me with a number of trials and tribulations, which lead me down a path of self-analysis and unit assessment regarding the lack of future planning to help properly build the enlisted contracting workforce. If the organizational design included personnel of various Military Occupational Specialties to handle the support roles of the unit, the mission focus, through practical application and training, would have led to the establishment of a stronger, more knowledgeable, and certified enlisted contracting workforce.