SFC Cipriano: Music Performance Team Leader

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

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

SFC (Ret.) Mark C. Daw is the subject of this Leader’s Legacy paper. SFC Daw served for over twenty years in the United States Army Signal Corps. SFC Daw served during the Cold War in the Berlin Brigade, in Operation Desert Storm, in Bosnia during Implementation Force (I-FOR), and in Operation Iraqi Freedom 04-06. A career paratrooper, SFC Daw’s leadership style involved leading from the front at all times, superior tactical and technical proficiency, a hand of discipline tempered by wisdom, and developing his Soldiers professionally and personally. SFC Daw’s example serves as one worthy of emulation by all Soldiers, regardless of expertise or field. I am the Soldier I am today because of SFC Daw.

Rank 3: Cpl Anderson leads the way by instructing defensive tactics during sustainment training. SNM is highly mature when conducting infront of other Marines. SNM was the only NCO that helped

The purpose of this paper is to describe why SFC Boozer, Charles is who I consider my Legacy Leader and how he positively impacted not only myself, but the Army and NCO Corps which directly influenced the Leader that I am today. The Attributes and Competencies that he instilled in me as Leader are just a few of the many things that I would like to become part of my Legacy that I would like to leave behind the Army and NCO Corps.

For a future occupation, I would like to apply to be a music director. A music director is someone who leads a musical group or an orchestra. This career is one that I think According to Occupational Outlook Handbook, a typical schedule for a music director are “rehearsals and recording sessions are commonly held during business hours, but performances take place most often on nights and weekends. Because music writing is done primarily independently, composers may be able to set their own schedules”(OOH).

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

Throughout my ten years in the military, there have been several people who have influenced me or have shaped my career in some way. One Non-Commissioned Officer (NCO) in particular, was Senior Master Sergeant (SMSgt) Timothy Clough. I originally met SMSgt Clough in 2013 when I was a Staff Sergeant (SSG) and he was a Master Sergeant (MSgt). SMSgt Clough arrived at our current unit, Special Operations Command Central (SOCCENT), and placed as the NCOIC for the Iranian Threat Network (ITN) team. Even though SMSgt Clough is in the Airforce, his mentorship and guidance will have far reaching impact on my career. The purpose of this paper is to explain through his actions, character and leadership why SMSgt Clough is a Legacy Leader.

As a platoon leader, 1LT Flores expertly managed platoon operations to meet all readiness requirements including medical readiness, mandatory training, and support of critical SHARP, EO, and suicide prevention principles. 1LT Flores actively managed skill sustainment and additional duty responsibilities of his platoon. His participation in training planning and leadership meetings, directly enhanced the effectiveness of company

SFC Warren demonstrated exceptional professionalism and leadership ability as an Advanced Individual Training (AIT) Platoon Sergeant for the second largest military occupational specialty in the U.S. Army, 68W, combat medic. As the Senior Platoon Sergeant she led a highly productive team of nine platoon sergeants during one training cycle, and was pivotal in the welfare, mentorship and Soldierization of over 1800 Soldier medics during her tenure.

SGT Subramaniam has held a wide variety of leadership positions throughout his career. SGT Subramaniam was the Platoon Guide at the Advanced Individual Training for the entire duration of the training. SGT Subramaniam served as a Team Leader at US Army Ranger School, responsible for the combat

47). McDonough spared himself from nothing as time after time he would rotate through every third patrol as squads conducted patrols and midnight ambushes. Whether McDonough’s men knew it or not, he studied them attentively. McDonough (1985) describes his interaction with his men “I sat and listened to their stories, their hopes, their gripes. I tried not to speak about myself” (pg. 75). The time that LTC McDonough took to learn about his men would play a key role on building his trust and faith in his men as he went out on patrols with them. He was able to describe his squad leaders and platoon sergeant with great detail. He knew about their strengths and weaknesses and was able to adapt his leadership style and presence depending on which NCO he was patrolling with. Another example of his empathetic and servitude leadership style was the fact that he let his platoon sergeant bunk in the sand bagged bunker McDonough (1985) explains “By right of rank, I would have had the bunker for my own quarters had I wanted it… It was too plush in comparison to what the men had” (pg. 99). It truly amazes me that LTC McDonough seemed to have grasped the concept of what it means to be an effective leader, and I truly believe that his treatment of his men, and the way that he conducted himself was a key part in his success during the

As a senior NCO, SFC Davis’ ability to lead, develop and achieve contributed to my personal growth as an NCO by forcing me to acknowledge that I am a Soldier first and foremost. For example, I did not immediately appreciate the importance of a high PT score or weapons qualification. SFC Davis understood that these basic Soldier tasks were the bedrock of credibility when it came to dealing with infantrymen who viewed these shortcomings as another reason intelligence Soldiers belonged “in the rear with the gear.” He put a lot of hours into PMI and remedial PT, but at the end of the day he got us there. He got results. And I was proud to wear an expert marksmanship badge and PT badge on my uniforms. I saw how rare these accomplishments were among the rest of Soldiers on the US Army Alaska (USARAK) staff and HHD. This helped foster a positive climate in the G2 shop. We felt like we were the best section, and I made sure new Soldiers filling the ranks of this newly formed DISE knew the standard.

SSG Hill has been one of my greatest assets in changing the culture and the way Retention was perceived by the Command Teams and Soldiers in the 277th Aviation Support Battalion. SSG Hill would constantly go out of his way to ensure that every soldier whether under his direct supervision or not, received great leadership and outstanding retention advice. SSG Hill stood out to me since he was not assigned the additional duty as a Company Reenlistment NCO. SSG Hill’s professionalism, attention to detail and dedication to duty made his Company and Battalion achieved or exceeded the goal for each category. Not being stagnant and waiting for instruction shows that SSG Hill is a motivated self-starting NCO. It is my absolute recommendation that SSG

SSG Joseph was selected to serve in the SFC MTOE position of Music Performance Team Leader C. He was responsible for the technical and tactical development of 9 Soldiers in the execution of 212 musical missions. These performances included such high profile missions as the Fort Leonard Wood 4th of July celebrations and the Gold Star Dinners. As percussion section leader he was responsible for the musical development of a 4 Soldier percussion section and the accountability and maintenance of $35,000 of MTOE and CTA equipment.