Senior Enlisted Reserve Advisors: Case Study

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.

of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is

In the next few paragraphs, I will explain the interview I had with one of my former squadron commanders about his most challenging issue while he was commander. The number one challenge he said that faces today’s commanders is money. This is especially true with today’s Air Force Reserve. Unlike active duty, the Air Force Reserve relies on money granted them for not only schools but as well as to cut orders to bring people in to fly the everyday missions. With the amount of CBT’s, OPR’s, EPR’s, ground training as well as flying the mission of the unit, the amount of money that comes and goes makes it difficult to accomplish all of the requirements at 100%. At that point, the commander must decide priorities for the unit. He stated that this was one of the most difficult tasks that he had faced in his military

Military sealift command initially planned to rely on the Ready Reserve Force for their sealift capabilities. Assuming that their reserve fleet had been well maintained and would be

The text book explains that during the unfreezing phase, the leader establishes the need for change by communicating the problems associated with the current situation and presenting a vision of a better future (Lussier & Achua, 2016), but in this case did not happen. The Navy utilized the Enlisted Retention Board (ERB) to execute this disorganized and poor move. Many great Sailors were not screened properly and then kicked out without a reason. The outcome was an adaptation process due to short manning and changes were required to compensate for the manning that we had lost. Great

Develop others; during my pass 12 years at the 201st Regiment (MF) RTI I have the privilege of mentorship, counsel, coach, and prepare Soldiers for future situation by train them what right looks like. Moreover groom the future leaders of the Army National Guard for positions of increased responsibility. Recently I volunteered to support the State Quota Source Manager Workshop and facilitating the TASS Training Management Life Cycle to all MSC’s and separate unit Full Time Support Personnel, Operations and Training community, as part of my commitment as a

I agree with your comment about the transformation of the NCO Education System (NCOES). The Structure Self Development (SSD) intent is to bridging the operational and institutional gaps and set conditions for continuous growth. The system was implemented without taking in consideration the dual status of Army Reserve (RA) and National Guard (NG) Soldiers. Traditional guardsmen and reservist have to comply with the same professional development requirements of active duty Soldiers on less time due to their citizen-Soldier status.

A senior lieutenant would become the Liaison Officer and serve as the Battery Commander’s direct representative. The section would also be supplied forward observers and scouts for the line companies. This worked. Subsequently, with Operation Enduring Freedom in full swing and on the heels of Operation Iraqi Freedom, the requirement to “fix” liaison came. The solution came in the form of consolidating liaison at the battalion level. The rationalization behind this venture was a consolidated liaison would be a better-trained liaison. Additionally, the current perspective was battery commanders were focusing very little attention on their liaison, which resulted in a severe lack of proficiency. This lack of proficiency came because of three factors. The first being equipment. The new gear set required to conduct terminal control became very robust and extremely technical. Training was not aligned to the current gear set. Consequently, without a well-tailored training plan, fire support skills

This is not so much the junior member’s fault but more so a failure by their direct supervisors and commands to actively engage and mentor the junior member. Amplifying factors include geographical separation from supervisors, a lack of concurrent drilling schedules, and no defined training plan. This could be alleviated by having a quarterly, centrally located alternate-drill site, perhaps the AORs largest ESD or BASE, where reserve members could drill together and pursue planned training goals in order to maintain and develop proficiency within their respective

I plan to start development and implementation of the reserve training program within the next three drill periods. I am fully prepared to engage in this endeavor and am committed to helping out my junior members achieve their goals. I know that there will be bumps in the road like there are waves in the ocean, but I am prepared to press on and complete this very important leadership

There are over two million people serving in the US military today. Of those approximately two thirds of them serve on active duty, while the remaining one third serve in some component of either the state or federal reserves. A case study was conducted to see what the relationship between active duty and reservist mental health and stress levels were, and the difference between deployed and non-deployed service members. They questioned 18342 reservist and 16146 active component service members using the Department of Defense Health Related Behavior (HRB) surveys. What was found is that if a reservist is not deployed they have a smaller chance of having mental health issues compared to active duty personnel that also have not been deployed, and reservists have a higher probability of developing mental health conditions once deployed than active duty members.

In conclusion junior officers and chiefs unwillingness to follow a mentorship program, is causing poor mission execution. This can be resolved by the chief getting out of the mess and mentoring the junior officer. By setting expectations working on a junior officer PQS/development plan it will get the junior officer out of his comfort zone, the chief will impact a future leader of the coast guard. “Remember you never know who you will work for in the

Allocating or resourcing the right number of training days during individual training periods and annual training is fundamentally essential to achieving the necessary unit readiness. A one standard approach across the board without the flexibility or necessary status caveats to allow the application of resources based on unit requirements, would compromise maintaining an operational reserve. “An Operational Reserve will require additional training resources to achieve necessary readiness levels”. In many cases, the RC is willing and already committing more than 39 days of training a year to meet readiness requirements; however, this has been accomplished in a highly

The Enlisted Aide Program doesn’t have a standardize recruitment and mentorship plan. Single aide Enlisted Aides have no direct leadership above them. This causes inexperienced Enlisted Aides to be fired within a few months of checking in. The Enlisted Aide Program Manager needs to implement a plan to standardize a recruitment and mentorship plan.

As a Department of the Army Civilian, I work within the Directorate of Plans, Training, Mobilization and Security under the umbrella of the Training Support Center at Ft Campbell, KY. I perform my primary duties as a UH60 Blackhawk A/L/M Helicopter Flight Simulator Training Instructor. As a Training Instructor (in a FORSCOM Regional Training Facility) I instruct and train Army, National Guard, and Reserve Aviators on a regular basis; based on Army Training Principles. I am responsible to independently plan and manage each training period in which I am tasked in a timely and efficient manner as to maximize available training time and resources, while providing the highest quality of instruction and produce measurable quantitative results. For