Sergeant's First Duty Day With D Squad

The Warrant Officer Program is also affords me a great opportunity to serve as a key member of the detachment leadership. I have served on teams both with and without warrant officers and recognize the importance of this role. The warrant officer is a key source of continuity for the detachment due to the longevity provided to them. This allows them to pass guidance on to new team leadership and minimize disruptions in training during leadership changes. This longevity and continuity is vital to the shaping of the team, developing the long term path, and ensuring mission

James R. McDonough sets a spectacular example of what it is to be a second lieutenant in the United States Army and what it is truly like to lead a group of enlisted soldiers for the first time. Lieutenant McDonough, a graduate of West Point, was deployed as a platoon leader in a small fort with the mission of holding a Vietnamese village out of the hands of the Viet Cong. When he arrived, Lieutenant McDonough discovered that the former Lieutenant and platoon leader of the 2d Platoon, Bravo Company, 4th Battalion, 503d Infantry (Airborne) hardly ever left his

Gilmartin begins by describing the typical rookie officer. Most are energetic, idealistic, enthusiastic and very driven. Quickly this enthusiasm can change from one of positivity to one that is very cynical and emotionally charged. These behaviors and thoughts over time if not corrected become exacerbated leading to noticeable mental and physical changes. The author, Gilmartin, uses personal experiences and other real life stories effectively so that many officers can relate and identify with the topic of the book.

My current position as an Area Commander for the Federal Protective Service (FPS) is not without its challenges. I am responsible for supervising eleven federal law enforcement officers to include two K9 units and approximately forty-five contracted protective security officers. As a team we address security related issues on a daily basis. Our position description encompasses two major disciplines; the first is federal law enforcement and the second physical security. Both occupations can be viewed as one, yet separate in their ever changing complexity of development. The greatest challenges are staying up with the constant progression of technical advances in the way each vital role is implemented. Combining two occupations into one job description can at times be overwhelming.

Among these leaders was Bravo Company’s 1st platoon’s SFC Robert Gallagher. The platoon endured terrible living conditions including no running water and filthy living space. These inadequate living conditions must be met with some relaxation on the standards they were expected to follow. Company leadership viewed this as a bribe to keep the soldiers in high spirits. In reality, they set the stage for the erosion of the morals the enlisted soldiers are supposed to possess. While the morals were being chipped away, so was the original plan the battalion had hoped to follow. Fragmentation orders became a pseudo-standard for the boys of Bravo Company. What had originally started as short-term overnight patrol bases turned into fortified traffic control points with the exception of any form of fortification other than in notion only. Despite the fact that platoon-level leadership requested for supplies they were repeatedly turned down. A major breakdown in the communication between the leadership created a loss in faith in the higher leadership for the lower-enlisted soldiers on the ground. Very soon into deployment, Bravo Company began to experience contact with unseen enemy forces. The enemy was able to engage and plant IED’s and cause casualties while remaining elusive. After the first few casualties within the company, the mission to start set up traffic control points was to begin. While conducting patrols down the road time and time

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

As a young college graduate COL Mahoney wanted to join the Army and make an immediate impact in law enforcement; so he became a member of the Military Police (MP) Corps in1982. With discipline and dedication, he climbed the ranks, obeyed the orders of his superiors, motivated his peers to persevere, encouraged his subordinates, and honed his personal leadership skills. Time after time he led the physical training sessions and the complex mission requirements training of the MP force in each of his units.

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

I left for basic training on July 30, 2008, and arrived in Fort Leonard Wood Missouri on July 31, 2008. Before we entered into our extreme training, we processed into the Army for a whole week at reception. On the day of actual basic training, we realized our great lives changed to instructions all day, miserable feelings, separation from family, and extreme exhaustion. Although, this was our life much more horrifying things were about to happen. We finally realized all the negative feelings we were having seemed to get worse, such as receiving a shark attack from our drill sergeants, we were told

I asked Chief McKinley what positions he felt were the most influential in the department. Chief McKinley believes that Sergeants and Field Training Officers (FTO) are the two most important roles in the department. Both positions are leadership positions and set the culture for the department. Sergeants work closing with patrol and have an influence over them, whether they want to admit it or not. Sergeants must be aware that officers look to them for guidance and mimic their attitude. This is why it is imperative for Sergeants to display a professional attitude at all time. The same can be said for Field Training Officers. FTO 's are responsible for laying the ground work as the example of how to act with the public, suspects, victims, and fellow employees. Both positions must be professional at all times.

I would like to take a moment and thank Sgt. Marler who I believe excels as a supervisor. He has shown that time after time on cases that are assigned to investigators that he doesn’t mind helping. He helps anywhere from answering questions to staying over several hours for investigator to complete a task. Sgt. Marler conutiouly tells investigators that they do a GOOD JOB in which I believe helps the morale and gives us more confidence in our job. When I have asked for help Sgt. Marler doesn’t hesitate to help in any way possible.

Sergeant Willins maintains excellent physical fitness and volunteers to lead physical training, to include the Remedial Conditioning Program. He is a role model and mentor to Marines, and constantly applies his experience and knowledge in physical fitness and nutrition to build individual training plans in order to help Marines achieve their personal health and fitness goals. Sergeant Willins also regularly volunteers to support youth programs such as I Run 4 and Big Brothers, Big Sisters. He has filled in as the Platoon Sergeant of the Operations Platoon, seamlessly managing the daily training, accountability, and operations of the Marines within the platoon. His consistent professionalism and demeanor exemplify the qualities of a seasoned leader, and has earned him recognition as Marine of the Quarter (MOQ) for MCCYWG First Quarter 2016, MOQ for MARFORYBER First Quarter 2016, and Non-Commissioned Officer of the Quarter for MCCYWG First Quarter 2018. Sergeant Willins is a distinguished Marine leader who has been an invaluable asset to MCCYWG's

Both lieutenants have worked for the agency more than 10 years and are familiar with many aspects that can influence employee retention. Detective Sergeant Jimmy Courtney is supervisor over the criminal investigation division and has worked for the agency for 10 years in several positions. He has expertise in the agency workings through working several years as a patrol officer and working closely with the patrol division. Sgt. Courtney has the ability to influence decisions but not approve change. As facilitator, I have worked for the agency for more than 18 years and worked in the criminal investigation division for 10 years, where I worked closely with the patrol division. The past 8 years I have worked in the administration division and where I work closely with all the agencies division and have insider data that can assist with determining what components and factors have influenced the decrease in employee retention over the past three years.

Sergeant Sharp serves as the Crew Advisor for Boy Scouts of America Crew 697. Leads bi-weekly meetings to develop high school leadership abilities in a coed environment. Teaches the youth how to plan, lead, and execute multiple experiential adventure trips. In addition, coordinates multiple weekend length activities, including a week-long sailing trip and an 8-day multiple location backpacking/whitewater trip. He also volunteers as the Patriot District Venturing Roundtable Commissioner since August 2013, developing monthly training plans to teach leadership skills to other unit leaders. Sergeant Sharp also took initiative to organized and coordinate the annual leader initial training. In addition, he serves as the instructor for the district’s

Sergeant Gutermuth completed his 7th year of employment with the Jeffersontown Police Department on January 18th, 2016. Sergeant Gutermuth took zero hrs of sick time during the rating period and is always punctual. Sergeant Gutermuth is courteous and professional to the public, other employees and outside agencies. Sergeant Gutermuth addresses citizen/community issues and keeps supervisors informed of important matters. Sergeant Gutermuth complies with policies and procedures, exercises appropriate authority and responds to constructive criticism by attempting to improve performance. Sergeant Gutermuth has been appointed as the Assistant Commander with the department’s Special Operations Group which requires him to document and schedule