Special Forces Warrant Officer

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.

Allied Trades Warrant Officer Basic and Advanced Course Instructor, and Small Group for the Technical Logistics College, Army Logistics University. Facilitates all Allied Trades technical skill and knowledge development training for warrant officer students in Military Occupational Specialties 914A, 913A and 915A, across all three Army Components. Responsible for developing functional skills in Computer Numerical Control (CNC) and Computer Aided Design in support of U.S. Army’s, Allied Trades equipment modernization efforts. Responsible for reviewing, implementing, and providing developmental feedback to the CASCOM, Ordnance Training Development Branch for associated Programs of Instruction material, encompassing all welding and machining operations.

The Vice Chief of Staff of the Army approved the position for the 882A Mobility Warrant Officer (MWO) in July 1997. His original vision for the MWO was to embed them in the 10 active Divisions and the two interim brigade combat teams (IBCTs) at that time. Their initial success in these roles and increased world deployments led to a demand for these deployment experts at every level of command. MWOs where soon assigned to the 10 divisions, 2 SBCTs, 8 transportation movement control battalions (MCB), and 2 transportation groups (Lieutenant Colonel Peter B. Everitt, 2016). According to a recent report pulled from FMS Web, there are currently 173 authorized MWO positions in the US Army. (USAFMSA, 2016) These assignments range from the Movement Control Battalion (MCB) level to the regional and strategic command levels.

I agree that as a warrant officer in the air traffic control community we have to remember

The Warrant Officer Branch is like an officer but no degree is required to become a Warrant Officer. Warrant officers are labeled as subject matter experts (SME) in their field. According to Army (2011), "The Army Warrant Officer (WO) is a self–aware and adaptive technical expert, combat leader, trainer, and advisor. Through progressive levels of expertise in assignments, training, and education, the WO administers, manages, maintains, operates, and integrates Army systems and equipment across the full spectrum of Army operations. Warrant officers are competent and confident warriors, innovative integrators of emerging technologies, dynamic teachers, and developers of specialized teams of soldiers. They support a wide range of Army missions throughout their career. Warrant officers in the Army are accessed with specific levels of technical ability. They refine their technical expertise and develop their leadership and management skills through tiered progressive assignments and education” (WO program, para. 1).

In the Marine Corps, there exists an example of heterarchy nestled within a severely delineated hierarchical structure. When Marines achieve the rank of gunnery sergeant (E-7), they must make a decision about the direction of their career path. They can choose to be considered for promotion to either first sergeant or master sergeant. Both are paid at the E-8 level, but have vastly divergent occupational responsibilities. A first sergeant assumes an administrative role as an enlisted advisor to the unit’s commanding officer. Master sergeants are experts in their military occupational specialty (MOS) or job. They serve as enlisted technical advisors to the commanding officer, but also have the flexibility to step into the billet of a first sergeant

Professionals from various fields work together to build a structurally sound foundation that cannot be shaken. This foundation is the cornerstone on which the Profession of Arms relies. The Army’s professional expertise are rallied in four branches: military-technical expertise, human development expertise, moral-ethical expertise and political-cultural expertise. They are broad areas that allow the Army to operate as a force.

EWhen I was younger I was in the Boy Scouts of America striving for the rank of Eagle Scout I met an Army National Guard Colonel that would set an example of leadership, a bad one. I was a Boy Scout many years but had to limit my attending meetings over the course of my junior year of high school and over the course of my absence a new Scout Master had come to our troop, the aforementioned Colonel. Prior to this man I had the pleasure of knowing several excellent leaders and it was quite the shock to see our once massive troop slowly dwindle.

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.

I yearn for the opportunity to become the subject matter expert in all aspects of the Field Artillery Branch, and am more than willing to accept any and all challenges as a Warrant Officer. I have always and will continue to achieve excellence in whatever task I am given. Throughout my years in the Army, I have always set the example for other Soldiers to follow. As an Army Officer that is of the utmost importance. It is imperative that leaders in the Army set and maintain the highest of standards, and it is my goal to exhibit those qualities and remain a sound professional as a Warrant Officer.

While serving as a Cavalry Scout I chose to shift my focus to better utilize my leadership abilities and become a U.S. Army Warrant Officer. By earning the rank of Sergeant I developed into a very compete young leader. I have much potential and want to serve as a U.S. Army Warrant Officer. My dream is to be a U.S. Army Aviator. When I first served with Warrant Officers while deployed to Iraq, I knew that is where I wanted to take my career. To be able to lead not only from the front, but to demonstrate courage and leadership from the air. Warrant Officer Aviators are crucial to Cavalry Scout missions. My potential and leadership abilities to learn fast and adapt to stressful situations will be better used as a U.S. Army Aviator. Throughout

As a Warrant Officer and especially as a student I am full of outlooks. This class is just the next big step of my career and is one of the building blocks I need to improve my communication and writing skills. This paper explores and exposes all my expectations as a student. However, the outlooks detailed in my paper are not necessary the same expectations and /or opinions of any of my classmates, we all have our share of things we expect from the class.

I was born and raised in the greater Washington D.C. metropolitan area. I come from a middle-class family and have two brothers and one sister. Growing up, my parents made great personal and financial sacrifices and took on expensive loans for my high school education. For this I am forever indebted and extremely grateful. I truly believe the importance placed on my education along with the quality of schooling has greatly shaped the person I am today.

Served as the Senior Personnel Sergeant of a Battalion consisting of 1000 Soldiers. Advised and assisted the Commander, NCOs, and Soldiers on personnel matters; reviewed and consolidated reports, statistics, and personnel actions submitted to higher headquarters; assisted unit's with Military Personnel Record Jackets (DA 201 Files), pay and finance records, and medical and dental records; advised the commander on personnel strength, shortages, provided technical guidance and training a section of 6 Soldiers; supervised and managed the processing and tracking of all personnel actions, awards, NCOERs, OERs, promotions, leaves and passes; and processed and ensured SIDPERS transactions were submitted in a timely and efficient manner. Assisted

Special Forces Warrant Officers are considered subject matter experts in all aspects of Special Operations. At the team level, Warrant Officers are responsible for operations and intelligence fusion, planning at all levels of the operational continuum, integrating emergent technologies, and future operations planning. After the completion of team time, Warrant Officers may serve in staff positions, or on specialty teams.