Essay on The Navy's Poor Advancement Process

The privilege to command units afloat and ashore provided me with intimate exposure to the challenges experienced by our workforce and their families. Often accompanied by a myriad of ethical dilemmas, these challenges provided a wealth of experience and a better understanding of the impact a leader has on the workforce and their families. Similarly, my experience as the Boatswain’s Mate “A” School Assistant School Chief afforded me vital insight into the Coast Guard’s formal training system, Human Performance Technology and the development of future enlisted leaders. These experiences provided invaluable opportunities for me to interact with our workforce and understand their views, perform thorough assessments of complex situations, and provide accurate, sound, and practical counsel in order to achieve the best outcome for the unit and our Coast

Most of the junior sailors come from backgrounds where education and professionalism is missing due to unstable financial stability, lack of parent involvement or just trying to make money the easy way. We as Navy leaders, have the task to assist those sailors to achieve their goals. First of all, we need to continue training junior sailors. Training is a crucial tool for them to become technical experts and subject matter experts. It is in our hands to make sure that all juniors’ sailors are well-trained, mentally, professionally, and personally. They have an entire tool box of resources, programs and opportunity that many of us did not have during our early years in the Navy. It is our job to show them where they can find them and how to use them. Also, we have to keep in mind that we are not only train sailors, we are training our replace; we need to train leaders. Education is another essential piece that we need to keep advertising, especially when they can complete a degree at no cost. But to be successful and guide in the right direction, we need to know them first. If we take time to know them, we can determine what are they are looking for. I believe that no major changes need to be made because the opportunities and programs are out there. The challenge will be to engage them and keep them on

The United States of America has not always been the world superpower that it is today. The same goes for its Navy. In the first several years of existence, the United States Navy was not a formidable fighting force. The young nation was hesitant to invest in a navy for many reasons, one of them being to prevent provoking the world powers of the time, France and Britain. On top of that, navies were very expensive to build and required a significant amount of resources to maintain, which the U.S. did not have at the time. To say that the United States Navy was ill prepared for war would be a dramatic understatement. The U.S. had a total of fifteen ships in its entire naval fleet compared to the might of the Royal Navy which possessed over six hundred warships. Even with the odds stacked against the U.S., President Madison declared war on 18 JUN 1812. The lack of size and power of the navy at the time would make it extremely difficult to satisfy the needs of the newly founded nation.

The Navy is uniquely different from the other armed forces when promoting E-6 to E-7. In the Army, Air Force and the Marines Corps, an E-6 is advance to E-7. In the. Eligibility does not guarantee advancement. Every First Class Petty Officer, E-6, eligible for advance to Chief, E-7, undergoes a massive selection and ranking board. Board members consist of Master Chiefs, E-9, the highest enlisted rank, who hand select which of the eligible First Class Petty Officers will be advance to Chief. According to the Navy Times each year 3,811 to 4,352 Sailors are eligibly for advancement to Chief. However only 15% of those eligible Sailors, roughly 1 in 7, make Chief each year (Faram 2015). Once

Navy Federal Credit Union headquarters is located in Vienna, Virginia. NFCU is the Largest Credit Union in the World, but when it was formed in 1933 it only consisted of 7 members. Now it has 7 million members with an outstanding workforce of over 15,000. It’s largest facility is in Pensacola, Florida. Navy Federal is currently on the “top 100” employer in America.

Since its formation during the early years of our nation the United States Navy has always stood out among other militaries, playing a vital role in the protection of our own country as well as the rest of the world. Founded upon the core values of honor, courage, and commitment the Navy has continued to uphold its men and women to exceptionally high moral, mental, and physical standards for nearly 240 years. It is my favorite branch of the military and becoming an officer in it has been a goal of mine for a long time.

Considered the “backbone of the Army,” the Army NCO corps is facing a massive shortage of qualified Soldiers thanks to the down-sizing of military forces after a decade and a half of wars, and the seasoned NCOs either separating from the military, retiring, or recovering from combat related injuries. Through a Department of Defense policy that was implemented in 2005 to expand the NCO corps, which ultimately lowered the bar for promotion,

The announcement by the Navy to reinstore rating titles was welcomed with enthusiasm by almost all personnel. The initial decision to remove them was looked at by the majority of navy sailors as an affront to centuries of tradition. Sailors take a great deal of pride in not only their branch and ship, but also at a more personnel level they take pride in their accomplishments in their chosen career path. By removing the rating titles and going to a strict rank and

I work as an air traffic controller for the United States Navy, and as the supervisor, I am responsible for writing evaluations for my junior sailors. Annually I request they write a draft for their individual evaluations to submit to me for review prior to forwarding it up the chain of command,

Naval education and Training. (2010). Personal Qualification Standards for Master Training Specialist. NAVEDTRA 43100-7C Ch. 1. Retrieved from Naval education and Training website

Coastal Horizons is an Equal Opportunity Employer. Compensation is given based on the salary plan that was approved by the Board of Trustees upon hire. There are many factors that are observed when it comes to determining who is chosen as an employee of Coastal Horizons. A potential candidate’s education, experience, and credentials are major factors that are researched and considered in hiring and to set pay. The agency selects employees based on the applicant’s qualifications for the job and rewards them with respect to compensation, opportunity for training and advancement, including upgrading, and promotion. Knowledge, skills, and abilities are very important. Annual merit increases may be earned by employees based on their performance. This is justified by an annual employee performance evaluation. Although The Board of Trustees is responsible for approving the total amount of salary increases, they are not responsible for approving merit increases. Merit increases are the responsibility of the President or CEO.

Department of the Navy (DON) Approving/Authorizing Officials (AOs)/ and Certifying Officers are not consistently adhering to policies and procedures related to review

During this evaluation period, I feel that I have met and exceeded every goal set both professionally and personally. I have worked hard at personal transformation from a timid command secretary with low self-esteem into an accomplished, confident Executive Assistance. Although this attitude may be difficult to hold on to at times, I manage to stay focused and continue pressing forward. No bar too high, no goal unreachable. I have had some difficulties during this transition, I have held tightly on to the reins and continued to steer Captain Turner and Master Chief Bell in the proper direction.

IAW ref (a), E-6 applicants that placed in the top 50% of their perspective E-7 Service Wide Exam (SWE) and have a minimum of 8 years active service are eligible to compete for CWO appointment. By definition and again IAW ref (a), CWO’s are commissioned officers and must be “mature individuals with appropriate education and specialty experience” and “require strong leadership skills”. IAW ref (b) there is 118 CWO applicants above the cut to promote the CWO2 on 01 JUNE 2017. Of those 118, 9 are of the E-6 pay grade, and 4 more E-6’s are just one place below the cut and have a very good chance to promote to CWO. This adds up to approximately 7.6% - 10% of the new CWO workforce will be of the E-6 pay grade. Though some E-6s may have the technical skills required as per ref (a), the one week Leadership and Management School (LAMS) that many E-6‘s attended at sometimes the third class petty officer level does not lay the foundation of strong leadership that one would receive through attendance to the Chief Petty Officer Academy (CPOA). This means that the E-6 that is selected for CWO

Beginning in boot camp and continuing throughout my career, I’ve seen the Coast Guard promote the leadership model to be: “You” influencing “Others” to achieve a “Goal”. With all the different ways leadership can be defined, this simplistic model which has been permanently engrained in my thinking definition still rings true for me. As such, when defining my own personal definition of leadership, I align it to this same model. More specifically, while I support the fact that leadership involves influencing others to achieve a common end I propose that is not the whole story. Leaders must not be stagnant in their vision and must lend themselves to the possibility they may have to adjust their leadership styles depending on the goal. The best leaders are the ones that understand their own personality traits as well as those traits of the people they are trying to lead.