The Noncommissioned Officer Professional Development Program System

The leadership development plan for the MSARNG is essential to help regain the organization’s success in areas that were neglected following many years of war. The plan will focus on using training processes to develop leadership skills in a variety of areas. The plan will focus on being, knowing and doing what it takes to become a better leader. In order to be effective the leader development plan must be deliberate, sequential and continuous (Department of the Army, 2013). The plan will be tied to the core values and objectives which start with the individual leader. The training will be implemented throughout the entire organization to ensure the leaders understand how to correct the gaps and issues identified.

Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.

Outstandingly, American Non-commissioned officers have performed commendably in their discharge of their duties worldwide. Every soldier is entitled with NCO who ensures that all soldiers get good and professional training from experienced and qualified experts. NCO is also mandated to identify leaders from soldiers who can effectively perform in small-units. Hence it is very essential for the non commissioned officer to be empowered with knowledge and technique on how to carry out these duties effectively asserts that excellent leaders understand their soldiers' strength and weaknesses Basically, it is the role of non commissioned officer to employ knowledge and skills they have acquired through the many years of service in planning and decision making stages in the Army. In line with this, the US government is taking initiatives to empower the non-commissioned

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.

NCO development has evolved by utilizing the Army Profession of Arms, NCO Education System (NCOES) and the NCO Professional Development System (NCOPDS). These programs addresses the need to better define and optimize the development of a noncommissioned officer for the United States Army, The strive for development of the NCO Corps came about as a result of the NCO 2020 study done through the TRADOC Institute, it provided the Army with plans intended to strengthen and certify professional competencies and technical skills. NCO development has a main goal for getting focus on building a competent and professional NCO Corps. Couple of the key focuses are the Profession of Arms and STEP program which I will elaborated on because it ties well into

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

The training and development that is part of building leaders is important, but there is a distinct difference between "training" and "development," and the authors make that clear. Training in this context means ""¦creating proficiency through specialized instruction" (Mensch, et al, 2008, p. 263). Moreover, training focuses on the "measurable aspects of technical and tactical proficiency," Mensch explains. On the other hand "development" is much broader in scope; it's a "deep, fundamental, and irreversible process," and it stretches out over an extended period of time, Mensch explain (264).

1. Purpose: To continue professionalization of the staff and faculty within our Institution of Excellence (IoE) and to prepare professionals capable of operating within the complexity of the operational environment. This will help us to embed mission command principles in leader development in order to meet with the Army’s investment requirements in the human dimension.

I have multiple expectations of Center Leader course. My first expectation is to start with the basics. We need to have a base to start from. By learning and understanding the regulatory guidance it builds the base from which we grow. Too many times leaders are expected to or are assumed to already have the knowledge. The Non-commissioned officer corps needs to return to the “backbone” of the Army. Through proper self-development, sharing of one another’s knowledge and institutional learning we can accomplish this. I believe the ability and the desire to research has been lost. I do not expect to be handed answers. I do not need to ask for answers. I want to be guided in the right direction to get results. I need to research information for

Officers, noncommissioned officers, distinguished guest, family members and graduates from Basic Leader Course, Class 006-16.

The Warrior Leaders Course (WLC) teaches junior leaders the basic skills needed to lead a small group of Soldiers. The training included basic combat skills, the duties and responsibilities of a junior NCO. WLC prepares junior Soldiers and NCOs for leadership positions and proper influence over subordinates. As a result of focus and excellent leadership, I graduated in the top 20% and placed on the Commandants

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.

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

Counseling emphases is on the subordinate, by producing a plan and outlining actions (positive/negative) the service member can take to attain individual and organizational goals. This is essential for a leader to develop the subordinate and should be part of a comprehensive program for developing those they are responsible for. A reliable and dependable counseling program includes all subordinates, regardless of the level of each ones’ potential. During counseling, leaders assist subordinates to identify strengths and weaknesses and create plans of action. To make the plans work, leaders actively support their subordinates throughout the implementation and assessment processes. Military leaders have three primary ways of developing others. An Army leader will be able to provide others with knowledge and feedback through counseling, coaching, and mentoring.

In the year 2013, a review of training courses was accomplished by Air Force head quarter and training department to overcome some of the current limitations. The point was to trim the amount of absence of officers from the operational units, refresh the course syllabi and provide Just in Time training. It was felt that the basic Learning should be carried out more by Distance Education with a short Contact program. Distance Education leverages existing technology to provide learning to wider audience at different locations and that also at low cost. In addition, all the courses were graded and the Grade Point Average (GPA) is now connected with promotions. The main benefits of the new training policy is that in a careful manner, wider number of officers benefit from these courses, as some of them are mandatory for all officers to attend, current issues get speedier distribution to a wider audience and knowledge bank gets continuously updated as information ultimately would be available. There would be two sets of mandatory courses each year that itself will constitute two parts; the first part would be Distance Learning (DL) and the second part Contact Program (CP) at an assign location. The Air Warfare studies Institute (ASI) shoulders the major responsibility of initiating the leadership development program in the EAF.