Warrant Officer Research Paper

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

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.

Obligors are in their initial term of their service obligation and considered to be at the decision point in their life to make a career of the Army or exit the service and enter the Civilian workforce. Careerists have surpassed

We as Warrant Officers have acquired both positive and negative generalizations such as being laid back, but also lazy. Our roles as leaders are often less involved than a Platoon Sergeant or RLO Platoon Leader, who have direct responsibility

In 2013, the Army’s promotion process for Warrant Officers selected for Chief Warrant Officer Three were very easy. There was a basic list of accomplishments that needed to be met and the promotion was all but guaranteed. Now that the Army is in a drawdown stage, the promotion requirements have changed with regards of promoting Chief Warrant Officer Two’s to the rank of Chief Warrant Officer Three. Now in 2015, there has been additional requirements such as diverse positions, Professional Military Education (PME), Civilian Educational Degree’s required, duty performance to include soldier task and requirements and even strict evaluation requirements. With these changes, it is allowing a lot less to be promoted as well as putting some into the category of two time pass over’s and having to retire from the military. This process is helpful for those who entered the military during the surge and have less than stellar records, however makes it challenging for those who are in duty positions where they cannot complete the necessary requirements for the advancement of this new promotion

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).

The United States Army is always constantly changing as we are a living breathing organization. From the time that Soldiers were drafted into the Army and went straight to war, to the Soldiers just signing up and doing their time and getting out. In today’s Army there are more and more of our service members staying in twenty years or even longer turning the Army profession into their careers and livelihood. As the Army continues to change we have begun to shift to be a better professional Army. “Professionals require years of study and practice before they are capable of expert work” (DA HQ, 2010, p. 2). Professionals use life-long pursuit to build their knowledge to become an expert in their field. In turn, they then lead, train and develop other Soldiers to become skilled professionals in their

Recommendation to correct this issue would be to publish clear guidance for Commanders at all levels by defining what “best qualified” means or to repeal the tri-signed memo. Furthermore, providing clarity to the Commanders would remove the subjectivity from what “best qualified” means for the commanders who decide a Soldier 's career is what our Soldiers deserve that have deployed several times to protect the freedoms we all have come to enjoy. The tri-signed memo mentions, Commanders will evaluate Soldiers, according to the “whole Soldier” concept. According to (Army Regulation, AR 601-280, 2011) this includes recent or repetitive punishment, low line or aptitude scores, low evaluation reports, slow rank progression, potential for continued service for use in a combination or by themselves. Defining what “best qualified” translates to or just following regulatory guidance Commanders would remove the question and the subjectivity from potentially this life-altering event of deciding who stays and who goes. After recognizing, the ethical conflict, leaders could evaluate their options by looking through the three ethical lenses. Commanders can utilize the ethical lenses of rule-based, virtue-based, and outcome-based to get multiple perspectives to come to a well-informed decision.

The United States Army Whole Soldier Concept Aaron Williams Engineer SLC Abstract The purpose of this paper is to define one of the Army’s administrative tools called the whole Soldier concept as it applies to Army regulations that govern the Army’s select-train-educate-promote (STEP) promotion system and the Army’s retention program. Although there is no officially endorsed military publication dedicated to the whole Soldier concept, there are two such publications that depict the concept in different lights. The two publications that illustrate this are Army Regulation (AR) 600-8-19: Enlisted Promotions and Reductions (2017) and AR 601-280: Army Retention Program (2016).

I consistently draw inspiration from the professionalism and work ethic of the 350F and 180A Warrant Officers I work for, and not a day goes by that I do not learn an invaluable lesson from these admirable subject matter experts. I have been assigned to multiple echelons which have provided me operational and tactical knowledge to leverage automation to conduct trend, pattern, and comparative analysis at all echelons. My positions have provided me extensive knowledge of the intelligence field; ranging from ground, aviation, sea, and Special Operations which allow me to leverage information from all intelligence disciplines. Over my career I have consistently been able to provide commanders with predictive analysis regarding an enemy's most probable course of action or reaction. I have served as a team leader, where I led and managed Soldiers flawlessly both in garrison and deployed. My performance as a NCO has been extraordinary, and I am ready to become an integral part of the Warrant Officer Corps. As a

In FY13 the Army will transition as we reduce the size of the assigned personnel and force structure. The initial stage of drawdown for Active Component Operational Support is expected to end by FY15 and begins to eliminate the wartime allowance completed by FY17 affecting the ability formations. The Army has enough Soldiers to fill authorization aggregate, but still has shortages in Rank and Military Occupational Specialty (MOS). We need to assign personnel that are available to determine manning effectiveness as well as readiness in deploying units. Synchronizes and integrates readiness priorities for the war fighter and our Army including all forces. The Army Forces Generation (ARFORGEN) cycle and the Army priorities are already established

The United States Army exists to serve the American people, protect vital national interests and fulfill national military responsibilities. The Army’s mission is to fight and win our Nation’s wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders (Diversity Roadmap, 2010). In order for the Army to continue to achieve their mission in their all-volunteer force, they must continue to recruit from a pool of diverse and talented individuals that the United States has to offer, so that we can maintain our competitive advantage against our enemies. The strength to accomplish the Army’s mission rest solely on their Soldiers.

There are also many ways to move up ranks in a particular job. One way a soldier can advance is going to Officer Candidate School. Officer Candidate School trains men and women to have the necessary skills to advance and become an army second lieutenant. The Green to Gold program is also an available option for advancement. This program can help soldiers get a degree and become officers. Lastly, a warrant officer can go to Warrant Officer Candidate school to go to a higher rank in the army for more money. The army has many ways to advance, but this is very hard to do so be ready for a struggle. School might even be necessary for advancement, but it can really help an officer's

SMA Dailey issued his top priorities they included the following; a) Higher readiness achieved with fewer non-deployable Soldiers, b) Incentive pay for deploying Soldiers c) Right-sizing the Army, d) Expand tuition Assistance for credentialing opportunities, e) Grow Army University, f) Successful integration of women into combat jobs. As the Army continues to transition into 2020 the increase for higher readiness is a must as a Senior Non-Commissioned Officer I’m very aware of the positive impact on a unit’s function, cohesiveness, and overall efficiency when the majority of the formation is fully prepared to execute the days tasking’s. Higher readiness achieved with fewer non-deployable soldiers. The issue has always been a talent issue more

The first and most obvious difference between a non-commissioned officer (NCO) and warrant officer (WO) is the fact that WOs do not usually have soldiers assigned to them for which they are directly responsible. This is not always the case but, generally speaking, we do not do monthly counseling’s and handle disciplinary actions. For some of us this can be a major adjustment coming from the NCO community. ADRP 6-22 Army Leadership states, “While officers depend on the counsel, technical skill, maturity, and experience of subordinates to translate their orders into action, the ultimate responsibility for mission success or failure resides with the officer in charge.” That places a lot of responsibility on us as officers to make sure the mission is