Warrant Officer (SGT Mcmenamin)

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

I used to view chief petty officer as nothing more than a rank that I would achieve as I worked my way up the ladder to higher positions within staff. I’ll admit to being a bit puzzled as to why the c/PCPO’s went through such a seemingly strenuous transition when their reward was simply making chief. Lately I’ve come to realize that yes, all you get out of the c/PCPO transition is the rank of chief, but that chief includes much more than the title of being a chief. Being a chief means you are willing to take charge of a higher level of responsibility, and coinciding with that, being able to lead a larger unit of people. Being chief means that you understand how to properly lead those who rely on you. Chiefs’ work together to make up the higher ranks of staff that plan how the unit is to run, but they also lead the individual cadets. A chief, by definition of being a higher rank, is expected to set an example for other cadets to learn by. Chiefs also select chiefs to lead the unit when they have left, accepting both the responsibility of the unit at present, and who will manage it in the future.

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.

First off i would like to state a well known quote known by all Marines, "Non Commissioned Officers (NCO's) are the backbone of the United States Marine Corps." Without the NCO's the Marine Corps could not function. This quote alone holds a great deal of history as well as gives a brief discription of what a Marine NCO truely is.

Air Force Staff Sergeant Brian McElroy and Tech Sergeant Jason L. Norton were military police officers. Unfortunately, they are unable to extend their military service. Their lives were tragically taken.

I am SFC Chestnut, Tasha and am writing this memorandum on behalf of SGT Torres, Arnaldo G. I have served over seventeen years of active duty service in the US Army. I am currently his platoon sergeant.

Sergeant Major Valliant, of the 82nd Airborne, had embedded himself with the scout platoon that was heading for Washington DC. They were being flown up north in a C-17 along with two Bradley’s and a Humvee. This was meant to supplement the Armor platoon from 11th ACR out of Fort Irwin and they would come under the command of 3rd Infantry Regiment. The mission was, along with an infantry platoon from the 3rd were to maneuver outside of the fifty mile radius north of the capital. The powers that be, knew that Colonel Magnus and his army were a little over a hundred miles away. They wanted to do their best to cut that distance in half.

CW3 Arron T. Richards enlisted in the United States Army in December 1991 and reported to Fort Jackson, South Carolina, August 1992 where he completed Basic Training, Heavy Wheeled Vehicle Mechanic Advanced Infantryman Training and Vehicle Recovery Operations Training where he graduated with Honors. In February, 1993 he reported to Fort Benning, Georgia where he quickly honed his skills as a mechanic, M2-A1 50 caliber and MK-19 gunner. This was a necessity as his Company would deploy to Mogadishu, Somalia in support of Operation Continue Hope in August, 1993. Returning to Fort Benning December 24, 1993, he found himself at a crossroads and made the decision to return to Montana after his initial commitment expired January, 1995.

2. As an IDT Soldier assigned to Alpha Company 2-113th IN. SGT Aedo has been an essential member of a team. I watched SGT Aedo develop, into an outstanding non-commissioned officer (NCO) with unlimited potential. SGT Aedo has the intellect and the qualities necessary to excel as a full-time Soldier. He has proven himself to be the most professional and knowledgeable proficient NCO in his company, it will be a great gain for the full-time Honor Guard program and the

2. The applicant states he served in a combat role with Company C, 4th Battalion, 47th Infantry Regiment, 9th Infantry Division throughout 1967 in the Mekong Delta, South Vietnam. With his unit, he participated in excess of 25 air mobile combat missions during his tour of duty. His entire chain of command to include the Battalion Chaplain received the Air Medal; however, he was overlooked despite accompanying them on all of the combat missions. The surviving leaders of his unit to include Congressman McKeon support his request.

This profile has been made for Officer I's - Sergeant I's. From now on, every Sergeant will recive a group of members within Los Santos Police Department, that he or she has to supervise. Sergeant will do re-assignments and supervise the group of members. There will be Sergeant applications up soon, if you wish to become a sergeant, you'll have to apply and then go over Sergeant program.

47). McDonough spared himself from nothing as time after time he would rotate through every third patrol as squads conducted patrols and midnight ambushes. Whether McDonough’s men knew it or not, he studied them attentively. McDonough (1985) describes his interaction with his men “I sat and listened to their stories, their hopes, their gripes. I tried not to speak about myself” (pg. 75). The time that LTC McDonough took to learn about his men would play a key role on building his trust and faith in his men as he went out on patrols with them. He was able to describe his squad leaders and platoon sergeant with great detail. He knew about their strengths and weaknesses and was able to adapt his leadership style and presence depending on which NCO he was patrolling with. Another example of his empathetic and servitude leadership style was the fact that he let his platoon sergeant bunk in the sand bagged bunker McDonough (1985) explains “By right of rank, I would have had the bunker for my own quarters had I wanted it… It was too plush in comparison to what the men had” (pg. 99). It truly amazes me that LTC McDonough seemed to have grasped the concept of what it means to be an effective leader, and I truly believe that his treatment of his men, and the way that he conducted himself was a key part in his success during the

I do not believe that Command Chief Warrant Officers (CCWO) are appropriate at both the Battalion and Company levels within Special Forces. One only has to look at the history of the Special Forces Warrant Officer to understand why the CCWO at the Battalion and Company is an improper use of the 180A cohort. The 180A serves as the assistant detachment commander and the detachment commander in absence of an 18A. This responsibility was originally thought to be appropriate for a lieutenant, however, the Special Forces community recognized the lack of experience and need for mentorship that would accompany such a junior officer. The decision to pull from the NCO Corps those senior, experienced soldiers to serve in this vital role shows the critical thinking and unconventional nature of the Special Forces Regiment. Similarly, the Operational Detachment-Bravo (ODB) uses a 180A as an Operations Officer/Chief of Staff in conjunction with an Executive Officer (XO) at the Company level. This Operations Officer role should be thought of as the S3 of a battalion, but at the company level. Similarly, as the 180A manages all of the staff

The number one way I believe supervisors can become a more proficient evaluator is through training. I can speak through experience that when I was a freshly promoted 21-year old Sergeant in the US Army I did not have a clue on how to evaluate. I had above average writing skills, and I was able to use that to my advantage to make it appear like I was conducting good evaluations. However, it was not until I had been a Sergeant for almost a year that I was formally trained by my Platoon Sergeant on how to improve my performance evaluations. He showed me how to keep track of everything my subordinates did, whether their actions were good or bad. Therefore, when evaluation time rolled around I was able to effectively and truthfully evaluate the

The job of a military police officer, otherwise known as an MP, can be demanding and at times dangerous. The role of an MP is an essential part in completing the military’s mission, which is to defend freedom and democracy and free others from oppression. Military policemen go through extensive training to prepare them for the rigors of military duty. This training also prepares them for a follow-on career in law enforcement once their career in the military is complete. There are many benefits and rewards to being in the military as a military police officer.