XVIII Airborne Corps Noncommissioned Officer: SPC Greenwald

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

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

The legacy leader I have chosen to write about is Brigadier General (BG) Richard T. Ellis (Deceased). BG Ellis was a true influential leader in the United States (U.S.) Army and intelligence community. This paper will discuss how BG Ellis showed leadership attributes and competencies covered in Army Doctrine Publication (ADP) 6-22 and Army Doctrine Reference Publication (ADRP) 6-22. It will also discuss how he influenced leaders and changes in the intelligence community. Finally it will cover how his actions influenced me in my military career.

relate to all parts of the unit to get a job done. This often means

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

Following Basic Training he attended Advanced Individual Training at Aberdeen Proving Grounds MD. CW4 Willis' Enlisted education included Primary Leadership Development Course and Basic Non-Commissioned Officer's Course. His Officer education includes Warrant Officer Candidate School, Warrant Officer Basic Course, Warrant Officer Advanced Course and Warrant Officer Staff Course. CW4 Willis has also attended NBC Defense School (Honor Graduate), Basic Property Accounting, Standard Property Book System - Redesign (SPBS-R) Course, Property Book-Unit Supply-Enhanced (PBUSE)

I have chosen to write about my old Battalion Commander, Brigadier General(BG) Peter Jones. The then Lieutenant Colonel(LTC) Jones oversaw my Infantry Battalion when I deployed to Ramadi, Iraq. He displayed numerous attributes that I model my military career from; he had an unwavering presence and strong intellect. His competence was also the highest that I have ever encountered in my military career; he was a lead from the front type of leader and strove to achieve nothing but success whilst keeping the soldiers in his command in the front of his mind. I have set my standards of leadership off BG Jones and that is why he is my personal leader of influence. I will outline some examples of him throughout this paper.

Military duties, responsibilities and integrity is important to the Army. An NCO duties includes taking care of his or her Soldiers and accomplishing the mission. A Soldier’s duty includes obeying orders. Duty and Responsibility is part of the Army values for a reason. I’m accordance with Army regulation Field Manual 7-22.7 covers the duties,responsibilities and authorities of a Non Commissioned Officer.

For more than three decades, Army Non-Commissioned Officers (NCO) were part of an era of fast promotions through the NCO ranks, with some Military Occupation Specialty (MOS) seeing Soldiers make the rank of Sergeant First Class (SFC) with six to seven years time in service (TIS). Since the terrorist attack on September 11, 2001, the United States military was facing a challenge that produced two separate operations simultaneously in the same region of the world which called for thousands of additional service members, especially in the ranks of NCOs. While “fast tracking” was great for the individual, it left many enlisted Soldiers, as well as Officers angry and frustrated with the lack of knowledge these young NCOs were demonstrating when it came to basic Soldiering tactics and techniques. This stems from the decades old Sergeant and Staff Sergeant promotion boards, lack of leadership time, as well as lack of diversity within major Army Component Commands (COCOMS).

In support of my capstone project, I assessed and will submit a redesigned proposal with developmental recommendations for reformation of a solid POI for the SPCC that takes place at the Army Logistics University. In this, I have identified the foremost purpose for this redesign as the following: The investment in the education and training of rising leadership is vital to the long-term success of our sustainment support staff and the services provided. With this course providing training in modular force operations for newly selected command designees that enables them to function effectively throughout their command tour it is very important to make sure that the training is substantive. Therefore the main focus is to assure that training is current and emerging sustainment doctrine and leadership topics for commanders on the National Guard, Reservist and Active Duty levels is most essential.

SPC Aaron J. Stone has served as a M2A3 Bradley gunner with Bravo Company, 1ST Engineer Battalion, 1ST Infantry Division. SPC Stone has served the Army for 19 months. From August to November of 2015 SPC Stone participated in OPNET-Gunnery, January of 2016 SPC Stone went to gunnery again as a driver and the crew shot distinguished. In May of 2016 SPC Stone participated in the Devil Focus field exercise. In June of 2016 SPC Stone shot gunnery as a gunner. SPC Stone participated in the N.T.C rotation. A native of Portland, Oregon and graduated from Milwaukie High School. SPC Stone’s short term goal is to score a 300 his next APFT. SPC Stone’s long term goal is to go to Airborne school and PCS to Fort

SPC Godoy graduated from Basic Leaders Course in the top ten percent of her class, with an overall classroom average of 97%. She set the physical fitness standards at the NCOA by scoring 281 points on the Army Physical Fitness Test, and improving her score by twenty points. SPC Godoy's leadership, infectious enthusiasm and spirit set the standard for her peers and subordinates to

In 1973, the Army (and the noncommissioned officer corps) was in turmoil. Of the post-Vietnam developments in American military policy, the most influential in shaping the Army was the advent of the Modern Volunteer Army. With the inception of the Noncommissioned Officer Candidate Course, many young sergeants were not the skilled trainers of the past and were only trained to perform a specific job; squad leaders in

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From

There are many parts to the marine corps order. One part ill describe is the civilian attiar. The marine corps order states that any marine wearing civilian attire is to have a sleeved shirt, wheather it is short sleeved or not. Pants must not have tears in them at all. Same as shorts. This goes for both male and female, as well as if you have pants or shorts on, if there is belt loops, you must have a belt on. Females may not have skirts shorter then there finger length, and can not wear spagetti strap shirts, unless there is another shirt over it. If, you are wearing a button up shirt, it must be buttoned, as well as if it has what looks like a butterflie at the bottom of the shirt, it must be tucked in. Appropriate shoes are to include sandles,