will start off by saying, yes, SF Company and Battalion warrant officers should be part of the command team. But, what are the 2nd and 3rd order effects of this? Now let me break this down a bit further. This is an exert taken out of FM 7-0: The Army warrant officer corps is comprised of over 25,000 men and women of the active Army and reserve components. Warrant officers are technical experts that manage and maintain increasingly complex battlefield systems. They enhance the Army 's ability to defend our national interests, and to fight and win our nations wars. Candidates who successfully complete Warrant Officer Candidate School are appointed in the grade of Warrant Officer One. When promoted to Chief Warrant Officer Two, warrant officers …show more content…
We must be very careful fighting for the official recognition within the command team. As tactical and technical experts in the SF field, with recognition comes the addition of oversight of our career path that could easily remove us from an ODA/ODB sooner that we would like. To meet the pre-requisites for becoming an SF warrant, we will undoubtedly have tactical and technical expertise in SF operations and that only gets greater once we return as warrant. By this time, many of us are sitting between 10-14 years in service. If we are not careful, we could be forced to add something similar to the Captain’s Career course, and ILE. Let me remind all, these are PSC moves. What this says to me is that we may do 18-24 months on an ODA and then be forced to move on. By doing this, we begin to lose that tactical and technical knowledge that the traditional commissioned officer relies on us for. At what point do we lose our relevance for the trade-off of a command seat. I will finish by re-emphasizing that we should be recognized as part of the command team, but we must be very careful at the approach we take. As the subject line in the post says; Are we Special? Changes to the warrant officer community as a whole (conventional and SF) could result in what I discuss above. Any changes that take place should be specifically pointed at the SF command relationship
Which may not sound like much, but they went from being responsible for a group of officers during the hours of a patrol shift, to becoming responsible for an entire section of the city 24/7. This case study indicates that the lieutenants struggled with this change in roles, but even more, the sergeants who inherited the soldiers ' former watch commander duties struggled. The case suggests that they were not well informed about the changes or their rationale and had not been given much training or support for their new responsibilities. It can become assumed that the sergeants felt they already had full-time jobs and then were suddenly saddled with additional work without much explanation or preparation. The Chief indicated that, in retrospect, he should have had the sergeants more involved in the change process.
Leaders at all levels of the Army are faced with difficult decisions every day, decisions that can affect the lives of everyone around them. The thought processes used by individual leaders to make decisions can be as far reaching as their imagination; however, it is every leader’s responsibility to make these decisions using the tenants of mission command. Mission command is not an easy skill to master, however great leaders understand it and the proper use of it when planning a mission. Mission command is broken down into six major principles: Build cohesive teams through trust, create a shared understanding, provide a clear commanders’ intent, exercise-disciplined initiative, use mission orders and accept prudent risk . General Douglas
I am proud to recommend SSG Jacob Worley for consideration as a United States Army Warrant Officer Candidate. SSG Worley possesses the qualities required of a future Army Warrant Officer, specifically those needed to excel in the latest addition to the Warrant Officer Military Career Specialties (MOS), the Cyber Operations Technician, 170A. He has served as my Arabic Language Analyst and NCOIC of Analysis and Production for the 102 Combat Mission Team (CMT) for nearly two years. During this time his technical proficiency, attention to detail and adaptability has been equal and at times, has surpassed the skills of individuals assigned to more technical cyber roles within the team.
The Effective Military Leader Warrant Officer Romero, Philip T. SPC: Captain Dearth, 1st Platoon The book “Black Hearts One Platoons Descent into Madness in Iraq’s Triangle of Death” by Jim Frederick is a true story about multiple leadership failures and six United States Soldiers from 1st Platoon, Bravo Company, 1st Battalion, 502nd Infantry Regiment, 101st Airborne Division who were convicted for their involvement in horrible crimes while deployed to Iraq. The horrific acts including rape as well as murder committed by the soldiers of 1st platoon were a direct result of poor military leadership. Bad leadership will corrupt any military unit.
Importance of Rank Structure “Military ranks are a system of hierarchical relationships in armed forces, police, intelligence agencies or other institutions organized along military lines. Military ranks and the military rank system define among others dominance, authority, as well as roles and responsibility in a military hierarchy. The military rank system incorporates the principles of exercising power and authority, and the military chain of command – the succession of commanders superior to subordinates through which command is exercised – constructs an important component for organized collective action.”
This model of professional development must be progressive and with a common career map for all NCOs. Focusing on the five lines of effort that are, military life cycle, education, assignment / experience, credentialing / experience and self-development. These lines of effort are focused on the tasks and missions that are link in establishing the operational and strategic conditions of the future. The development of future NCO will depend on how the leaders of the present will train in an institutional, operational and self-development way to the new generation. Responsibility and commitment is much greater because the war models have changed and have allowed the broadening assignments, operational assignment and professional assignment, in this way the combination of both generations will allow shared responsibility and stewardship for U.S.
As a Field Grade Warrant Officer, why should you analyze and be familiar with organizational communication processes and methodologies? As a Field Grade Warrant Officer it is vitally important to analyze and be familiar with organizational communication process to ensure that information is being put out clear and concise. As Senior Leaders we are expected to be able to communicate effectively and this method is achieved by practicing communication. As a Human Resources Tech, our internal communication methodology is the use of branch specific email accounts.
From the lesson of training, I also realized the weight that officers hold when it comes to building trust, motivating, and pushing their soldiers. They are going to expect the utmost level of skill as well as professionalism that you must provide as an officer. In return, it is your right to expect the same level of excellence from your soldiers, being there to push them above the standard and holding them to being experts and professionals. This is a trait that no matter how skilled you or your soldiers may be, there will always be room for constant improvement and
I will also take time to revitalize the EO program as the EO representative mentioned in the case study appears to need additional training and support to carry out his position effectively. These programs and activities will improve organizational resilience as Soldiers will know they are not alone and will have access to resources to get help. The 4th ABCT is struggling with its identity as it tries to find its place amongst its past and upcoming missions. A clear vision will help to bring the unit together as they will have a common idea of what they are working towards.
While time as a Lieutenant I have worked on deadline driven tasks to insure completeness and accuracy. I also desire a challenging role of a station captain. Versed in completing daily job tasks and ensuring effective detail oriented training is conducted, to provide productive and proficient personnel on the scene of an incident. I
As an NCO, I have given my best to ensure mission success and train my soldiers. Concurrently, I continue the search for unique and challenging intelligence positions. Becoming a warrant officer will open doors to those new challenges I seek, expands the possibilities of specific training and unique assignment opportunities while still providing the opportunity to train, lead, and mold the next generation of soldiers. During my 11 years as an Intelligence Analyst, I have excelled in positions of greater responsibility and genuinely believe i have more to offer the Army. Throughout my career, I have taken my job seriously and taken pride in my work.
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.
Lastly, as a Warrant Officer I am expected to be the subject matter expert in my field. With no knowledge of my personality or past, Soldiers will expect me to have a high amount of knowledge on my particular field; therefore, I will need to ensure their trust in my knowledge is not wasted. The new found responsibilities that await me offer up challenging new challenges. I have always been a firm believer in the value of hard work.
He/she has the responsibility of the daily processions of hi/her base; His fitness and his/her troop’s fitness level; a command climate where practices of integrity can be adhered to even when he/she is not present. He is responsible for the training of his/her company and to the organization for creating a culture based around the practices and policies in the ethos of the
This is still prominent on the enlisted side; most will not make Senior Master Sergeant or Chief Master Sergeant unless they are showing advancement in education i.e. getting a Master’s