Warrant Officer Education

DOATT are employed by HQ land to officially support Op TORAL and the implementation of Magpie, with the work load decreasing the team were asked to help out with the creation of a bespoke course to help with the shortfall of training and knowledge, including the ever evolving applications needed by staff within a HQ environment. A Training Request (TR) was delivered to DOATT by the respective unit via 3 Sqn Ops to discover what training could be delivered

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.

Command Expectations of a Military Intelligence Sergeant First Class Being promoted in the United States military to the rank of Sergeant First Class is the first step that a Non-Commissioned Officer (NCO) takes into the senior enlisted ranks. With this promotion comes a new set of responsibilities from a command’s perspective. Until this point in the career of an NCO, their respective focus has been to a team or squad. The expectations of a junior or mid-level NCO to their team or squad are often basic accountability, personnel task management, and dissemination of information. Taking the next step from Staff Sergeant into the realm of Senior NCO as a Sergeant First Class means more direct involvement with the command team of a unit and additional

Surface Warfare Officers (SWO) are known as the backbone of the Navy. For years I have desired to obtain this position and have done extensive research concerning the attributes and requirements. Because I believe the Navy begins in the heart as well as the head, I know that becoming a part of the Navy would be life changing. Commissioning as a SWO would allow me to make a meaningful difference, as well as gain unparalleled leadership experience.

Some PQS’ require the Sailor to actually perform parts of the tasks under supervision, under limited supervision and by themselves, often there is a set minimum to receive the required signature to move on. By the end of this process the Sailor has not only gained knowledge on their own they interacted with various experts and had the chance to learn from them, building up their own knowledge and confidence on the subject and finally being challenged by the most senior personnel of the program to ensure they not only know the program but are knowledgeable enough to make decisions in situations often not covered in manuals. Once a Sailor has completed this process senior personnel are extremely confident in the Sailors ability to not only perform the duties but continue the tradition of signing other Sailors PQS’ to help bolster the amount of Sailors crossed trained on various jobs. The overall impact is measured in what is refereed as command readiness; the command readiness programs monitors each program a command has, Training Program, Counseling, 3M, Watch Standing and so on. It also shows how many Sailor are trainined for various programs and at what

When a leader gets schooling it encourages his guys to do schooling too. A leader should always encourage his guys to get schooling whether they plan on staying in or getting out. When a leader advances in his education it makes him a more reliable source, someone other leaders will trust to go to. Some leaders will hang their certificates up so that their guys will see them and realize that everything he’s trying to encourage them to do he has done. This is a great way to inspire your guys to get more certs in and outside of the military.

Command-level training will consist of peer-led, small group discussions facilitated by CFs. All Sailors must complete this training no later than 30 September

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

Warrant officers are the leaders of their field and experts in their trade. As such, they must be reliable, technically and tactically proficient, quick learners, and self-motivated, traits I already possess. I believe I have the necessary skills, experience, and leadership abilities to be a great asset to the Army as a Warrant Officer. I have more experience and training than most of my peers considering warrant officer as their next step. I have proven to be a dependable, capable, driven and a proactive non-commissioned officer throughout my career and have always sought out positions of higher responsibility.

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.

As I embark on the newest chapter in my life it occurs to me that I must first take time to fully process and appreciate the magnitude of what it really is to be a Warrant Officer in the United States Army. From my own perspective as well as the perspective seen from society I can see my new responsibilities will hold a paramount position in many different aspects. This being said, I can look forward to a major shift in what my focus will be and how my decisions will directly impact those around me. My personal desire to become a Warrant officer stems from my constant thirst to grow and influence my surroundings.

The importance of the Human Resources Sergeant in the Army White Paper, The Profession of Arms, is evident throughout. The following essay will describe the many different areas and the countless examples of just how important a Human Resources Sergeant’s role is. There are so many facets of every day Army life where the Human Resources Sergeant is vital to operations, from the additional duties we perform, to assisting our Commanders’ in their interest Programs, and everything in between. Human Resources Sergeants have to be constant professionals and enhance the Professional Culture in the military. What is a profession?

Introduction 1. The United States Army War College (USAWC) educates and develops senior officers and civilian leaders at the strategic level. It educates officers of U.S. Army, Navy, Air Force, Marine, Coast Guard, U.S. civilians and International Students from different countries. It is a professional military education that focusses on strategic and national security issues. Course participants are Military Officers with the military rank of Lieutenant Colonels and Colonel as well as some Brigadier Generals from international students.

In order to run a successful organization, especially a good standing Army, there needs to be quality leaders within the organization. Leaders are artists, remaining flexible and adaptable in order to conform to any certain situation. In FM 6-22, leadership is defined as, “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization”. The vast majority of successful Army leaders exemplify this definition in their everyday life. So, what exactly does this process involve?

Literature review After being requested to West Point as administrator in 1945, I appropriately reported for directions to the Army head of staff, Dwight D. Eisenhower. Shockingly he restricted his remarks to two focuses, the significance which he joined to the honour framework and his solid feeling that the foundation should incorporate into its educational programs a formal course intended to show cadets the standards of military initiative. In his view, this had never been sufficiently attempted previously in spite of the way that the arrangement for military authority was a prime goal of West Point instruction. Equipped with this command from General Eisenhower, upon assuming control over my obligations I quickly started a basic course