Major Gray is a versatile Officer, who can fill multiple roles like operations, personnel and logistics on a staff. She is working on her military education, the Advance Operation Course (AOC). Major Gray plans to purse a Master's Degree in Logistics after completing her military education. Major Gray is immediately ready for a key development position in Logistics. Major Gray will be able to fill multiple roles in the Kansas Army National Guard as a Lieutenant
Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.
SFC Weems has served the Kansas Army National Guard in multiple positions of importance. From 1994 to 2001 SFC Weems served with HHC 1-108th AVN BN as a Supply Clerk; from 2001 to 2005 with HQ 235th Regt as Supply NCO; 2005 to 2009 with 1-235th Regt as OCS Company Training NCO; 2009 to 2012 with DET 1 Recruiting
The Oregon National Guard in the last three years has gone through great changes that have challenged the senior leaders throughout the organization. These changes started with the retirement of The Adjutant General (TAG), Major General Raymond F. Rees, who has run our organization for four terms since 1987. MG Rees did not just command the Oregon National Guard for the past twenty-nine years; he created the culture of the organization and his vision carried the ORNG through numerous mobilizations in support of Operation Iraqi Freedom, and Operation Enduring Freedom. Famous for his pointy finger, no one ever wanted to be in the general direction of his pointy finger, and if you were, you knew he did not agree with your thinking, or your
Allied Trades Warrant Officer Basic and Advanced Course Instructor, and Small Group for the Technical Logistics College, Army Logistics University. Facilitates all Allied Trades technical skill and knowledge development training for warrant officer students in Military Occupational Specialties 914A, 913A and 915A, across all three Army Components. Responsible for developing functional skills in Computer Numerical Control (CNC) and Computer Aided Design in support of U.S. Army’s, Allied Trades equipment modernization efforts. Responsible for reviewing, implementing, and providing developmental feedback to the CASCOM, Ordnance Training Development Branch for associated Programs of Instruction material, encompassing all welding and machining operations.
Dr. Williamson Murray once declared a want to develop his Expeditionary Warfare School (EWS) seminar students into hand grenades. His comments were, of course, figurative, but Murray communicated a vision: his company grade students would read more deeply, think more critically, write with greater effect, and ultimately be more willing to challenge conventional wisdom than their peers. Murray, with EWS, engineered the course, from initial selection through the final seminars, to meet his goal of a competent, well-armed officer prepared to make and recommend just decisions grounded in history.
The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.
Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.
Along with deployments over seas the National Guard has state mission. These state missions comprise of multiple parts. Part one of the mission is to respond to the natural disasters of their state and country. Most everyone has heard of the National Guard going out and battling fires, helping general public deal with all aspects of the floods, tornadoes and civil unrest. In these situations the governor of the state, territories or district, places his province in a state of emergency. This allows him to control the National Guard until the crisis is exerted and in which case the National Guard is returned to its normal state as the protector of freedom and safety of their state and country. The second part of this mission is to
When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.
The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.
You provided great detail related the law in Tennessee and how that applies to the Tennessee National Guard. Candidly, as leader I’m torn on this issue of employees recording conversations and meetings. When I apply this concept to my work environment, I would certainly hope that as a leader I have created an environment whereby employees feel comfortable coming forward to report unsafe working conditions, unethical behavior, illegal activity, or disagreements with directives, rather than recording them. While I have nothing to hide and ensure all my conversations are appropriate for the workplace. If an employee feels compelled to record conversations and/or meetings more than likely their relationship with their direct Supervisor
As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.
This book is a battle map for your business and it will lay out all the wisdom and knowledges gathered by this highly decorated US Army colonel, across the battlefields and army stations - helping you being as efficient and as disciplined, as an army officer should be, when fellowmen lives are concerned!
As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.
The purpose of this paper is to demonstrate what I learned about mission command and reflect on how I will use the philosophy and concepts of mission command in my future duty assignment following graduation from the Sergeants Major Course. Although mission command is commander centric, noncommissioned officers (NCO’s) play a dynamic role in facilitating it.