Contrary to popular belief‚ HRC isn’t the only key player in the officer assignment process. It’s true – as we’ve explored in the last two INTREPs – that HRC’s Officer Personnel Management Directorate (OPMD) plays the largest role in officer assignments. It is OPMD’s Assignment Branches after all‚ of which MI Branch is one‚ that place all officers‚ 2LT to LTC‚ on Assignment Instructions. Once you receive your RFO then‚ it feels safe to assume you know where you’ll be assigned next. You’re good to
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1. The recently promoted Chief Petty Officers attached to Staubles Bay for Officer of the Day (OOD) duties were required to carry-out an extended period of understudy‚ which entails working alongside a senior Chief Petty Officer during their tour of duty. As Command Fleet Chief Petty Officer (CFCPO)‚ I was mandated by Command to design a mechanism to effectively assess the competency of these Chief Petty Officers to determine their readiness to assume the administrative responsibility entrusted upon
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Noncommissioned Officers History Army I. Introduction. A. Good morning‚ I’m MSG Michael Dobbs‚ Thank you for being here COL … and CSM… B. This is a unclassified NCO History presentation. C. I will be covering the NCO’s of 1865 to 1925. We will be looking at how they trained what weapons they used‚ the discipline they adhered into their soldiers and the hero’s that were made. D. References used: The Story of the Noncommissioned Officer Corps‚ Center of Military History‚ United
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planes” or‚ “I drive ships.” If the answer is‚ “I’m a Strategic Sealift Officer‚” you may have some more explaining to do. Whether its family‚ friends‚ or other sailors‚ I have yet to find a solid “one-liner” explanation of what my Navy job is going to be‚ but that may not be such a bad thing. Strategic Sealift Officers must earn and maintain two things: a reserve commission and a Coast Guard license as a deck or engine officer. They sail on their license for a portion of the year‚ while also completing
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The difference between leadership from being a former NCO to my current role as a Warrant Officer has some differences and also some similarities. As an NCO‚ leadership was more of a direct interaction role. More of the “I say you do” style. Any good leader provides direction and purpose to motivate their subordinates to want to do the task at hand even when the soldier may not really want to do the task. NCO’s provide direction in the form of verbal orders and create a very structured atmosphere
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As a dedicated and focused NCO with over ten years of experience as a CBRN Specialist‚ I understand the enormous expectations of becoming a Warrant Officer and commit myself to surpassing those expectations. As a leader I strive to set the standard with the highest level of conduct and the utmost level of performance in my duties‚ setting the example for those I lead by creating and delivering solutions that exceed the Army’s standards. I will always take care of those I lead and create an environment
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rely on each other and our leaders for guidance and support. Module eight focuses on a leader’s ability to properly apply and practice effective negotiation tactics and skills. Knowing how to apply these different strategies is vital‚ as Non-Commissioned Officers (NCOs) we are faced with ensuring we make the right choices when it comes to difficult decisions we are constantly faced with. Negotiation is a process involving two or more people or groups who have a degree of difference in positions‚
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2011-12 CHIEF PETTY OFFICER DEVELOPMENT GUIDE 365 Page Intentionally Left Blank INTRODUCTION 1. OFFICIAL GUIDANCE. This guide is designed to prepare and train First Class Petty Officers (FCPO) for their future leadership roles and to maintain continued focus and development once selected to the rank of Chief Petty Officer. As enlisted leaders‚ FCPOs play a vital role in the development and mentorship of junior Sailors. Training and guidance to strengthen their leadership skills are
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My career with the New York Police Department has spanned thirty years and has been met with both personal and professional achievements. Coming from a long line of civil servants‚ joining the NYPD was a natural progression. However‚ I strove to do something no other family member had done before‚ achieve a supervisory role. After scoring in the top one percentile on my Sergeant’s examination and with three years in rank‚ I was promoted to the rank of Sergeant at the age of 23. Overcoming the
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service and time in pay grade. A Specialist can earn their rank after serving at least two years in service and attending specific training classes. The Army considers all Corporals (E-4)‚ Sergeants (E-5) and Staff Sergeants (E-6) as Junior Non-Commissioned Officers (NCOs) and are given the same respect and any NCO. The Corporal is at the base of the NCO rank. They serve as unit leaders and team leaders. They are responsible for the individual training‚ personal appearance and cleanliness of the soldiers
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