Company Sergeant Major

physically tough, mastering fundamentals, and doing the right thing through a foundation of trust based on teamwork, communication, discipline, and fitness. As the brigade commander, I know it is critical that my vision is nested in that of my higher command to ensure we are meeting the Commanding General’s intent. It is also important that the vision, and the accompanying strategy to implement the vision, be imaginable, desirable, feasible, focused, flexible and communicable. In implementing my vision, I will use Kotter’s Change Model. First I will create a sense of urgency to communicate why changes are needed. I will then share my ideas for change with a guiding coalition consisting of my Command Sergeant Major, DCO, and my battalion commanders and command sergeants major in order to develop my vision and get their buy-in to the changes I’ll be making. In doing so, I’ll attempt to use personal power to gain commitment from my guiding coalition. I know it will be necessary to effectively and continuously communicate my vision so it is adopted by every Soldier in the brigade. My strategy will include creating short-term wins and adapting the vision as necessary as the brigade develops to help instill my vision in the culture of the brigade. Build the Team In conducting my assessment of the brigade I have identified some key issues with unit organization, manning, and equipment. In order to build strong teams we need to insure we have the right talent in the…

No organization is perfect whether it’s the military or a civilian organization. Perfection is what we strive for. There will always deficiencies that one always complains about and say that if they were in charge they will do it differently. Sometimes though that’s just not possible but at times it may be. I myself am currently working as the Executive Officer of a Maintenance Company and these are a few of the issues that I have seen and noticed at my position that I would recommend changing…

and/or organization. Legacy Leaders are considered to be “Leaders of Influence” because they create an environment conducive for developing others through professional and personal growth; they build team cohesiveness through trust; and they produce effective leaders and professionals who are capable of getting results and accomplishing the mission. I’ve chosen the individual below as my “Leader of Influence” due to the impact this individual has had on the Army and NCO Corp, as well as the…

With the evolving role of the aviation warrant officer, future development and mentorship is required for success beginning at the company level. As intermediate level technical and tactical experts, Warrant Officers perform the primary duties of technical leader, trainer, operator, manager, maintainer, sustainer, and advisor utilizing staff procedures to provide information to the appropriate level of command. Warrant Officers must discontinue any thoughts of inflexibility to perform outside…

Officer to be known as the backbone of the United States Army, a phrase coined by Rudyard Kipling. As we know the Non-Commissioned Army in todays military is but a mere remnant of what the NCO original was. The Non-Commissioned Officer existed during the European Hundred Years’ War, who at the time, were almost all upper ranks of European society, surprisingly. At the time, though, there was almost no interaction between soldiers and officers, so the Non-Commissioned Officer served as the link…

The Human Resources Sergeant exemplifies what it is to be a Profession of Arms and a professional. As it notes in the very first page of the Army white paper The Profession of Arms “I am an expert and a professional” (TRADOC, 2010) We can note and many would agree that the Soldiers Creed sums up and gives an overall understanding to what exactly is The Profession of Arms and what it is to be a professional in the U.S. Army. The Army as a whole is always moving and changing and we as Soldiers…

The Commander (CPT Malinowski) arrived and tried to make him stand down, stating that he was a CPT in the United States Army and that he (the Provost Sergeant) would stand down. The Provost Sergeant stated that he would not stand down and that he was acting under the power and the authority of his Position and that he was going to apprehend the subject. But the commander, CPT Malinowski continued to interfere and try and stop the apprehension. After interfering and restricting police procedures…

Warrant Officers within Special Forces are looked to for their high level of experience by commanders and Sergeants Major alike. More often than not, within our formation, warrant officers are viewed and employed by commanders and sergeants Major as part of the command team. Company and Battalion Warrant Officers should absolutely be part of the command team because they already are! Time spent as both a company and battalion operations warrant officers, in conjunction with the nominative…

and Love, however, connects them with the bonds that are formed between soldiers during war. During the 15-month deployment, Junger makes five visits to the second platoon of Battle Company, part of the 173rd Airborne Brigade, in the Korengal Valley of Afghanistan. The valley itself is “sort of the Afghanistan of Afghanistan: too remote to conquer, too poor to intimidate, too autonomous to buy off” (p.16). It was six miles long and comprised of steep mountains, large cedar trees; and Junger…

My first major mission, a young 18 year old, the lead gunner behind a M240B as the first line of defense for our platoon; would soon be a situation that left an imprint in my life and has forever changed how I now lead as an NCO. This mission took place in 2007 near the city of Ad Dawr, Iraq. The mission was complex but my orders were simple, protect the convoy and provide security. The main objective was to expose and detain (if possible) a cell leader to include destroying his know cache…