JIIM Environment Working in a JIIM environment requires specific skills, knowledge, and abilities. DA Pam 600-3, Commissioned Officer Professional Development and Career Management, lists several unique attributes that a Special Forces Warrant Officer must possess. One in particular that relates to operating in a Joint, Interagency, Intergovernmental, and Multinational (JIIM) environment is a combination of good interpersonal skills coupled with cross-cultural communication abilities. The document continues to elaborate by stating that mission success may rely upon rapport and influence gained through these skills. The Rand article, “Developing U.S. Army Officer’s Capabilities for Joint, Interagency, Intergovernmental, and Multinational Environments,” also addresses the need for interpersonal skills and integration skills to achieve success in a JIIM environment. The Army has already adapted much of what the Rand article relays. Many of the Officer requirements in the 2014 DA Pam 600-3 require or suggest JIIM assignments. These are not just for Special Forces, but, for example, an Artillery Officer also has …show more content…
The Special Forces Warrant Officer generally has the most experience and speaks with authority on Special Operation specific issues. This lends to the SFODA’s credibility, as the Warrant Officer is able to interact with elements in a JIIM setting and use experience to negotiate social encounters. The Warrant Officer may have experienced situations based on his experience and may have knowledge that crosses tactical, operational and strategic echelons. Having interpersonal skills and cross-cultural communication expertise is not a new concept for Special Forces and has long been necessity before labeling JIIM environment with its current name. Rapport and influence have always been a requirement especially when dealing with multinational
Due to his ability to quickly adapt to the environment, Sergeant Jasmin was immediately identified by the partnered Target Office of Primary Interest (TOPI) as an extremely capable analyst and was entrusted with mission development that is normally reserved for more seasoned National Security Agency (NSA) analysts. His initial development work in the target area not only supported the TOPI's overall mission, but it also helped carve out the CMT's specific mission. Due to Sergeant Jasmin's efforts, the assigned mission area received due attention, which enabled forward deployed units to prosecute High-Value Individuals
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.
Since our beginnings as the Office of Strategic Services in World War II, to our involvement in the recent wars of Afghanistan and Iraq, Special Forces has applied a set of principles which sets us apart from everyone else in the military. These rules have enabled us as Special Forces soldiers to operate successfully for many years. The Special Operations Forces (SOF) Imperatives help us to better understand our friends and enemies and force us to take a hard look at our strategies. In the book, The Ugly American, by William Lederer and Eugene Burdick, there are many excellent examples of characters who used the SOF Imperatives very well and others who chose to ignore them altogether.
Special Operations Forces (SOF) showed adaptability and alignment with the commander's intent. Operation Anaconda highlighted the importance of integrating joint and multinational assets, particularly air and ground forces, to achieve mission success. This experience demonstrated the value of joint operations and provided lessons for future missions. Initially, 3 communication challenges between ground and air forces led to delays and inefficiencies in CAS missions (Tertrais, 2019). However, as the operation progressed, information sharing and communication improved coordination between land and air forces, contributing to mission
The previously mentioned principles will relate to my time as a junior officer because there will be countless occasions where I will need to rely on those around me. When I enter my first unit, it will not matter where I graduated from or what I accomplished as a civilian; What will matter is my ability to effectively lead a team of people who collectively have more experience and knowledge than I do. I realize I cannot rely on just myself to get the required job done and I will go through my own “forming, storming, norming, performing” phases. It is nearly impossible to enter into a team environment as a stranger and instantly begin “performing”. Your team must understand who you are, what your intentions are, and that you are willing to be selfless for the overall
This paper discusses why proficiency in a Soldier’s Military Occupational Specialty (MOS) tasks or the common Soldier tasks, also known as Warrior Tasks and Battle Drills (WTBD) is important. Additionally it will compare an uneven balance of proficiency between the sets of tasks and the consequences. Concentration of proficiency in WTBD resulting in lack of job knowledge, opposed to exclusively focusing on MOS tasks producing a deficiency in leadership abilities. There are many tools and methods to maintain a state of stable proficiency within all tasks, as well as responsibilities of Noncommissioned Officers (NCOs) that assist in producing Soldiers who are equipped to fight and win in today’s battlefields. A brief history of the Army’s
he NCO 2020 strategy is focused on creating a system that will provide the NCOs with access to develop and broadening the experiences needed in both garrison and within operational environment. In addition, leaders will individually help to commit to long-term careers, which will be essentially focused on the development of educational, professional and with the fulfillment of having a ready force for war at all times. Essentially the strategy of the NCO 2020 is to have leaders at all levels understanding that the development of Soldiers must be constant and continuous throughout their career. The best way to expand and provide better NCO development is by focusing on proficiency in each Military Occupational Specialty (MOS) and leadership
A Commander sustains an ethical command climate in war by establishing clear intent and purpose for their organization, accentuated through his vision. The Uniform Code of Military Justice (UCMJ) and the Law of War are the military guidelines and penalties for soldiers to act accordingly. Distinctively, the majority of people know the difference between right and wrong. Command team (i.e. Commander and NCOs) are role models for the organization and set the example for their subordinates, which led to sustaining an ethical climate. Discipline organization exhibits high physical fitness, technical competence and successfully accomplish the mission.
The Army Reserve Officers ' Training Corps (ROTC), as it exists today, began with President Wilson signing the National Defense Act of 1916. Although military training had been taking place in civilian colleges and universities as early as 1819, the signing of the National Defense Act brought this training under single, federally-controlled entity: The Reserve Officers ' Training Corps. Army ROTC is the largest officer-producing organization with the American military, having commissioned more than half a million second lieutenants since its
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.
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.
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?
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