U.S. Army 1SG Board - Most Possible 1SG Board Questions Part 1

I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army”. I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.

My two basic responsibilities will always be uppermost in my mind—accomplishment of my mission and the welfare of my soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.

I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!

The proficiency ratings are as follows:  T is fully trained (complete task proficiency).  T- is trained (advanced task proficiency).  P is practiced (basic task proficiency).  P- is marginally practiced (limited task proficiency).  U is untrained (cannot perform the task).

A T proficiency rating means a unit is fully trained. It has attained task proficiency to the Army standard, achieved a GO in 90% or more of both performance measures and leader performance measures, and has met 100% of all critical performance measures. The task is externally evaluated and meets the remaining requirements as outlined in the training and evaluation outline (T&EO) in accordance with the objective task evaluation criteria matrix. (See appendix B for a detailed explanation of the objective task evaluation criteria matrix.)

A T- proficiency rating means a unit is trained. It has attained advanced task proficiency free of significant shortcomings, achieved a GO in 80% or more of both performance measures and leader performance measures, and has met 100% of all critical performance measures. The unit’s shortcomings require minimal training to meet the Army standard. The task is externally evaluated and meets the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.

A P proficiency rating means a unit is practiced. It has attained basic task proficiency with shortcomings, achieved a GO in 65% or more of all performance measures, achieved 80% or more of all leader performance measures, and has met 100% of all critical performance measures. The unit’s shortcomings require significant training to meet the Army standard. The task is not externally evaluated and meets the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.

A P- proficiency rating means a unit is marginally practiced. It has attained limited task proficiency with major shortcomings, achieved a GO in 51% or more of all performance measures, achieved less than 80% of all leader performance measures, and has met less than 100% of all critical performance measures. The unit’s shortcomings require complete retraining of the task to achieve the Army standard. The task is not externally evaluated and does not meet the remaining requirements as outlined in the T&EO in accordance with the objective task evaluation criteria matrix.

A U proficiency rating means a unit is untrained. The unit cannot perform the task. It achieved a GO in less than 51% of all performance measures, less than 80% in all leader performance measures, and less than 100% in all critical performance measures. The unit requires complete training on the task to achieve the Army standard.

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions

Army Command Policy, Army Regulation specifically charges commanders to perform functions such as establishing a positive climate,caring for the well-being of Soldiers, properly training their Soldiers and developing subordinates’ competence?

Direct Organizational Strategic

the ability to apply competencies at a proficient level

applying competencies to increasingly complex situations

Shape the military through change over extended time

Formal; Informal; Collective; Situational

Character Presence Intellect

Leads Develops Achieves

the essence of who a person is, what a person believes, how a person acts

creating and sustaining a positive climate through open communications, trust, cohesion, and teamwork

Collective leadership refers to the combined effects and interactions when leaders at different levels synchronize their leadership actions to achieve a common purpose.

Character Presence Intellect

Leads, Develops and Achieves

Empathy is identifying and understanding what others think, feel and believe.

the internal identity of the leader

how others see the leader, the leader’s outward appearance, demeanor, actions and words

the abilities and knowledge the leader possesses to think and interact with others; the mental and social faculties the leader applies in the act of leading

an important competency to establish conditions of effective influence and for creating a positive environment

Leaders communicate to convey clear understanding of what needs to be done and why

A Leader inspires an organization’s climate and culture

to maintain professional standards and effective capabilities for the future

when the individual desires to improve and invests effort, when his or her superior supports development, and when the organizational climate values learning

because the armed forces grow their own leaders from the lowest to highest levels

Army Values Empathy Warrior Ethos Discipline

Military and professional bearing Fitness Confidence Resilience

Mental agility Sound judgment Innovation Interpersonal tact Expertise

Leads others Extends influence beyond the chain of command Builds trust Leads by example; Communicates

Creates a positive environment/fosters espirit de corps Prepares self Develops others Stewards the profession

ADP 7-0

Unit Training and Leader Development

Institutional Operational Self-Development

The Army Trains to provide Ready Forces to Combatant Commanders Worldwide

Units Train in Garrison and while Deployed to prepare for their Mission and Adapt their Capabilities to any changes in an Operational Environment

The Army’s Institutional Training and Education System which includes Training Base Centers and Schools that provide Initial Training and subsequent Professional Military Education for Soldiers, Military Leaders and Army Civilians.

Training that Organizations conduct at Home Stations, Maneuver Combat Training Centers, during Joint Exercises, at Mobilization Centers and while Operationally Deployed

Goal Oriented Learning that reinforces and expands the Knowledge Base, Self-Awareness, and Situational Awareness and it Compliments Institutional and Operational Learning and Enhances Professional Competence and Professionalism

Improving Unit, Soldier, and Leader Proficiencies

Training Aids, Devices, Simulators, and Simulations

Integrated Training Environment

Training Must be Relevant, Rigorous, Realistic, Challenging, and Properly Resourced

Commanders and other Leaders are responsible for Training Noncommissioned Officers Train Individuals, Crews, and Small teams Train to Standard Train as you Will Fight Train while Operating Train Fundamentals First Train to Develop Adaptability Understand the Operational Environment Train to Sustain Train to Maintain Conduct Multi-Echelon and Concurrent Training

Means Training Under an Expected Operational Environment for the Mission

to Ensure Equipment is Serviceable and Available for the Conduct of Training and for Mission Accomplishment

Lead by Example Develop Subordinate Leaders Create a Learning Environment for Subordinate Leaders Train Leaders in the Art and Science of Mission Command Train to Develop Adaptive Leaders Train Leaders to Think Critically and Creatively Train your Leaders to Know their Subordinates and their Families

Train to Sustain

Developing Subordinate Leaders by Training Subordinates to be Successful Tactically and Technically and to be prepared to Assume Positions of Greater Responsibility

Battalion Level and Higher

Troop Leading Procedures (TLP’s)

The Purpose of Unit Training is to Build and Maintain Ready Units to Conduct Unified Land Operations for Combatant Commanders.

METL is the Doctrinal Framework of Fundamental Tasks for which the Unit was Designed

Mission Essential Task List

Brigade and Above

Battalions and Companies Develop their Own METL’s to Support their Higher Headquarters

14 June 1775

Over 180

it is the most complex of all Combat Domains and also where most countries are capable of having a defense as some are unable to afford Navies, Air Forces and other forms of defense.

It is the synchronization of our efforts between Joint Services, other government agencies, other partner Nations and other Military Forces from other partner nations

To combine Offensive tasks, Defensive tasks, Stability tasks, and Defense Support of Civil authorities (DSCA) in coordination with Joint Services, other Government Agencies, other partner nations, and other Military Forces from partner nations.

Prevent Shape and Win

The Army’s role to Shape is to assist other nations to shape their own training and their military strength to be able to defend themselves

We must be able to Attack and Defend successfully against Enemy ground forces.

Title 10 United States Code (USC)

DODD 5100.01

The Constitution

Congress

The Constitution

Title 10 United States Code and Department of Defense Directive 5100.01

To Fight and win the Nation’s Wars through prompt and sustained Land Combat, as part of the Joint Force

Organizing, Equipping, and Training Army forces for prompt and sustained Combat incident to operations on land; Integrating our capabilities with those of the other Armed Services; Accomplishing all missions assigned by the President, Secretary of Defense, and Combatant Commanders; Remaining ready while preparing for the future

Trust Honorable Service Military Expertise Stewardship of the Profession Esprit De Corps

1. Trust between Soldiers. 2. Trust between Soldiers and Leaders. 3. Trust between Soldiers and Army Civilians. 4. Trust among Soldiers, their Families, and the Army. 5. Trust between the Army and the American people.

The heart of the Army and the inspiration for our shared professional identity.

“This We’ll Defend”

It provides the moral basis for why our Army exists

in the philosophical heritage, theological and cultural traditions, and the historical legacy that frame our Nation

1. The U.S. Constitution 2. Titles 5, 10, 32, USC • Treaties 3. Status-of-forces agreements 4. Law of war

1. Oaths for: Enlistment, Commission, and for Office 2. USC—Standards of Exemplary Conduct 3. UCMJ 4. Rules of engagement and 5. Soldier’s Rules

The Continental Congress on 14 June 1776

To defend what would become the United States of America

General George Washington

At Valley Forge

By proudly displaying distinctive emblems like (regimental colors, crests, insignia, patches, and mottos).

between Soldiers; between Soldiers and their Leaders; among Soldiers, their Families, and the Army; and between the Army and the Nation

In Battle, Soldiers primarily fight for one another, not just for their Country or some ideal. They Entrust their lives to the Soldiers on their left and right, and focus on doing their Duty in a way that maintains the Trust of their Comrades. Without this level of trust, there is No Cohesion, no ability to stand fast in the most horrific environments. The level of resilience and cohesion within an Army Unit correlates directly to trust between Soldiers in that Unit

The Army Values

No, “Trust between Soldiers and their Leaders” allows this

Candor

1. Loyalty 2. Duty 3. Respect 4. Selfless Service 5. Honor 6. Integrity 7. Personal Courage

Military-Technical Field; Moral-Ethical Field; Political-Cultural Field; Leader Development Field