U.S. Army 1SG Board - Most Possible 1SG Board Questions Part 3

Our special responsibilities to the Army Profession and to the American people

responsible and duty-bound to not only complete today’s mission, but also those of the future We must ensure our profession is always capable of fulfilling whatever missions our Nation gives us We have the responsibility to ensure, through stewardship, the present and future effectiveness of the profession

A member of the Army Profession who meets the Army’s professional certification criteria (competence, character, and commitment).

An Army professional’s demonstrated ability to successfully perform their duties and to accomplish the Mission with discipline and to standard

An Army professional’s dedication and adherence to the Army Values, and the Profession’s Ethic as consistently and faithfully demonstrated in decisions and actions

The resolve of Army professionals to contribute Honorable Service to the Nation, to perform their duties with discipline and to standards, and to strive to successfully and ethically accomplish the mission despite adversity, obstacles, and challenge

Evaluation standards for all ranks, Officer, Warrant Officers, and Enlisted

NCO Evaluation Report

the rated Soldier’s name, indicate the effective date for each designated rating official

no later than 90 days after the “THRU” date of the evaluation report

Performance evaluations | 2. School evaluations

Soldier’s duty performance, potential assessments and promotion potential

the Soldier’s performance and accomplishments while attending a school or course

Initial counseling will be conducted within 30 days after the beginning of the rating period, and quarterly thereafter, for NCOs

part IV, block a.

mandatory and optional

differences relating to race, color, religion, gender, age, sexual orientation, or national origin is prohibited

Change of Rater Annual Extended Annual Change of Duty Depart Temporary Duty, Special Duty, or Temporary Change of Station Temporary Duty, Special Duty, or Temporary Change of Station Relief for Cause Complete the Record

Army Command Policy

Sexual Harassment/Assault Response Prevention

Chapter 7 & 8

Create a climate that minimizes sexual assault incidents, which impact Army personnel, Army civilians, and family members, and, if an incident should occur, ensure that victims and subjects are treated according to Army policy Create a climate that encourages victims to report incidents of sexual assault without fear Establish sexual assault prevention training and awareness programs to educate Soldiers Ensure sensitive and comprehensive treatment to restore victims' health and well-being Ensure leaders understand their roles and responsibilities regarding response to sexual assault victims, thoroughly investigate allegations of sexual assault, and take appropriate administrative and disciplinary action

I. A.M. STRONG

Intervene, Act, Motivate

It is the Army’s campaign to combat sexual assaults by engaging all Soldiers in preventing sexual assaults before they occur

Prevention of Sexual Harassment (POSH)

promotion Awards favorable assignment disciplining or relieving a subordinate who refuses sexual advances threats of poor job evaluation for refusing sexual advances

Direct approach Indirect approach Third party Chain of command Filing a formal complaint

twice each year

Restricted and Unrestricted

Restricted reporting allows a Soldier who is a sexual assault victim, on a confidential basis, to disclose the details of his/her assault to specifically identified individuals and receive medical treatment and counseling, without triggering the official investigative process

Unrestricted reporting allows a Soldier who is sexually assaulted and desires medical treatment, counseling, and an official investigation of his/her allegation to use current reporting channels (for example, the chain of command or law enforcement), or he/she may report the incident to the SARC or the on-call VA

only those personnel who have a legitimate need to know

the SARC, a VA, or a healthcare provider, a chaplain

chain of command, law enforcement or report the incident to the SARC

The British, French and Prussian Armies

The Blue Book

The First Sergeant enforced discipline and encouraged duty among troops, maintaining the duty roster, making morning report to the company commander and keeping the company descriptive book

A book the 1SG carried that contained administrative files names of everyone in the company and their professional history (AWOLs, work habits, promotions, etc.)

They are important because they define character traits that help develop and maintain discipline

What is the organization’s mission?

How does this mission fit in with the mission of the next higher organization?

What are the standards the organization must meet?

What resources are available to help the organization accomplish the mission?

What is the current state of morale?

Who reports directly to you?

What are the strengths and weaknesses of your key subordinates and the unit?

Who are the key people outside the organization who support mission accomplishment?

(What are their strengths and weaknesses?) When and what do you talk to your soldiers about?.

specified duties, directed duties and implied duties

The duty you have to follow Directives such as Army regulations, Department of the Army (DA) general orders, the Uniform Code of Military Justice (UCMJ), soldier’s manuals, Army Training and Evaluation Program (ARTEP) publications and MOS job descriptions specify the duties

Directed duties include being in charge of quarters (CQ) or serving as sergeant of the guard, staff duty officer, company training NCO and NBC NCO, where these duties are not found in the unit’s organization charts

These duties may not be written but implied in the instructions. They’re duties that improve the quality of the job and help keep the unit functioning at an optimum level

being accountable for what you do or fail to do

means you are accountable for your personal conduct

the right to direct soldiers to do certain things and the legitimate power of leaders to direct soldiers or to take action within the scope of their position

command authority and general military authority

the authority leaders have over soldiers by virtue of rank or assignment

Noncommissioned officers’ command authority is inherent with the job by virtue of position to direct or control soldiers

authority extended to all soldiers to take action and act in the absence of a unit leader or other designated authority

the Army has found that some soldiers, if allowed to, will become careless and lax in the performance of minor barrack duties in their unit. They become accustomed to conditions in their immediate surroundings and overlook minor deficiencies

Conducts the daily business of the Army within established orders, directives and policies. Focuses on individual training, which develops the capability to accomplish the mission. Primarily involved with training and leading soldiers and teams. Ensures each subordinate team, NCO and soldier are prepared to function as a effective unit and each team member is well trained, highly motivated, ready and functioning. Concentrates on standards of performance, training and professional development of NCOs and enlisted soldiers. Follows orders of officers and NCOs in the support channel. Gets the job done

plan, make decisions and program future training and operations

Military Expertise; Our Ethical Application of Landpower Honorable Service; Our Noble calling to Service and Sacrifice Trust; The Bedrock of our Profession Esprit de Corps; Our Winning Spirit Stewardship of the Profession; our Long Term Responsibility

Military Expertise Honorable Service Esprit de Corps Stewardship

All Army Leaders, Civilian and Military of the Profession being stewards of the trust between the Army and the American People

Trust

Distrubition Platoon, Transportation Platoon, Headquarters Platoon, Maintenance Platoon,

Move it, fuel it or fix it, we will make it happen!