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Basic Life Support Training Manual PDF Download
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Promotion points are received for academic excellence in BLC, however. You can receive 20 promotion points for achieving commandant's list status and 40 promotion points for achieving Distinguished Honor Graduate of the Distinguished Leadership Graduate. These must be verified on the DA Form 1059.Promotion points are received for academic excellence in ALC. You can receive 20 promotion points for achieving commandant's list status and 40 promotion points for achieving Distinguished Honor Graduate of the Distinguished Leadership Graduate. These must be verified on the DA Form 1059.You could receive these promotion points even if the course was a mandatory requirement for your MOS. You should ensure all of your courses are listed in your ATTRS transcript.These include military correspondence courses through ATRRS Self-development or Army e-Learning. You earn one point per five hours of Army Correspondence Course Program (ACCP) training. You must have completed the entire course. You don't get points for training that is duplicated with both a resident course and a correspondence or computer-based course. Some like to listen and learn and not just read. HMMWV PMCS Board Appearance ? ? General Orders Army Values Definitions. Easy Promotion Tips Skillport Tips? ? ? ? Contact Help Top keep this Site Alive The exact Questions as they will be asked by the Board members. Home BOARD SUBJECTS Get Promoted Faster PMCS Steps APPs Page Board Appearance Promotion Tips Skillport Tips TOP's Questions Feedback Page Privacy Policy The Army study guide site where board members questions come from. This is where you will learn the Questions you will be asked and be able to give the Exact answer they are looking for. Recently created an Audio version of the Questions since a lot of current Soldiers like to learn thorough Podcast. Created in 2014 so Soldiers and leaders did not stud old outdated information from the old site where the questions and answers have not changed since 1999.
That site literally has such old questions and answers that were made before most current Soldiers were even born. If you study enough, you will recognize the question and be able to give answer before the question is finished being asked. So do not study outdated army study guide sites or army study guide apps that have very few and different questions than will be asked at the board. Board members questions will not come from those Army study guide Apps they will ask you Questions that come from this site or from the Apps that have this site's information. This is the Army study guide with the most up to date material for ADP, ADRP and all other Board MOI subjects. All questions and answers come directly from the most current U.S. Army publications. The Questions are made from the publication and so Soldier do not have to read and study pdf's that can be over 800 pages long for each of the subjects on their MOI. Also inform TOP of new publications and any outdated material on the site or App, to keep all material current. So Soldiers are not learning old or wrong information that will help them be better leaders. Also, do not hesitate to contact TOP if there is a board topic or subject that you would like to see added to the site or Apps. This site is not affiliated with the U.S. Army or Department of Defense in any way. L ist of all Board MOI Subjects Do Not produce local unit study guides because the information is always changing and the locally made study guide will be quickly outdated. So don't have our future leaders studying information that has already changed and will not help them knowing wrong information and give that wrong information to our young Soldiers. As Leaders, we must get out of that mind set of having our future leaders studying old or outdated information. Instead we have an obligation to have them learning current information ensure they know the right information as they mentor our young Soldiers. ??????????
Click here to study the right question and answers! ? ?? This site and Apps are the most up to date questions for the army study guide available anywhere. So d o not study outdated material from other sites or apps where the information has not changed since 1999 and the questions will be different from what the board members ask you. ??? ArmyADP.com The most updated Army study guide podcast type app now for those that like to listen to learn. This site is maintained by Active duty and Veteran NCO's. This is where the board members questions come from!? ? ? Why the site and Apps were created. The Questions and Answers for the site and Apps were made because previous sites and Apps were completely outdated with information that was from the Vietnam era. Also, as leaders we were tired of our own Soldiers studying outdated material and us asking them those old outdated questions just because the MOI said so to us a certain site. Our Soldiers were literally studying questions that were older than they were. And we have also personally witnessed just how difficult studying directly from Army Doctrine Publications (ADP and ADRP's) were for our Soldiers when the direction come down not to use the old Army study guide site we had used since 1999. Even the Army CSM knew that those questions were back when he was a PVT. We also noticed that the board members were not asking the questions exactly the same way with each soldier. It was like they were winging it just to make up a question for the board. So we wanted to standardize the Questions so Soldiers would recognize them and not get a changing question. This way Soldiers would recognize the exact question when asked by a board member and be able to give the correct answer the board member would also recognize from this list of Question and Answers.
The overall goal is to give Soldiers and Board members a good, current and relevant source of information, with the intent of Soldiers gaining a base of knowledge to better prepare them to become our future Army leaders and the NCO's to our Soldiers. Feel free to email if you would like to see new subjects added or if you see something wrong, outdated or needs correction. We am happy to accept feedback and requests to ensure that our Soldiers have the resources needed to gain the knowledge to become better leaders. The most important thing you can do besides passing the board is convert your military education to college credits and college classes. This is also one of the fastest ways for you to add or gain promotion points. You can choose any college that does this and have your Military training converted to civilian college course credits and go from having 0 to possibly more than 50 promotion points in weeks. The school I used was North Central Institute. I did that many years ago so I do not know what the current price is or what documentation you will need. You should also review the TOP's Guide to Getting Promoted. This page is designed to provide you with more detailed information on how to do this. Do not change this feature unless the scope of the change is fully understood. You should take a network trace before changing this value to confirm that the request is not malicious. This could be caused by a malformed URL sent to the server by a malicious user. Status: AVAILABLE Last checked: 47 Minutes ago. What are you waiting for. Let's get the Army Ssd 1 Guide ebook immediately by pressing the button below. You just need to create a FREE account. Download Now! eBook includes PDF, ePub and Kindle version What are you waiting for. Let's get the Army Ssd 1 Guide ebook immediately by pressing the button below. You just need to create a FREE account. Download Now! eBook includes PDF, ePub and Kindle version Register a free 1 month Trial Account.
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But the Army must better facilitate this important practice by drastically increasing its focus on the self-development learning domain among junior officers. Those serving as platoon leaders are at the nexus of translating a commander’s intent for an operation into discernable bites that are easily digestible by squad and fire-team leaders for execution on the battlefield. That translation is critical to ensuring favorable individual and leader decision-making. I argue that a wholesale revamp of the Army’s approach to self-development needs to occur in order to ensure that junior officers are able to translate their commanders’ intent into meaningful language that aids tactical decision-making and understanding of subordinates. My perspective on this topic is based on that experience of having had direct oversight of nine lieutenants, the majority of whom are exceptional tactically (case in point: two are currently serving in the 75th Ranger Regiment). While I acknowledge the limits of such empirical observations, I do believe the Army needs to begin a conversation about what appears to be a general lack of understanding of the geopolitical environment and the type of knowledge that should be learned through self-development. Institutional development occurs at professional military education courses where the service member is assessed via an Army academic evaluation report, similar in grading style to a high school report card. Experiential development occurs on the job; actually serving in the role as a platoon leader or executive officer develops the individual who is then assessed via an officer evaluation report. Both of these domains are limited, though: institutional learning focuses strictly on doctrinal education for lieutenants, while experiential learning focuses principally on tactics and general leadership.
Moreover, the experiential development assessment in the Army has issues similar to those in the Air Force noted by Ned Stark, which are beyond the scope of this article, but I encourage reading the Ned Stark article as several parallels exist with the Army’s officer evaluation report system. While the captain’s career courses now require taking the GRE (Graduate Records Examination), and this is a step in the right direction, there has been no systematic way to track an individual officer’s commitment to self-development. Though it is arguably common knowledge that officers will need a graduate degree as they progress to field-grade rank, until this GRE requirement was instituted, there was no way to track progress toward that unspoken requirement. I only had one of nine lieutenants pursuing a master’s degree while in a leadership position—which I only knew about because I asked. As of now, the Army lacks any real way to codify a leader’s self-development, and typically, that which is not evaluated is ignored. When I took command in Afghanistan, I administered a knowledge-based assessment ( this is the actual assessment I used ) to determine what the areas of focus for officer professional development should be. Questions like “Who is the current leader of the Taliban?” were left unanswered—while we were in Afghanistan conducting combat operations. Other questions, like “Describe the Suwalki Gap and its effect on NATO operations” or “Is Ukraine a NATO ally?” were similarly left blank or, when a single-word “yes” or “no” response was given, were clearly guessed at. When I hear lieutenants talk about self-development, they most frequently mention preparation for Ranger School or Special Forces selection— physical self-development.
Rarely do I hear of self-development emphasized in an intellectual sense; I have yet to hear any junior officers, during counseling on self-development, tell me that they completed a course through the Army’s distance-learning programs on calling for fire, information operations, irregular warfare, or the many other options available. But this can be changed. In fact, the knowledge-based assessment I administered awoke a significant hunger for learning in most lieutenants that I found quite impressive. I believe that the Army needs to codify a self-development assessment and reporting system that objectively captures individuals’ ability for self-study and commitment to self-improvement. The Assignment Interactive Module 2.0 shows some promise; with officer evaluation support forms and a resume-building tool, it could potentially enable a senior rater to stratify his or her subordinates in this learning domain. As the self-development pathway for each branch varies greatly, I believe this program of reporting, and its requirements, should be built by the chief of each branch, in a structured self-development approach similar to the program currently used by the noncommissioned officer corps. In its simplest form, each branch chief could identify distance-learning courses required to be considered for promotion to the next grade, which senior raters could certify as complete on evaluation reports. In addition, though labor-intensive and potentially cost-prohibitive, the branch chiefs could establish a reading and writing program to help identify superior potential in junior officers, with submission and feedback provided through writing centers. Currently, this is captured to some degree in writing assignments in institutional learning environments like basic officer leader courses and captain’s career courses, but it is not a continuously evaluated metric.
As the Army develops and incorporates the new Army Talent Alignment Process, there is an opportunity to completely transform the self-development domain—and introduce new evaluation tools—to ensure the best candidate is assigned to the right job. The program works on a quarterly scoring system that tracks their efforts in reading books, giving briefings to subordinates and superiors on geopolitical topics, and distance learning. Additionally, for platoon leaders and platoon sergeants, it assessed their ability to influence and direct their subordinates to participate in self-development as well and worked as a forcing function to get them deeply invested in their soldiers’ personal development. It provided an opportunity for the lieutenants to demonstrate their understanding of each book’s major themes and provided me, as their rater, with an additional opportunity to assess their communication skills. Lieutenants were required to conduct two briefings to their platoons and one briefing to me on a geopolitical topic. Again, this assessed their briefing and communication skills and provided an opportunity to assess their research skills. And finally, the lieutenants were assessed on the total amount of distance-learning hours they completed each quarter. The program had built-in solutions for field and temporary-duty time conflicts and also counted any graduate-level coursework completed. A copy of the annex included in my initial counseling with all platoon leaders and platoon sergeants is here. By no means a one-size-fits all program, I highly recommend that company commanders review the program and see if it can work within their formations. Ultimately, the Army as an institution needs to enable the self-development of junior officers and ensure they are fully prepared to assume positions of greater responsibility and influence.
Adding a program guide to assist in identifying top performers can only benefit the Army as it prepares for the complex operating environments of modern war. He commissioned in 2008 from the Virginia Military Institute and served in Iraq and Afghanistan with the 10th Mountain Division and 75th Ranger Regiment. Following a four-year break in service working in military equipment sales in Australia and medical robotics in New York, Jon re-joined active duty and deployed as the commander of Bravo Company, 2-23 Infantry Regiment. Alex Manne, US Army Put that Bumf Away and Unburden Your Soul I have been studying the problem for years trying to find answers. (A video of the findings of my dissertation can be found here: ) But I am afraid that CPT Tishman's suggests are largely not self-development but only unit-level institutional training. If you applied a assessment matrixes, it would shape the way soldiers engage in this leader domain. Self-development might mean learning something that helps the Army but it might not. It could mean a whole host of learning activities to help that individual that might not have an immediate advantage to the U.S. Military. Soldiers should be able to say no to any learning in this domain without consequence.Yes, self-development should be supported and encouraged. Adding more institutional training requirements certainly isn't going to achieve this end regardless of the name we apply to it. Here is the best definition I have run across: It is neither “self-development” nor an effective pedagogy for institutional learning. If your NCOs are telling you it works, then you have either the most dedicated and otherwise-unencumbered group of sergeants in the army, or the most sycophantic. While this is no doubt beneficial, it is not self-development. Requiring a geopolitically focused brief, even if they choose the particulars, is still a directive from you to learn about geopolitics.One that recognizes those efforts is better.
The difficulty comes in determining how to evaluate self-development in a way that’s fair to all subordinates without undermining it through regulation. Institutional approaches are anathema to self-direction. It must begin with climate. Early in the article, you seem to have made strides with that, already. Don’t overthink it, give it time to develop. Quite remarkable to think that the author managed it himself (and, presumably, via self-development). Did the fact that WW2's Willie and Joe knew who Hitler was fundamentally enhance their effectiveness in company-and-below combat. I'm sure then-Lieutenant Joe Clemons knew who Kim il-Sung was, but I doubt it made much of a difference on Pork Chop Hill. Just reading things is not the same as reading good things.Disregard the epistemically arrogant naysayers. The support form can be a great tool in the negotiation as the rated officer seeks mentorship in setting and achieving SD goals. Maintaining a reading list is a fundamental habit that is vital to adopt early in service. Relaying what you've learned in soldier-understandable terms means you probably know a good bit of what you think you know. This remnds me of the days when institutional learning was on auto-pilot and we were busy preparing junior officers to win the last war. On their own, they developed lessons-learned platforms (companycommander.com and platoonleader.org) to dialogue asynchronously. Keep it up! Time to S-L-O-W down. Compare the US Army to nearly every other Army and you will find we move to often, promote to quickly, and lack depth way too often. As a former NCO pushing platoons without a LT (a long time ago) and then receive promotions below zone twice, I realized that I did not have the depth I needed. I studied (everything) and succeeded as a Bn and Bde Cdr a vowed to help develop others. Mentor more often and expect your Juniors to grow as you grow too. Make learning important again and it will be. Please no more Army programs.
No more “structure.” -I like that he gave his guys a test and that it made them curious. -As an officer, if you can’t develop yourself, you’re not the talent we’re looking for. -Do read a lot. But focus on tactical versus strategic. It’s a lot harder. Geopolitics is for chumps. -Advanced degrees are a waste of time. The Army never ever looks to see if you have one. If they want you to get another degree, they pay for it. The views expressed are those of the authors, and do not reflect the official position of the United States Military Academy, Department of the Army, or Department of Defense. Rather, the Modern War Institute provides a forum for professionals to share opinions and cultivate ideas. Comments will be moderated before posting to ensure logical, professional, and courteous application to article content. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy.If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details.You can change your ad preferences anytime. Did you know SlideShare now comes with Scribd Your destination for professional development Activate your free 60 day trial Cancel anytimeWhy not share! Click the Launch button to open the presentation. Some of the course material can not be skipped. Make sure your computer has speakers! Depending on the type of question you have any where from one attempt to three to get it right. If you do not get it correct you will be referred to the lesson. From there you will click return and you will begin the set of questions which may not be the same that you were asked. Barror The answer to this question could be “will not, won’t, can’t” but it is only one of these. You must chose the correct format for the answer, you will be incorrect if you do not use exactly what they are looking for.
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