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Becoming a Warrant Officer - "Living the Dream"
4 December 2007
All Corps Warrant Officer Promotion Course 2007
Developing a command relationship and leading operating systems or sub units was the focus of the recent Regular and Territorial Force All Corps Warrant Officers course which graduated at Waiouru recently.
The Shaw, MNZM Class 2007 completed nine weeks of intensive training with a view to developing the knowledge, skills and qualities required of Warrant Officers from all Corps.
From the outset it was apparent to the students they were to be part of a new and exciting version of this course. The main focus was to develop a command relationship whilst enhancing the Army’s core values of courage, commitment, comradeship and integrity.
These values were displayed and tested throughout the course, particularly during the warrant officers’ adventure race which was specifically designed to develop leadership.
One noticeable change to the course was the inclusion of the Territorial Force soldiers who completed their requirements with the Regular Force during the first couple of weeks and returned for the graduation ceremony. This fostered friendships and opportunities for networking and maintained continuity of standards between the RF/TF. Two of the TF soldiers also took time off work to participate in the adventure race.
Another initiative was the use of the Hogan’s leadership assessment report as part of the NZ Army leadership frame work. The report is a detailed individual assessment that was used to help identify and then develop areas of individual leadership using the South island-based adventure race.
A common quote throughout the course from senior instructor WO 1 Clive Douglas was “a day without drill is a day wasted” and the course included extensive sub unit drill activities.
Syndicates were required to conduct individual back briefs on an allocated activity using the company drill format. Once the back brief was completed the course would complete the parade. Traditionally this phase focused on the CSM responsibility whereas this course focused on all appointment holders and the overall conduct of the parade.
Throughout the course syndicates were also required to complete sub unit ceremonial and training activities, which included ANZAC day, a military funeral, shooting development, simulation training and culminated in a Beat Retreat ceremony. These activities required thorough research, planning and organisation.
An important part of the course emphasised the ability to plan and conduct sub unit training activities which focused on individual corps/unit backgrounds. A training plan for the year was built based on the student’s particular trade and unit output requirements. This phase was invaluable for students to understand how and why training programmes are developed for their units.
Operational concepts were covered with relevant lectures, discussions and tactical exercise without troops, where students present a tactical problem. Course students commented on how positive it was to learn new concepts without the pressure of being strictly right or wrong. Students reported that while this initially appeared the most unappealing part of the course it turned out to be enjoyable and the source of valuable information.
Command discussion panels were conducted throughout the course focusing on command relationships between officers and warrant officers from CSM/OC through to formation commander/FSM. These discussions were honest, insightful and informative and displayed the importance of an effective command relationship.
The overall success of this course can be attributed not only to the students’ hard work but also the dedication and effort of all the TAD staff and instructors, in particular chief instructor MAJ Ian Garnett and senior instructor WO1 Clive Douglas.
Recognising Success - Course Awards
Top Student Award (TF) – A/WO2 D.L.T. Quigley
The Senior Territorial Warrant Officer Trophy, the Wooden Cane is awarded to the student who gained the highest aggregate marks during all modules of the course and consistently displayed and exemplified the ethos and values of a Warrant Officer in the NZ Army.
Top Student Award (RF) - SSGT W – 1 NZSAS Group
The Sergeant Major of the Army Trophy was presented by WO1 H.C. Collier in 1999 and is awarded to the student who gained the highest aggregate marks during all modules of the course and consistently displayed and exemplified the ethos and values of a Warrant Officer in the NZ Army.
SSGT Andy Warren Peers Award – SSGT W Gordon
The SSGT Andy Warren Peers Award is dedicated to the memory of SSGT Andy Warren RNZIR, a previous member of the warrant officers course who was tragically killed during training on 14 Oct 05. It is awarded to the student who is assessed by their fellow students as being someone who consistently displayed the core values of courage, commitment, comradeship and integrity to their fellow students throughout the course.
Regimental Award - SSGT W – 1 NZSAS Group
The Silver Cane was presented by MAJ M.R. West, RNZIR and is awarded to the student who gained the highest aggregate marks during the sub unit drill and ceremonial modules and consistently displayed the highest regimental standards throughout the course.
Leadership Award – A/WO2 K -1 NZSAS Group, SSGT J. Kupe, SSGT R. Middleton, SSGT P. Hodges, SSGT J. Vickers, SSGT T. Thomson
The Leadership Award has been instituted with effect this course to recognise the importance of leading to win. This award is awarded to the team who displayed the leadership qualities and core values of courage, commitment, comradeship and integrity to Ex ARAHINA KIA TOA AI, the Warrant Officer Promotion Course Adventure Race.
Academic Award – SSGT W – 1 NZSAS Group
The Management Trophy was last presented in May 1995 and was reinstituted in 2006 as the Academic Achievement Trophy. It is awarded to the student who gained the highest aggregate marks for the academic modules of the course, which includes Military discipline, Plan and Conduct Sub Unit Ceremonial Training Activities, Plan and Conduct Training, Tactics and Command, Leadership and Management subjects.
Faster , Smarter and Voltaren - Jungle tips for an Adventure Race
In late October the Warrant Officers’ course headed to St Arnaud in the Nelson Lakes region to participate in Ex Arahina Kia Toa Ai, an adventure race-based leadership development activity. The race is designed to develop students’ leadership abilities under stress in a range of disciplines in an unfamiliar environment.
Upon arrival at Rotoiti Lodge on Sunday the course was greeted by Capt Brendan Lynch and his crew from the Army Adventurous Training Centre, and was briefed.
Monday saw the continuation of briefs and individual equipment preparation. Chief of Army, MAJGEN Lou Gardiner also visited, and lay down the challenge by presenting his trophy for the race. 0600 Tuesday morning marked our final solid meal before departing to the start line in our four team vehicles.
The race began in earnest with a mountain bike leg consisting of approx 15 kms. Steep grades ensured bikes were pushed for over ten kms of the leg. Following a quick transition a 16 km tramp followed.This leg took in rugged terrain and negotiation of dense native bush by night for all teams.
The next transition saw the arrival of hot ration pack food before a cryptic brainteaser was issued. From there it was back onto the bikes for some more tasks and a 30 km ride to the start of the rafting leg.
Wednesday morning saw each team rafting 26 km down the Buller River. This leg saw some people dozing at the paddle due to most participants having had no sleep. From there the bikes were once again to the fore with 29 km over roads and tracks and a 2 km bash through dense bush before finishing at Lake Rotoroa.
Lake Rotoroa was a compulsory overnight location with sleep being welcomed by all, with teams arriving between 1700 and 2200.
Thursday morning 0630 indicated the start of a 12 km sea kayak down Lake Rotoroa through clearing mist and drizzle. Once at the head of the lake it was packs on for a ten km slog up to Speargrass Hut where further tasks had to be completed. The downhill leg was completed by all teams in the dark. Back into the kayaks for the return leg up the lake to some more welcome hot food prepared by our team drivers.
A cold, dark, gut busting two km mountain bike push then ensued before opening up into some rocky downhill and a hard slog back up to St Arnaud covering a further 32 km.
The sleep monsters were definitely kicking in by now with hallucinations and fatigue being commonplace amongst the students.
Upon arrival at St Arnaud a three hour team orienteering circuit had to be attempted with points earned equalling time off the team time.
To all participants’ relief the final leg was a short two km sea kayak around to Kerr Bay followed by a short sprint or limp for some to the finish line.
A welcome handshake and beer then followed which allowed time for reflection on the enormity of the course that had just been completed.
All teams finished within 3 hours of each other on the final day, with the placings as follows:
- 1st: Team 1 (The Spider Pigs), 60 hours.
- 2nd: Team 3 (Team Pure), 67 hours.
- 3rd: Team 2 (Team X Stream), 68 hours.
- 4th: Team 4 (The Pirates), 70 hours.
Comments from the students indicated that all benefited from the experience and pushed themselves to their own personal limits. The arduous activity ensured team dynamics were tested and a variety of leadership styles came to bear to complete tasks and race legs. Appreciation must go to Team Spider Pigs principle sponsors Voltaren, Torpedo 7 cycling and PTE Smith.
A huge thanks must go to the AATC staff and all the support staff consisting of caterers, drivers and medics, who without their help we would not have been able to “Live the Dream”.
Learning Outcomes – The conditions for success
The three learning outcomes that constitute the course were designed to impart knowledge, skills and attitudes required of a Warrant Officer Class Two. They included:
1.0 Understanding command, leadership and management. This outcome featured insightful discussion panels involving command teams ranging from sub-unit to formation level, and the class patron, Capt G. Shaw. All panellists discussed the unique challenges and rewards of command, offering course members the benefit of their experiences and advice with regards to establishing successful command relationships. A group of role-playing junior soldiers also ‘shared’ their experiences with course students, presenting a wide range of HR, discipline and welfare scenarios requiring course members to fulfil the role of a CSM by conducting investigations and interviews, and subsequently providing advice to an OC regarding recommendations to effectively deal with the situations at hand. Scenarios dealt with issues ranging from financially troubled soldiers, to family deaths, to arranging arrest, custody, and service correction establishment for wayward personnel. Course members found these practical activities extremely useful in building an experience base for future use as a CSM.
Other significant aspects covered here were the interpretation of NZ Army history and traditions, and the application of the protocols of the NZ Army Marae and Ngati Tumatauenga. With regards to leadership, presentations and course discussions focussed on the transitional requirements of becoming a warrant officer, leading an operating system, and understanding aspects of leadership culture. Leadership development was further enhanced through Ex Arahina Kia Toa Ai, the Adventure Race.
From a management perspective, sub-unit budgets (linked to LO 2.0, as discussed below), NZ Army physical training policies, and the roles of MCM, Field psychologists, chaplains and community service officers were covered in detail. LO 1.0 concluded with the discipline and military law module comprising of the conduct, investigation and summary disposal of charges procedures, and the conduct of a sub-unit orderly room. These competencies were completed with the JSO’s Course.
2 Plan and Conduct Training. This section featured sub-unit parades and the ceremonial drill requirements of the course, as well as the planning and conduct of training activities suitable for implementation at sub-unit level. It also involved the compilation of an annual sub-unit training plan, requiring the alignment and capture of generic and task specific mission essential task list, and an additional operational level of capability training plan with a budget and accompanying business case for approval.
All course syndicates were required to conduct sub-unit parades with specific format criteria, requiring familiarisation with the current and draft rules for correct guidance and direction. Ceremonial drill was conducted through the syndicate taskings of an Anzac Day service (2 Syndicate), a military funeral (1 Syndicate), and Beat Retreat ceremony (3 Syndicate). These activities gave all members of the course the opportunity to participate, as well as to consider planning, conduct and debrief points associated with the activities.
The highlight for most course students was the planning and conduct of training activities, which featured the Purpose Built Grenade Range, range conducting officer grenade throw, the close quarter battle shooting development activity (conducted by Syndicate 4), as well as the New Zealand Army Simulation Centre simulation in training activity (conducted by Syndicate 5) at Linton Camp. Each of these activities inspired course members to consider using training activities that are imaginative, yet relative to the modern environment of conflict, and challenging to soldiers of all experience and rank levels.
3 The application of tactical concepts. This section exposed students to the military appreciation process and tactical planning required by warrant officers to support their OCs. It was delivered as a developmental activity, first with the introduction of Battlefield Operating System (BOS) capabilities and then their employment to achieve Company level tactical tasks. Feedback from the Majors, Lt Cols and WO1s who made up the directing staff was informative and positive. The students completed this section with a positive attitude towards this subject and a better understanding that is expected to assist in developing their command relationship in the future.
This page was last reviewed on 14 December 2007 and is current.
