Steam Name: [SR] Harsh
RP Name: TR HS REGL CMD Harsh
RP Rank: Commander
Steam ID: STEAM_0:1:167592505
Battalion or Squad you are applying for: Doom’s Unit
Experience:
212th (PVT - CPT)
The 212th was the first battalion I joined on the server, and the only group outside of Null that I have committed to as a server member over the past two years. I started where everyone does, a fresh-faced private with no clue what CWRP was. I learned quickly, and started climbing the ranks to become a Junior NCO and a 2ndAC Medic (eventually becoming MED lead). After a while, I moved through the ranks as a Senior NCO, joining the elite Ghost Company and serving as Longshot. I was soon promoted to Warrant Officer, and did as much as I could with the position (pushing the NCOs to tryout, promoting passive RP, and hosting regular entertainment for the battalion). My WO term ended with my promotion to 1st Lieutenant and to the position of Boil and Ghost Company Officer. I was promoted to Captain around 2 weeks later, and applied and received the role of Support Overseer (overseeing MED, ENG, and HVY) that I would hold until my resignation around a month later due to school. 3 weeks into being a CPT, I applied for the role of Obi-Wan Kenobi, thus freezing my rank until my resignation.
Jedi (Youngling to Master)
Approximately a week after I joined the server for the first time, I purchased VIP. I really wanted to try RPing as a Jedi, and I knew as soon I started playing on Synergy that I was falling in love with the server.
I quickly moved up from padawan to Knight, and passed Shadow trials one late night in May. I soon started working as hard as I could to achieve the rank of master. To do so, I hosted more than 30 trials in a month for the Shadow branch. I also managed to reach the role of Shadow Manager Lead and then GateKeeper (Sentinel branch second in command). As SHML, I created a Shadow handbook to guide newer members through their journey as a Shadow. As Gatekeeper, I ensured that trials for the Sentinel and Shadow sub branches were up to par and being held regularly.
For my work in the Shadow branch, I was nominated and passed into the master role. I then applied for Ki Adi Mundi, and served a month and a half in the position. During that time, I built 4 distinct tryouts for each class of 21st Jedi (Nova Corps, GM, KU, and SO). I soon transferred from the position into the position of Obi Wan Kenobi for around two weeks, where I collaborated closely with Cabrera (the next Kenobi) to build GC, Foxtrot, 2ndAC, and 212th Jedi Trials. My journey as a Jedi Master taught me a lot about leading from a command position and what it is like to be in a high command position for a large battalion. It also helped shape the same work ethic and high effort mentality that I apply to everything I do on the server today.
Null Squad Jaing Skirata
For around 2 weeks in April, I attended and failed around 30 rounds of Null tryouts. I finally passed on the overall round 42, becoming the first person to pass. Being a Null member for the past 7 weeks has been a truly amazing experience. Porch (Kal) taught me a lot about GMOD mechanics and helped me push myself to become a better player, leader, and all around person. As Jaing, I made it my goal to contribute to the Null squad becoming the best squad it could.
To execute that goal, I set up a large number of outreach trainings for the specialized regiment battalions (at the time our designated outreach) and worked with their HCs and down consistently for a month to help them with the issues they saw with their battalions. These trainings consisted of regular PvE and PvP trainings, trainings oriented around specific issues like battle comms, and the Null drills that all of us Nulls hosted together.
Part of making Null a better squad overall was creating an initiative to fill our squad and ensure that our squad members are the best they can be. I constantly pushed for us to do tryouts (as much as possible) and regularly requested that my fellow Null members train the very same PvP and PvE skills we taught. After all, practice makes perfect, and perfect is the kind of image I wanted us to have for the server. It should go without saying that I also helped with as many rounds of tryouts as I could.
Playing Jaing was a dream from an RP perspective. I finally had an actual character to emulate, and did my best to promote passive RP server wide by ensuring that I exemplified my character’s traits as much as I possibly could (e.g. being absolutely brutal during interrogations). I also ensured that I remained a good role model for the server; I have never been arrested and have always presented professional behavior both inside and outside of the game.
Null Squad Kal Skirata
I’d like to preface this section with the fact that I was only Kal for a short 4 day period. I still wear this accomplishment proudly on the server, and consider it one of the best things (removal and all) that happened to me on the server. To clarify why I was removed, I had spoken out improperly in a legacy channel for a battalion I had previously been a part of. I did not follow the rules for the channel, and when I was told to cease discussion, I very stupidly did not do so. I have already privately cleared things up with all involved parties, and have since learned from my mistakes. If you’d like more details or further explanation, I will endeavor to provide it via dms.
I didn’t have much time to execute the various plans I wanted to as Kal, but I still see obtaining the position as an accolade and wanted to briefly mention it here.
Doom’s Unit (PVT - CMD)
I came back to Synergy approximately 4 to 5 months after my removal. I had worked extensively with DU as their outreach as Jaing, and noticed that the battalion had been hit hard recently by the exodus of a number of higher ups. I decided to give the battalion a shot, and went to the tryouts.
I started out as a private back when our HC consisted of Slak (Jedi Lead) and Po (commander). I quickly moved through the enlisted ranks, and started to prove my worth as an NCO. Because of the state of the battalion at the time, virtually every member was an NCO - we had maybe two junior officers, a single senior officer, and a handful of others I’ve forgotten about already. I applied for and received the position of ARFL shortly after becoming a SGT. I had noticed that ARF was dead in the battalion (there wasn’t even a tryout!) and wanted to revive the branch. It took me a week after consulting with certain 41st members to build a tryout and training that are still used today.
Slak soon applied for Doom, and from my outstanding work in the battalion as an NCO (recruiting, hosting trainings, leading, etc.), I was quickly promoted from SSG → Warrant Officer.
I only served a 1 week term as Warrant Officer. The reason I was only able to stay for one term was because I was, at the time, studying for the MCAT. For those who are unfamiliar, the MCAT is the Medical College Admissions Test, and is considered one of the toughest graduate-level exams out there.
My test was a month and a half out when I got WO, and I realized a week later that I desperately needed to focus all of my mental resources on my IRL situation. As such, I put in a one month LOA. Despite my short term, I was given a promotion to the rank of 1stLT. I was told that I did outstanding work over the short duration of my term, and was deserving of the promotion. I was also used as a model WO for future WOs in the battalion, and mentored each of them up to our most recent one (Flip).
After returning from my LOA, I was given the opportunity to hold the position of REGL. DU high command (now consisting of Flytape, Willy, and Slak) had determined that I was both trustworthy and hard-working enough to hold the position and succeed with it. As REGL, I created a server suggestion to add a JT regiment to DU, something myself and many other DU members desperately wanted. I also asked after and received a much needed discord and rank restructure, adding in the positions of ATKO and SFO to help the REGL oversee the many branches. Finally, I implemented a new training roster to log training from each branch, and created a minimum training requirement for each branch.
My work as REGL did not go unnoticed. I was moved from 1stLT to MAJ a short time afterwards. I used this new responsibility to increase disciplinary standards in the battalion, enforcing comms discipline and PTS in every scenario out of game. I also enforced seriousness in game, cracking down on any potential mingery as soon as possible. Some things did slip under my radar, but I am proud of what I accomplished as a MAJ. I also managed to continue good work as REGL, creating a thriving regimental structure with almost all positions in the structure filled.
A week or so ago, I was promoted from MAJ to CMD. This promotion came with increased responsibility, and I have taken it upon myself to maintain the principles of professionalism, maturity, and seriousness in game as much as possible (both for myself and others). My time as a CMD has proven short, but I have learned a lot about the inner workings of battalion high command during this period. I have continued my work as REGL, and already have a suitable person picked out to replace me should I be graced with the responsibility of the BCMD position.
Why should you become a battalion commander?
I am incredibly dedicated to my battalion. There have been points during my tenure as a DU trooper where I have questioned my place in the battalion, but I am absolutely confident that I belong with DU and that I will do good for the battalion.
I also have the leadership skills necessary for the role of BCMD. I am not afraid to discipline my troops, and I know how to do so politely (after all, this is a game). I endeavor to be as professional as possible in every interaction I have both in and out of game, and I make it a policy to never personally attack someone. I will provide criticism or feedback, but my goal has and always will be to foster a safe and comfortable environment for everyone I interact with.
I have good judgement, and I am mature enough and humble enough to admit when I am wrong. I know that everyone I work with is comfortable enough to come to me with problems, without having to fear punishment.
Do you understand the lore of your battalion or squad?
Yes.
Availability:
In Game: Every day 10 P.M. EST - 1:30 A.M. EST
Out of Game (Discord, mainly): 10:00 A.M. EST - 1:30 A.M. EST
I’d like to pre-emptively address my activity here. Outside of my LOA (explained above in “Experiences”) I have only missed one day of being on the server for at least 2 hours. This was due to a physics exam that stretched late into the evening. Outside of that, for the approximately 60 days I have been active inside of DU, I have shown up every day for an average of 3-4 hours of active playtime. This is not counting my out-of-game contributions, which are sizable as well.
Yes, I do play late at night. Many of my battalion’s members play late at night. We still manage to maintain a sizable presence on the server throughout the day as well. To help manage the battalion in game while I am not there to do so myself, I will be appointing a full command staff (3 commanders and our 1 XO) that spreads across all active time zones, with an emphasis on prime time. I already have eligible members in mind. These people are people I trust enough to deal with any issue that crops up. Should something especially grave occur, they will contact me out of game and I will do my best to deal with whatever has happened.
No one who plays this game should play it like it is real life. Real life should always come before RP. Unfortunately, my real life considerations prevent me from being online earlier. I don’t see this as a huge problem - a number of past leadership in equivalent positions and higher positions than this one have been in the same situation. They have all succeeded, and I have absolute confidence in myself that I can do the same.
Estimate of how long you’ve played on the server?
Over 3237 hours.
Do you have a microphone?
Yes.
Where do you want your battalion or squad to be at the end of your term?
Professionalism: This is probably at the top of almost every BCMD application out there, but it still needs to be said. I place professionalism as the most valuable trait a player of this game can have. Professionalism means refraining from breaking character in game, never making others feel demeaned or less worthy with your comments, always showing maturity in every situation, and taking the time to consider every view before you make a decision. DU has improved greatly in terms of professionalism over the past few months under Slak’s leadership. I feel that I can continue to improve our professionalism with a BCMD term.
Openness: The biggest problems I have seen with the battalion recently have resulted from a lack of openness between conflicting members. As I mentioned earlier, I consider myself to be an approachable and fair leader. I want everyone in my battalion to be unafraid of coming to me with problems, and I know that this has not been a problem with me so far in my CMD position. To increase openness, I will continue to use the newly minted DU high command problem reporting form. This will utilize an open forum communication style, allowing people to anonymously submit complaints if they would like to.
Another solution I will implement will be increasing use of Chain of Command, and following CoC to the “t.” By regularly checking in with my SNCOs, Junior Officers and Senior Officers, I will be able to catch more problems that might have otherwise slipped past me. This is a virtue of people being more willing to talk to others in lower positions rather than higher to avoid punishment. Hopefully, increasing check-ins with lower ranks in the battalion will allow fewer problems to escape under my radar.
A Well-Balanced Battalion: At the end of my term, I want my battalion to have a solid base of capable and promising NCOs, a smaller yet still impactful group of Junior Officers, a number of Senior Officers, and a full command staff. To achieve this, I will immediately begin by filling my command positions with people I trust (there are a number of these who are deserving and haven’t been recognized for their work). The lower ranks will also rise somewhat before stabilizing as a result. My next initiative will be to push all along each rank for recruitment. This will tie into the next section, but we have really slacked off recently with recruitment. I have always said this and will always say this, but the NCOs are the backbone of any battalion. I will incentivize recruitment and get more NCOs in. I will push my officers to be responsible and do what’s best for the battalion by pushing the NCOs to work better and more efficiently.
From a regimental perspective, I will be actively mentoring the new REGL with ideas on how to rebuild our regiments. There are a number of promising candidates in each branch that I am sure will do amazing work if given the opportunity to.
Overhaul of the NCO and Officer Requirements: The NCO requirements are brutal. This has been brought up many times and is finally being changed by DU High Command. I want to completely overhaul the requirements system and put a much larger emphasis on recruitment. I truly believe that the most important thing an NCO does is recruitment. As such, I will be reworking the NCO requirements to reflect recruitment heavily. I will also increase the TIG requirement for every rank, but I will make it so that, with 1 DU HC confirmation, an NCO can be promoted out of TIG (and without requirements complete) if they are considered to be doing good work. To summarize, I will decrease requirements and increase TIG, but give NCOs the ability to be promoted by being active, responsible, mature, and hard-working in game.
No system will be perfect. It is for this very reason that I am introducing some measure of subjectivity into the promotion process. This way, NCOs will have more incentive to do their job and excel.
I will do something with officer requirements. The TIG will increase, but requirements come second to actual work done in the battalion. Being an officer is not about shadowing recruitments or mentoring trainings (though these are a part of the job). Being an officer is more about being responsible and being a leader - nebulous ideas that cannot be adequately reflected in a checklist on the roster. I may even do away entirely with Officer requirements and implement a TIG based system like in other battalions. I will want to see how this first change goes, and will also want to get the opinions of my High Command members.
Discipline: I will be enforcing the utmost of discipline while in-game and in-RP scenarios. My officers and I will enforce the normal things (battle comms and PTS) with punishment if necessary. I want to make sure, however, that we are riding the fine line of not giving too harsh of a punishment for small lapses in judgement. As such, I will be revising the discipline handbook with DU high command and adjusting it to better fit the ideals of our battalion.
Inter-Battalion Relations: Our relations with other battalions are in a relatively good place at the moment. We have a solid relationship with 212th and CG, but have not had much of a chance to branch out and interact as much with the other battalions on the server. Our officer requirement currently have a small join training section. I feel that increasing this joint training section (while decreasing other sections like recruitment shadowing and event mentoring to compensate) could help increase the number of joint trainings we hold.
Additionally, I would like to "beta test" a Joint Training role system. I am thinking that this could fall under the duties of the Infrastructure commander in our current command structure. We would have Joint Training dedicated officers/SNCOs that are required to host a certain number of Joint Trainings each week (perhaps 1 to 2 a week). These individuals would be rewarded both monetarily (with credits) and with further scrutiny from High Command for promotion. Should this system not work well, I will remove it and turn to plan B, which would be incentivizing joint trainings through a monetary incentive (credits) for the most joint training work done by a single person in the battalion. Another potential solution I would like to test is creating a requirement for Senior Officers to host a certain number of joint trainings each week - SOs currently lack any requirements, and this could help them stay busy.
Again, these are just potential solutions I would like to test. I firmly believe that, until something is tried in the current environment, it shouldn't be discarded as a possible solution.
Do you understand that if you go inactive you will be removed from your position?
Yes
Do you understand that your position has a three month term limit and that you must reapply after three months to maintain your commander rank?
Yes
