My legacy leader is SFC Jerry Miser. I chose him because he was my very first platoon sergeant in my Army career. SFC Miser gave me the early education that I needed as a young leader and helped lay the foundation for my later success in the Army. I only hope that I can pass on some of the important skills I learned from SFC Miser to my Soldiers, and help them become solid leaders in this great Army.
When I arrived at my first unit, the 172nd Stryker Brigade Combat Team, Fort Wainwright, Alaska, I was assigned as a Prophet Team leader by SFC Miser, my platoon sergeant. For someone fresh out of AIT, this was a daunting task. I had no experience tactically or technically. In addition, I was appointed over three PFCs who have been in the unit for a year. Soon, I felt disaster was looming over my head. One month later, two of the PFCs asked me to resign as the team leader. I felt humiliated. Later, SFC Miser pulled me into his office and explained to me why he chose me as a team leader. He saw there was potential in me to be a good leader. He told me as long as I remained diligent in accomplishing my missions and demonstrated my willingness to take care of my Soldiers, my Soldiers’ opinion about me would change. So, I spent extra time learning the systems and went out of my way to attend to the needs of my teammates. I quickly earned their trust and confidence. Since then, I never forgot what I had
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I had a mentor who saw the potential in me and developed me in a way befitting to my situation. The simple and fundamental skills I learned from SFC Miser were exactly what I needed as a new leader. They enabled me to become a successful NCO and a competent leader later in my Army career. I hope to be a leader who understands his Soldiers’ needs and develops them in the way that is most appropriate for them. Only in this way can the Army develop the most effective leadership and the strongest
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
Throughout history there have been many great leaders. Many leaders who have changed the shape of America and also soldiers of today’s Army. One leader that comes to mind and has shaped me into the leader I am today is Abraham Lincoln. When I look at Abraham Lincoln and what he has done, I think of what Army Leadership manual ADRP 6-22 defines what a leader should be and how leadership is based off of attributes and competencies.
These past two years I’ve seen good and bad leaders and both serve as a good reminder at what to do and what not to do. I’ve been lead by people who don 't really care to be in this program and my skills as a player and a team member did not improve. But i 've also been lead by p...
Just a few days prior, the Catalyst Color Guard, the team of which I am currently captain, won the Texas Color Guard Circuit State Championships. We earned the highest score in the 10-year history of our program after an incredibly successful season. What enabled us to succeed this past season was the leadership. As a junior and first lieutenant, I felt more confident in my own leadership skills and experience, and I was better equipped to serve my team this year. Our improved leadership style and work ethic improved our team as a whole. Our score increased with each
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
As a Senior Non-Commissioned Officer, preparing myself and rising to the challenge of the Sergeant Audie Murphy Club induction sets the right example for my fellow NCO’s, especially the junior NCO’s that look at me as a Leader they aspire to be. Whether it is the NCO’s at my current station or NCO’s from my past Leadership positions, I always endeavor to set a positive example for them to keep moving forward and progressing in their careers. If I remain stagnant, and set the example of mediocrity and established entitlement, they will look to my example and think they have arrive. I aspire to be a member of the Sergeant Audie Murphy Club for my Soldiers and fellow NCO’s, past, present, and
As our forefathers before us stated, ‘‘No one is more professional than I. 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 (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
I picked Peggy Ralphson as my leader because she has been a mother, an owner, a wife, and a volunteer. In this interview. I asked her questions pertaining to her personal leader philosophy and being a servant-leader. Her answers were straightforward and to the point.
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
The commander is arguably the most experienced leader in the organization. His value of leader development will influence the rest of the Soldier’s value of leader development accordingly. The commander is responsible for ensuring the unit has a leader development program and that it is nested with everyday training. His vision for the unit’s leader development program will shape how the S3 incorporates the development program into the unit’s training plan. The commander must establish a climate that values leader development by being open to constructive criticism and recommendations from subordinates. LTC Fullerton quickly implemented this technique in the first week of his command and demonstrated it during his first meeting with MAJ Kane. Fullerton asked Kane for his view on things and how to improve the battalion. The commander must invest time in getting to know his subordinates and their needs as well. A one size fits all leader development program might get the leaders as an aggregate to a certain point, but after that the commander will need to identify subordinate strengths and weaknesses in order to continue to develop those leaders for the future. A great example of this from the L204 case study was LTC Fullerton moving the BN S4 LT Cunningham to become the Company XO for CPT Benizi. As explained above the commander’s role in leader development really seeps into every aspect of the organization. He is responsible for setting the climate, ensuring the S3 is incorporating into the training calendar, developing relationships t...
Our first official task was to create a team Charter. One of the questions in this charter was to determine if the team would have a leader and if so, the term of that leader. "All groups need leadership. Without leadership, a group may be nothing more than a collection of individuals lacking the coordination and motivation to achieve a common goal." (Leadership in Groups, Pg.173) Instead of having one leader for the entire course, the team decided to rotate leaders at the beginning of every school week. I was selected by my peers to be the team leader during the first assignment. Being the team leader, I was not only responsible for ...