Approximately two contracts ago in 2012, I received a Non-Judicial Punishment, Article 92, Failure to Obey Lawful Order, Standard Operating Procedure, violation while serving as a Drill Instructor at MCRD San Diego. My offense, I developed a friendship with a recruit in the Recruit Separations Platoon awaiting to be released back into civilian sector. This was not the traditional DI/ recruit relationship. I had a lapse in judgment due to personal issues affecting my life at that time and I borrowed money from him in the amount of $300. After realizing the mistake made, I immediately returned the money in full with the same bills I was originally given. Thus, I was awarded 21 days’ restriction and forfeiture of pay in the same amount that was initially borrowed. After serving 14 days of this restriction due to my outstanding conduct as a drill instructor my Battalion …show more content…
It’s simple, I felt it’s something that needed to be addressed head on. Sure, I am going to tell you about all the great things I’ve done since then and everything I’ve learned along the way but I wanted to address the 800lb gorilla (my NJP) first. As a Staff Sergeant, I have been afforded the opportunity to serve in multiple leadership billets. As a Platoon Sergeant, I lead a platoon of 30 Marines and mentored two Junior officers. I was appointed as one of two Truck Masters, S-3 Chief and Combat Hunter Instructor in which I was responsible for all the pre-deployment training and served as an advisor on all Combat Hunter matters to the Battalion Commander while at Combat Logistics Battalion 1. During this tour, I was hand selected to attend Eager Lion/Native Fury 2014 in Jordan as an Individual Augment. While serving only 30 days for this exercise, my work did not go unnoticed, as I received an impact Navy and Marine Corps Achieve Medal Award and accolades from the Commanding General governing this exercise. I left CLB-1 with a successful
Antwone serves as a Petty Officer in the United States Navy. He is single and heterosexual, with no children. Antwone was referred to the U.S. Navy Pacific Fleet Medical Center for psychiatric evaluation, after pleading guilty to assault on a superior, non-commissioned officer. As a result of his physical aggression, he was demoted from ships serviceman Petty Officer, third class, to ships serviceman Seaman. Antwone has a history of physical aggression and poor impulse control. Antwone was referred for three sessions of psychiatry service for assessment of physical aggression, anger management, and supportive treatment. At the end of treatment, a recommendation by Dr. Davenport will be submitted to Antwone’s commanding officer, for the purpose of determining reinstatement to active duty. Antwone sees no need for evaluation and states that the cause of physical assault was a result of racial remarks by the victim. Antwone’s attitude towards fighting is stated in his words, “It’s the only way some people learn.”
My team consists of four other people besides myself, Lauren Chojnaki, Alexa-Louise Patnode, and Jacobe Loewen, and Ryan Tyriver. Together, we are tasked with the mission to complete a stakeholder analysis regarding a specific organization and their structure. For this project to be completed successfully, it is important that all team members are able to cooperate with one another and are able to use their different strengths to create the best end product.
I have completed 10 hours of community service by donating blood in Champaign and being a server at a Hospital Fundraiser, I have never done anything to harm the house and have never been summoned to a Judicial Board meeting. I have endured two interviews now and the alumni have not granted exemption for my violation even when they have gone into the details of how my life exemplifies the ideal brother. I do not fight for those requirements; I fight this suspension because I cannot imagine being separated from the brotherhood I have grown to
First off, I want to start out by thanking you for going through the CCTI. Even though this time honored tradition has change a lot over the years (For the good and the bad) it is still a important part of our service rich heritage that is staying alive because of you and your fellow PCPO’s. A lot of E-7s will not even take two month out of their busy lives to learn about what it really means to be a Chief.
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
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.
I was nominated by my counselor who saw potential for leadership development and diversity amalgamation. To say the least, I strongly believe that the leadership engagement and grueling situations I have endured will help in the long run to accomplish my future goals. Ever since I was in JROTC, I knew that I wanted to serve; I felt I owed an obligation to give back to a nation that has selflessly gave my father citizenship and an opportunity to succeed. On that note, my future plan is to commission in the US ARMY and seek an Active-duty Commission. I have taken a step forward to my goal by, enlisting into the TX Army National Guard my senior year and delaying my first semester of college to complete Basic Training and Advanced Individual Training (AIT). A short-term goal I have is to ensure that I take advantage of the student resources offered here at Tarleton to overall maintain a 4.0 GPA. That will put my name on the Dean’s list and be a stepping stone to my four year career here at Tarleton. I hope to accomplish my goals by staying involved on campus, continuing my membership on SGA, becoming Battalion Commander my senior year, and
Earlier in March 2014 the senior leadership of the Air Force, to include the Secretary of the Air Force, the Chief of Staff, and the Chief Master Sergeant of the Air Force, made a statement to all airmen. They stated that “being an Airman is more than a job, when we voluntarily raised our right hands and took an oath to support and defend the Constitution, we became members of the profession of arms”, they also said that along with our profession of arms we are given and accept a sacred trust given to us by the American people, that to be worthy of this trust we must “build our lives and shape our service on the foundation of our core values”, and that when Airmen fail to live up to our core values, the reputation of all who serve is tarnished” (letter to airman, Mar 2014). Recently, I was tasked to deliver a briefing for the J3 monthly training day. This tasking was a result of my negligence in updating a certain system that is vital to the J3 watch floor. My briefing, although filled with correct information and guidance, was also slaked with profanity and unprofessional gestures. Regardless of any circumstances that may have been the cause for these actions, the actions needed correction. Correction was given, which was responded to by more profanity and provoking actions. After I showed such disrespect to my non-commissioned officer in charge, he escorted me to my supervisor and my actions were made known to him. During this time I was still acting very contentious and disrespectful, making snide comments and standing with such contempt as if to say “are you done now”. This of course escalated into more serious action by my leadership which very well could have been avoided had I done my duty correctly in the first place. The...
...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.
My instructors saw a light in me that I was oblivious to, and pushed me to chase that light along with my dreams. My first year of JROTC I became a Flight Commander. In the structure of military command, a flight commander is towards the bottom of the totem pole; their task to watch over their flight of students and to command them in drill and everyday class procedures. However, as time went by, I soon rose the ranks becoming the Commander of our Competition Color Guard Team, then Commander of our Operations Squadron, and last but not least, acquiring the highest position within JROTC: Group Commander, with the rank of Cadet Colonel. I went from the shy, reserved person I was to leading meetings, speaking in front of cadets, giving an hour presentation to our Unit Inspector, instructing events, and composing essays for contests. I became heavily involved in a plethora of events ranging from giving out Christmas cards at a local Veteran’s Home, saluting military kids in Snowball Express, and competing at Regional Competitions, gaining over one hundred community service hours in my tenure
I enlisted in the U.S. Marine Corp in 2002, and was promoted through the ranks quickly assuming the role of a leader. At the age of 19, I had pinned on Corporal (E-4), and embarked on my on-the-job training in leadership. Spending time with the Marines prior to being promoted, I knew their personalities, strengths and weaknesses, and what motivated them. Reassuring that "if I 'm going to have followers then I better interact with them well and know what 's going on with them" (BMAL 500 Audio Lecture Series). Therefore, I had an early advantage in "the ability to influence a group toward the achievement of a vision or set of goals" (Robbins & Judge, 2009, p. 385). The basis of my leadership was the rank on my collar and that my higher command believed I was a good Marine and competent to
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.
For my constant rule breaking I have to write reflection paper relating to the charges I have been found responsible for, reflecting on my conduct and how this has affected my experience at UMBC. I also have been put on Residential life probation where any other violation of any university policies and Rules will likely result in the termination of your on-campus housing, this will last until March 18, 2016. I see being on probation being the most serious of the punishments I’ve been issued. On a lighter note, I have to complete a judicial educator on-line, which I would say is the least serious of my punishments. These consequences have shown me that my actions and bad behavior are not worth the punishments that I will receive, and this will never change for breaking residential rules here at
Lack of discipline starts by letting a Soldier off, or slide on what would be a minor infraction
I was married in 2004 and became a father for the first time in 2006, these two new roles also assigned me the roles of husband and father, but also added the role of provider for my family. I grew up in a tree stand hunting with my parents however, it wasn’t until I had my first successful hunt that I achieved the role of hunter, which in turn added to my abilities to fill the role of provider for my family. After successfully completing boot camp in 1999, I became a Coast Guardsman. This new role caused the greatest amount of role conflict in my life. The expectations of my friends who wanted me to be the same person that they went to school with and partied with, directly conflicted with the new standards of conduct that I was expected to follow as a member of the military. These incompatible expectations led to the weeding out of those friends who could not accept my role as a Coast