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As a FA officer, I commanded a TA Battery and as a MS I, occupied positions which included Clinic OIC, Brach and Division Chief giving me the experience of supervising both civilian as well as Soldiers. I believe in developing our junior Soldiers. As a senior military scientist, I mentor our civilian, junior officers and enlisted. I give them clear, constructive, candid, and regular feedback to help them grow both personally and professionally. Encourage them to seek out opportunities and to continue their personal education. I believe in honesty, integrity and open and honest communication. I believe in being a good listener, fostering dialogue, and creating an environment where people can speak openly and honestly, without fear.
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.
I have led, recognized and employed the strengths and talents of those Airmen entrusted to me. I have lead from the front only because I have earned the trust of those behind me. I believe in and embody our service's core values in my personal and professional lives. I am the 'Whole Airman' through excellent technical aptitudes, unrivaled commitment to duty and a genuine desire to improve our force. Time and time again, and without reservation, my family and I sacrificed our wants and time for the demands of my profession. My family and I fully understand what this transition entails and as an officer, I will be fully devoted to the duties and Airmen entrusted to me. As a prior-enlisted officer, I will empathize with my Airmen ensuring their contributions are recognized and further develop them in every facet that is our Air Force culture. Finally, as a commissioned Airman, I intend to serve long and decisively to honor those that have served before us, my family’s proud military heritage and my wife and daughter…who drive me to be successful and strive for every new
The person that is next in command after the Battalion Commander is the Executive Officer (XO). The executive officer’s purpose is to help the Battalion Commander to run the whole program. The XO will also help the Battalion Commander send orders to the rest of the staff and cadets. The XO must be hardworking, well-rounded, firm, and responsible. I think that the position of XO would be a good fit for me because I possess these characteristics. I hope that I will be able to implement new ideas such as new clubs and programs to give cadets more opportunities to be involved in JROTC. I would also like to have guest speakers and recruiters come in and speak to the cadets about the different career paths that they can take. I think that obtaining
Serving in the Army for the past fifteen years, as a Soldier, Non-Commissioned Officer, Cadet, and Commissioned Officer, I have gained a wealth of military leadership knowledge and experience. Since completing my undergraduate studies and earning my commission in the Army, I have held a variety of command and staff positions. I have led Soldiers in garrison, as well as on combat and operational deployments, each having its own unique challenges and rewards. Throughout the years, I have had the distinct honor and privilege of serving on many great teams and with many outstanding Leaders.
I strive as a leader and a person to live fully each day, laugh often and love intensely. I strive every day to have more patience, to say kinder words, to gossip less, be a good friend, good teacher, and a good mentor. In addition, I try not to be too hard on myself when I do not always succeed at those things, which is often I might add! Then I remind myself to remember that all I can do is try harder next time and learn from my mistakes and hope that my soldier see that I am imperfect and just as they are. I think that really what my leadership philosophy is to be the best leader that I can be and strive to maintain the army standards and follow the basic
I am elated to celebrate Texas Independence Day by preparing my response to your call for the Project Director who will help make your beautiful dream a tangible reality, here in the heart of Texas. With broad and deep experience in bringing visions to life through my unique ability to direct the path of projects, I am confident that my record of delivering award-winning results will be well worth your time to review. After spending the last year patiently watching for a visionary project to appear that matches my own discerning criteria, I believe it has finally appeared in the form of the Pecan Street Project.
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
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.
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
... to be the backbone of the Army unless I am willing and able, to do what is right at all times. I must be the standard-bearer. I must be beyond reproach. I must, at all times, conduct myself so as to bring credit upon the corps, the military service, and my country, regardless of the situation in which I find myself. I have recited a creed daily that embodies what makes an NCO. I have lived by that creed and always placed the needs of my soldiers above my own. I have sacrificed in times when I should not have. I have made sure those around me are better off than myself whenever I was able. What I mean with these hollow words, what I hope rings true from the message I am trying to convey, is that I have LIVED with integrity. I have EMBODIED integrity, even when it meant it would harm me; because no one is more professional than I.
I have asked myself, “Why do I want to be a military officer?” I want to be a military officer so I can be a role model to all Soldiers and civilians. To be an expert in a field of study, so that Soldiers approach me for advice and be a leader to look up to. An officer that knows right from wrong, willing to put the needs of their Soldiers before my own. Lead, mentor, and form young Soldiers to know what it is to be an American Soldier. To keep the traditions of being a military officer as it moves forward in our generation. This is why I want to be an officer in today’s military.
As a Non-commissioned officer, you are taught to care for soldiers and their families. Instilling discipline, guidance, mentorship in the day to day operations. But much of that is basic knowledge or basic soldiering you are teaching either through technical or tactical proficiency. Most if not all wounded warriors faced not only mental and physical challenges but their families were affected by these changes as well. How do you teach a child, a wife, bother, sister, etc. compassion, empathy, patience, copping skills? I had to learn how, I had to learn how to help them through crisis, find new careers, skills and so much more. Often, I was the rock that held him/her together as they transitioned into civilian life. Although, that experience caused some pain and doubt when I didn’t succeed at helping a fellow brother/sister in arms. It gave me great pleasure in knowing that I could help others. I gained knowledge, confidence in myself, and with those experiences as well as what I will learn through classroom setting, practicums, and internships it will prepare me to become successful in continuing to help
I woke up every morning wishing I was home already. Instead, I woke up to Sergeant Red telling me to get up. He was not the greatest noncommissioned officer (NCO) but he taught me a lot about preparing myself mentally and physically for the worst outcomes. One thing he said that stayed with me was, “Hey man, when it is your time to go then it is your time to go.” Small words but they were honest words. In war you cannot dwell on the mission or any mistakes that you have made. All you can do is learn from them mistakes and try not to make them again. I do not consider myself a hero or superior to everyone else but I do find myself to be determined and dedicated. Every time we were being briefed on the next mission I looked around the room to see if everyone was ok. I looked for that one individual who was deep in his thoughts that he did not even pay attention to the brief. I would pull them to the side afterwards and just have casual conversations with them. Once we laughed and forgot about the mission we would look at each other and know exactly what the other person was thinking. “Are we about to go out there again?”, “Is this my time to go?”, or “Is this going to be the last time I see him?” We did not look at each other as friends; we looked at each other as brothers. Every time we prepared for a mission we helped each other to make sure everyone had the right equipment. We made sure that everyone’s weapon was
...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.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.