If you can effectively reach them on an intellectual level as well as an emotional level and begin to understand what makes them tick, what makes them motivated, what their goals and aspirations are in life and military, then you begin to build that foundational relationship. Through shared experiences and working alongside your soldiers day in and day out, is when you begin to build respect and trust from your soldiers. They are going to see your work ethic, your intensity, your drive, your achievements, and they are going to want that. They will want to be as good if not better then you, and it’s your job to get them there.
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.
The best Army leaders will effortlessly find some way to get others to do exactly what they need them to do. They do this by giving soldiers a
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
army values soldiers that are accountable for their actions. Being accountable means being dependable-arriving to work and appointments on time, meeting deadlines, being in the right place at the right time, doing the right thing at the right time. Morning formation is the most important formation of the day. It is made to get accountability of everyone and put out any information that there needs to be dealt with. Without having accountability there is noknowing of where everybody is or what 's going on. As a result of me showing up late and not calling in I am pending u.s.m.j action under article 15. know knowing the severity of the I have realized that is an important asset always showing up on time at the right place of duty. Not only does accountability matter in formation it is also imperative to have accountability of all your weapons and sensitive items. Incase of something happening spontaniousley and you don 't have any knowing of how much and where everything is there is alot of confusion and drama. Any time anything happens or you are preparing to go to the field or deployment of course you have to have accountability and order. Without that there would be chaos. Not only being accounted for you have to be responsible and reliable. A person who does as promised can be considered as reliable. Reliability is an admirable characteristic. People don 't like to deal with those who are unreliable. They 'd rather give their business and rewards to the person
...e military has different chains of command, and each branch is called something different. I will have to implement the NASW Code of Ethics by understanding that my superior can have superior as well, and in times I will have to recognize and follow their ranking system. In the end however I do have a code to follow, and I have to adapt to following the ethics, and respecting their rules as well.
First, Lt. Col Moore assesses his men through observation of their initial skills and makes a determination of what needs to be improved. As he does this he enlists the help of his top advisor Sergeant Major (SGM). They conduct the observation not as mere spectators but with the Soldiers doing the evaluation themselves. This participation shows each Soldier that every man has an equal part in the team and no one is above the team’s goals not even the Commander. To drive this point even further LTC Moore and the SGM continue to train on the ground with the men. As setbacks, corrections or different approaches are needed it is easily explained and seen by the Commander because he is on the ground with the men and not somewhere taking a meeting or in his office doing paperwork. This approach also builds a sharing point with his men and other leaders inside his unit and trust is earned.
There are many reasons why the Army should be considered a profession. The Army trains and certifies its members, has continuing development of its personnel, and contains many professions within it. Much like doctors and lawyers, the Army requires each member to complete training and certification. The Army focuses on development of its personnel to maintain skills important to the profession. Aside from the profession itself, the Army contains many other professions. The U.S. Army has and will continue to maintain and advance the profession through study and intellectual development.
Junior officers rank from Ensign to Lieutenant Commander, O-1 to O-4. Within the first 10 years of their career, junior officers will make thousands of decisions. Because of this, an important part of their duty is to understand that all of their decisions must be made with the highest level of integrity and ethics. Though some situ...
Not a blessed thing. As a UAS Tactical Operations Technician, my primary duties were Standardization Officer and Maintenance Officer. I directly supervised two Instructor Operators and two Quality Control NCOS. Was I responsible for the totality of each program? Of course, but I was not going to go TI a procedure. I was not going to go conduct an APART. I would directly supervise my direct subordinates, and so set the tone for those sections. As a Platoon Leader, I directly supervised, as well as partnered with, my Platoon Sergeant, my UAS Technician and my Maintenance Section Sergeant. What has remained my primary responsibility with all of these senior NCOs and WOs? Cultivation and development. The tactics you use to address issues may change, the level of organization may change, but your responsibility will never
The Army currently has an ethical code ebodied in the Army Values, which provides guidance to the individual and the organization. These values are universal across the Army regardless of an individual’s personal background or religious morals. Professional Military Education schools teach the Army Ethic and evaluation reports for leaders affirm this ethic. The Army punishes individuals, especially leaders, who violate this code. The Army administratively punishes Soldiers who do not adhere to this code, and the severity of punishment increases with rank. One recent and highly visible example of this is former General Petraeus’s adultery and the subsequent professional sanctions he experienced. The Army gr...
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
The most simple dictionary definition I have found is: The quality or state of being accountable; an obligation or willingness to accept responsibility or to account for one 's actions. Accountability can be applied to many situations in the daily life and it can easily be overlooked in the civilian world, but when it comes to the US Army or any military branch, accountability is one of the most important things. That is why is instilled in every soldier since the moment they are shipped out to Basic Combat Training. The whole Army needs accountability to keep operations running 24/7. From the PVTs, all the way up to high ranking officers, we all need to be accountable for our assigned equipment, location/status, personnel, and our actions. If we are not held accountable of our
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.