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What does mission command describe
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Experiential Writing Assignment
SGT Carlos I. Acero
Non Commissioned Officers Academy
Advanced Leader Course
Class 506-18 Phase 1 dL Experiential Writing Assignment
Mission Command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (Department of the Army, 2014, p. 02). Today’s Army requires that leaders be more adaptive, disciplined and empowered due to the ever-changing battlefields that we are encountering in today’s world. In order to successfully conduct unified land operations, Non Commissioned Officers need to know how to successfully help their Commanders
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There are many things to consider when it comes to Mission Command, but I believe that leadership is the most important one of all. From the Commander issuing orders all the way down to the Private executing as he or she is told by superiors, we can all agree that great leadership will always ensure that the mission and the organization are successful. References:
Department of the Army. (2014, Mar 12) Army Doctrine Publication (ADP) 6-0. Mission Command.
Eger, D. (n.d.). Noncommissioned Officers and Mission Command. Military Review. Retrieved from: https://usacac.army.mil/CAC2/MilitaryReview/Archives/English/ MilitaryReview_20141031_art005.pdf
Satterfield, D. R. (2015, May 11). The Leader Maker: a blog about Senior Executive Leadership. Retrieved from: http://www.theleadermaker.com/leadership-is-about-solving-problems/.
Ferrand-Johnson, M. (2017, Nov 06). The NCO Corps and The NCO Creed. NCO Journal. Retrieved from: https://www.armyupress.army.mil/Journals/NCOJournal/Archives/2017/
Mission Command as defined by the United States Army consists six distinct and critical principles. During World War II there were many examples of exemplary mission command that led to stunning victories for the Allies but also many examples of failure. The Battle for Arnhem or Operation Market-Garden was such a failure. Major General Robert Elliot Urquhart, the Commander of the 1st Airborne Division failed in not only in tactics but the ability to lead his division to victory. He did not completely misunderstand the principles of mission command, but four main areas in which he made critical mistakes were; Build a Cohesive Team Through Mutual Trust, Create a Shared Understanding, Accept Prudent Risk, and Exercise Disciplined Initiative.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
Commanders must be able to describe their operation visualization to staffs and subordinates. It fosters a working relationship and a shared understanding of the situation, mission and intent. Without description of mission command from the commander, a unit may not be able to accomplish their task or mission.
The performance of Major General Ambrose E. Burnside at the helm of the Army of the Potomac can be characterized as less than stellar. His failures to understand, describe, lead, and assess during the Battle of Fredericksburg ultimately led to his army’s defeat and the death of tens of thousands of Federal soldiers. The fate of the mission and our soldiers rely on our ability to conduct mission command activities. It is essential we learn from the grave mistakes of the commanders of the past and become prepared to carry out these activities when we are called to do
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
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.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
and Drill Instructors see Boot Camp. Why did he pick the Marines as his topic? Attracted to the Corps perception and morale, Thomas E. Ricks expresses the Marines as the only service still upholding its honor and tradition. Due to society changing into a commercial society with a “me” attitude, civilians focus on how they can splendor themselves with material items—never looking at the big picture at all that we can accomplish as a team if we give our heart and soul to life. Team means everyone on earth, for we are the people that provide for one another with peace and prosperity.
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 written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the 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 an NCO’s school.
Since the Army puts everything down on paper, from how to perform maintenance on an M4 weapon (“Rifle…”, 2003, para. 1.4) to how to write a letter to your commander (“Preparing…”, 2001, p. 30), a good NCO must know and follow the rules and instructions that apply to him or her on a regular basis. For example, a good NCO must be able to correct a soldier’s uniform to the exact standard. In order to order a soldier to tuck in his or he...
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
...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.
... 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.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.