“My Leadership Philosophy” SSG Slimmer, Catherine As a non-commissioned officer we are entrusted with the great responsibility of leading soldiers. The foundation of my leadership philosophy is based on trust and respect. Without either one of these qualities a leader will not develop the necessary relationship and comradery with their subordinates that will foster an environment conducive to effective leadership. I build on my foundation of trust and respect by emphasizing knowledge, communication and responsibilities. My soldiers know that they can trust me with their lives and their careers. I address their issues immediately and never leave them waiting on an answer. They know that I am personally invested in them and that I …show more content…
I effectively communicate with my soldiers as an active leader and I expect the same from them. Conveying my message clearly and effectively allows for my soldiers to understand their responsibilities which in-turn provides them with the opportunity to effectively carry out the directives that they have received. My priorities as a leader follow the ‘Be, Know, Do’ principle. I expect my soldiers to be where they are supposed to be, know what they are supposed to know and do what they are supposed to do and I lead by this example. The positive relationship that I have with my soldiers allows for this to happen without micromanaging them. I tell my soldiers where they are to be, what they are to know and what they are supposed to do. My soldiers are not left seeking information or guidance. I evaluate them based off of the Army standards which I always make sure they are informed and knowledgeable on. The soldiers of my unit can expect unparalleled interest and attention in them. As their leader it is my responsibility to guide and nurture, to feed them with knowledge
I look at the Soldiers around us and think of all of them as my family. As a BN S1 shop, we must look at it as a privilege to take care of our Soldiers as if they are our family, which will enable them to take care of theirs. We are in the business of customer
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
Soldiers are ethical warriors because they fight with Honor, Personal Courage and Duty. 3rd Brigade, 101st Airborne Division will allocate necessary resources and efforts to meet the requirement of this identity. Ethics education, training, and most importantly leadership will chart a path toward a true ethical command system. Every Soldier, whatever his rank is, must understand the duties incumbent upon him. The Brigade’s operational effectiveness and credibility are at stake.
Soldiers that have been in war have seen things, done things, or heard things, that
OPSEC should be at the forefront of everything we do and should not be limited to just our Soldiers. We as leaders have the responsibilities to educate our families as well. OPSEC has developed a process located in AR 530-1 Appendix B, B-1 (AR-530-1, 2007) (Appendix A) that could and should be applied to any situation that you may encounter in your personal or professional life. If your Unit has or is thinking about starting a Social Medial page review AR 530-1, ensure all Unit personnel are up to date on OPSEC Training requirements and the potential risk associated with divulging restricted information (Table 1). It is up to us as leaders to ensure the next attack or unseen event doesn’t take place on our watch.
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
They should see this war for what it is: a chance to help and serve their
...the form of oppositions but the need to train soldiers has got to be at the top of our list no matter what we do. We as leaders must continuously look for ways to challenge our subordinates and ensure they have the experience in dealing with tough issues. The soldiers under us must be pushed every day to face tough decisions and make decision on how to navigate those tough decisions.
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
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.
To begin, ADRP 1 states the individual ethic begins by creating, and sustaining a professional identity as a member of the Army team, which in turn, enhances the moral fiber of the entire enterprise. Next, the Army Ethic White Paper reminds its Soldiers that as Army professionals they perform their duty according to a common ethic , eluding to the deontological precepts of this philosophy. Moreover, the white paper states, that as the Army prepares to operate in complex environments, it must anticipate the unique ethical challenges of the future, and remain committed to developing Army professionals of character, competence, and commitment. Next in importance, the joint nature of future conflict requires a common framework for ethical conduct, just as joint doctrine provides for operations and planning. Due to the exceptional importance of understanding this concept, the Army Ethic illustrates the following:
that sets Soldiers apart from anyone else in the world, country and military. The standards and
...ure a little longer, and look a little closer to see how he or she can add to the effort. If each soldier takes the initiative to work just a little harder we can accomplish the mission that much faster and to a better degree. But it takes the whole team as a unit, as one, to attain this goal.
People need to be able to understand them. According to Task and Purpose online article, 6 Military Stereotypes That Are Just Plain Wrong, Sarah Sicard, a staff writer, emphasizes “ The reason for joining the military reported by the highest percentage of respondents (96%) was to serve their country.” Many soldiers join the military because it is a dream of theirs to serve for the United States of America. If society wants to know the real reason that soldiers join the military, then one must be willing to listen and believe the reason that soldiers joined, which is to serve their country. According to Business Insider online article, Sarah Sicard, a staff writer , explains, “ The Business Journals, among various employment sites, cite the ability to think on their feet as major advantage when hiring soldiers.” This shows that not only are soldiers quick thinkers but that soldiers are known to be able to react to a major event. Soldiers are used to responding quickly to unpredictable situations. According to The New York Times online article, Dave Phillips, a staff editor and writer, interviewed a soldier named Chris Marvin expresses, “We need to make sure everyone sees soldiers as assets and encourages them to continue to serve in the community.” Instead of pushing away military service men and women, the citizens of the country should give soldiers a hand. Soldiers are compassionate and caring towards their families
As an Army Officer, I have been given a great level of responsibility that is not normally awarded to a recent graduate. As a Platoon Leader, I am responsible for everything my unit and my Soldiers do and fail to do. I am responsible for the success of the mission as well as the safety and well-being of my Soldiers and the property that I am held accountable for. My primary role as a Chemical, Biological, Radiological, Nuclear, and Explosives (CBRNE) officer is to lead my platoon through successful CBRNE defense and reconnaissance operations to enable the Battalion and Brigade to safely operate in hazardous areas. During training cycles, my role is to prepare Soldiers and equipment for future decisive actions and deployments. This duty involves planning and executing realistic and challenging training to guarantee mission success. I am also responsible for over $1.5 million worth of military equipment. In my previous role as CBRNE Staff Officer for other Battalions, I was responsible for $733,000 worth