am composing this email to inform you of the reasons I want to take over your position as Operations Group Commander. I will list the reasons I want to be Operations Group Commander along with the experience I am hoping to receive.
As Operations Group Commander, you are responsible for the execution of the orders from the cadet wing along with operations and supplemental training. You are to evaluate squadrons 1, 2 and POC. Taking over Operations Group Commander, leadership and responsibility characteristics are needed in order to have proper execution of the cadet wing. I am prepared to take this responsibility with your guidance and the help of the cadets who are appointed wing staff this week. I am hoping to make mistakes and take risks
In Desert Shield and Desert Storm, Iraqi forces fired 93 Scud missiles at coalition forces in Kuwait, Saudi Arabia, and Israel. (Rostker) Air Defense Artillery (ADA) played an immensely significant role in Operations Desert Shield and Desert Storm with units from 11th Brigade Air Defense Artillery and the 32d Air Defense Command rapidly deploying into theater. The effectiveness of the units and their roles in fighting this war proved that Air Defense Artillery was critical to the success of the campaign. Although Patriot Batteries placed strategically throughout Saudi Arabia, Turkey, and Israel played a tremendous tactical role in these wars, High-Medium Air Defense (HIMAD) was not the only type of surface to air missile system in place to protect ground forces and valuable military assets. Short Range Air Defense (SHORAD) units also deployed with the air defense units. These weapon systems, integrated with ground forces, provided air defense to dominate against aircraft and Tactical Ballistic Missiles (TBM) on the front lines.
1. Purpose. To provide Special Forces Warrant Officer Advance Course (SFWOAC) Class 002-16 a concise overview of ADRP 6-22 Army Leadership.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
In April 2003, Major General David Petraeus led the 101st Airborne Division in combat operations into the northern Iraq city of Mosul. The 101st Airborne Division advanced faster and further than expected. The initial call to end major combat fighting resulted in the strategy of the U.S. military changing tactics. The military went from combat operations, to policing, and ultimately policy enforcers. Gen. Petraeus understood Mission Command and set into motion steps to improve the post war reconstruction of Mosul. As the commander, Gen. Petraeus had to analyze the mission and variables in order to accomplish the mission. With little to no guidance Gen. Petraeus
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
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.
I wasn’t phased much at first , but then my fiancee decided she did no want to be with me. I sold cars for a short time and was very good but I got sick and with no health insurance and It was just too much to struggle through. I then was out of work for almost two years with exception of army reserve which earned me basically nothing with child support. My credit and all my bills went to straight hell and soon I was homeless. I slept in my car. I then decided to ask reserve for release to go full time active which was a chore in itself. This was a mass of red tape and paperwork. I got in best shape possible and finally at age 42 went back in the army, the infantry no less. For some reason the people in the army can be less than fond of a guy that age going to
For some time the Army has been using a certain expression to defines what an Army leader actually is. To keep it basic, the three words be, know and do explains it all!
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...
Leaders today need to have an appreciation for the operation process, understand a situation, envision a desired future, and to lay out an approach that will achieve that future (Flynn & Schrankel, 2013). Plans need to be created that can be modified to changes in any factors considered. However, plans should not be dependent on specific information being precise or that require things to go exactly according to schedule. Instead, the staff NCO should be flexible where they can and always be prepared for the unexpected. Today’s military members are fighting an unconventional war in Iraq and Afghanistan. The enemy constantly changes their tactics, techniques, and procedures (TTP’s) to counter the United States technological advances, making planning very difficult for leaders. There are multiple tools at a staff NCO’s disposal to try to anticipate an outcome of a current operation, but also assist with the development of concepts in follow-on missions. The Military Decision Making Process (MDMP) is just one tool a staff NCO can utilize. In order to stay ahead of the enemy, create effective plans and orders, it is critical for a staff NCO to assist the commander, and understand that the MDMP and planning are essential in defeating the enemy and conserving the fighting force.
A dynamic skill essential to this position is a calm, competent and confident presence as an incident commander at all incidents. In turn, such presence promotes the respect of his crews and set the importance for reaching an incident priorities through its objectives and
This is addressed to my fellow lieutenants, primarily for the newly arrived Second and First Lieutenants. It is to intended to help orient you to the unit as well as provide you with insight on how to succeed as a junior officer. I hope above all things that it is useful to you. I have written what I consider to be practical advice in order to make you more effective as a team builder as well as layout what the ‘Red Lion Way’ is for you to adopt. In that sense, I hope this is timeless, useful for all incoming junior officers, and that will assist junior officers in acclimating and excelling.
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
...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.