My last position before coming to DLI was Brigade Commander. Without any doubt was the most rewarding experience in my military career. Because, I had the chance to lead in combat operations one thousand two hundred men divided between officers, Non Commissioned Officers and Soldiers in four battalions and a marine corps detachment. My Brigade is an Air Assault Army Unit which had the main effort against the FARC in the south of my country. However, the daily activities were difficult since I had to be available 24 hours per 7 days in a forward command post far away from my family. The Battalions engaged the enemy often and I had to direct the big maneuver and coordinate the close air support and the medevacs flights. Also the permanent pace
Introduction. Common Attributes of military leaders are just that, common. The accomplished Generals, Colonels and Majors that contributed to the most successful wars of our country have been molded a certain way. They are molded through vigorous training both in scholastic training and in the field along with rigorous mentorship. Colonel Lewis McBride was a rare exception to the rule. As a renowned Chemical museum curator so distinctively puts it, he was, without a doubt, one of the most interesting and industrious officers in the history of the US Army Chemical Corps.
Introduction “Leaders have always been generalists”. Tomorrow’s leaders will, very likely, have begun life as specialists, but to mature as leaders they must sooner or later climb out of the trenches of specialization and rise above the boundaries that separate the various segments of society.” (Gardner, 1990, pg. 159). The. In a recent verbal bout with my History of the Military Art professor, I contended that the true might of a nation may be inversely proportional to the size of its military during peacetime.
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!
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.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
Last summer, I worked at a car dealership in my hometown as a cashier and receptionist. I was responsible for processing large payments, handling both the physical paperwork and the digital orders in our dealer management software. On the reverse side, I worked at Five Guys in a very team-oriented environment. Everyone had their own part to play, but our successes were ultimately a result of how well we worked as a team. This job also taught me how to juggle multiple responsibilities, as we were frequently understaffed and had to jump between positions.
I was cadet midway but I got news within the 3rd Quarter he told me I would be the Battalion SGM for the rest of the remaining school year. Also, there was one Formation that will that I would have in my memory which was when I saved a cadet during the Formation. Because I showed how to be humble and became an example that no cadet would be left alone or feel bad about their errors. I realize that Jrotc is about help others when in need to help correct their errors so they won’t happened again. So when I became a Let 4 has to be the best year ever cause I was finally a Let 4 . My Let 4 was very good because I was a high Rank and had my picture on the board but what I loved the most was when I got promoted to be the Bravo Company commander. Being the Commander was an Honor because I had reach my goal in Jrotc to be a Commander any company and I hope I left a good impression for my Let 1,2,3. Jrotc isn’t a class is a family program where we all unite to become better citizen. I love Jrotc and I’m very proud that I had it for my whole 4 years in high school. I never forget my Instructors SGM Cooper & LTC Roger because they have help me a lot to grow up and I will always cherish them in my
In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an
The critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is disengaged leadership has created a unit culture tolerant of sub-standard and inappropriate behavior of and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the Brigade Combat Team (BCT). The change from offensive operations to security and stability operations negated the Mission Essential tasks 4th ABCT completed during their Mission Readiness Exercise and resulted in 4th ABCT not receiving
...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.
We all have many different jobs through our life, some great others not so well. I can definitely say being an infantryman for the United States Army was the best job I’ve ever had. First of all, the army provided me with the opportunity to travel a lot. Aside from that no other jobs can compare to the benefits that the army provides. There is no better feeling than being guaranteed a stable position within a company. I treasured every single moment working for the United States Army.
There are many job in the world and some more harsh than others. I currently work for the Unite States Army, as a soldier in the signal field, also known as a 25B information technology specialist in the RCC-SWA. There are many challenges and reward in my line of work. For example opportunities in the civilian world, adaptability especially when it comes to customers, and the competition as others are more willing.
The intent of the trip was to make 120th INF Brigade (Bde) aware of G27 web enable tool suite (ESA, EDT, ION, VoA and ISIT) and show practical applications to assist with their support to ARNG pre/post mobilized units. In addition to the 120th INF Bde, also provide exposure and awareness of G27's tool suite, including a detail tutorial and train the trainer of ISR Staff Integration Trainer (ISIT) to the Air Force's 9th Air Support Operations Squadron (ASOS), who provides resident ISR support to III Corps and 1st Cavalry Division staffs, and finally meet with Fort Hood MTC director or rep to further the MTC User Conference discussion to secure a date for formalized tool training.
I feel very competent in leading at the squadron and group level, things around the tactical/operational level. Specifically employing and delivering lethal airpower to the enemy whenever and where ever our nation needs, but I am now realizing being the Michael Jordan of the B-1 is no longer what the Air Force or the military, as a whole, needs from me. I am now taking that leap into uncharted territory where being the best aviator will no longer enough to achieve or meet the needs of my superiors. My superiors are no longer at the lower echelons of leadership; they are senior leaders, both military and civilian. My mind and my knowledge are what the military is my greatest asset now. While there are several areas I need to focus on as
...my work had a direct and lasting effect on the DoD. I am able to clearly see the impact of my job at AFOTEC and that makes what I do very worthwhile.