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. Firstly, learn as much as you can, as quickly as you can. Learn from other lieutenants, NCOs, and Soldiers. Learn from your Command Teams but also self-educate. …show more content…
What you do have within that sphere is the ability to inspire subordinates and peers alike through your example. You don’t have nearly any experience yet but you make that up by drawing from your NCOs, Commanders, and training doctrine. Up until now, your career has only consisted of education, developing a framework for understanding leadership, a void of experience, and a lot of additional duties. As LTC Williams likes to say, “Your job at this point is to acquire ‘knowledge, skills, and attributes” to be the best Field Artillery officer you can be and lead Soldiers in a likewise fashion. You accomplish this daily by doing what Ret. Gen. Collin Powell describes as identifying your purpose and passing it on to your …show more content…
Every interaction with your superior, your peer, or your subordinate is an opportunity to build or burn that working relationship bridge. You need working relationships with higher echelons, peers, and subordinates in order to get anything done. Red Lion senior lieutenants realize that they have an obligation to establish strong professional work relationships while maintaining courtesy to others. They coach, mentor, and develop the new lieutenants in order to bring them up to speed. They will genuinely take an interest in their teammates for the betterment of the unit. The first form of this mentorship occurs as lieutenants change duty positions with one
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
From family to squad members, communication acts as the cornerstone for a military officer, assisting in the mental health of the individual as well as facilitating the conduction of successful operations by an intricate, yet responsive, organization. Military officers are often times imagined as infallible heroes, unwavering against and untouched by the realities of modern warfare. Yet, newly commissioned, 22 year old officers often faces the arduous responsibilities of leading a platoon or flight comprised of men and women generally the same age as themselves into combat, or managing millions of dollars worth
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
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.
TRAINING: We must be proficient and cross-trained in our job assignments. If we train like we operate; then we will operate like we train. Communication is crucial to a successful unit; all hands must be part of the team and share new ideas on how to make our unit a safe and effective Coast Guard small boat station.
My leadership can expect a top tier performer who strives to be one of the most competent Non-commissioned Officer’s within the unit. I will do this by adhering to the regulations, unit sop’s and any other guidance which governs my section. I will ensure my soldiers do the same, holding them to strict but attainable standards and expecting nothing less. I will teach, coach, counsel, and mentor these soldiers-teaching them what a leader is and grooming them to be leaders also.
Respect is probably the most important trait that needs to be shown towards your superiors. Every Armed forces branch in the United States of America has a chain of command in which respect is the main premise behind the entire organization. Respect backs the ideals and leadership within any chain of command. Respect is important in the design of the military system itself. You have to automatically trust and do what higher ranking cadet, or any cadre member says because they hold power and most likely have more experience then you. You must show them respect to because they have more knowledge and know how, not to mention they have earned the stop they are in. Respect also tires into the worrier’s ethos, which is an important aspect of what it means to be a member of the army.
The very first thing I found during my time with this course is that I often struggle with self-awareness. I must actively seek feedback from my subordinates, peers, and leaders. This will ensure that I am not languishing under a false sense of how I am perceived. It will give me a better picture of who I am as a person and a leader. I will be more open to the feedback given and use it as an opportunity to learn and grow. Understanding that need for growth both professionally and personally will be important for my career, as well as the career of my “Airmen”. Furthermore displaying the will and desire to change, will impact my effectiveness and its effect on not only my subordinates, but my peers and leaders as well. Seeking feedback will not be enough. It will be my ability to learn and use that feedback to improve as a leader, peer, and subordinate. Ultimately, I wouldn’t expect my subordinate, peers, or leaders to accept my feedback unless I have shown I am capable of doing the same. Leadership by example at all levels is the key!
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
I have asked myself, “Why do I want to be a military officer?” I want to be a military officer so I can be a role model to all Soldiers and civilians. To be an expert in a field of study, so that Soldiers approach me for advice and be a leader to look up to. An officer that knows right from wrong, willing to put the needs of their Soldiers before my own. Lead, mentor, and form young Soldiers to know what it is to be an American Soldier. To keep the traditions of being a military officer as it moves forward in our generation. This is why I want to be an officer in today’s military.
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
Being a part of the military was a part of my dreams since my childhood, and my dreams came true when I became a midshipman in the Turkish Naval High School. I managed to be an international midshipman in the USNA when I prevailed among all of my classmates. I was successful, but inefficient and exhausted. In other words, I was putting effort in academics and leadership, and in everything more than normal. What I realized is that “Knowing yourself is the beginning of all wisdom” (Karelitz). My mistake was not knowing myself, my surroundings, where I was, and my purpose exactly which led me into exhaustion, and demotivation.
Upon graduation, each of us will face the challenge of building a cohesive team through mutual trust. Trust is the groundwork for any successful team. Just as the commander will learn to trust me, I in return will have to trust my commander. As a Command Sergeant Major (CSM) or Staff Sergeant Major (SGM), I realize that my Soldiers will not trust me right away, and I must gain their mutual trust through my daily interactions. By setting an example and living the Army Values, I will gain their mutual trust. My commander and I will plan team-building events often to maximize the opportunities to build the mutual trust within our organization with the staff and Soldiers. Understanding that team building requires an effort on everyone’s part but the chance to bridge any gaps tha...
First, there is respect, just because you have the rank and status of an officer doesn’t mean those below you in your command are going to respect you. A lot of people are going into the army as officers thinking everyone owes them something and that they have to do what they say. All I can say to that is, you’re in for a rude awakening. As officers we should respect those below us and talk to them as a leader should not a boss especially our NCOS and PSG. I believe that they are the best asset a young officer has at his disposal due to their knowledge and