accurately accounted for personnel and dependents during 25 exercises identifying their locations, ensuring their safety, and completed the process under required time frame. - Regional Command Fitness Leader (CFL), she led eight Fitness Enhancement Program sessions encompassing 75 Sailors in 48 physical training sessions, resulting in a 96 percent pass rate on PFA 16-2. As Assistant Command Fitness Leader, she led 75 Sailors in 50 physical training sessions resulting in zero failures in PFA cycle 16-1. She mentored 13 assisted CFLs. - Command Assessment Team member, she was engaged with the 2015, 2016 and 2017 Command Climate Survey to 192 Sailors, 179 MLC's and 54 USCS personnel. She led three CAT team focus groups encompassing officers, …show more content…
- Enlisted Information Warfare Specialist (EIWS) Board Member. She dedicated 60 hours of training and conducting final qualification boards directly leading to 16 Sailors attaining their EIWS qualifications. - Family Advocacy Program (FAP) Manager. She managed seven FAP cases until completion. - Regional Personally Identifiable Information (PII) Coordinator, She conducted the Semi-Annual PII Spot Check and Manager's Internal Control on headquarters and outlying detachments resulting in a positive assessment and feedback from senior leadership. - Self Initiative. She completed 11 classes toward her Master's Degree, attained her Bachelor’s Degree, Fire Controlman Supervisor course, awarded NEC 95AD and 95PT, and recertified in DoD Sexual Assault Advocate Certification Program and ABCHS-Sensitive Security Information. -Command Mail Manager. She was responsible
The SPCC was initially designed to be conducted at Fort Lee, VA for 7.5 days; Fort Eustis, VA, for 1.5 days; Human Resource Command (active duty and United States Army Reserve officers) and National Guard Readiness Center (National Guard Bureau officers) for 1 day. Currently, the en...
SUBJECT: Army Doctrine Reference Publication (ADRP) 6-22 Army Leadership – August 2012. 1. What is the difference between a. and a. Purpose. The. 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
CF02, Full Range Leadership Development Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
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.
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.
woman in fire and rescue and found that FDNY may have hired women who did not pass the
Why should I selected, Ever since joining the Corps I have heard of Mountain Cadet Leadership School(MCOLS) and have always wanted to go. I should be chosen because i am a hard worker. When I joined the Corps I was excited and wanted to give everything I had into the Corp and I still do this year, I also plan to. I know how things work around the Corps, I know that you have to be honest and have moral values.
It is time to stop sitting on the sidelines and join the tip of the spear. Throughout my 14 years in the U.S. Army, I have always challenged myself to seek new goals that will simultaneously serve the Army in a more demanding aspect. My work ethic and passion to serve has landed me at a point in my career where I am ready to apply my abilities to assist the Special Operations Command in any aspect deemed necessary. Joining the elite Special Operations Command is not just a goal, it is something that means much more.
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.
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.
During morning PT on Ft. Campbell, CSM Hambrick was a regular fixture along the run route and throughout the Brigade’s footprint. He always encouraged leaders to participate in daily PT with their subordinates and regularly joined them as well. CSM Hambrick showed up during an APFT and asked me what my best run time was. After receiving my answer, he told me that he believed I could do better and he would run with me to prove it. I took an entire minute off of my run during that APFT. After the APFT he gathered the present NCOs and explained the importance of breathing excellence into your subordinates. He always stressed that it was important for Soldiers to know that their leader supported them and expected greatness. In reflection, I realize that he was also demonstrating that an effective leader leverages every available opportunity as a teaching
Leaders require essential leadership skills to effectively lead. The Chief Petty Officer (CPO) Academy teaches those essential skills to enhance leadership ability out in the fleet. During my time at the CPO Academy, I acquired vital knowledge and skills in leadership throughout the classes I took which I will be taking back to the unit. One class that had a significant impact was the Facilitative Leadership class which gave me the tools to effectively run a meeting. In addition, the Change Management class provided me with the skills necessary to support Command Policy and get crew buy-in. Lastly, the Stress Management class imparted me with knowledge on how to deal with stress and mitigate it.