Legacy Leader: SFC James H. Mertz
The purpose of this paper is to discuss my Legacy Leader and explain why he made such a profound impact on my career and my life. Sergeant First Class (SFC) James Mertz is my Legacy Leader. SFC Mertz possessed and demonstrated all the attributes and competencies of a great leader and demonstrated those qualities as the Team Leader of a Special Operations Team – Alpha (SOT-A). The team SFC Mertz developed and lead exemplified his leadership by achieving tangible results across multiple deployments. SFC Mertz was an effective leader because he knew both how to lead and why he was leading.
For the duration of the time I worked with SFC Mertz he was a Team Leader for SOT-A 5102. I came to his team as a young
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Within the first quarter of the deployment, our leadership ordered SFC Mertz to split the team into two 2-man elements to perform operations in separate provinces. SFC Mertz used his good judgment and interpersonal tact to select the appropriate Soldiers for each 2-man team (ADRP 6-22, 2012, chapter 5). SFC Mertz quickly reorganized his team and executed his new orders effectively, resulting in a more productive deployment.
Leads
When SFC Mertz was still a SSG, the Battalion CSM selected him to serve as the Rear-Detachment First Sergeant because of his demonstrated ability to lead. SFC Mertz once again excelled in his assigned duties and enabled the Battalion’s mission from the rear. He directly affected the readiness of the unit by quickly facilitating troop movement in and out of the combat zone. His efforts overall enabled the Battalion to excel at its mission and earn a Meritorious Unit Citation (Permanent Orders 279-17, 2010). SFC Mertz lead a SOT-A for six years and four successful deployments with no negative incidents.
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When we recognize the need to chapter a Soldier from the military it is easy to focus on the negative. However, I believe we are doing it for the benefit of the Soldier as much as we are doing it for the benefit of the Army. If military service is not right for that Soldier we must identify it as soon as possible so they can begin a more appropriate career path. This allows us to put the right people in the right positions and then we can give them the right training. Secondly, I believe an NCO should always focus on training others. We should be training subordinates, peers, and seniors to make ourselves the premier fighting force on this planet (Brownhill & Pierce,2014, p. 48). Every NCO should find their area of expertise, preach that discipline to those around them, and be prepared to teach it with little notice. These are some of the leadership qualities I would like to pass to the next generation of leaders.
SFC Mertz was a profoundly influential leader in my career and the careers of many others. He made the NCO Corps a more professional and enjoyable place to work by his adherence to the Army Values and by demonstrating the Leadership Attributes and Competencies. He has mentored numerous NCOs, including myself, to improve ourselves, our community, our NCO Corps, and the
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.
As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing
In September 2012, Lieutenant Colonel Bell-Carter transferred to Marine Corps Forces Central Command Forward [MARCENT (FWD)], Naval Support Activity, Kingdom of Bahrain. During that tour, she served as the Assistant Chief of Staff, G-1 and Headquarters Company Commander.
This whole battalion was at a disadvantage before they left the states, given the mission of replacing the 48th Infantry brigade in south Baghdad. Unlike the usual five to six months that a unit would typically get to conduct recons and gather intel on the AO that they would be occupying, 1st battalion was to gather all they could in 6 weeks. LTC Kunk was chosen by Col Ebel to head the fight in the population centers for the reason that he thought he would be engaging and capable of communicating others. This proved to be the first major problem in the chain of command that would hinder the efficiency of operations. While at JRTC preparing for the deployment 1st platoon, Bravo company made a tactical error resulting in the capture of 9 soldiers. Even with this information Kunk had developed a plan with no input from any of his company commanders, and he wouldn't accept any kind of input or use the assets that he had at his disposal. LTC had little to no bearing communicating with his subordinates, destroying the confidence in his commanders and ruining his communication lines. If th...
-From July 2015 to August 2015, SSgt Jones (while still a Sergeant) played a major role in developing a Standard Operating Procedure (SOP) for how 700 Combat Mission Team would operate using a sub-element concept. These SOPs formed the basis for CMT intelligence and administrative operations. This effort required extensive functional planning,
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.
Personal tension between General Smith and Major General Almond, the X Corps commander, emerged almost immediately after the two officers met. Personal difference between the two commanders, along with the relative lack of experience of General Almond and his staff could have created significant problems during the planning and conduct of the landing. However, General Smith always maintained control of his emotions and performed his duties in a professional manner. Rather than becoming involved in petty squabbles, General Smith focused on the mission and provided professional advice to his higher headquarters to better inform operational decisions so as to avoid costly mistakes. One example of this is when General Smith advised against replacing the 5th Marine Regiment with the Army’s 32nd Infantry Regiment as part of the assault force less than two weeks before the landing. General Smith stressed that significant changes prior to such a complicated operation posed unacceptable risks to the mission, ultimately resulting in the selection of a less risky course of action. General Smith’s professional character allowed him to rise above personal rivalries and ensure that both his expertise and that of his division were able to contribute to the success of the joint
The purpose of this paper is to write about the attributes, competencies, impact to the Army by First Lieutenant (1LT) Audie Leon Murphy and the personal growth I have gained. The reason for this is that 1LT Audie Murphy, through his unparalleled valor and heroism, is a great example of what to strive to be. The Fort Knox chapter of the “Sergeant Audie Murphy Club” states he earned a battlefield commission for his courage and leadership ability. He also received citations and decorations including every medal for valor that America gives (The Sergeant Audie Murphy Association 2016). 1LT Audie Murphy is who many young
For outstanding meritorious achievement while serving as Lead Network Warfare Operator, 701 Combat Mission Team, Marine Corps Cyberspace Warfare Group, U. S. Marine Corps Forces Cyberspace Command from June 2013 to January 2018. Throughout this period, Staff Sergeant Montano made significant and long-lasting contributions to the Marine Corps, United States Cyber Command, and the Department of Defense. Staff Sergeant Montano was the key leader and intelligence professional who guaranteed success in the fight against an extremist target set and made the Marine Corps first to fight in the cyberspace domain. Staff Sergeant Montano's exceptional efforts directly led to historic Department of Defense-level successes and national level policy development.
In December 1945, America lost one of the most successful combat leaders of World War II—George S. Patton. By the end of WW II, Patton rose to the rank of General in the US Army and was the commander of 15th Army in occupied Germany. However, just five years prior at the start of his strategic leadership phase, then Brigadier General Patton began as Commander, 2nd Armored Division in Ft. Benning, Georgia. Several factors undoubtedly contributed to his swift rise from 1-star to 4-star in just five years. Key among those factors was leadership. His leadership style was unique even for his time. He believed “a man who would qualify as a leader must lead—lead not by the cold incandescence of his super-refined intellect but by the fiery passion
As a military officer, we need to continuously improve ours leadership align with the development of knowledge and technology so it will be effective. With this reflection on leadership has made me aware of my weaknesses and I am more prepare to improve my leadership skills so I can confident to take on my leadership tour.
SSgt Toledo-Mercado being the only child stayed at his mother’s house until the age of 27 when he joined the Air Force. I feel like I’ve always been hard on SSgt Toledo because of his current age (33), and didn’t consider his lack of experience in the Air Force. In turn, I didn’t adjust and failed to adapt to the current situation. After watching the 12 O’clock movie clips, I realized that everyone has a preferred leadership style and we must adapt our style to the current situation we find ourselves in, similar to the situation Gen Savage was placed in. Now that I know the various types of leadership styles, I will adapt my style in order to focus on both my unit’s mission and leading my subordinates. Ultimately, I want to strive to be a Team Leader, the type of leader who leads by example, is concentrated on the task and is high on relationships in order to lead
The NCO Creed states, “I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army” (‘The NCO Creed’). That verse alone should be the most inspiring part that all Noncommissioned Officers should love to hear because it’s true in many aspects. The question to ask is, are we driving it in the right direction. There has never been a time in our history when Soldiers needed competent and strong leaders more than today. The social complications that our young Soldiers face are beyond what any generation before them has had to endure and learn and navigate. The military are looking for leaders who can be role models for these Soldiers. Anyone can tell a soldier what to do, but a good leader can show, direct and motiva...
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
Building trusting relationships is a crucial backbone in the body of a team. As stated earlier, it is the leader’s responsibility to do make a positive impact in a subordinate’s life. I have seen this impact first hand during my time as a Midshipman. LT Bill Burke, former Echo Company Advisor consistently went above and beyond the minimum requirements as an advisor. He was able to do this by implementing a legitimate open door policy. Unlike most CO’s open door policies, LT Burke made it a point to encourage people to come talk to him. One example of how he made a positive impact in a Midshipman’s life was convincing a MIDN to stay in ROTC after he got his girlfriend pregnant. LT Burke always went to bat for his people; consequently, they supported him in his endeavors. He was nominated and recieved the national Naval Professor of the year in 2009.