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1. Purpose: The purpose of this document is to outline my leadership philosophy and vision expectation of my Soldiers.
2. Live the Army Values- Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage.
3. As a Leader, I realize that my subordinates watch, evaluate, compare, judge and form opinions about me based on what I demonstrate to them. I also realize that my subordinates looks up to me as their leader for guidance and moral strength. I am aware that my Soldiers are at an age and period in their lives when they are easily influenced. Soldiers expect me to be ethically, morally, physically and intellectually superior. It is my responsibility to expose them to what right leadership looks like and positively
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We live in glass houses and are on parade twenty four hours a day. I work as a team and coordinate with each other. Information not shared will not benefit the team. Always ask yourself who else needs to know. Then make sure they know what you know. There is no “I” in the Team. We will operate as one team, and a team is only as good as its weakest member. Always take time to help your team member if he/she is struggling. My Soldier’s will provide the unit with first class support whenever and wherever they need it, with a positive attitude. But I also hold accountable all Soldiers and leaders to do your due diligence and not wait until the last moment to get support. Integrity and honesty I consider as one of my most important leadership fundamentals. No one is error free or perfect. When you make a mistake, own up to it, and we will develop a plan of action to fix it and avoid it happening again. Learn from them and draw out the positive aspects. As leaders, we need to serve our Soldiers, and our Soldiers deserve the best from us. Serious leaders demonstrate concern about their Soldiers. We must prepare, if necessary, to endure criticism that our standards are too high, our
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.
Part 1, The Basics of Leadership, Chapter 1 covers Fundamentals of Leadership while Roles and Relationships are covered in Chapter 2. This section describes and depicts levels of Leadership. We as a military are set apart from other non-military professions in that Soldiers must be prepared to use deadly force and have the courage required to close with and destroy the enemy. All leaders, from non-commissioned officers and warrant officers, to commissioned officers, inherently possess a great responsibility. The repercussions of decisions and actions impact the lives of Soldiers and their families. Additionally, these decisions affect the battlefield environment including enemy and non-combatants, both military and
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Within a Company under the Battalion level there is a necessity for accountability for every solider that is assigned to that unit. With the given chain of command to those companies there is a figure head to that company and she or she is the representation of that company. She or she governs and directions the company as well ensures the accountability for her or hers individuals assigned. Within that company we have such formations to receive information and to ensure the safety as well as the accountability of the soldiers that are assigned to that company.
I believe that as a leader we should all have a leadership philosophy that we live by and teach our subordinates to live by as well. However, even at this stage in my life I still have yet to figure out what my leadership philosophy really is. Crazy right that at the rank of SFC with 18 years in the United States Military, I do not have this one simple thing figured out. As I write out my thoughts pen to pad hopefully I can come up with something that makes sense is enlightening and that I can pass on to my soldiers as a guide. So that as they enter into the Senior Enlisted ranks they are better equipped then I to lead there soldiers.
Young soldiers need to learn to live the Army values, which are loyalty, duty, respect, selfless service, honor, integrity, and personal courage. If these values can be instilled in us then we will have everything we need to make an excellent soldier but also a great person. These values also come into play when you are sent downrange because you want to have good fellow soldiers who will always have your back know matter what the situation you find yourself in. The army values also define our character traits as a person and they teach us discipline. The Army Values are a big part of our lives us young soldiers need to learn how to maintain them.
Serving in the Army for the past fifteen years, as a Soldier, Non-Commissioned Officer, Cadet, and Commissioned Officer, I have gained a wealth of military leadership knowledge and experience. Since completing my undergraduate studies and earning my commission in the Army, I have held a variety of command and staff positions. I have led Soldiers in garrison, as well as on combat and operational deployments, each having its own unique challenges and rewards. Throughout the years, I have had the distinct honor and privilege of serving on many great teams and with many outstanding Leaders.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
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.
I am always striving to lead others with courage and dignity. I demand others to practice what they preach and I will always support my people thru my actions and dedication to them. An old Chief Petty Officer once told me that you should always “be the Chief and not a sheep”. These words are simple to understand but are sometimes difficult to display. If we lead others with this mentality then we will build a connection to them that is nearly unbreakable by using personal power and not the positional power that will not succeed. You will have led your people the way that best suited each of them and you will have built a relationship that cherishes the values and diverse opinions that each person brings, and built valuable new leaders that will one day take your place. The most proud moments we should have is to see our people that work with and for us to succeed and pass us by
Whenever a leader is near, soldiers should be able to identify that leader right away. They know from how that leader is every day; they way that that leader carries him or herself. They know that leaders accomplishments, confidence, and professionalism; or at least the potential of the aforementioned.
Many individuals in our military today have this notion that just because they earned their “stripes” that they automatically deserve respect, and that their subordinates should and will listen to them strictly because of what is on their chest. A true leader not only leads, develops, and mentors, but they embody and apply those leader competencies in their everyday life both on and off duty. Being a leader doesn’t mean you always have to be the mean guy. It means that you can successfully provide purpose, direction and motivation to make your Soldiers want to work for you to accomplish the mission. In this paper, I will discuss and give examples about the difference between Competent Leadership
Abstract The purpose of this paper is to define and identify what an Army Legacy Leader means to me. A type of legacy a Military professional would like to leave behind and continue to inspire one’s life. As well as, the kind of legacy, I would like to leave behind. What makes a Military professional in the United States (US) Army a legacy leader? A Legacy Leader in the US Army can be anyone that achieves extraordinary awards such as receiving a Medal of Honor. A Legacy Leader can, also, be anyone who has the ability to endure exceptional pain to accomplish the mission. In my opinion, a Legacy Leader is a Military professional that can mentor, lead, motivate, train and provide a sense of wellbeing to their subordinates. As well as, encourage
But it takes the whole team, as a unit, as one, to attain this goal. As I strive to be a better soldier and take the initiative to be a leader in today’s Army, I look a little closer at each of these values. There is always something to work on personally and objectively. To me, being late to PT wasn’t that big of a deal, but if I look at the whole picture, it is. If I look deeper as to what my actions are saying, I realize just how important appearance really is.