The ability of our military to fight and win our nation’s wars has been, and always will be, our primary concern. This is what our country expects of us as Soldiers and this is what our junior Soldiers expect from their leadership. Towards that end, we must aim to instill the confidence in our Soldiers to meet the demands of the operational environment and to destroy all enemy opposition that will materialize therein. Lastly, we must work to build trust between leaders at all levels within our organization. This trust will be the gel that makes all moving parts in our organization run smoothly and in harmony. All of these capabilities are best forged in the crucible of training. Therefore, the primary focus of all leaders within our organization shall be to maximize time for training opportunities and to enhance the quality and relevance of the training our Soldiers receive. …show more content…
I do not deny that these activities are a critically important part of being missions capable. Without all the benefits derived from maintaining readiness, training becomes meaningless. However we must not allow a readiness mindset distract us from the primary reason for coming on duty which is to prepare for war. To achieve this end, we need to analyze the processes we use to complete our readiness tasks and engage in Continuous Process Improvement (CPI) to make them more efficient. By using CPI, we can identify the non value-added steps in conducting readiness tasks, mitigate or eliminate these steps and reduce waste. In making these tasks more efficient, we can make more time to conduct training without degrading our
Building trust takes time and the commander must earn it. It is a product of Army values and leading consistently with the Army leadership principles. Commanders earn trust or lose it through daily actions; thus, soldiers need to see their commanders upholding professionalism, integrity, and setting examples . Upon arriving at Hue, COL Hughes encouraged his commanders to do what they felt was needed to remove the communist troops from the city. Giving such authority to his commanders was a great step of trust that ultimately led to taking the city of Hue from the enemy.
Build cohesive teams through mutual trust. Mutual trust among commanders, subordinates, and partners is the first key to win the battle. Developing
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
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
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.
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
Readiness is of the utmost importance with training being the most significant aspect that contributes to Readiness. Each Soldier needs an individual training plan. The plan should take the Soldier from enlistment to discharge or retirement. It is each Soldiers responsibility to be proficient in their field craft. This includes being fit mentally and physically, and trained to win in a complex world. It is the responsibility of the NCO to train these Soldiers. Unit training plans will address the readiness and resilience of individual Soldiers to ensure their fitness to accomplish their mission. Units must conduct realistic training at the individual, squad, platoon and company levels focused on Mission Essential Tasks (METs) for their
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.
"The soldier is the Army. No army is better than its soldiers. The Soldier is also a citizen. In fact, the highest obligation and privilege of citizenship is that of bearing arms for one’s country” (-General George S. Patton Jr). Here within our borders we are the lucky ones, we have been blessed with the pleasure of so many brave men and women; to volunteer in the world's greatest military; and put their lives on the line for something that they believe is a moral obligation. But, think of some other countries, that have conscription (the practice of ordering people by law to serve in the armed forces) laws. We as a nation have some laws on conscription, and if you are male and above the age of 18 you have already signed the slip of paper stating that in the time of war; if our great nation re-instated the draft then there is a great chance you will be serving on the frontline of the next Great War. This brings me to my first topic of this page, is it ethical to have a draft? My second topic that I will discuss will be on if it is morally acceptable to "draft dodge". What I mean on the second topic is if you have a right; that morally allows you to not go fight in the war.
The U.S. military is a strong force and body that protects and serves the American people. Many people support the military and some even disagree with it. What people forget is that without a military the U.S. would be totally over run by foreign countries claiming ground. The military also helps with the nation’s economy boosting the balance of money in the works. Families have trouble with members who serve since there is always chance that they never return but it is because of their service that we are still a free country. Even though the military causes pain to families when a loved one is lost, the U.S. needs a military because with a military the economy increases and that without a military we would be invaded by a dictator or foreign
The best Army leaders will effortlessly find some way to get others to do exactly what they need them to do. They do this by giving soldiers a
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
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...
A soldier is an enlist individual, man or woman that fight in the military for his or her country. There are numerous reason has to what it means to be a good soldier. Being a good soldier varies depending on the individual. A good solider lives up to the army values, which are duty which is to fulfill your obligations by being able to accomplish tasks as part of a team, loyalty n being able to bear true faith and allegiance to the U.S. Constitution, the Army, your unit and other soldiers, honor, being able to give up to Army values, integrity, do what’s right, legally and morally, personal courage, face fear, danger or adversity (physical or moral, selfless service, being able to put the welfare of the nation, the Army and your subordinates before your own and respect, being able to treat people as they should be treated
Before I describe to you some of the “routine” and specific situations, investigations, and actual cases and dispositions I encountered I feel I should outline some of the training that that I received starting with the Military Police and Basic Training. Looking back I see the importance of the initial Army training that centered on physical conditioning and the discipline necessary to obey and follow orders to become part of a team. We learned that what was good for one was good for all and of course the reverse. Each morning we stood inspection outside of the barracks with our field packs on. Part of our required equipment during the inspections was a razor. We found out why one morning at the beginning of our training cycle when one of