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Military veterans and reservists make great additions to any organization and can provide positive impacts on company culture. In 2014, there were 21.8 million veterans of the U.S. armed forces according to the U.S. Census Bureau. Not only do they make up a good portion of our population, their military training can sometimes provide a new element of versatility and discipline at an organization that aids in meeting and achieving goals. Some of the characteristics that makes them a great employee are as follows:
Leadership
Service members are constantly taught leadership skills while in the military and those characteristics are engrained in their persona. They are trained to overcome adversities with control and precision. Veterans have
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This type of training allows them to stick with projects, even during high stress situations, and meet strict deadlines, all while staying focused on the organizations main objectives.
Technical Expertise
The military uses some of the most advanced technology and it is constantly adapting to new innovations. Military members are continuously trained on the newest tools and understand the need to be up-to-date. This is beneficial for organizations as we continue through the digital age and look to automate more processes in an effort to run our organizations more efficiently and effectively.
Integrity
Members of the military have a high level of integrity and can help foster integrity at your organization. They work hard and understand the value of honesty, sincerity, and trustworthiness. These characteristics are something every organization strives to achieve in their culture. Creating a culture of integrity helps retain your current employees, attract new hires to your organization, and provide quality service to your clients. Military veterans can help foster integrity at your
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In 2014, there were 21.8 million veterans of the U.S. armed forces according to the U.S. Census Bureau. Not only do they make up a good portion of our population, their military training can sometimes provide a new element of versatility and discipline at an organization that aids in meeting and achieving goals. Some of the characteristics that makes them a great employee are as follows:
Leadership
Service members are constantly taught leadership skills while in the military and those characteristics are engrained in their persona. They are trained to overcome adversities with control and precision. Veterans have also been trained in leadership styles such as delegation, direction, inspiration, and motivation, which makes them adaptable leaders to turn to when facing challenges as an organization.
Teamwork
Teamwork is a crucial piece of being a part of the military. Military members are taught to trust their colleagues and work together in high stress, life-or-death situations. Teamwork is the core to what all military operations are built on and operate safely by. The ability to work in a team at that capacity is something every organization’s workforce can benefit
Build cohesive teams through mutual trust. Mutual trust among commanders, subordinates, and partners is the first key to win the battle. Developing
This training helps them in real missions to prepare them for their determination, skills and techniques.
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)
The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the greatest effect uses task-oriented instruction and is called battle focus training. After major objectives are defined, they are broken down into smaller sets. These smaller sets are known as collective tasks and are designed to be accomplished by small teams of soldiers. Each soldier is assigned one or more individual tasks that work together to accomplish the collective task. Training begins by teaching soldiers how to accomplish each of the individual tasks. At this point, emphasis is placed on the soldier as an individual. Although training is conducted in small groups, soldiers are evaluated independently of their peers. Once individual task mastery is achieved, leaders have soldiers begin to work together to accomplish collective tasks. This method of battle focus training incorporates aspects of both individualism and collectivism to accomplish the ultimate goal.
McGuire, J., Clark, S., Blue-Howells, J., & Coe, C. (2013). An inventory of va involvement in
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.
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.
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...
The word "veteran" for the purpose of this article refers to a person who has served with the Armed Forces of the nation or of the states. The military is comprised of 12 Service branches: five Active Duty and seven part-time duties – Army, Navy, Air Force, Marines, and Coast Guard. Obviously, I think we all understand the Active Duty portion of our military.
U.S. Armed Forces Overview." Military.com. Rbodapati, n.d. Web. 26 Apr. 2017. "Thread: Military Service Builds Character."
''Teamwork is a fundamental lesson in the military. At basic training, you learn about being a member of a unit. You do not focus on the first person to cross the finish line. You do not focus on the last person to cross the finish line. What matters most — what matters entirely — is that every unit member understands that everyone crosses the finish line"(mydd.com)
Military leadership lessons are not going to always apply to the organizational structure. In an organization leadership there has to be some compassion and caring about the individuals that are working there, but with the military they are strictly about business. Military leaders are more direct and stern which may not work with everyone in an organization. Military leaders would have to relearn how to address individuals that they are in charge of when working for an organization due to not everyone can be address liked they are in the military. In many organizations that I have worked for there is a transactional leadership approach, which means the leaders help their followers to set goals by clarifying roles and task assignments (Robbins & Judge, 2015). This may not happen in the military so a military leader would have to learn how to help set these goals along with what would need to be done to help the follower to reach their
Airmen gradually take on roles of increasing responsibilities throughout their careers. In my opinion, there is no better way to prepare them to be professional military members and warfighters than by having NCOs and SNCOs making the effort to mentor and develop each of their individual Airmen. The ramifications of not utilizing Individualized Consideration are widespread. Leaders who choose not to develop their Airmen this way will affect the Air Force’s capabilities at the tactical, operational, and strategic levels.