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Leadership development in the military
Military leadership development
Military leadership
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An energetic, innovative, and adaptable individual seeking a leadership role where my extensive accumulated organizational, training, finance, logistics, coaching, and analytical skills can be leveraged to create and develop high-performing teams to desired outcomes. Additional qualifications include:
Senior operations leadership experience that encompasses the development of multi-disciplinary teams to sustained excellence.
Proven ability to plan, manage, and communicate major initiatives to a multi-discipline staff and stakeholder organizations.
Program design, development, and implementation management expertise that maximizes synergies and alignment with existing operations.
Received the Army Commendation Medal for leadership, team
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Created and installed a training plan for 93-person organization, resulting in twice winning the best organization award. Recognized for developing and supervising multiple new equipment, maintenance, and training programs. Reorganized an international maintenance program for a 600 vehicle fleet, improving efficiency and saving $2 million US dollars in six months.
OPERATIONS SUPERVISOR: Supervised business continuity during construction of a $1.1 million operations control center; project completed three months ahead of schedule. Served as project manager on a bilateral international construction initiative mutually benefiting vested stakeholders. Initiated form factor and physical testing program to validate GUI
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Coordinated procurement of equipment and supplies for over 300 personnel with a $50 million budget for a globally focused mission. Managed a $1.2 million government contract to install security apparatus and buildings in the city of Mosul, Iraq.
Asset/ Inventory Management: Awarded Superior Status by Joint Base Lewis McChord, WA auditors for enhancing effectiveness and increase efficiencies of key operational systems by implementing new maintenance and logistical procedures. Led and managed 326-member team in the management of $30 million inventory consisting of over 5,000 items.
LEADERSHIP: Directed and led team of 40 military and 4 civilian professionals in providing regional awareness, business and operational intelligence for 36 countries in the Pacific Rim. Identified and mitigated risks and act as an initial decision maker in crises. Developed an ongoing Leadership Development Program to teach, coach, and mentor junior
In 2008 I served as an AH-64D Maintenance Test Pilot /Battalion Maintenance Officer in Delta Company 4-227TH Aviation Regiment in Camp Taji, Iraq. Delta Company was responsible for supervising Dyna Corp. Contractors at Camp Taji were conducting all AH-64 scheduled phase maintenance in theater. While there, the company ran into challenges meeting phase deadlines assigned by the Brigade Aviation Maintenance Officer due to the amount of flight time being flown and manpower assigned to complete phases.
MSG Peek demonstrated exceptional leadership in developing a Theater Health Services Policies Document which enabled two realistic field training exercises. He also mentored of eight Field Grade Officers through complex clinical operations resulting in a more efficient team prepared for contingency operations. His efforts led to 30th MEDCOM’s validation to assume theater medical mission
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. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Thomas N. Barnes Center for Enlisted Education (U.S.) United States. Department of the Air Force, (2012a) Team Building (LM07), Maxwell-Gunter Annex, AL: Department of the Air Force
CF02, Full Range Leadership Development Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
Williamson, S. (1999). A Description of the US Enlisted Personnel Promotion System (p. 25). Washington D.C.
The person that is next in command after the Battalion Commander is the Executive Officer (XO). The executive officer’s purpose is to help the Battalion Commander to run the whole program. The XO will also help the Battalion Commander send orders to the rest of the staff and cadets. The XO must be hardworking, well-rounded, firm, and responsible. I think that the position of XO would be a good fit for me because I possess these characteristics. I hope that I will be able to implement new ideas such as new clubs and programs to give cadets more opportunities to be involved in JROTC. I would also like to have guest speakers and recruiters come in and speak to the cadets about the different career paths that they can take. I think that obtaining
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.
Contracting private military companies and private security contractors are not without their issues. Management of these companies and contractors are a crucial issue for the government. One of the most significant challenges in d...
...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.
Kouzes, J., & Posner, B. (2007). The Leadership Challenge (4th ed.). San Francisco, CA 94103-1741: Jossey-Bass.
The Supervisor Training Program is a necessity that this company has. Since we are rapidly expanding, we have more people that we must integrate into our company. These people need to be introduced to our culture and be trained on the things that are needed to make this company successful. In the past, we have sent our supervisors to public seminars and conferences. However, now we have the opportunity to develop a program that helps our supervisors to continue to grow and improve. This program will help management throughout this company build a culture based on engagement, empowerment, and innovation. The program will be learner centered instead of event driven. In order to develop the Supervisor Training Program the development planning process must take place.
The first part of this week’s assignment was to look was to interview a manager/leader that we admire and seek their insight on management. But before we discuss the interview let me introduce you to who I selected as my interview subject. Chief Master Sergeant Smith is the Chief Enlisted Manager of the 235th Operations Group, 15th Wing, Air Combat Command. The group consists of an HC-130 squadron, an HH-60 squadron, an operations support squadron, and a Guardian Angel squadron (paramedics that parachute into bad places). He is responsible for matters concerning the health, welfare, morale, professional development, utilization and combat readiness of more than 400 military and 50 civilian personnel. Additionally, he advises the commander on operational matters, enlisted issues, unit standards, planning, programming and mission readiness. Chief Master Sergeant Smith entered the Air Force in October 1993. After completing basic military training, he graduated from technical school as a Pararescueman in 1995. His assignments include bases in Japan, Kentucky, New Mexico and Georgia. He has also deployed numerous times in support o...
There are many types of technological developments in the military happening at all times. They range from new aircraft to sophisticated guidance systems. Teams of specialists work for years to develop some of our simplest equipment. These people’s everyday lives are devoted to the safety and protection of the citizens of the U.S.