The army is the perfect case study of unique job experience. In addition to my role as Battery Executive Officer, I was recently volunteered to staff a simulation exercise for the next full week to facilitate the training of the division staff. Not even two hours into the exercise, I was promoted to the position of Battle Captain, placed in charge of a team of 25 subordinates and superiors, and simulated the effort of an entire division's worth of field artillery assets. In addition to the added pressure of Majors and Colonels watching me perform, I struggled to maintain calm while finding out the requirements of my job while we were simultaneously conducting the exercise. As a natural “energizer” who “aims to always make my organization look good in the eyes of management,” I usually get selected for difficult jobs (Kinicki & Fugate, 2018, p. 300-302). While some might consider the opportunity an honor, it was difficult for me to appreciate it while focusing on the immediate improvements I needed to make. …show more content…
The most difficult part of the job is not so much the workload, but the lack of clearly defined job descriptions.
I remember when I first started training for my temporary assignment this past week, I asked specifically what I would be doing and the answer I received was, “What anyone needs you to do.” It was only when I tried to explain that answer to my night shift counterpart that I realized the severity of the situation. Unable to answer her directly with her duties and responsibilities, I realized that I had no measurement for success, nor did I have any way to plan for the inevitable
future. After I took charge, I was met with continous unwelcome surprise from the unit being trained with due outs, reports, and updates that my team was unprepared to send. With multiple systems down, including my phone and computer, and partially accurate data, we were able to give the division enough information to take required actions. In the article “Reducing Unwelcome Surprises in Project Management,” the topic of unpleasant “unk-unks” or unknown unknowns and how to convert them into actionable known unknowns is presented (Browning & Ramasesh, 2015, p. 55). Discussed are a list of six factors that drive uncertainty and eleven different tools to address these unwanted occurrences. Quite a few apply to my situation today; first and foremost is dynamism and complexity. In a brand-new environment with so many untrained users, it was difficult to stop any one part of the system to improve it or expect more from learners who were still picking up a basic understanding of their information systems. The most important of all was the tool of “Decomposing the project” (Browning & Ramasesh, p. 55). Being able to identify issues, break tasks into smaller sub-tasks, and determine risks, are all seemingly small ways to address bigger problems that occurred today. Biblically, knowing that this type of scenario is not the first or the last of its kind can be disheartening, but in his letter to the Colossians, Paul reminds us that “Whatever you do, work heartily, as for the Lord and not for men, knowing that from the Lord you will receive the inheritance as your reward. You are serving the Lord Christ (Colossians, 3:23-24, English Standard Version). In these situations where an earthly award is highly unlikely, it is critical to focus on my heavenly reward and continue doing the very best I can, hoping that those who picked me for my position are working with Fiedler’s Model and “matching leaders to situations” because they see the work of God in what I do and want to see that same work in other projects. References Browning, T. R., & Ramasesh, R. V. (2015). Reducing unwelcome surprises in project management. MIT Sloan Management Review, 56(3), 53-62. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1670981850?accountid=12085 Fischer, K. (2012). Leadership. Retrieved from URL. https://learn.liberty.edu/bbcswebdav/pid-22338974-dt-content-rid-231258673_1/xid-231258673_1 Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach (2nd ed.). New York, NY: McGraw-Hill Education.
On March 16, 2016, I interviewed Santi Wong. I went to the JP Morgan Corp, which is located at 270 Park Avenue New York City. She kindly gave me about thirty minutes for my interview. Santi is a very warm hearted and talkative person. She is really willing to help others. She is a banker who has been working at JP Morgan for a long time. The building of JP Morgan is a big structure. There were a lot of people walking in and out the building. People all seemed very busy on doing their business. Also, the security system of JP Morgan is very good. All the people need to swipe their card before they enter the building. The guests need to get a guest card and swipe it before they enter.
As NCO’s we sometimes become complacent in our positions and our routines. Accepting challenges is what sets us apart and continues to ensure that we grow as Soldiers, Leaders, and Non-Commissioned Officers. The Sergeant Audie Murphy Club induction process is rigorous, and because of the rigorous amount of preparation that it takes to earn it, I will become a more knowledgeable NCO, while also allowing room to realize what my weaknesses are in order to improve in those areas. This learning and self-refining assessment will ultimately help me become a better NCO for my Soldiers. I aspire to become a member of the Sergeant Audie Murphy Club for
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
In my military career, I have been to many localities, and met many great NCO’s to gain expertise, and wisdom from. My biggest challenge as an NCO has been my stretch as an AIT Platoon Sergeant in Fort Leonard Wood MO. Being an AIT PSG you have many tasks you have to complete, and many soldiers you have to manage. There are leadership challenges in every job, but as an AIT PSG all of the challenges can be tested within a small period of time. On a daily basis, you deal with anything from pay issues with behavior issues you will learn many things and test yourself always. When I arrived at E-CO 169th ENG BN it was to be the first day of many new experiences and challenges. On the day that I arrived to E-CO as an AIT PSG I was not quite qualified yet to run an
Have communications with my supervisor and to interrelate what is learning in the classroom and to apply it in the trauma setting for all individuals.
Once I had finished some computer work, which was the last part of my training, I reported to the night time shift manager to confirm with them that I was indeed done with training. They gave me a pat on the back and told me to get to work right away. Instead of going home at ten at night as I had planned, I didn’t return home until about five in the morning. I g...
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.
and continue to feel comfortable when completing the tasks that they are assigned to do. I am inspired by
In the beginning of fall of 2016, I got a job as a medical assistant. It’s long process to get this sort of job, at least with the University of Utah so when I finally went through the orientation, lab training, computer training, and community clinics I got to work and realized there was, even more, training. Every clinic has its personal preferences and rules, so I had to start from scratch with the training I already had. As soon as I got therenoticeI was a given a quick tour of the clinic and given all the rules, passwords and regulations. It was already too much to handle, but I was memorizing as much as I could. I can’t always function under pressure, but I tried not to let my nerves get to me.
Whilst in the military I worked as a Flight Operations Assistant (FOA). My main task was working with air crew to provide them with information for their daily flights and submitting their flight plans. I was also a trade trainer, training less experienced members of the team which I thoroughly enjoyed. I have served operational tours in Iraq, Cyprus, Bosnia and the Falkland Islands so I am used to frequently working under pressure. I feel my military career has given me many transferable skills to be a good ODP, such as: practical skills, the ability to concentrate for long periods of time, problem solving, team work and the ability to act calmly under pressure. It also taught me self-discipline and the ability to adapt to any given
...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.
To be satisfied with one’s job, they must have optimistic feelings surrounding the job they are in, along with the physiognomies associated with it (Kroeger, Thuesen, Rutledge, 2002, p. 83). Not every single part of a job is always desirable, however, if the majority of responsibilities adequately challenge and stimulate, the job will, more often than not, satisfy the employee (Robbins, Judge, 2009, p. 84).
When I was a child my best friend and I would languish in the outdoors like dew in the grass on a mid-autumn morning, only coming home when we could smell the scent of fresh garlic bread or lasagna rising through the air. We would build a fort resembling the Taj Mahal one day, and the next would be dismantling a small engine to see what’s inside. I consider my childhood the proving grounds where I honed my bombing runs to prepare me for the job I currently have. Not only did it prepare me for the job, it lit a fire in me that can’t be put out. The Air Force Research Laboratory Center for Rapid Innovation is a great place to work because of the intellectual minds that can be harnessed, the variety of the projects that are carried out, and the
My instructors saw a light in me that I was oblivious to, and pushed me to chase that light along with my dreams. My first year of JROTC I became a Flight Commander. In the structure of military command, a flight commander is towards the bottom of the totem pole; their task to watch over their flight of students and to command them in drill and everyday class procedures. However, as time went by, I soon rose the ranks becoming the Commander of our Competition Color Guard Team, then Commander of our Operations Squadron, and last but not least, acquiring the highest position within JROTC: Group Commander, with the rank of Cadet Colonel. I went from the shy, reserved person I was to leading meetings, speaking in front of cadets, giving an hour presentation to our Unit Inspector, instructing events, and composing essays for contests. I became heavily involved in a plethora of events ranging from giving out Christmas cards at a local Veteran’s Home, saluting military kids in Snowball Express, and competing at Regional Competitions, gaining over one hundred community service hours in my tenure
American military history has the potential to inspire greatness in not only youth but people of all ages. When people read about historical figures, even if they aren 't well known, who went above and beyond the standard they gain a sense of inspiration. However, in addition to a sense of inspiration many people gain a better sense of duty even if they do not actively serve in the armed forces. Additionally, another quite remarkable trait the military possesses is the ability to perform in high stress environments under less than ideal conditions. An example of this would be soldiers continuing to execute missions after weeks and months of little to no sleep, food, and