In this assignment, I will discuss three aspects of my last unit that were in need of revitalization. The unit’s morale, performance, and desirability were not in a good state. I will begin by giving a brief background and details of transition into the unit, then move onto descent and mistreatment while being a member of the organization. Finally, I will give my vision for what an ideal unit of this kind should look like. Upon receiving a commission as a United States Naval Officer, I was screened and chosen to be a member of the Explosive Ordnance Disposal teams. I met prescribed follow-on requirements, such as further schooling, and requested to be stationed in California where I was an officer in charge of a team deploying to the Middle …show more content…
Upon my return to the states, I volunteered for a transfer to my next unit in Guam, EOD Mobile Unit Five. This unit was in critical need of revitalization, and the personnel were the ones who suffered the most. To begin, location of the unit was in arguably the worst possible location, Guam. Unit’s home port or location is largely in control of superiors located stateside. Although a territory of the United States, Guam has some of the worst school districts and medical facilities that provide enrollment to U.S. Citizens (Lorenz, Pulte, 2012). In fact, these developmental and lifesaving assets are many times not even ranked against facilities located in the continental United States because they are that poor. In searching, it is only non-credible sources that rank out Guam facilities against those located in the continental U.S. Another factor leading to decline is that senior members of the organization are encouraged to complete multiple tours of duty in Guam, due to lack of personnel volunteering for jobs within the unit. This is against regulations in most units where length of jobs held is closely monitored, and members
As Marines, we have a well-known motto “One Team, One Fight” that creates an image of strong unity that everyone regardless of rank or size plays an important role. Everyone is necessary to complete the mission. In this book, one particular Marine, (then) Captain Bill Barber, has a story that since has become a crucial tool used as teaching material today for multi-level Marines everywhere. This book serves as a testimony to Captain Barber’s will in the midst of extreme opposition and sets the example of the for mentioned mindset
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
PBS’ Frontline film “The Wounded Platoon” reviews the effects the Iraq war has had on soldiers as they return home and transition back into civilian life, focusing particularly on the rise in post-traumatic stress disorder (PTSD) among American military members from Fort Carson Army base (Edge, 2010). Incidents of PTSD have risen dramatically in the military since the beginning of the Iraq war and military mental health policies and treatment procedures have adapted to manage this increase (Edge, 2010). In “The Wounded Platoon,” many military personnel discuss how PTSD, and other mental health struggles, have been inadequately treated (if at all) by military mental health services. Reasons and Perdue’s definition of a social problem allows us to see inadequate treatment of PTSD among returning United States military members as a social problem because it is a condition affecting a significant number of people in undesirable ways that can be remedied through collective action (Reasons & Perdue, 1981).
The critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is disengaged leadership has created a unit culture tolerant of sub-standard and inappropriate behavior of and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the Brigade Combat Team (BCT). The change from offensive operations to security and stability operations negated the Mission Essential tasks 4th ABCT completed during their Mission Readiness Exercise and resulted in 4th ABCT not receiving
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
Black Hearts is a great example of the reality on how severe bad leadership skills can ripple throughout a unit and impact its overall mission. This book serves as a guide for future leaders of America and will set the examples of what not to do in leadership positions. The lessons we can take from these soldiers can help us as potential leaders to become more competent and effective. The fact that this book focused on the hardships, poor decisions and sound judgment of the soldiers it helped emphasize on what was not the best choice of action and leaves a moment for you as the audience to think how you would of done it better. So right or wrong there was a lesson to be learned and the book did a good job including the reader. This book puts you in the shoes of a small group of soldiers from the 502nd Infantry Regiment and gives you an up close and personal take on the experience of the soldiers, from the bottom of the the ranks all the way up to the commander. 502nd Bravo Company 1st platoon deployed in the fall of 2005 into one of the most dangerous battle zones in Iraq known as the “Triangle of Death”. Thrown into the heartland of a growing insurgency, with undefined goals and a shortage of manpower, Bravo Company began piling up casualties at an alarming rate. They suffered many losses, as well as mental anguish. Because of the long and tragic deployment, a collapse in leadership began to unfold causing one of the most tragic, brutal, and infamous deployments in U.S Army history. There were many reasons that caused the deconstruction of leadership, and eventually, the actions of the soldiers accompanied by the lack of control, lead to the rape and murder of an innocent Iraqi girl and her family. This is a story about character...
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
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
Problems within the organization include declining morale, strained family relationships, stress throughout the unit, chaplain services being ignored, moving pass the death of the three leaders killed, and synchronizing logistics with unit movement. Additionally, organizational culture and
Prior to war and the passage of the GI Bill the average American could only dream about college and owning a home. Designed to be used for college, technical or vocational courses, apprenticeship/on-the-job ship/on-the-job training, certificate programs, flight training and correspondence courses and home loan guaranty, the GI Bill has been credited with establishing the foundation of today’s middle class. By 1984, when the GI Bill was revamped, 7.8 World War II Veterans had participated in education or vocational training programs. The updated program became known as the Montgomery GI Bill (MGIB), after former Mississippi Congressman Gillespie V. “Sonny” Montgomery. His goal was to continue education programs and the VA home loan guaranty for the latest as well as, future generations ...
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.
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.
Welcome to the class and thank you for your service. I have never been to Guam before, but I was looking at some pictures online of Guam and it looks like a really nice place to be stationed, live, or visit. The water looks very clear, are the military bases there near from the beach? I think that Guam Homeland Defense (GHD) or the Department of Homeland Security (DHS) there are two great choices where you will be able to continue to serve as a civilian or as a federal law enforcement officer. I only served in the military for four years because I wanted to continue with my education, but once I complete my studies I would like to continue to serve as either a civilian or as a federal law enforcement officer. What do you do in the
...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.
For instance, when the Fitness Center had a decrease in manning due to shortage, there were changes in personnel and operations. With the changes in personnel, many complaints rose among the military community. There was a plan to hire more civilians to fill in for the shortage. It was a good idea and the sections’ leads educated us on the changes.