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 …show more content…
The first time I met SFC Knight, I was an Initial Entry Trainee (IET) Soldier in the Intelligence Analyst Course in 2005. SFC Knight was one of my instructors in the course. At that moment, I did not know that two years after graduating from the course, SFC Knight would become my section Non-Commission Officer in Charge (NCOIC) in Fort Hood Texas. The mentorship that he provides towards me has been everlasting. SFC Knight, leadership style exemplified the main characteristics of an true NCO; “Be, Know, and DO” or better known as of today, Attributes and Competences . His leadership style increased my self-confidence, taught me to accept constructive feedback, and most importantly understand how to be a well-rounded Soldier. Influence The day, SFC Knight begins to impact, my life was in 2007. This was just after my first deployment and my unit lost several Soldiers due to Primary Change of Station or Ending Time of Service. However, my unit was preparing for a second deployment. I will never forget the day, SFC Knight, started to mentor …show more content…
This resulted in me identifying that I did not check the oil drip pan. I learned to recheck my work and not skip steps, when conducting PMCS or anything within life or military services. SFC Knight was a believer in the NCO support channel. SFC Knight exemplified the Army Value of Selfless Service. I cannot forget the day, I was flying to National Training Center (NTC) for training and he offered to pick me up, due to my wife just gave birth to my first-born child. Additional, he ask me if I needed money for the airport. He also explained to me as a young Specialist that it was good to carry cash when traveling. His explanation for carrying cash was, if the credit card machine is not working, you should have cash available for an emergency. Simple techniques such as carry money on your persons is valuable information that a Soldier can use in their everyday life. This action and knowledge sharing displayed, how a leader is supposed to take care of their subordinates. He was also big on finance. He spoke to myself as well as the team about saving and bonds, Thrift Savings Plan, Roth IRAs and
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
The Army’s history includes many unique global events such as World War I and II, the Vietnam War, the Korean conflict and most recently operations Desert Storm and Iraqi Freedom. An in depth study of these historical events is beyond the scope of this paper however, the origin of the Army is relevant in discussing the Army’s overall culture.
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
LM01, Ethical Leadership. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
When I arrived at my first unit, the 172nd Stryker Brigade Combat Team, Fort Wainwright, Alaska, I was assigned as a Prophet Team leader by SFC Miser, my platoon sergeant. For someone fresh out of AIT, this was a daunting task. I had no experience tactically or technically. In addition, I was appointed over three PFCs who have been in the unit for a year. Soon, I felt disaster was looming over my head. One month later, two of the PFCs asked me to resign as the team leader. I felt humiliated. Later, SFC Miser pulled me into his office and explained to me why he chose me as a team leader. He saw there was potential in me to be a good leader. He told me as long as I remained diligent in accomplishing my missions and demonstrated my willingness to take care of my Soldiers, my Soldiers’ opinion about me would change. So, I spent extra time learning the systems and went out of my way to attend to the needs of my teammates. I quickly earned their trust and confidence. Since then, I never forgot what I had
As a young Lance Corporal, my first impression of the NCO’s around the Recon Company was varied. As I got to know the others in my platoon, one started to stand out in my daily interactions, SSGT Moeller. He had just gotten off crutches, after a parachute accident broke his tibia and fibula, sitting on the catwalk icing his ankle. When I asked why he was icing his ankle he told me he had just finished an 8-mile run. Now, this was from an injury that should have caused months of painful rehab before running would have been possible, but here he was, sacrificing personal comforts, trying to get back to mission fitness. His reasoning being, he was scheduled to be the Assistant Team Leader (ATL) on the 13th Marine Expeditionary Unit(MEU) and didn’t want to miss his chance for Afghanistan. It was at this moment that I got my
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
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 written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the 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 an NCO’s school.
...n was yet another display of the most beneficial style of leadership. Putting together teams, holding regular meetings in locations that were conducive to deep thinking, allowing debates, and discussions to take place, not choosing sides and arriving at a consensus is the very core of team building and fostering inclusive environments. Doing it all while displaying sound ethical principles routed in being a southern Baptist Minister enabled Dr. King to achieve huge successes as the primary leader of the Civil Rights Movement. Taking notes from one of the great leaders of yesteryear can and does help senior non-commissioned officers get better. Being an effective motivating speaker, putting the organization before self, team building, and having appropriate ethical principles to back it all up go hand in hand with leading Airman in today’s United States Air Force.
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
The principles of leadership and management are helps to understand the management style and make the effective decision. An effective decision helps to gain the success of an organization. Lots of way to manage and collect information/question for leadership and management which are describing in the below:
Since the Army puts everything down on paper, from how to perform maintenance on an M4 weapon (“Rifle…”, 2003, para. 1.4) to how to write a letter to your commander (“Preparing…”, 2001, p. 30), a good NCO must know and follow the rules and instructions that apply to him or her on a regular basis. For example, a good NCO must be able to correct a soldier’s uniform to the exact standard. In order to order a soldier to tuck in his or he...
Growing up in the Army, the most aggravating experiences this author encountered involved Non-Commissioned Officers who were deficient in the skills of writing, teaching and orating. This led to unclear counseling statements, vague verbal instructions and poorly executed training. Everyday junior enlisted Soldiers loose imperative feedback and professional development from of this deficiency, creating a negative cyclic effect. This negative cycle is influencing our junior enlisted soldiers to place little to no emphasis on effective communication skills. As a result, newly promoted Non-Commissioned Officers do not have the tools to accomplish essential tasks such as recommending a well-deserving Soldier for the Army Commendation Medal or briefing a complicated subject with clarity. It is inarguable evident that Non-Commissioned Officers need place more emphasis on effective communication skills. In order to implement change, this author has constructed suggestions to integrate each communication skill into daily training.