Army Discipline Model

Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.

“Discipline is based on pride, on meticulous attention to detail, and on mutual respect and confidence. Discipline must be a habit, ingrained that it is stronger than the excitement of the goal or the fear of failure (Gary, 2017). As an Non-Commissioned Officer (NCO) in the Marine Corps, as leaders we must train our Marines. This requires discipline to be acknowledged and maintained, in fact, also be a receptive and considerate NCO. NCO’s are considered the backbone of the Marine Corps and we will continue to improve our skills to become great leaders that are able to balance the many traits required of a leader. Even though Discipline shouldn't warrant compassionate, you should always remain firm or Marines will get relaxed and complacent. Arguably,

As a leader you must understand these principles. Understanding these principles will allow you to see, understand, and function within the "big picture" of Army operations as your unit moves through the Army Force generation process and assesses its ability to conduct unified land operations.

The concept I found most important in Module 3 was Individualized Consideration. I found this concept the most important because every person is different. A leader cannot afford to apply a cookie-cutter approach when developing tomorrow’s leaders. It is not uncommon in some career fields for a Non-Commissioned Officer to have multiple subordinates at a time. If that leader does not treat each person as unique then some of those Airmen will be set up for failure.

standards myself so that I can lead by example and be the leader that junior Soldiers try

Success is not a mountain peak, nor is it the finish line. Success is persevering in the journey. That’s important to remember in a Command Center, because everyday a dozen missions are planned, many cases worked, a multitude of details attended to and a legion of challenges to be sorted. In this journey is no finishing, there is no summit. Achieving success in a Command Center is a marathon without end, a 24 hour a day race against failure, and success is possible only through the unified belief of those undertaking the effort that their actions matter, that what they are doing is personally and professionally meaningful. Overtime, the constant flow of cases can erode morale like a river carving a canyon. Chasms can appear in the confidence and motivation of the watchstanders, which is a recipe for failure. This is where the third and final pillar of my leadership philosophy comes into play: Vigilant Inspiration. To combat the grinding down of the most important element in the Command Center, the will of the watchstander, requires vigilance and constant recognition to maintain the motivation of my people. Enthusiasm is a delicate flower that flourishes in a harsh environment only with care and vigilance, encouragement, praise, and the belief that we have each others’ success as our priority. To this end, I must be vigilant to praise whenever it’s merited, to document positive performance, and to connect on a personal level with my people to find out what makes them tick. Only through knowing my people, am I able to perceive when they are struggling with a deficit of motivation, burnout, or ennui. Only through showing them that I care about them personally am I able to earn their trust. Only through having their trust am I able to earn their respect. Only through having their respect am I able to make praise meaningfully. This is Vigilant

You must lead by example and be fair to all of your subordinates. You should make your people feel like they have a purpose in your organization. Things such as simple as saying “we” instead of “I” and showing how to do things instead of demanding them to be done will help your people decide to follow you. In the old days of the military, a commander would instill fear in his/her people. Today, I believe it

The Army has a very well organized structure that has many different elements within its structure. The Army uses many different regulations that cover the way it runs its organization to ensure it maintains and improves the way it is managed. The Army uses the Human Resources Command Center (HRC) which is to execute career management, sustainment, distribution, and transitions of personnel in order to ensure optimal Army personnel readiness (https://www.hrc.army.mil/STAFF/HRC%20Mission%20and%20Vision). This allows leaders to development, and strengthens the way the Army works. Management is

Organizational culture can be values, beliefs and norms which define how members think, feel and behave. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011). It is important to understand organizational culture has tremendous influence on its members, their views of the workplace, their efforts and their productivity. Culture is created by leaders, members and the environment in which the organization finds itself in. However, I believe it is primary the leadership’s responsibility to uphold the standards of a positive culture. As leaders, we must understand the culture we’ve created and how to maintain it or improve it. The Debra Woog McGinty and Nicole C. Moss corporate survey exhibited I’m in an Established/Stable culture.

Leadership, although there is a textbook definition it means something very different to each and everyone of us. Subjective to definition, I firmly believe in leading by example. If you take care of your people, they will take care of you. I would never ask any of my cadets or fellow public safety classmates to do something I would not do. Being in the thick of things right along with my people is important to me. Teamwork, collaboration and working toward one common goal sets the foundation of greatness within any team. Fostering a sense of trust within the squadron, seeking out the positives in a given situation and going above and beyond to attain goals builds strong, trusting relationships.

With the airmen having an increase in production and dispositional flexibility, my peers will be able to shift their own mindsets, from the mission, to the individual needs of their airmen. This approach, will show the subordinates that their supervisors actually care about each of them. This will increase the level of trust between subordinate and supervisor and will also motivate the subordinate to work harder for their supervisor, as they see the benefits that stem from doing that. My peers and I will, again, be a united front, enforcing standards similarly, while improving our continuity in the

In Module 6 I found the most important concept to be Individualized Consideration. This concept is most important to me because I interact with many Airmen every day that have very different personalities and learning styles. One implication of not using this concept is that I will fail to develop an individual in the correct path. Another implication of not using this concept is communication breakdown between subordinates and myself. When subordinates do not think you take their personal needs into consideration they won’t be likely to discuss topics with you. I will use this concept to help my subordinates achieve their personal and professional goals.

The concept that I found most important was, Individualized Consideration as it pertains to Transformational Leadership. I found Individualized Consideration the most important concept because each Airmen has their own unique personality and individual needs that need different levels development for them to become a leader. Also, members have different aspirations and goals throughout their military career. If this concept is not applied properly, the effects could have a negative impact because it could hinder their growth and development as a leader. The growth and development could be affected because they could receive the same generic feedback and leadership development that the whole group receives. Airmen’s abilities need to be

Integrity. Be ruthlessly honest in your communications with me and with your peers. Shortcuts during training or falsifying documents will never be condoned. Influencing peers to lie or cover up a fault will not be tolerated. Acts of such is ground for reduction and/ or termination from service. If you are unfaithful and untrustworthy that will not be tolerated.

I will be a great leader ship! Leader ship is a theory that gained much attention in the recent years because, sometimes one leader can be the symbol of his nations for decades and on the other hand he could destroy his nation. In the civil community, huge amounts of time and money are devoted to developing good leaders or manager. In the military, leadership is one of the most essential elements of combat power. Subsequently, officers have to learn what a leader must be, know, and do in order to lead units that can function efficiently in all operational situations to achieve their goals but when you graduated and become an officer and you try to implement this fundamental you will learn a lot of others important thing. In brief, I will write about what my first infantry battalion commander “06. Mohamed Nabhan” taught me during my first military task about the steps which could make a great leader in the future.