Army Leadership Report

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

The National Guard success comes largely from training. From real-life training exercises, field training, simulation training and distributed learning. In the event of an activation, leaders must

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

USARECs tactical organizations recruiting centers are responsible for prospecting and recruiting professional individuals that will volunteer for a job serving as a Soldier. Their main effort involves identifying and creating the Soldier of 2025 that will fight to win any complex operating environment. Daily NCOs engage local communities to find individuals to enlist despite the changing United States (US) society where 7 out of 10 prospects do not qualify to enlist into the Army. NCOs at this tactical level have a tremendous challenge in their day-to-day operations. They have to accomplish daily operations by overcoming many factors and challenges. These challenges include economic conditions, persistent and unstable Middle East, China,

I did not know much about the military, but I knew that the Marine Corps was the most difficult and within it, Reconnaissance was the most demanding. I also knew that the harder the job the more rewarding it would be, my desire to seek the toughest challenges always paid off in the end. With the work ethic my parents instilled in me, I knew I would succeed. In my 24-year Marines Corps career as a Recon Marine, I have had the opportunity to learn, lead, and teach Marines of various caliber and rank. As a senior Staff Non-Commissioned Officer my days of performing at the team level are behind me, but I am always learning. I now rely on the young professionals I work with to teach me the latest technical and tactical procedures; this further allows me to establish confidence with our senior Commanders. My introduction to the highly educated Marine Officers in the Amphibious Reconnaissance profession has been an eye opening experience. By working with them on a daily basis, these extremely smart and academically proficient professional men and women have shown me that I too have what it takes to achieve success at an institution of higher learning. My experiences teaching and mentoring young Marines, my work developing a non-profit organization targeted at providing financial and moral support to veterans during their most critically vulnerable point:

2. Over the last several years, we have seen a move in the Coast Guard’s Senior Enlisted Leadership Roles from that of a technical expert to a leader who monitors, manages, and evaluates the readiness of their members to include training to meet Core Competencies. They ensure that their unit maintains 100% mobilization readiness at all times. This is evidenced by the implementation of the Senior Enlisted Reserve Advisor (SERA) billets. According to

The leadership development plan for the MSARNG is essential to help regain the organization’s success in areas that were neglected following many years of war. The plan will focus on using training processes to develop leadership skills in a variety of areas. The plan will focus on being, knowing and doing what it takes to become a better leader. In order to be effective the leader development plan must be deliberate, sequential and continuous (Department of the Army, 2013). The plan will be tied to the core values and objectives which start with the individual leader. The training will be implemented throughout the entire organization to ensure the leaders understand how to correct the gaps and issues identified.

As a future leader, I would like you to conduct Physical Readiness Training, Preparation Drills and Recovery Drills for the platoon. Take time to come up with training for the section. Example teach a class on how to lay a quadrant for fire missions.

Oversee the Field Training program’s implementation at the district level by making sure the policies and directives are followed and supported. If scheduling conflicts, training discrepancies, professionalism or other issues arise, the Field Training Sergeant assigned to that section is tasked to

According to the Mission Command White Paper, “mission command must be institutionalized and operationalized [sic] into all aspects of the joint force” (Dempsey, 2012). Instilling mission command throughout an organization is a command team task (JSOFSEA, n.d.). As a member of the command team, the senior enlisted leader is in a unique position to offer something company grade officers or noncommissioned officers may have only in limited supply. That something is years of professional experience and reflection.

1. Senior Enlisted Reserve Advisors (SERA) do not have enough drill time to be responsive to the readiness needs of the reserve force. In between duty weekends many reserve related matters need attention in order to maintain reserve readiness. These matters vary from meeting with the Officer in Charge to working with a sector yeoman on a reenlistment. During the week a SERA may need to coordinate with the unit training officer to verify training activities or check in with a reserve member to make sure they’re studying for a board. The issue is that SERAs spend a significant amount of time in between drill weekends tending to the needs of the reserve program. The Coast Guard should consider offering SERAs additional compensation or drill time so they can more effectively manage reserve readiness.

With the roll of Unit Scheduler I will be bringing new Airmen to McConnell AFB. My knowledge will allow them to broaden their view of our career field, which will lead to better rounded members in our squadron. This may lead new Airmen to strive to work towards something and help them avoid becoming

For the implementation phase of this we will have classroom training and On the Job Training (OJT) to deliver the new training to the officers within the BUD/S class. The first class will target mission planning, teaching the officers how to use the Military Decision Making Process (MDMP) and the Observe Orient Decide Action (OODA) Loop process of thinking. After the classes we will have the officers develop the dive operations planning and build the brief that will be presented to the second phase Officer in Charge (OIC) on all dives during the Final Training Exercise week. The next portion will have them doing the same thing during third phase for conducting patrols, ambushes, and target assaults, again having them focus on planning and building the brief that will be presented to the OIC.