All organizations should have a form of biblical leadership within its structure. The United States Army sets the standard and is considered one of the best organizations that produce quality leaders time after time. They do this by establishing, believing and living their essential core values. The core values are set in stone and followed by every member of the organization, no matter the rank or status they have inside the organization. There are seven core values that include: 1) Loyalty 2) Duty, 3) Respect 4) Selfless-Service 5) Honor 6) Integrity 7) Personal Courage. These seven values form the acronym that spells LDRSHIP. This is by far been the successful sticking point of the Army for many years. Many organizations throughout …show more content…
The ability to enlist and retain Soldiers is a constant struggle for the MSARNG. Therein is where a gap occurs that needs to be addressed in an updated plan. The next issue that the current leadership has to contend with is today’s recruits that decide to join the MSARNG. The generation gap between the leaders of the organization and the millennials that are joining are causing issues. If a leader does not understand how a millennial thinks and reacts to certain situations, the organization will end up failing. Also, if the millennial does not learn how to deal with an older generation, they will want to leave the organization as soon as possible. The last gap noted deals with retirement and people who decide to leave the military. After years of war, people have grown tired of fighting and some would like to try and live a normal life. Once these people leave the MSARNG the knowledge that they have acquired goes with them. Developing a plan to retain that knowledge is a must to ensure the continued success of the MSARNG. In order to bridge the gaps noted, a new and comprehensive plan must be established. The plan needs to follow the time proven methods while expanding on the need for addressing the recruitment, retention and age gaps. This can be done by emplacing new evaluation systems, training current leaders on updated techniques and taking classes on how to adapt …show more content…
It must be understood that it will take time and a cultural change to implement new policies and procedures. Here lies the problem, as this type of plan will take at least two phases to accomplish. The first phase would involve the organization as a whole understanding the changes that are going to take place. The second phase would require leaders to understand and implement the change in the organization. The MSARNG must be willing to train their weekend warriors on the new cultural environment that would ensue after implementing the new plan. It will be hard to accomplish this task along with their other Guard jobs and responsibilities. “Having the correct leadership skills help leaders improve the strength of the group, this in turn will help the group accomplish all of its goals (Huges, Ginnett & Curphy, 2015).” Having the key leaders train, mentor and coach the Soldiers will be the key to ensuring the plan is carried out correctly and does not die before leaving the drawing board. The MSARNG has focused on preparing its Soldiers for war for the past decade and the gaps in recruiting, retention, age and turnover have continued to grow. If the MSARNG does not incorporate an updated plan to stop these issues, the organization will begin to falter. It is critical that a new leadership development plan be implemented to prevent the gaps and problems from
In the early 1990’s the Chief of staff, Merrill A. McPeak, originally posted the six core values of the United States Air Force which consisted of integrity, tenacity, courage, patriotism, competence, and service. It wasn’t until a few years later that those six core values were merged into three. The three core values; integrity first, service before self, and excellence in all we do were officially embraced by the United States Air Force in January of 1995 in order to define the type of character expected from those within the branch of service (Lt Col Tower, P., & Lt Col Dunford, D, n.d.). Today these core values are the three basic fundamentals of life in the family known as the United States Air Force. Every person in the United States
The Army’s “Total Soldier Concept” is a concept that Soldiers are proficient well rounded soldiers in all areas to include personal and professional character, technically and tactically capable, are mentally and physically resilient for any given condition and live and project the Army values that epitomize a United States Soldier. With the 13 year “War on Terror” ending many Soldiers that were brought up through the ranks during this time may find themselves challenged by the change in tempo and reorganization of priorities from leadership while in a garrison setting. This can possibly disrupt the overall moral and readiness of Soldiers to include discipline within the unit’s ranks. NCO’s will need to mentor and train Soldier’s, providing them with purpose, motivation and direction to better develop disciplined, trained, and physically fit Soldiers capable of meeting the “Total Soldier Concept”. To do this, NCO’s will need to instill discipline in their Soldiers at all times to manifest proper military courtesy, smartness of appearance and personal hygiene, impeccable equipment maintenance/readiness, zero tolerance for sexual
The MSARNG has proven that it has the ability and leadership to make necessary changes when issues arise. However, if they do not know how to identify and solve the issues they will become stagnate (Maxwell, 2005). This leadership development plan has shown the MSARNG their needs and gaps and provided a solution that will give them a chance to correct the issues before they get further out of hand. The revised leadership development plan will focus on the professional development of the leaders. The plan will provide valid and effective ways for measuring and refining the problems that have been identified. Leaders have to be able to teach, refine and correct with the appropriate training tools in order to correct any issues in the organization (2 Timothy, 3:16, KJV). Therefore, it is clear to see that the MSARNG can use this plan to help decrease retention, increase recruiting and improve succession planning in order to set the organization up for success in the
Is the Noncommissioned Officer (NCO) Corps (Enlisted force) talent accurately managed throughout the ranks in order to sustain force readiness? During many years, the Army has continuously fulfilled analysis (studies) of the force to establish and improve management guidance over different initiatives, policies, and regulations in order to effectively organize the use of manpower. Conversely, the management of the NCO force has not been acceptably enforced and/or managed within the Army National Guard in order to meet the Army’s intent (Objective) on NCO Force management. Due to the Army National Guard’s force structure is limited in authorized positions within their
When approaching an organization with a new idea or concept it is vital to go in with all your data and facts organized and concise. One of the first things they want to know when they are considering revising or upgrading a leadership development plan is proof that a new plan would work. Therefore, the plan must have proof that is reliable, relatable and valid before introducing the plan. Always remember to treat others as you would want to be treated (Luke, 6: 31, KJV). This literature review paper will give provide proof to the Mississippi Army National Guard (MSARNG) that the new leadership development plan that is being proposed is credible.
The United States Army is undergoing a period of transition as it seeks to build and maintain a flexible force. As a result, the organization is studying potential changes to its structure and composition of its brigade combat teams. As part of the ongoing analysis to explore alternatives between three-battalion and two-battalion brigade compositions, the organization is considering the possibility of examining the entire force in design and structure. The need for such changes has been fueled by the growing need for improvement of security forces as they tackle threats to national security. In addition to this, there have been various calls for initiatives that are geared towards changing the United States Army officer culture through management rather than understanding process. Through a process of understanding instead of management, the U.S. Army officer culture will shift from mere risk aversion to uncertainty intolerance.
There are seven Army Values that all human beings should believe in. There are three values I see as strengths, and as areas to improve in my personal life. Those values are Respect, Selfless Service, and Honor. I will be writing about all three in this essay.
“Core values are those values by which we lead our lives and which we aspire to develop in others. The Royal Air Force core values are: Respect, Integrity, Service and Excellence, nurtured by effective and consistent leadership. These values, rooted in the moral and social development of our society over many generations, have a unifying function within the Royal Air Force and constitute the founding principles of our ethos as a warfighting Service.” Air Publication 1
The leadership is going to reflect this new generation and mix it with the needs of the Navy. We need to make sure we are not missing any opportunities to recruit or retain talents because of old policies.
Also, you should always use The Seven Army Values in your daily life. Doing so will make your career in the Army a lot more successful than it would without The Seven Army Values. 1) Loyalty, bear true faith and allegiance to the U.S. constitution, the Army, and other soldiers. Be loyal to the nation and its heritage. 2) Duty, fulfill your obligations. Accept responsibility for your own actions and those entrusted to your care. Find opportunities to improve oneself for the good of the group. 3) Respect, rely upon the golden rule. How we consider others reflects upon each of us, both personally and as a professional organization. 4) Selfless Service, put the welfare of the nation, the Army, and your subordinates before your own. Selfless service leads to organizational teamwork and encompasses
When it comes to the Army core values I feel that all of them are equally important when it comes to being a great leader or just a soldiering general. The acronym LDRSHIP is what every soldier should represent and exemplify. It is the core of who we are. If I had to choose one that means the most to me I would say integrity. Without integrity you are nothing. To be able to be a great leader you should be able to always do what is right whether in the eye of someone else or behind closed doors. You should always be able to admit when wrong. Being a leader of integrity is being able to act according to principles and making decisions that are true to the army and one’s moral belief. As your integrity grows as a leader the respect you get
The current system that our Battalion has to integrate new Drill Sergeants is lacking to say the least. Multiple sensing sessions have proven that the way we are currently training and integrating new arrivals is not working. The following provides some recommendations and proposed policy changes to more efficiently prepare and equip these individuals for the rigorous lifestyle ahead.
Finally, there is the individual who stands most to gain from a successful transition, and who has the biggest part to play in it. There is a need to inculcate an attitude on joining that recognises the inevitability of eventual transition; an attitude that ensures adequate future planning; and an attitude that takes the resilience of the battlefield and transfers it into the resilience of transition - financial, cultural, and emotional. This is how the individual can deliver successful
The 4th Armor Brigade Combat Team (ABCT) has undergone significant changes in the past three years. The brigade was once one of the best maneuver brigades in Forces Command (FORSCOM) but is now riddled with issues ranging from lack of a clear vision for the unit to low morale, and ethical concerns. As the incoming Brigade Commander, I have had 30 days to assess the unit and review historical information and an evaluation from the Centers for Army Lessons Learned (CALL). The most critical leadership problem in the 4th ABCT is the lack of a clear vision for the unit. I will use Kotter’s Eight Step Change Model and the Seven-Step Vision Process along with Kotter’s Eight Step change model to establish goals and implement organizational change. By implementing change using Kotter’s model and the seven-step vision process, I can alleviate some of the underlying morale and ethical issues while providing a picture of the future.
In the US army we are taught to live by the 7 army values. They are broken down to us in the acronym ‘LDRSHIP’. Loyalty “Bear true faith and allegiance to the U.S. constitution, the Army, and other soldiers.” Duty “Fulfill your obligations.” Respect “Treat people as they should be treated.” Selfless Service “Put the welfare of the nation, the Army and your subordinates above your own.” Honor “Live up to the army values.”