Career Goal Statement

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

My primary career goal is to study and work with artificial intelligence. Medical procedures, food distribution, and medical diagnoses could all be improved by incorporating it. Artificial intelligence is going to shape the future in groundbreaking ways, and I wish to become a part of it.

Teamwork cannot be demanded. Everyone involved must discuss and understand what the goal is and what is required of them. Teams should have traits such as goals and objectives, empowerment, trust, authentic participation, innovation, creativity, risk taking and leadership. (Temme and Katzel, 1995)

deal more than I need to learn before I can achieve my dream of building a business in the Asia

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

General Hugh Shelton was selected as a leader for this assignment since I served in the United States Army’s Group Support Company, 3rd Special Forces Group as he was the Commander in Chief of the United States Special Operations Command before he was nominated as the Chairman of the Joints Chiefs of Staff. General Shelton was the 14th Chairman for the Joint Chiefs of

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

The drive for dual-status commanders appeared after inadequate path and direction between state and federal forces throughout Hurricane Katrina restrict response efforts (Bucci 1). In Katrina incident, active duty and National Guard tasks, even those that were obviously same in practice, were supervised by two different series of command. The dual-status arrangement of the National Guard during Hurricane Sandy, despite, allow state and federal military responders to have the directives from the workforces and function in a more smooth approach.

Though the research shows that the governance of civilian contractors is a blurry line at best, and while a necessary evil, they are in many cases a danger to those around them if not properly supervised. That supervision is what the evidence will show is extremely difficult to achieve and makes joint operations even more tenuous…The hypotheses is that civilian contractors often answer to multiple sources of command. The research will point to the fact that this confusion of command cost time, effectiveness, and unfortunately even lives. It will also show that it makes determining success or failure much more difficult and tenuous. The hopes of the research and overall findings is that a direction will be found that can ease the tensions and the negative results and possibly find a better way of operating with civilian contractors.

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

In early 1986, Lieutenant General Saint and his Command Sergeants Major, Command Sergeants Major Horvath, identified the need to establish an elite organization to recognize stellar Non-Commissioned Officers. These Non-Commissioned Officers are those who have demonstrated excellence in performance and leadership abilities that resemble those of other influential NCO’s. A special group that needed a figure head that all members could emulate and strive to act in accordance with. This figure head could be none other than Sergeant Audie Murphy.

The purpose of this paper is to identify Colonel (COL) Jeffrey D. Peterson, Armor Branch, Retired, as a legacy leader who had an impact on me through all attributes and competencies covered in ADRP 6-22 (Army Leadership). His selfless service and his discipline are key components of his character that I strive to emulate. His long hours doing the same things that his Soldiers were doing, whether conducting PT in the morning or taking the pulse of Baghdad and Ad Diwaniyah during his tactical command post patrols, established his presence and professionalism beyond reproach. His steady career as a senior professor at West Point after his squadron redeployed in 2007 speaks to his intellect and his academic commitment. His example helps to

The US Central Command’s planning for Operation Iraqi Freedom (OIF) was not the all-inclusive plan that joint operations require. Joint operations are no longer limited to major combat operations, but encompass a wide range of actions. Planning for joint operations requires input from many sources to produce a successful campaign plan to meet the desired end state. Operational design provides a concept and a construction framework that underpins a campaign and its execution. (JP GL13). Evaluating the planning process by using the operational design identifies some of CENTCOM’s shortfalls. US military planners’ lack of understanding of the operational environment led to an inadequately defined problem that resulted in a faulty operational approach. CENTCOM’s approach did not have the right assessment to gauge the effectiveness of the plan such as alerting planners when and if the plan needed modification. Current joint planning policy incorporates several of CENTCOM’s shortfalls in an attempt to provide a better planning process for future joint operations.

1. The purpose of this memorandum is to provide a brief synopsis of the leadership philosophy of Second Lieutenant Joshua Dunn.

During my career, I have consistently used a results-driven approach in handling all aspects of my responsibilities. I effectively leveraged my experience and leadership, human capital resources, technology, and program management tools to achieve these results. While a program manager of a worldwide command, I was asked to lead an initiative to improve the security of the command, which was suffering from many security incidents. The initiative began in September 2005. The agency commander (4-star General) was new to the command and was very security conscious. I was under tremendous pressure from the highest levels of the organization to show improvement. In fact, I was required to make weekly reports on our progress.