Case Study: Captain Mitch Bruce

In this lesson you will continue to review the key agencies and major force management processes used in developing warfighting capability provided to combatant comman

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

I humbly and respectfully request to be considered for a Command Master Chief position. My distinguished record as a leader and operator make me qualified for this position of trust and responsibility. My leadership philosophy is that an individual’s leadership skills continually evolve; however, there are elements that remain constant, such as respect, purpose, collaboration, heart, trust, and spirit. Carefully managing team synergy, harmonizing its dynamics, and maximizing the advantages of diversity in order to achieve collective success are challenges we should strive to undertake.

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

d. Command Climate/Sailorization. Petty Officer Bell displays unmatched personal dedication to his Sailors personal and professional development. As Assistant Command Managed Equal Opportunity/ CAT Member, he administered 12 hours of command quarter trainings and conducted 2 DEOMI surveys, correcting 8 discrepancies resulting in improvement of Command Equal Opportunity perception in the command. He is dedicated to the Sailor’s well-being, as Command Recreation Committee Treasurer, he managed 12 command fundraiser events, resulting in raising $5,000 in donations towards the command holiday party further enhancing camaraderie throughout the diverse

Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.

Dr. Williamson Murray once declared a want to develop his Expeditionary Warfare School (EWS) seminar students into hand grenades. His comments were, of course, figurative, but Murray communicated a vision: his company grade students would read more deeply, think more critically, write with greater effect, and ultimately be more willing to challenge conventional wisdom than their peers. Murray, with EWS, engineered the course, from initial selection through the final seminars, to meet his goal of a competent, well-armed officer prepared to make and recommend just decisions grounded in history.

Captain Tamborelli served as an Instructor/Writer of the Aviation Basic Officer Leadership Course (ABOLC) assigned to 1st Platoon, Delta Company 1/145th; responsible for the training, safety, welfare, and discipline in excess of 200 Lieutenants

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

While seeking additional responsibility, Senior Chief Petty Officer Seymour assumed command of the CGC MALLET. His duties as the Officer in Charge require him to contemplate all aspects of the mission and ensure the unit is within compliance of all Coast Guard Regulations while simultaneously managing our commitment to a sound level of work life balance for each member. Demonstrating by example, his commitment to the CGC MALLET crew, he serves as Survey Officer, Voting Assistance Petty Officer, a member of the Budget Review Board, and the units Education Service Officer.

During our military careers we are faced with many different situations and problems. We will need to present solutions to these situations and problems. The Army has four types of military briefings for us to choose from to effectively communicate our solutions. These four military briefings are decision briefings, information briefings, mission briefings and staff briefings. Each situation will have a factor in determining which type of military briefing is needed. To know which military briefing is to be used, we must understand the purpose of each briefing. This paper will give a narrative on each of the four military briefs and the steps involved for the presentation of each brief. I will begin with decision briefings. Before I can begin with decision briefings, I must give a brief discussion on the Army’s problem solving process.

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.

Gentlemen, our new Deputy Brigade Commander is LTC Stan Reed and in the near future I'll coordinate a meet-and-greet upon his return from circulating our geographically disperse Battalions.

It is with great pleasure that I recommend LTC Simmons, Steven L for Continuation of Active Duty (COAD) Service. I was his rater from 3 December 2009 until 14 July 2011 and I can personally attest to his intelligence, fortitude, and professionalism. His subordinates, as well as his peers, confirm his exceptional qualities as a leader, trainer, and motivator.

1RSU a predominately RAAF work environment , Navy having a more mature program “NGN” has assisted the sailor in guiding fellow RAAF members through their own recent program “New Horizon” and also provides his crew members with another prospective. LS Fitzsimmons constantly provides strong guidance, effective solutions and robust recommendations to his supervisors when approached on divisional issues.