Case Study Of Command Climate: Sailorization

Petty Officer Gray is a highly motivated Sailor who always displays quality workmanship and outstanding initiative in his day to day accomplishments. His contributions have been vital in ensuring the highest efficiency and accountability of the NMCB One's mission of "we sere in the world's greatest Navy, we honor our proud Seabee heritage, and we are The First and The Finest Seabee battalion. His tireless efforts and unwavering devotion to duty clearly warrant the special reconition afforded by the Navy and Marine Corps Achevement

-Exemplary Supervisor. Petty Officer Brickhouse led, trained, and qualified eight personnel in daily watch routine requirements. He maintained custody of 18 Electronic Key Management System line items during watch to watch turnover with zero discrepancies. Additionally, he earned the Enlisted Information Dominance Warfare Specialist designation and conducted training for three Sailors in Maintenance, Material, and Management (3M).

She assisted with reimaging 81 PCs to resolve security client applications issues, and another 30 PCs to complete clean up actions due to an electronic spillage occurrence. Her attention to detail conducting several walkthroughs of 8 LNSC spaces and organizing 13 DIVO records lead to a well-earned passing grade for the N8’s Department In The Spotlight (DITS) inspection. As N8 department Career Counselor, she was directly responsible for 6 career development boards resulting in 2 Sailors advancing in rank to Petty Officer Third Class.

The Makings Of A Navy SEAL by Brandon Webb and forwarded by Marcus Luttrell is about Brandon Webb's life on his journey becoming a Navy SEAL. Brandon went through very tough times and also learned how much it took to become a Navy SEAL. After reading this book, I became captivated on Branon’s life. I think that he was a great person and was surprised how much he had to go through to become a Navy SEAL and a Navy SEAL sniper.

Substantiated DAIG Investigation - Failure to Foster a Healthy Command Climate; Failure to Treat Subordinates with Diginty, Respect, Fairness, and Consistency: The SM failed to foster a healthy command climate in the unit she commanded and failed to treat subordinates with digity, respect, fairness, and consistency. Statements from the officers and NCO's described the work enviornment under the SM as "toxic," "hostile," and "unpleaseant." Subordinates felt that they could no longer approach her for guidence or feedback for fear of being deemed disrespectful or insubordinate. The SM marginalized her first sergeant which strained their relationship and contributed to the tense environment within the company. The SM publicly admonished leaders

2Lt Fisher was employed as a Platoon Commander (Pl Comd) on the Army Cadet Leader Course during her time at the CTC. At the beginning of the summer, she displayed disinterest and lack of motivation towards her position and associated responsibilities. During her initial interview, she identified two areas she would work on throughout the course of the summer: enhancing her organizational skills and ensuring cadet participation during scheduled periods of instruction.

Submission for award based on Petty Officer Brewer's upcoming retirement after completing 20 years active military service. For meritorious service as N2 Departmental Leading Petty Officer at U.S. Naval Computer and Telecommunications Station Far East Detachment, Diego Garcia from January 2015 to April 2016. Her resourcefulness, decisiveness and management skills directly contributed to the highly successful performance of her personnel and the success of the Command. Specific accomplishments include:

Griffith's military career, she was hand picked to serve on long term orders in support of the Defense lntelligence Agency (DlA). During the year and half tour of duty, she quickly learned the mission, and mentored peers and subordinate analysts. She expertly gathered, reviewed, analyzed and disseminated hundreds of intelligence products for joint warfighters and national policy decision makers to make informed decisions facing military operations. As a Leading Petty Officer, she had successfully led her team that was critical to the unit's success and greatly exceeded DIA's expectations Ms. Griffith's subject matter expertise allowed her to mentor sailors up and down the chain of command, but more importantly she has the essential qualities to lead. Sailors routinely sought her advice and counsel in regard to both professional and personal aspects of their lives.

- As a member of the Wardroom Committee, he assisted in the management of a $7,000 budget, in addition to coordinating the acquisition and distribution of wardroom paraphernalia and gifts for senior leadership. As an active Wardroom Officer, he organized 12 hail and farewells and over 20 other Wardroom events, including All Officer Meetings and joint wardroom socials with the crews of vessels visiting Diego Garcia, helping to develop the professional knowledge and camaraderie of the Officer Corps.

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

EXPERT MOTIVATOR AND MENTOR. He flawlessly led 5 sailor and 61 Future Sailors as they prepared for Recruit Training Command. His exemplary mentorship directly resulted in 40% of his shippers advancing to the next pay grade and two of his sailors selected to be LPO's currently leading successful recruiting stations, greatly enhancing his contribution to the overall command mission.

Today's Navy is based on the History and traditions of our rich past. A tradition is defined as the handing down of statements, beliefs, legends, customs, information, etc., from generation to generation, especially by word of mouth or by practice. I am going to talk to you about one the these Naval traditions and that is the Change of Command. Most of this tradition is passed down from Navy Regulations as there are not many sources about it other then Navy Regulations. The 1st mention of the ceremony of Navy regulations date back to the Civil War and very little has changed since then. So in short a Change of Command is the formal passing of responsibility, authority, and accountability of command from one officer to another with the presence of the crew to observe. It is rather a formal event so usually the dress is full dress blues or whites with swords.

Chiefs remain knowledgeable in all aspects, and when a chief does not have the answer, they seek the answer, but never leave the Sailor hanging. To maintain morale and hard charging Sailors the chief recognizes efforts from junior Sailors with a bravo zulu, awards, or nominates them for Sailor of the quarter awards. A chief communicates and cares for his Sailor professional growth and personal life. The chief knows their Sailors work ethic because they observes and walks the deck to become familiar with each one. This is known as the deck plate leader, another tool the chief has in their toolbox. The deck plate leader knows every Sailor in the command, and if a Sailors family member issue arrives, the chief will find the

As the Company Gunnery Sergeant for VMF 214, my main responsibility is, to ensure that the strategies developed to improved command climate aboard VMF 214 are planned and executed properly to ensure maximum success. Communication among the SNCOs

Ever since April 1, 1893, Chiefs have been mentoring and leading new, young sailors with their bountiful experience. As a Cadet Chief Petty Officer, I wish to do the same to the newly arriving NS1’s for Granby NJROTC. Furthermore, I want to a better mentor as I am going to be the Vice President or President of Granby’s mentoring program next school year and the wisdom I will gain from going through Cadet Chief Initiation is something I want to pass on to my fellow peers. To further testify this ideal one would only need to look at the history of the charge book for its initial purpose was to hold the information of a Chief’s wisdom and knowledge so that