Description Of A New Duty Station

I have learned a lot from my slip up and I know it won’t happen again. I learned that my NCO is in charge and should be given my undivided attention. I could get kicked out of the army ending my career early and that’s not good for me and would probably crush my family with disappointment. My actions are unforgivable, I was not thinking in my mistake on the 15th of August 2013 out front of building 2344, in my civilian clothes for final formation. As a lower enlisted soldier I know now that my Non Commissioned Officer is the one that gives the orders and I have to obey them whether it makes sense or not. If I do not obey the commands he/she has given number of things could happen and result in a big mess or a lot of people hurt or in trouble. Disobeying orders from a Non Commissioned Officer could result in a UCMJ action

Most of his subordinates disliked him because he was also arrogant, never admitted blame, and never shared success. He even stole from members of the detachment, including me. The command team gave him accolades because his toxic traits were mistaken for hard charging “type A” personality. As I was making the transition to SF I finally had solid evidence of his theft, and confronted him directly. He quickly backed down and returned what he stole. I made a verbal report to superiors, but never filed official charges. The Criminal Investigations Division (CID) investigated the captain on separate charges a couple of years later. I don’t know the final outcome, but am hopeful he is no longer in the military. I do regret not filing an official

Article 91 covers insubordinate conduct towards warrant officer, NCO, or PO. This is broken down rather heavily throughout the article covering as many bases and loopholes as possible it seems. After reading the article I have realized that not only did I disregard or fall under two of the categories in the article but I fall under two of the first three. The first one that I fell under was “treats with contempt or is disrespectful in language or deportment toward a warrant officer, noncommissioned officer, or petty officer while that officer is in the execution of his office.” Regardless of what I assumed the situation to be I stepped out of line when I proceeded to call Corporal Delorge a “jackass”. Not only is it being disrespectful in

Disrespect toward a Noncommissioned Officer is a crime under the UCMJ and will not be tolerated. If you continue to demonstrate this kind of behavior, I can only assume that you and military service are incompatible and I will take the actions necessary to either correct your behavior or separate you from the military.

That’s something we as military police soldiers can 't be. Whenever you pull over that first sergeant, or that captain that are not only going to look at your rank but your uniform as well, because they are most likely going to think "his uniform look like shit, how do I know if he is doing his job correctly when he can 't even maintain his uniform looking as it should." That where I believe our leaders come into play, they are not only there to help us, but also to fix us when we are wrong. So when I keep blowing off the fact my uniform did look like shit, I should have gone to one of them to see if they could help me fix the mistake.

Disrespect should not be tolerated.If you show a Non Commissioned Officer the proper respect, they will show you the proper respect. Non Commissioned Officers deserve the proper respect. As a E-4 or below you should know your place in the chain of command. Article ninety-two of the united states code of military justice is failure to obey a order or regulation. Any person subject to this chapter, violates or fails to obey any lawful or general order or regulation. If you have knowledge of any other lawful order issued by any member of the armed forces, which it is his or her duty to obey. Fails to obey the order.The Army itself is a large responsibility that every soldier has. As I’m often told it’s the little stuff that really matter because all the little things amount to bigger things. Each and every soldier is responsible for their appearance, being on time, physical fitness and a good deal of other thing that form their responsibilities. It’s all these little things that help make up a good soldier. A single soldier can make a big impact on other soldiers around him. This impact can be for better or for worse depending on how the soldier presents himself. No one wants to see a bunch of raged bums in the army. Being in the right uniform, at the right place, at the right time shows a basic level of self discipline and motivation. As other soldiers take notice of someone doing these things it can help motivate them to further improve on themselves.I have to

For two weeks, I had a staff meeting every morning with my staff. The problem was all the issues came from the Iraqis, but all the solutions came from me. On the third week, I placed myself out of any decision making and informed the command staff they would make any future decisions and correct any problems. I would continue to assist and advice but they were to take full responsibility for their unit and security. Looking back, I realized that I had applied the SOF imperative “Operate With and Through Others.” I did not choice the leaders of that unit, I had my Iraqi counterparts do that. After the training was complete, I became transparent and the Iraqi command staff took control and assumed all authority and responsibility of the unit.

My definition of leadership is: the ability to influence others to work together towards a common goal. That goal would otherwise be unattainable, without leader-organized teamwork. Continued growth in leadership skills and abilities is a necessary character trait for Coast Guard senior enlisted members. Great leaders are honorable, competent, determined and forward looking individuals that lead the way while inspiring others to follow. Those followers eventually become leaders themselves. The finest chief I have ever worked for gave me great evaluations, yet he didn’t think I was ready for advancement. Initially this caused some awkward moments between us. Several of my peers looked up to him because he led by example and was well respected by the entire command cadre. He almost certainly had a difficult time pointing out my shortcomings as it made things awkward between us for a short period of time. Surprisingly, his honest input was precisely what I needed. This feedback created a determination in me to succeed; it became my mission to gain his recommendation. As I am appreciative of the inspiration he provided: he and I are still close friends even though he has been retired for eight years now. The moral of this story is; how you react to negative feedback is a testament to your character. Do not let it take the wind from your sails, rather let it light the fire of ambitious determination. There is always room for improvement and expansion of skills and

1SG King’s adherence to the Army Values revealed his character as a noncommissioned officer (NCO). According to ADP 6-22, character is defined by the “…values and identities of the leader” (2012, p. 6). 1SG King upheld the standards of our unit, and instilled a sense of trust into his Soldiers, myself included. I was a leadership challenge for 1SG King, then SSG King, due to my lack of personal courage and integrity. I was on the verge of a chapter, and removal from the Army when 1SG King stepped up on my behalf. He informed the Battalion Commander (BC) my removal from the Army would cause an undue hardship on myself, as well as to the unit. Since our S2 shop was small, the removal of even one analyst would throw a wrench in current operations.

Officers need strong Chiefs to grow into strong Officers. I am convinced that there is no other way to learn our business. It can’t be taught. It can’t be lectured. Nothing we do in this business is natural. Chiefs, our future is in your hands, so find a young Officer and start telling him how badly he is doing. Ten years from now he’ll thank you. Ten years from now our people will thank you.

I a continued to notice the decline in performance with my team I could not help but wonder if it was something that I may have been doing done wrong with my teams within my sections. I had to evaluate myself to see if may have been leading wrong, but then I realized that this new leader had no experience in being in a position of leadership. Within these last three months from my lowest ranking airmen to the person who ranks right underneath me it was evident how she made them feel with the tone of her voice, the lack of empathy she displayed for them or the workload, or just the overall respect in which she lacked as well. I knew it was going to be my responsibility to introduce her to the skills she was going to need to be successful

This paper will discuss and help understand the best leadership style for a new supervisor. The leadership style that is selected will determine the willingness of subordinates to work for you or against you. A new supervisor will be confronted with issues and problems they were not aware of when they were a front line officer. The responsibilities of a new supervisor will increase substantially and they will be held accountable for their subordinates’ actions. One of the biggest challenges for any new supervisor is to gain respect and trust from the subordinates that are being supervised while ensuring the policies and procedures of the department are being followed.

I personally experienced this negative behavior while serving in Iraq. While performing correctional duties one night at a detainee encampment, the Sergeant in charge sent me back to the barracks early. I had no sooner got to my room than I realized I still had the duty station keys. I went back and handed the keys over to him, at which point he began verbally abusing me in front of my peers and the Iraqi detainees. He then proceeded to punish me by having me perform push-ups in front of everyone. Was I in the wrong? Yes. His decision to humiliate me in front of my peers was bad enough, but losing face in front of the detainees I guarded was even worse.

If you were to sit down with the Chief and he said, overall, what do you think of this and should be pursue it or not?

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.