Description Of A Trainer Interview

The book Black Hearts by Jim Frederick is an in-depth narrative about the 1st platoon, Bravo Company 1-502nd Infantry 101st Airborne Division deployed to Iraq in 2005. The leadership failures documented in this book range all the way from the general officer level down to the lowest private. LT general Ricardo Sanchez failed to understand the climate his command group was entering as they were deployed into Iraq. From then on the entire leadership failures continued to compound upon each other with improper time to plan. It is customary to have a six month lead time to have a proper battle hand off when preparing to take over an AO from another unit. To compound this problem, the entire time the 502nd was in pre-deployment training, they

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP, 1).

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

Transitioning to command from any other leadership challenge in the military requires that an officer experiences a mental shift in his/her approach to exercising the newly granted authority, responsibility and accountability for the unit. Army doctrine suggests that authority, responsibility, and accountability are inherent attributes of command. These attributes of command coupled with the expectations of the commander, demand a new and holistic approach to commandership, which is defined as exercising the art of command through leadership, management, and command.

Command and Control is often thought of as a distinct and specialized function like logistics, intelligence, electronic warfare, or administration. However command and control encompasses all military functions and operations giving them meaning and harmonizing them into a meaningful whole. None of the functions listed above would have any purpose unless there was command and control. Command and control is the means by which a commander recognizes what needs to be done and sees to it that the appropriate actions are taken. This action can take many forms; sometimes it’s a conscious commander decision similar to deciding on a concept of operations, sometimes it is a preconditioned reaction like an immediate action drill, sometimes it is a rules-based procedure similar to a guiding an aircraft on final approach. Some types of command and control must occur so quickly and precisely that they can only be accomplished by computers like guiding a missile onto target. Sometimes command and control occurs concurrently with the action being undertaken in the form of real-time guidance or direction in response to a changing situation. Sometimes it occurs beforehand and even after. Planning, whether rapid time-sensitive or deliberate, which determines aims and objectives, develops concepts of operations, allocates resources, and provides for necessary coordination, is an important element of command and control. Since war

I interviewed Charlie Hart who is an Athletic Trainer at Marvin Ridge High School. This is his third year as an Athletic Trainer at the school, and he also teaches classes during the day there as well. During the interview, I gained lots of helpful insight about the Athletic Training Profession. I first met Charlie Hart because I had a semester internship with him during my senior year of high school. I really enjoyed the internship, and learned a lot about the Athletic Training profession.

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

This paper on Leadership will compare the primary differences and characteristics between the tactical leader and the organizational leader. I will provide you with the basics for development, characteristics, and the fundamentals that help guide and influence each leader’s style and how they influence Soldiers to follow them. Leaders at all levels demonstrate their values, knowledge, skills, and abilities in many different means and methods in

This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are

The first of the leadership qualities that I will mention being proactive versus reactive. According to the Holden Leadership Center at the University of Oregon (2009) being proactive is that “The exceptional leader is always thinking three steps ahead. Working to master his/her own environment with the goal of avoiding problems before they arise.” During the movie the soldiers are simulating being dropped off in a hot area. LT. Colonel Moore saw an issues that involved a “what if” situation. He walked up to a plane and tells the officer you’re dead and then asks the next man what to. He told his troops to learn the job of

Throughout history different terrorist groups have used a variety of methods to attack innocent civilians and infrastructures. Groups such as Aum Shinirikyo, Al Qaeda, ISIS, and other domestic terrorists have been known to attack innocent communities by using IEDs, chemical, biological, radiological, and nuclear weapons. Attacks, such as the Sarin Attack in Tokyo in 1995, is a prime example in which a terrorist group, Aum Shinirikyo, used a chemical nerve agent to attack citizens in Japanese subway. These chemical attacks as well as other WMDs pose unique threats for first responders. It is important to consider these threats as well as the time, location, number of anticipated causalities, and the type of chemical agent used when responding to a chemical attack. It is the responsibility of officials on a local, state, and federal level to facilitate not only the initial response in a chemical attack but also the recovery and cleanup efforts weeks after.

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

The aim of this assignment is to identify and understand the teaching role, responsibilities and relationships in education and training in relation to the teaching cycle, by summarising codes of practice and legislation that relates to the roles and responsibilities of a trainer with an airfreight industry. Also, understanding the importance of Equality and Diversity and how this is vital to learners and teachers in meeting the needs of learners. Furthermore, to understand the trainers’ responsibilities in building and maintaining a safe learning environment, promoting appropriate behaviour and building respect for others. The assignment also aims to understand professional relationships between the trainer and other specialists involved in learning, through analysing boundaries between the teaching role and other professional roles. Finally, identifying and describing points of referral to satisfy potential needs of learners.

Independent of the Army and country you serve, leadership is always an important subject. There are many civilian books and military manuals talking about leadership. The United States Army divides the subject leadership in three levels. These levels are Direct Leadership, Organizational Leadership, and Strategic Leadership. In this paper, the focus will be only about the first two levels. According with you rank, you will work more in one of these levels. Because of that, most part of time there is not much interaction between higher-level leaders and lower level leaders. Despite the limited interaction between higher level leaders like Brigade commanders with the lower level leader like company commander it’s not affect a satisfactory mission accomplishment.