My goal is to improve the relationship with my subordinates to increase the level of cohesiveness and productivity of my team.
When I was accepted into the Cadets Military School of Colombia General Jose Maria Cordova on June 30, 2001, I was barely 18 years old. My dreams were immense, since I was the first person in my region trying to become an officer of the army, which supposed greater pressure over my shoulders. From 2001 to 2004, I went through a series of military trainings, in which I had to learn how to persuade people, how to properly manage human and govertment resources, and most relevantly to learn how to become an effective leader. Therefore, I had to perform exceptionally in all my classes, and I had to become physically
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Therefore, my mission was more challenging, as I was to teach with patience and tolerance, I was to train each of my soldiers in a concise and accurate manner. Several months of training passed and they were prepared for war, and as lieutenant I was responsible for directing, and leading my platoon in the battlefield, and return them safely to each of their families. My real challenges began when I received the order to move to my specific area of operations by the battalion commander Colonel Juan Carlos Piza Gaviria. From that specific moment I was the one who gave the orders, I had to lead 40 soldiers and manage $1MM in weapons, equipment, and inventory to conduct operations in the combat zones, and ensure the well-being of soldiers and local civilian population. Everything seemed to be working the way I wanted, but things were just starting. My problems begun once I became unable to treat every soldier in an identical way. In one hand, there were some soldiers that were favored by special treatment due to their good performance, and also the close friendship with me. Unfortubately, they forgot that I was their superior and that there was a line of respect and authority that could not violated. on the other hand, there were other soldiers who felt strongly relegated because they thought they were not being treated equally. Thease situations worsened the relationship between my subordinates and I,
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.
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.
Many times I felt I was over my head, but was able to do what was necessary to get the mission accomplished above standard. Unknowingly he was showing me what ADRP 6-22 Army Leadership (Chapter 5, 2012) describes as building intellect. It discusses developing balance and stability are important leader attributes to achieve mission success. I had learned how to balance what I knew and what I did not know to meet common ground in achieving results. One particular role was being the squad leader of all of the senior NCOs in the Brigade Headquarters. It was difficult being the only junior NCO because some seniors did not feel they needed to respect my position. I worked through that difficult time which set me up for success when becoming a Detachment Non-Commissioned Officer in Charge (NCOIC). My detachment was mostly officers and NCOs and I have the experience to tactfully lead seniors who out rank me. I was a stable leader who treated everyone equally and remaining the level headed individual in the unit. I have used these challenging experiences to teach my peers and subordinates how to step up to challenging positions.
The importance of maintaining relationships with subordinates is that they will be more inclined to follow orders or to do the work you may have set them effectively. When speaking to subordinates, it is best to treat them how you would treat anyone else so they don’t feel like they are being belittled you. If your relationship with subordinates becomes fractured then they may be less inclined to put their full effort into doing the tasks you have set them.
In their infancy, my problem solving skills were limited to seeking out guidance and having others assist with resolving conflict. As a young sergeant, I remember allowing conflict to brew around me instead of confronting issues. This served no purpose, and caused the work environment and team morale to decline. During my three years at United States Central Command (USCENTCOM), I had multiple analytic and leadership disagreements with colleagues. I learned that through open discussion and communication a majority of conflicts could be resolved immediately. As a platoon sergeant, I handle conflict between soldiers, peers, and leadership regularly. I employ tact, patience, and understanding in order to help the involved parties to overcome their
Since deciding to join the Leadership Challenges, I now have a better understanding of who I am as a person. Through this learning experience, I have discovered my leadership philosophy and how to implement it in the most effective way. I now know that leaders are not just one type of person, but are diverse and lead in many different ways. I have learned that leaders can be both extroverts and introverts and still be effective in their leadership abilities. The Leadership Challenges have made me realize the importance of self-reflection and the benefits that come from learning about who you are as a person. I have learned that I am an introvert, but I have also learned that I can be just as effective a leader as someone who is an
It is hard to identify a particular “Legacy Leader.” It is especially difficult when I cannot definitively state who I am as a leader. Everyone knows what qualities a Soldier should hold. Most have the desire to be of sound mind and judgment. I always put the troops and the mission first, no matter what the consequences. Primarily, those qualities came from one of the best platoon sergeants I have worked with as a Soldier and a Noncommissioned Officer (NCO). Sergeant First Class (SFC) Michael Habel always did what needed to be done for his Soldiers and to get the mission done. He is unquestionably the driving force behind who I am as a noncommissioned officer.
I learned that positive promotions and sending soldiers to higher level schoolings, to those who distinguished themselves, benefits the whole organization and is a motivator to others. I got a huge return on the investment in Soldiers’ personnel development. Additionally, taking strict disciplinarian actions on those that chose to break the laws of the Uniform Code of Military Justice, US Army rules and regulation, and United States laws was paramount to unit cohesion. I learned that positive rehabilitation for those who violated rules and regulations was another great investment as it helped them personally and prevented the unit from losing
Thus, On February 1999, I started the course in Non Commissioned Officer Military Academy of Sergeant of Artillery of Brazilian Army. After that, I had the opportunity of serve in several barracks around Brazil country indifferent place such as: Rio de Janeiro, Mato Grosso, Rio Grande do Sul, and Mato Grosso do Sul. I also had the opportunity to make some courses like Spanish and English languages that helped me to achieve my personal and professional
“A leader is a dealer in hope.” Napoleon Bonaparte’s words rang true to me as I made the decision to become a camp counselor during the summer of 2016. What initially was an opportunity to gain close friends and catch a few rays of sun swiftly became my greatest leadership accomplishment: I was able to provide hope and encouragement to 181 precious girls between the ages of 7 and 12.
If you want to successful a soldier, you never give up. When I was Capt, I posted assistant of Minister of Defense in 1999. This position was part of political but I did not have any experiences regarding political.Therefore, I was just 9 months on the position, then minister of Defense left his office 2000 because his political party lost the election. In spite of the fact that I was a lot of pressure from high authorities from 2000 to 2009, I was never give up. In 2009, I promoted chief of staff of one of the peacekeeping battalions. Consequently, all my chain of commanders understood I was normal officer. I could demonstrate my ability to them. I never complain and I never give up.
Leadership is summarized as ‘the process in which an individual impacts a variety of individuals to attain a common goal’. The goal is attained by mutual collaboration and cohesive behavior. A leader infuses a sense of positivity and manages others to reach a specified goal. Leadership has had a very profound influence throughout my life by affecting my family, friends, teammates, and the overall decisions that I have made. By using my personal experiences with leadership, I have learned how to use these skills not only on the field, but throughout my everyday actions.
I grew up in a family of Indian railway employees. Along with a railway job my father used to serve in the Territorial Army. I learned from my father about the discipline, leadership, and commitment needed to serve the country. At the age of 12, I joined the Bharat Scouts and Guides to achieve physical, intellectual, social and spiritual potential as an individual. From being a boy scout, I grew up in the ranks over the years to scout leader. During my last year of high school, I became the school captain, planning and leading the school day-to-day student activities. During the same time, as a captain, I lead my school team to a district level cricket championship. I enjoyed my entire school journey learning and building leadership qualities. My urge for community service led me to look for opportunities in and outside of my undergrad college. During my search, I met then Commanding Officer of NCC 2(A) Compo Tech Regiment, a wing of Indian army in Visakhapatnam. After my brief interaction with him, I felt that joining National Cadet Crops (NCC) would further strengthen my leadership skills and give me an opportunity to serve the community. During my stint at NCC, I organized camps for water conservation, blood donation, and tree plantation. The unique training activities that the NCC provided me with in terms of teamwork and leadership have molded me into a disciplined and selfless leader.
As a child, I was the student that helped other students with their projects and homework. I was the one the teacher looked to, and knew I’d be able to speak to my peers in a way that would make sense to them. I became a mentor to those that struggled, and a friend to those that required more than just homework help. As an adult, this feeling and need to help others did not go away, it evolved. No longer am I helping with homework; I am guiding coworkers and becoming the associate my boss relies on. I am becoming a leader; someone for others to look up to and motivate them to do better. Inspiring others to stretch themselves and not give up is something I strive to do every day. By completing my graduate degree in organizational
Relationship with colleagues: Promote team work, not only among teams but in different departments as well. This will induce competition as well as improve the relationships among colleagues.