Inital Counciling

2) Strong and clear “chain of command”: Making a strong chain of command and making sure that is understood and followed by the team members. This will build team confidence of their responsibilities and trust among the team members. This

At the end of the day, a true leader “in the army will do these three things live by the army core values, know the warrior ethos, and lead by example”-MSI textbook. Leaders both in and out of the army are held to a higher standard holding themselves in a professional manner at all times. The success of the group is attributed to the leadership styles and core values instilled in the solider to do his job effectively. General Eisenhower once

Being in a Leadership position doesn’t mean that the managers or supervisors get to do whatever they want, but they do have to lead by example. There have been times where the both of us have experienced certain events where we can hold specific friendships with our soldiers. Better way to explain is when the uniform comes on, it’s strictly business. We couldn’t hang out with the soldiers outside of work so that there wouldn’t be any favoritism in any working environment with our soldiers. It’s all about the way he treated his soldiers and how he took care of his soldiers. From his words, “If you take care of your people, your people take care of you.” It’s not all about dictatorship, yelling at your soldiers and the rank on your chest. “Taking care of your people is a manager’s first priority” coming from Brian. Being the umbrella or the shield for you people is basically what managers do to take care of their employees.

Even though commanders and staff have preparation requirements to worry about, they should strive to understand and accomplish mission command: describe in order to have a shared understanding and purpose, a conceptual and detail plan to make and articulate decisions and obtain the commander’s visualization and clarification guidance to facilitate mission accomplishment. Shared Understanding: Empowerment “Mission command is 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 (States, U., 2012, p. 1-1).” In order to facilitate trust and encourage the acceptance of prudent risk, commanders and staff have a shared understanding and purpose during the operations process. (States, U., 2012, p. 1-1) Commanders first inherit a mission from their higher headquarters and staff then helps to plan, prepare, and execute the mission as well as facilitate the understanding for their subordinate commanders and staff.(States, U., 2014, p. 2-1)

My leadership philosophy is a direct result of a culmination of my experiences throughout my 16 year military career. My career has blossomed from being a young Soldier that was very unsure of herself and her future in the Army, to a prospective Senior NCO and AGR Soldier, eager to mentor her subordinates. My priorities as an Army Leader always begin with the Commander’s intent and the unit’s readiness in mind. It’s important to understand your Commander’s intent and ensure that while you’re carrying out your tasks, you are abiding by Army Regulations and living the Army Values. I believe if you lead with this in mind a follow a few other guidelines, you will be a successful leader and your Soldiers will follow you anywhere.

In my first junior leadership role, I am tasked to lead a team of young Paratrooper on door to door search and rescue missions. Sadly, most of the homes and facilities did not have survivors. Months after returning to Fort Bragg from Hurricane Katrina, I am back on a plane now heading to war. I lead eight Soldiers in Iraq threw 15 months of nightmarish war. My Platoon Leader, Lieutenant John Johnson, records in my performance evaluation “outstanding mental and physical conditioning enabled him to lead from the front during 15 months of continuous combat operations… Unquestionably top 2% of NCO’s [Non-Commissioned Officer] I have worked with in 7 years”. With the conclusion of my tour with the 82nd Airborne Division, I am now enlightened of the devastating destructive power of nature and a witness the evils of what war really is. I am now determined more than ever to live my life to the fullest potential and to give 100% at all I do.

There are many leaders that I admire and look up to, but there is one who has displayed this principle very clearly. His name is Lieutenant Josh Judah. In 2012, I was promoted to Sergeant and was assigned to the 4th Division. I was a bit intimidated going to such a busy division, but Josh made me feel right at home. I had known Josh since I came on the department and had worked with him on late watch so it was nice to have a familiar person to work with. In our days working as officers, Josh was in the 1st Division and I was in the 2nd. We would often make calls together on the border of our division so I was quite familiar with him and his strong work

According to FORSCOM G8, "Army leaders honor everyone’s individual worth by treating all people with dignity and respect. The leader who feels and gives the respect which is due to others cannot fail to inspire in them regard for himself. While he who feels, and hence manifests, disrespect toward others, especially his subordinates, cannot fail to inspire hatred against himself. Respect for the individual forms the basis for the rule of law, the very essence of what makes America. In the Army, respect means recognizing and appreciating the inherent dignity and worth of all people. This value reminds you that your people are your greatest resource."

Many a times we are stuck between a decision that pulls us between good and bad, it is a tough choice to make, but we need to make that decision with good moral values.

Leadership, according to the Army doctrine, represents individuals’ ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization (“Leadership” FM 6-22). However, the varying characteristics of individuals that the Army attracts may instill this doctrine in many different ways, leading to different representations of leadership. Some individuals choose to lead their subordinate in a stern matter, only displaying matured emotions and a “tough-loving” attitude to guide them in the right direction. Others

Leadership is the ability to influence others to work together to achieve 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. Leaders are honorable, competent, determined and forward looking individuals that lead the way while inspiring others to follow and eventually become leaders themselves. I am reminded of the finest chief I ever worked for. He gave me great evaluations yet he didn’t think I was ready for advancement to Chief Petty Officer. Initially this caused some awkward moments between us. I had always looked up to him because he lead by example in every way and was well respected by the entire command. I know he had a difficult time telling me of my shortcomings but it was just what I needed. I appreciate the inspiration he gave me to grow. He and I are still close friends and keep in touch 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 abilities. This is called

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

due to us as humans doing what we feel like provides us with a better outcome in the end.

3. Hold subordinate units accountable for their actions, but ensuring they can trust me enough to bring up their problems or issues early on and not wait until the last minute to cry WOLF.

Your key challenge in a leadership position is taking care of the Soldiers entrusted to your care. Soldiers are our nation’s most important military asset. The Leader who sends the message that Soldiers don’t really matter will generally not be as successful in the long-run as the Leader who is genuinely serious about taking care of his/her Soldiers.