Joint Special Operation Command Job Analysis

I believe that I am ideally suited for an assignment at the Joint Special Operations Command (JSOC) because of my eclectic experience throughout my United States (U.S.) Army career ranging from special operations forces (SOF) units and conventional units both tactical and force generation. I have worked at the tactical, operational, and strategic levels. This experience runs from team medic through battalion senior operations sergeant major. These positions include working out of the United States Embassies in Mali and Mauritania to being the J3IO Senior Enlisted Leader in Afghanistan. Additionally, I have worked with 5th Special Forces group in Iraq and 3rd Special Forces Group in Afghanistan. Furthermore, I have experience working with U.S. Army Europe and U.S. European Command developing some of the current crisis contingency plans to include the strategic engagement strategy for Civil Affairs and the U.S. Country teams in that area of operations.

I want to attend the Air Force Academy so I can further my education and enhance my leadership capabilities for the Air Force. The Academy’s strenuous training and academics will equip me with the necessary skills and experiences to lead, plan, and execute the highly important missions of the military. I possess a mindset of determination and selfishness, necessary to handling the rigorous curriculum and adversity of the Academy. The school will push me beyond my comfort zones and throw many obstacles my way, forcing me to adapt and over come on a more challenging level. The Academy will take and mold me into a young and diverse leader of tomorrow’s generation of armed forces. I yearn at the chance to be a leader amongst team-members, display

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.

For consideration as a Lieutenant within the Intelligence & Analysis Crime Unit, Regional Operations & Intelligence Center. my experience of supervision, dealing with outside vendors and ability to manage complex data systems would make me a good fit for the Intelligence & Analysis Crime Unit. Used by the NJSP and various outside agencies, the Voicebox system is a primary tool of police wiretapping operations. Furthermore, I have managed the entire MAPPS System software, this includes negotiating with outside vendors and writing of waivers each valued at a quarter of a million dollars or more. Having been an assistant unit head since 2011, and in charge of two enlisted and five civilian personnel, my experience in managing personnel is established. My current assignment in the MAPPS/SPU Unit has required a wealth of different skill sets including, editing and writing SOPs, completing MAPPS Supervisory Training Lesson plans, and instructing hundreds of new supervisors.

For the past twenty years, I have been part of an influential organization; the USMC. My years of service have allowed me to learn from leaders and peers, alike, who took time to teach skill

Throughout my high school career, I have been involved in the MCJROTC Raider Battalion. This program has greatly developed my leadership abilities and my ability to use leadership to benefit the whole unit instead of just myself. This is where JROTC really made me a better leader – it honed my ability to lead as part of a team. This year, I am the

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

I joined the Department of Veterans Affairs as a Veteran with over 24 years of leadership experience in the United States Marine Corps (USMC). During my last ten years in the USMC, I held leadership billets working in executive positions which required continuing leadership education, and I am confident that if accepted into The Shadow Program, the knowledge gained will assist me in being a stronger, valuable leader to

In chapter two, weThe Special Operations Forces (SOF) Imperatives are the foundation for conducting Special Operations; however, they also can serve as a guide to ensure success for American efforts abroad. As Special Forces Soldiers, we are constantly in positions where we are working with other nations. Our actions can cause political implications, both good and bad. It is important to adhere to the SOF Imperatives and be aware of the effects that our decisions can have. In the book, The Ugly American, there are many examples of how characters either applied or ignored SOF Imperatives. In this paper, I will demonstrate how the characters Louis Krupitzyn, Father John Finian, and Colonel Edwin Hillandale applied SOF Imperatives to reach their

Throughout my military career, it became apparent that the staff officers within my command had attained a great sense of professionalism, leadership abilities and technical skills. My military duty positions in my career, such as being the Battalion S3 driver, TOC radiotelephone operator, and Brigade S6 NCOIC, allowed me to directly converse with many officers. I was able to monitor firsthand the daily task and responsibilities of some staff officers. After years of maintaining a high level of performance at work, I felt that taking a more challenging role within the Army would be beneficial to my career. I began to believe that I could provide the Army with another military officer of the same caliber of those in my previous commands. My aspiration to become an Army Officer fostered greatly through conversations with my former Brigade S6 OIC, MAJ Joe Gardner. He was previously a senior NCO and made the transition to an officer. He understood

Served as the Levant analyst on the Joint Operation Center (JOC) Current Intelligence Team (CIT) during the Iraq crisis. Tasked with standing up a 24 hour intelligence section on the watch floor to provide intelligence support to the JOC watch staff and joint planning group (JPG). My daily duties were to provide the most up to date information for the daily intelligence summary, commanders read book, and preparation of the daily situational awareness brief for directorate and CG. As a trusted analyst I individually managed, addressed, and answered five requests for information directly from the 2-star Commanding General (CG) without requiring follow ups. Additionally, I supported the joint planning efforts by answering 12 additional requests

I would be a great candidate for an officer of NJHS because I know how to stay organized and on task, I can communicate my ideas to others effectively, and I have great leadership skills. For example, in 6th grade, my friends and I volunteered during an 8th grade lunch hour to sell lemonade for a charity called Alex’s Lemonade Stand, which is a foundation for childhood cancer. Even though the 8th graders were extremely loud and distracting, and often tried to get lemonade for free, my friends and I stayed on task. As a result, we sold so much lemonade that we ended up having to refill the 5-gallon tank of lemonade before the lunch hour was over. Had we not been able to stay focused on selling lemonade, we could have easily forgotten orders

As the Operations/Logistics/Training Sergeant, I, along with the Officer, would be responsible for planning, coordinating, and executing all operations, activities, and training for the

Introduction: Years of commitment, dedication and serving the military with honor has paid off, and brought me to the threshold of Loyola University Chicago. For eight years I served as a Staff Sargent in the United States Air Force, but I began to desire more. I saw everything I had done thus far as a prequel to my next career goal. I was taught to be a leader in a place where a split second decision could change lives. Loyola’s focus on making students responsible leaders will strengthen the tools already in my toolbox.