LT Gallousis Character Analysis

He was remembered by his fellow soldiers as “a fine looking officer and as straight as an arrow.”

He is usually the first to volunteer to assist with PAL, change schools to assist other officers, and has responded to other schools when the need develops. He keeps himself updated with staying informed with SOP updates, program presentations, and completes follow up investigations in a timely manner. His report writing is very thorough and complete. Officer Santana is always presentable for work. His vehicle has always been clean and equipped for work. He has improved in keeping his supervisors apprised of information regarding his position.

-EXCEPTIONAL LEADING CHIEF PETTY OFFICER. Led NRS Jersey City to achieve an outstanding 138% New Contract Objective, 105% Reserve Contract Objective, 100% Nuclear Field, and 110% shipping goal with ZERO in month attrition FY17.

His total dedication, outstanding leadership, and unparalleled resource management has provided this command with superior weapons support. No other First Class Petty Officer onboard TRUMAN possesses his level of knowledge in ordnance operations. He is truly regarded to as the “BEST” as proven by his achievements during his tenure onboard.

1LT Giles' performance as an Platoon Leader was exceptional. His platoon flawlessly conducted high-risk detention operations in Camp V the only maximum security facility in the DOD, and were consistently recognized by their commanders and distinguished visitors. His leadership directly contributed to the Joint Detention Group mission, while ensuring safe, humane, legal, and transparent care and custody of over 30 detainees.

They provide positive or negative feedback,” “The ability of cadets to feel involve and empowered,” “Morale is good, good training officers and the relationship with between my AOC and me is good,” “We are tight as a family, good family atmosphere, peer to peer accountability and the new relationship with my new AOC is great,” “Two degrees are taking more ownership, academically cadets are doing well and cadet are doing well individually,” “Cadet leadership are holding cadets accountable, cadet leaders are making decision for the masses and are not comfortable but confident,” “We have built a good culture of family and people are taken care of each other, and morale is good,” “We have the best AMTs across the wing, the overall morale is good and cadets are doing well,” “Good communication, I trust my AOCs and we have great communication and we really support each other,” “The interim AOC is a blessing to the squadron, our sole AMT was given an opportunity to lead the squadron and cadet leadership is holding people accountable,” “Cadets are stepping up, our commandant has a better vector on cadets and they let the AOCS lead,” “My firsties are pretty engaged, the morale is good and we set the tone earlier in the semester,” “Communication between PP and cadets and inclusiveness of everyone, no one is left behind,” “Cadets taking leadership responsibility and reaching out to cadets who are struggling and I have a good relationship with my AOC,” “Having cadets learn the reality of their positions, good morale and we work good together,” “We have a pretty good team, I am not sure what the new AOC looks like but we get tired of working

Chief Warrant Officer 5 Phyllis J. Wilson, the U.S. Army Reserve command chief warrant officer, shared what she sees as the top five qualities: strong character, strong leadership skills, technical savvy, across the board competence, and the capacity to be a counselor, adviser and mentor.

He is a servant leader. He is the first to make sure that other people’s highest priority needs are being served. He knew his Sailors and remembered their names. He frequently toured command’s building and spaces to meet with Sailors. He was an amazing teacher, and also was a good listener. He was all about the teaching and disseminated the knowledge that he has to Sailors

By always keeping his word, this would send a positive message to his Command, maintaining tranquility and integrity. He's very loyal to those around him and always get's the job done in a safe, respectable quick and efficient manner. His communication is impeccable. He's blunt and stubborn, but I believe this will make him a good chief because open and frank dialog is needed among sailors. His communication will increase his teams efficiency, readiness and mutual

A troop commander needs to make good decisions and a good level of judgement is essential in the decision making process. This ability to understand and apply information also affects the essential relationship between a troop commander and the NCO’s within his platoon. A troop commander (as Sydney Jary points out and repeatedly demonstrates in 18 Platoon) must be able to work with and use the experience of his NCO’s in order to come to the best course of action and a good sense of judgement in order to establish when to use or reject suggestions by those under ones command is an important quality in building and maintaining the professional relationships essential in commanding a troop. Tied into this is the ability to judge the best method of managing the troop and individuals within the troop, to establish whether or not firmness or a greater degree of informality is best for achieving a grip on the troop.

He rebuilt the section from the ground up ensuring that it functioned better than any other section in the Brigade. I eventually took over the same section and continued to implement his SOPs in order to ensure compliance. He then took the BDE S2 NCOIC position and continued to implement processes to improve functionality. He ensured that the entire Brigade intelligence function was efficient and to standard. Even after he left the Brigade many of his practices remained in place ensuring continuous efficient operation. His understanding of his profession will allow him to continue to develop his legacy throughout his career. When he exits the service, his legacy will have spread throughout the Army and NCO Corps.

Moreover, Chief stands firm on the Army Values and instilled the Warrior Ethos into to us all so we bonded like a singular unit forged in battle. He was more present in our daily lives then the PSG and the First Sergeant (1SG) combined. Regarding physical

Once a cadet reaches his or her fourth year, he or she will be given the opportunity to become a flight commander. As a flight commander, cadets are expected to take control of the class in the absence of an instructor or lead them in a lesson or assignment. Different flight commanders have their own motivations to lead cadets. Cadet Colonel Chase Winans’ motivation is “to help build the foundations of future leaders”.

When we tied up to the dock he let me as the executive petty officer and the engineering petty officer run the unit. He was there for guidance but let us make mistakes and learn from them while helping us set a course that was free of shoal water. He also took the time to talk to every crew member on a personal level and connected with them through his personal background and brought a feeling comrade throughout the cutter. I adopted his command philosophy while on the cutter and have carried it with me since: Honesty is the core of our core values. Don’t lie to me, if you are honest with the command in all situations we are able to help guide you, you may not always like the outcome but it will be fair and we will do what we can within the regulations. Don’t lie to your shipmates, if you are honest with your shipmates they will stand with you in all storms and help you through the good and bad. Don’t lie to yourself, if you build yourself around the truth then you will set a true course and will not have to defend yourself through ebbs and tides in your life.

A great non commissioned officer knows how to combine both types of leadership qualities so that he can motivate his