Leadership Reflection For Senior Leadership

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

In his “Welcome to the Seminar” reading, Thomas Galvin listed eight competencies that graduates of the US Army War College should possess. He highlighted them as a “way of helping students visualize the end state of this journey – being a senior leader.”1 Galvin further divided the eight competencies into persistent and mission specific. Persistent, meaning traits for everyday life and mission specific, meaning only for certain situations. Galvin lists the four mission specific traits as Strategic Advisor, Strategic Planner, Strategic Theorist and finally Senior Leader at the Strategic Level.2 This paper will concern itself with two mission specific outcomes, Strategic Advisor/Communicator and Senior Leader at the Strategic Level as I perceive these areas to have the biggest potential for my development.

The main points of this article relate to the changing nature of warfare (think terrorism and advancements in technology) and the adjustments military leaders are obliged to make. Hence, according to the article, leaders must: a) be trained in critical thinking skills; b) be "committed to life-long [and self-directed] learning"; c) be willing to take the initiative to "diagnose" their goals, needs,

The purpose of this paper is to identify Colonel (COL) Jeffrey D. Peterson, Armor Branch, Retired, as a legacy leader who had an impact on me through all attributes and competencies covered in ADRP 6-22 (Army Leadership). His selfless service and his discipline are key components of his character that I strive to emulate. His long hours doing the same things that his Soldiers were doing, whether conducting PT in the morning or taking the pulse of Baghdad and Ad Diwaniyah during his tactical command post patrols, established his presence and professionalism beyond reproach. His steady career as a senior professor at West Point after his squadron redeployed in 2007 speaks to his intellect and his academic commitment. His example helps to

Throughout my ten years in the military, there have been several people who have influenced me or have shaped my career in some way. One Non-Commissioned Officer (NCO) in particular, was Senior Master Sergeant (SMSgt) Timothy Clough. I originally met SMSgt Clough in 2013 when I was a Staff Sergeant (SSG) and he was a Master Sergeant (MSgt). SMSgt Clough arrived at our current unit, Special Operations Command Central (SOCCENT), and placed as the NCOIC for the Iranian Threat Network (ITN) team. Even though SMSgt Clough is in the Airforce, his mentorship and guidance will have far reaching impact on my career. The purpose of this paper is to explain through his actions, character and leadership why SMSgt Clough is a Legacy Leader.

L201 sets the scene for the L200 block of instruction. Throughout L200, you will integrate your organizational-level leadership perspective from a commander’s point of view. The Army confidently declares “commanders are responsible for all their unit does or fails to do.” What does this really mean and what are the implications? You will examine three areas of command in this lesson: 1) develop an understanding of the mental shift required of a leader that is assuming command of an organization; 2) review the commander’s assessment methodology and if that methodology changes when a leader becomes a commander; and 3) examine how the philosophy of mission command supports the central role of the commander and assists them in taking command.

The primary challenge for leaders in the Army is taking a group of individuals and molding them into a team. The framework that is employed to the

Strategic Management is the theory and practice of making decisions that shape the future of the firm. This course looks at the content and process of strategic decision making from the perspective of managers who are responsible for an entire business unit. These may be individuals who are acting in the capacity of a Chief Executive of a company, divisional General Managers, or departmental heads. It is also the perspective most

It is important for a leader to understand that completing essential tasks to meet mission goals, personal development, and providing future leaders the tools to procure success are all equally important and should be balanced. Times may call for one responsibility to be a higher priority that the other, so it is imperative that leaders are able to differentiate what skills apply to certain situations. “Strategic leaders, for example, must control personnel development, evaluation and certification, and assignment and utilization processes in ways that motivate aspiring professionals as they progress through a career of service,” (TRADOC, 2010). The cycle of learning, training, and accomplishing goals creates a culture of duty-oriented Soldiers with dedicated character and leadership

The US Air War College is indisputably among the best senior military schools for preparing future strategic leaders. Due to its worldwide reputation, it is a challenging issue for all partner nations to get a spot at the college. For the selected international officers the residence program is a great chance to attend a wide variety of educational activities led by world-class faculty members. While taking advantage of this unique learning environment, my personal commitment throughout the academic year will be focused on achieving the following two goals: developing an advanced strategic mindset and expanding my view of the world conflicts. This essay will examine the specific objectives which lead towards accomplishing those two goals and which might help addressing some shortfalls in my leadership skill set.

Different levels of managers evaluate and make strategic decision from different aspects. They contribute to strategies establishment based on their own areas.

Strategic Architect: commit to the advancement of a strategy by delivering the communication across the company. Diagnosis local, national, and global markets, while also looking at economics and social constructs in the industry. Depending on industry this can be a company’s advantage in giving back to the community, also important to know local laws, as well as national,

For instance, the functional area of employees might be regarded as less important because without employees, the strategic planning process will proceed as normal until it reaches a point of implementation where their expertise would be solicited. Another functional area that might be less relevant in the strategic planning process is that of the Value Chain partners (Suppliers and Contractors). Like employees, the Value Chain Partners might be less relevant during the strategic planning process until when the organization decides to actualize the objectives in the mission and vision statements. Apparently, this relevance is applicable to customers as well. As discussed above, the human resource department and operations could be considered less important in the strategic planning process alongside the

As an educational leader, I have encountered several new and existing school policies. I never thought deeply about the various processes and the stakeholders involved in policy formulation and implementation. This semester I am engaged in the course Managing Educational Policy as School Leaders (EDLM 6005). This is Semester III, 2016/2017. My course coordinator is Dr. Timar Stephenson. Dr Stephenson was my course coordinator once before and was very helpful whenever I needed clarification or when I had a difficulty. I am thrilled to embrace the new ideas and learning opportunities embedded in this course since it teaches issues which I experience at work. Dr Stephenson, during his introduction reminded his entire class that success in this course would only be realized through hard work, dedication, and commitment. Therefore, it is imperative that I have the right attitude as I navigate this course. The course involves seven weeks of intense work. I am pleased to have a wonderful group facilitator by the name of Rhonda Joseph who has already given us a BBC to explain the requirements of the course and our first two modules.