Mentorship: Rewarding A Sailor's Career

Furthermore, organizational analysis showed that the risk for suicide among enlisted SMs was at its highest in the second and third month of service (Seaman, 2015). Slowly decreased their risk over time in service. Sponsors and/or mentors have ample time to prepare for every incoming SM arriving at their unit. Sponsorship is for incoming personnel from either Advanced Individual Training or a different duty station. Mentorship, which is wholly voluntary, is a unique way to build relationships between a SM with greater experience and a SM with lesser experience through a bond of trust and respect. Nevertheless, mentorship in the military appears to be a concept that everyone agrees with, but almost no one follows. When these two programs

Most of the junior sailors come from backgrounds where education and professionalism is missing due to unstable financial stability, lack of parent involvement or just trying to make money the easy way. We as Navy leaders, have the task to assist those sailors to achieve their goals. First of all, we need to continue training junior sailors. Training is a crucial tool for them to become technical experts and subject matter experts. It is in our hands to make sure that all juniors’ sailors are well-trained, mentally, professionally, and personally. They have an entire tool box of resources, programs and opportunity that many of us did not have during our early years in the Navy. It is our job to show them where they can find them and how to use them. Also, we have to keep in mind that we are not only train sailors, we are training our replace; we need to train leaders. Education is another essential piece that we need to keep advertising, especially when they can complete a degree at no cost. But to be successful and guide in the right direction, we need to know them first. If we take time to know them, we can determine what are they are looking for. I believe that no major changes need to be made because the opportunities and programs are out there. The challenge will be to engage them and keep them on

This past year, I had the opportunity to serve as the acting Detachment SGT for 629th Military Intelligence Battalion. During my time as DET SGT, I began thinking about my leadership philosophy and what it would mean to my soldiers. I thought of a number of ideas, however the one word that came to mind was mentorship. Early in my career I had the privilege of being mentored by SGT Ronald Lott. He was an older NCO who was about to retire from the National Guard.

As the recruiting goals in the Navy continue to increase it would seem as if the Navy’s numbers for First Term Sailor retention (Zone A up to six years) would increase also, this is not the case though. Senior Leaders need to be aware of the amount of Sailors that are discharging prior to or at their first term because it is causing the Navy to have a high turnover rate and not allowing for a strong fleet with continuity. This paper will discuss the attrition of first term Sailors, what is causing these Sailors to discharge early, and how the Navy can take a proactive approach to retain the best Sailors for the future of the Navy.

The Chief Petty Officer Academy (CPOA) provides Chiefs with an opportunity to learn new ways to understand their people and themselves. By using the tools provided by CPOA and reflecting on the lessons learned I will continue to grow myself into the best possible leader that I can be for Coat Guard (CG). Our time spent here at the CPOA gives us a chance to develop ourselves like no other time in our career, but only if we buy in. The Myers-Briggs Type Indicator (MBTI) Assessment allowed use to learn something about personality preferences while the Leadership Practices Inventory (LPI) allows use to receive unfiltered constructive feedback form over coworkers.

By having so much exposure to young adults, I know that I will be one of the people that have a direct impact on them. I always find the greatest pleasure in hearing that I am their favourite senior cadet or that they are thankful that I pushed them beyond their limits. In addition to the sea cadet program, I am also involved in the leadership within my school. I am the head of my school’s leadership team in which I spearheaded my school’s annual grade nine orientation and I am currently in the midst of planning a weekend in May for leaders among my school board. As a leader within my school, I have gained countless opportunity to work with others. For example, during my school’s grade nine orientation, I know that many of the grade nine students looked up to me and would like to follow a path of interschool leadership. In planning a three day weekend for 350 leaders in the TCDSB, I have a fantastic role in working with eleven other individuals to prepare a fun-filled weekend that has always made a lasting impact on me in previous

In response to the current announcement for assignment to the Fleet Mentor Program, I respectfully request consideration for assignment. In my 17 years of dedicated service, I’ve gained the experience that accurately represents my comprehension of State Police principles. As a leader and role model, I strive to move forward improving myself and those around me, accomplishing the goals and expectations set forth by the Division and teaching the forward thinking of this organization. It's my continued goal to clearly transmit Divisions Mission Statement and the overall success of the State Police. Throughout my years of service and role as a Squad Leader, I have consulted and guided members under my command. It is critical to create a positive

The use of government communication systems to send political charged emails and to make intimidations is illegal and could cost service member’s careers. Senior Enlisted Leaders must be familiarized with partisan political activity rules and regulations in order to identify unethical behaviors and prevent political activity violations. This paper covers the background on a political activity violation and the impact from the member’s actions.

There are only approximately 7 to 10 882As in a division on most instillations. They are normally assigned to the three divisional BCTs, the Sustainment Brigade (SB), the Combat Aviation Brigade (CAB), the Division Transportation Office (DTO), the Division Artillery (DIVARTY), and in some cases the Special Forces group or other specialized units. MWOs are forced to be the senior technical expert in their field as WO1s. This type of isolated environment creates a situation in which the junior MWO must seek out mentorship. In most cases they are mentored by someone outside of their career field within their organization, or they are mentored by an MWO outside of their organization that may or may not be geographically located near them. Neither of these situations is ideal for the early professional development of any

As a newly promoted First Class Petty Officer with Southeast Regional Maintenance Center Mayport, Florida, he was valued highly enough to be selected to attend First Class Dive School earlier than his peers. ND1 knew what was expected of him as a Navy Diver and did not let his past trouble with authority ruin all he worked so hard for. When he engages young divers that have never seen the other side of the Fleet Navy, he guides and teaches the value of taking a step back and looking at the larger picture. This is a tremendous reason he is an excellent diving supervisor. He embodies the complete sailor. Having felt the consequences of disobedience as a young sailor, he knows what it takes to become a great leader and instills that into everything he

He enthusiastically trains and put his sailors first, resulting in the qualification of eight QAR’s, 34 CDQAR’s, 59 CDI’s, 15 PC’s and three GMVO’s, further enhancing the command’s overall managing flexibilities, safe practices, and ensuring dual platform readiness at all times. Additionally,

Throughout my career, my ability to understand the resources available to me has always set me apart. Whether it was placing my Sailors in positions to succeed, exercising their diverse strengths, or managing the information technology available to provide a better service to our Navy. Utilizing these unique skills I have lead Sailors through earthquakes, tsunamis, floods, 3M Assessments, Light off Assessments, INSURV, MOD-D, Mission Days, FEG audits, PATT assists, Deployments, and Operations. We excelled, and never received a mission that we did not accomplish. I assert ownership of my responsibilities with passion, perseverance, and an eye on the bigger picture. Utilizing these unique skills and attributes I desire to increase my influence

- Deck Plate Leader and Mentor. Hand-selected to serve as Staff Mentoring Program Coordinator. As the Staff Mentor Coordinator, he immediately re-wrote the Staff Mentoring Program instruction and instituted a Mentorship Program which benefited 155 Sailors, resulting in 15 selection board-eligible PO1s, 7 CPOs, 14 reenlistments, 11 advancements, 71.2% retention, increased off-duty education by 51%, and improved morale and

Our organization needs to implement a new policy designed to encourage veteran management by offering a variety of developmental opportunities to further their careers. Efforts in this area should focus on formal education, assessment, job experiences, and developing and expanding interpersonal relationships (mentoring opportunities) for those who wish to take advantage of this program.

The scholar Volunteer navy (SVA) is a scholar movement born from a fb web page started following the Christchurch earthquakes. The community has no navy affiliation and is concerned with facilitating neighbourhood motion via formative year’s engagement, preparing for mess ups and repair. The clubs and volunteers are supported utilizing instruments offered by way of the Volunteer navy basis (VAF). There are now three pupil volunteer golf equipment which have grown straight from the Christchurch scholar Response; the UC student Volunteer army, the Wellington SVA, and the Otago Polytechnic Scarified navy along with school scholars throughout New Zealand actively getting involved of their communities as occurred in Christchurch. “Having convergence on board following the 22 February earthquake used to be pivotal to the progress and success of the pupil Volunteer army. In the weeks following new Zealand`s worst common catastrophe, convergence provided the SVA with a communications consultant 24 hours a day at no price us. Verbal exchange is fundamental to the success of recuperation efforts following a quandary .Convergence helped us send clear , concise messages through the media to the general public to source presents ,locate volunteer work, maintain volunteers encouraged and inform the public of our methods.