Military Leadership Case Study

d. Command Climate/Sailorization. Petty Officer Bell displays unmatched personal dedication to his Sailors personal and professional development. As Assistant Command Managed Equal Opportunity/ CAT Member, he administered 12 hours of command quarter trainings and conducted 2 DEOMI surveys, correcting 8 discrepancies resulting in improvement of Command Equal Opportunity perception in the command. He is dedicated to the Sailor’s well-being, as Command Recreation Committee Treasurer, he managed 12 command fundraiser events, resulting in raising $5,000 in donations towards the command holiday party further enhancing camaraderie throughout the diverse

These commanders were chosen due to having an essential skill set that includes excellent customer service based skills, which include

-AN EP PERFORMER. Aggressively took charge in CFAY Port Ops largest division, YT-805, and single handedly improved team image and mindset. He was involved in the qualification of 4 Deck Supervisor and 3 Line Handler resulting in the execution of over 75 Foreign Vessels and 125 U.S. Navy unprecedented ships movement with zero mishaps.

-NATURAL LEADER. As Work Center Supervisor for OE05, led 7 Sailors in the completion of over 60 maintenance checks and maintained 100% equipment readiness for instruction of RADAR equipment resulting in zero lab time lost. Exceptional foresight and planning

- DEDICATED SAILOR. He led two Sailors in the processing of 879 pieces of correspondence, 219 pieces of official mail, 100 awards, 106 FITREPS/EVALs and 75 directives and organized eleven command awards quarters. As Departmental Asset Manager, he was responsible for the accountability of 85 departmental assets. Additionally, he redesigned the departmental program, resulting in 100 percent inventory accountability during the XO and PXO turnover.

-Exceptional Leader and Mentor. Skillfuly managed six personnel while performing the roll of night check work center supervisor. Additionally, he trained and qualified four CDQAR's, 5 CDI's,12 Plane Captains and led five others to be certified as Enlisted Aviation Warfare

INNOVATIVE FORERUNNER. A key player in the creating of CSG-7's Off Off Ship Bill Pay (OSBP) that was recently implemented Navy-wide since FY16. Effectively managed an annual budget of $4M for all submarines' port visits in C7F. Successfully initiated a saving of $200K.

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,

- INDUSTRIOUS ADMINISTRATOR. Tracked general military and other required training completion for 206 Sailors and 62 USCS employees, compiled training data for 15 theater sync meetings and four monthly training reports, giving command leadership an accurate and up-to-date picture of the training readiness of the command.

MSgt Cantu is the complete Marine package; a steadfast leader who places mission accomplishment before self, a mentor who serves as a “big brother” to his Marines, and a subject matter experts who maximizes limited resources to achieve organizational mission. Samson’s calm and measured approach, coupled with his ability to provide sound advice to his leadership resulted in him being admired by his juniors, envied by his contemporaries, and respected by his seniors. He led a cadre of logistic professionals responsible of instructing III MEF Marines in our logistics systems. He possesses an exceptional ability to forecast and shape the future of an organization. He was instrumental in recognizing the strategic shift occurring within the organization

b. Job Performance. Petty Officer Bell’s outstanding technical expertise, leadership, professionalism and dedication set the example to follow onboard Commander, Fleet Activities Yokosuka. He has consistently shown dedication in mentoring junior Sailors, and looking for opportunities to take on additional responsibilities. While serving as N8 Department Leading Petty Officer, IT1 led 14 Sailors in the completion of 1,300 ONE-Net NIPR/SIPR trouble-tickets. His leadership and oversight, led to the completion of 14 mission critical ONE-Net TACLANE upgrades supporting 12 FDNF commands in the Far East region, ensuring minimal downtime. He oversaw the completion of 6 EIDWS Pins, 12 Technical Control Operator qualifications, 4 Technical Control Supervisors, and 7 EKMS Local Element

SUSTAINED SUPERIOR PERFORMER! Povided expert counsel on personnel issues, crew morale, and operational scheduling. - Extremely efficient in opertionsl planning and organizational skills as he led successful completion of arduous upkeep and kept all scheduled upgrades on schedule. OUTSTANDING ROLE MODEL!

- EXTRAORDINARY PROGRAM MANAGER. As the Detachment Training Coordinator, he conducted over 45 hours of operational training for 15 Sailors, resulting in the qualification of four additional Site Duty Officers, advancement of two Sailors to the next paygrade and 100 percent

- EXCEPTIONAL MANAGER. Managed the production efforts of 124 Sailors and 4 Chiefs in the upkeep of 4,500 maintenance actions for six Weapons Magazines enhancing the TRUMAN'S overall material condition readiness.

- SUPERIOR LEADER. Led one Senior Chief and 23 Sailors in the successful overhaul of ten .50 caliber mounts, the ship's armory and 23 divisional spaces during PIA-16, raising overall operational readiness. Completed magazine certification on eight magazine groups allowing full use of all space for weapons onload.