My Leadership Philosophy My Mission Statement as a leader: Develop my Soldiers to have trust in me, as well as trust in their own abilities; provide a learning environment to develop them into physically and mentally fit Soldiers, subject matter experts, and leaders. The onus is on me, as a leader, to embody my mission statement and develop an environment for my Soldiers so that they can comprehend and are willing to participate under my leadership. I and my Soldiers will conduct themselves professionally, but I believe in an informal work environment that supports teamwork and flexibility. All Soldiers will eventually cross-trained to understand and be able to execute all responsibilities of the office, as the loss of any Soldier will not stop …show more content…
Communication- Communicating is not giving orders. Have the internal fortitude to communicate your concerns or ideas and do so respectfully. Keep each other apprised of pertinent information related to work or personal issues. Interoffice collaboration and reporting will follow standard operating procedures, but is not limited to those instances dictated by SOP. Awareness- Understand your role and responsibilities. Maintain awareness of how your roles and responsibilities affect the Unit, its mission and your fellow Soldiers. Know what is going on around you by being aware of how your work will affect Soldiers or staff sections, or how other staff sections work will affect you. Think- Utilize critical, agile, logical, creative and diverse thought processes for problem solving. Thinking outside the box and not accepting traditional business practices as the best way of business is to be encouraged. Proposing new ideas and concepts that can improve the workplace is an admirable quality that is to be groomed and not disdained. Anticipate requirements, think deeper than the initial solution or result and
The constant presence with his troops was the most significant act of building cohesive teams through mutual trust. In Fact, “how he found the time and energy to be constantly with his frontline troops and still direct the overall activities of the division was a mystery.” 1 Interacting with your subordinates shows that you care. A leader that trains with his subordinates also earns credibility. How Soldiers trust, weights leader’s sound judgment for leading troops and accomplishing missions, regardless complexity.
During my time serving with the 2/75th Ranger Regiment, my platoon lived by the motto, “Quality is teamwork. Doing the right things right the first time builds trust and credibility.” My platoon’s quote has helped mold my character, work ethic, values, and attributes as a person and an Officer in the United States military. Arguably, trust and credibility are two of the most important factors in earning respect. Confidence is gained through experience coupled with the technical and tactical knowledge of a subject.
Sometimes we recite the Army values but do not take the time to process the
General George S. Patton, known for his command of the Third Army during World War II and for his unyielding toughness and blunt demeanor, said, " I don’t measure a man’s success by how high he climbs but by how high he bounces when he hits bottom." Using this principle as a guide, in my vision statement I will be discussing where I am now as a leader, how I want to improve over the next 5 years, how I wish to be perceived, and how that change will affect my subordinates, peers, and supervisors. I will be utilizing the Four I's, Reflective Thinking, Dr. Toners Six Tests, Diagnosing Organizational Needs, and the trust, information, power, and options (TIPO) model from Non-Commissioned Officer (NCO) distance learning course material to facilitate
First, Soldiers are the backbone and foundation of every Army unit. Soldiers are our greatest asset. It is my obligation, both personally and professionally, to do the right thing for my soldiers and their families. I will know my soldiers and families and give them sound leadership, respect, and every opportunity I can. I will always do everything in my power to prepare my soldiers and to move forward with the mission.
Maintaining the public’s trust can become a balancing act and we must re-earn their trust every day by living the Army’s ethic.
In the military, soldiers are the professional image civilians look up to when coming in contact with the Army branch. In the US Army, becoming a soldier and embracing this profession means living the Army values on a daily basis by ensuring that Loyalty, Honor, Personal Courage, Respect, Integrity, Selfless Service, and Duty, become part of a soldier’s character. However, not all soldiers have the same duty or responsibility in the military. In order to become victorious and accomplish the purpose of their profession, soldiers must continually learn how to work together as a team.
“All Soldiers are entitled to outstanding leadership; I will provide that leadership; I know my Soldiers and I will always place their needs above my own; I will communicate consistently with my Soldiers and never leave them uninformed; I will be fair and impartial when recommending rewards and punishment (US Army).” These are excerpts from the Army’s basic mission statement. When Leaders within my organization follow this guidance, you earn the respect to influence those around you.
I had always made Soldier caring a top priority in many other aspects and methods of my leadership style and philosophy, but as my career developed the military counseling process became the cornerstone for my leadership philosophy and primary tool for Soldier
When a leader can instill trust in their soldier and get them to do something without instilling fear; the work quality will be greater and the output will be greater. Why? Because a soldier will trust a good leader’s word and even if the leader is not around all the time, the soldier will want to continue to do the right thing because the integrity and trust of the leader is greatly valued to the soldier and will conclusively generate the foundation of loyalty.
I am Staff Sergeant XXXX and this essay details my personal leadership philosophy current as of January 18, 2016. I find it necessary to include the date because my leadership philosophy is alive, it adapts and changes as new experiences enrich my life. This philosophy has been developed and shaped by a myriad of experiences, both personal and professional. Therefore, it’s my belief that every aspect of my life, whether it be positive or negative, has molded me into the person I am today. I believe that translates into the type of leader I am. My leadership philosophy can be broken down into three main components: what I expect from myself, what others can expect from me, and what I expect from others.
Every Soldier deserves high quality, effective leadership. It is my duty to set this example and develop my subordinates to do the same. I expect my Soldiers to exceed the standards set before them through critical thinking and sound discipline. My Soldiers will receive all the resources and tools to reach maximum potential. My goal is not only to improve the organization and Soldiers but myself as well.
Over the next ten years, honor and values must be stressed in the military. The American people trust the military more than they trust their own elected officials. As
As leaders in this environment, it is implicit that we maintain the trust of the force no matter what your MOS may be. We are all soldiers first, live by the Army values, and assist our subordinates in their mastery of being a professional soldier. The leader must balance the culture of the military with the needs of the professional development of their soldiers. The leader must build and maintain the trust of the personnel in and build ingrain in them the stewardship of their profession, fostering growth and further development. They must be taught to balance the often-changing needs of the army with that of their profession. The skills of the profession require an expertise that endures through changing climates the trust, loyalty and character of the leader requires flexibility but at the same time an unwavering commitment to service.
In order to maintain the highest level of proficiency and lethality, our leaders are responsible for balancing the role of the profession’s leaders. While the Army seems to be a rigid hierarchy of rules, regulations, and policies, there is a delicate balance between the “…culture and climate and its institutional practices” (pg. 9). Moreover, with the ever changing dynamic of the culture, we are dependent on current leaders to develop the younger generation and “…place a high priority on and invest themselves and resources…” into the future leaders of our organization (pg. 5). With the upbringing of these younger Soldiers, strategic leaders are tasked with determining what motivates them in order to make them feel that their work is valued. Why waste all the time and effort to develop future leaders if they do not feel valued or passionate about their profession or that their work is their true