Oklahoma Air National Guard Brac Case Study

Six principles comprise the philosophy of mission command: (a) build cohesive teams through mutual trust; (b) create share understanding; (c) provide clear commander’s intent; (d) exercise disciplined initiative; (e) use mission orders; and (f) accept prudent risk. When combined together, these six principles assist the commander in balancing the aforementioned art of command and science of control. To understand how General Robert E. Lee’s performance at Gettysburg lacked the marks of a great mission commander necessitates a deeper understanding of the individual principles of mission command.

The first business principle that I chose, was principle #2 “Decide who you serve”. In this principle we focus primarily on who we will be serving, (Fisher, 2008).. These individuals are now known as our target group. By having a target group we may focus our care on their needs. I chose this

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

The second principle is Come out from Behind Yourself into the Conversation and Make it Real (p.67). While many fear "real," it is the unreal conversation that should scare us to death. Unreal conversations are expensive, for the individual and the organization. No one has to change but everyone has to have the conversations. When the conversation is real, the change occurs before the conversation is over. You are able to accomplish your goals in large part by making every conversation you have as real as possible (p. 64). It's important to take yourself seriously and take your life personally.

Mission command consist of the following six principles: build cohesive teams through mutual trust, create sheared understanding, provide clear commander’s

What might have been the setback we previously faced in making decisive, clear or sound effective decisions? Was it a defect in how Commanders and Leaders led units or troops, or perhaps the philosophy in which we chose to command and control every aspect of the battlefield? What does it mean to recognize or comprehend the art of Command and the science of Control? The six principles of mission command are key in developing a cohesive team that will support all aspects of the mission. Asking “why” is now encouraged when it pertains to certain situations or missions. Understanding the purpose of why a course of action or desired outcome is necessary, leads to mission success and a cohesive unit with thinking leaders. Thinking clearly usually isn’t an issue for most leaders, but position an individual in a situation of extreme stress or complexity, then there might be a reason to be concerned. Through

The first principle is being in the moment. Being in the moment means an individual must focus all his/her attention on the other individual in order to be fully present, physically engaged, curious without judging and self-aware. This concept disengages us from being on “autopilot” and enables us to communicate effectively by being mentally and physically present, being unbiased, making positive choices and maintaining relationships with others. Furthermore, it develops great communication skills by minimizing miscommunication and generating appropriate responses and behaviors. This element is crucial in my leadership goal because as an individual, who enjoys multitasking,

The strategy of the 176th Wing is unique primarily based on our location and our

To implement the recommendations the organization needs to maintain the current force mix and capability distribution currently allocated in TAA 18-22 and future TAA 20-24 must maintain a balanced force that would provide necessary flexibility to maintain an operational reserve. In spite of recent force turbulence, the current force sizing and rebalance initiatives should stabilize RC formations to preserve the Army’s strategic depth while providing enough balance to complement operational capabilities across all components. The current force mix and structure appears to meet current joint demands and the RC cannot afford to reduce the already lean force if they are to keep up with the operational demand. Leveraging the operational reserve current capacity is more responsive and less costly than generating new

The second principle, “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” I also identify with Colin Powell’s seventeenth principle, “Have fun in your command. Don’t always run at a breakneck pace. Take leave when you’ve earned it: Spend time with your families. Corollary: Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.”

Leaders inadvertently practiced mission command principles since the Civil War. Over time, the naming convention of the fundamentals has changed; however, the concept of the principles was still close in relations as time evolved. The effective application of the six mission command principles is critical to the success of commanders. Most prominent military leaders who exercised the fundamentals of mission achieved victorious results. Most leaders who lack effect in apply mission command principles in their plan habitually ended with little to no success. General Williams Tecumseh Williams and Major General Wade Hampton III are two examples of historical military leaders from the burning of Columbia who implemented and or fail to implement the principles of mission command during the Civil War.

The final attribute of mission command for consideration is understanding. Understanding prepares leaders at all echelons with the vision and far-sightedness that is essential to make operative choices, manage risks, and consider second and third order effects (Mission Command White Paper, 3 April 2012, 5). Leaders who possess understanding have the mental capacity to grasp and appreciate any state of affairs which facilitates their capacity to make autonomous decisions. Conversely, leaders who lack understanding put their troops or others at risk.

Kouzes and Posner identified five exemplary leadership practices, or guidelines to become an effective leader. During Apollo 13’s mission to the moon, Gene Krantz, NASA flight control director (Bartley, 2017), demonstrated one of the practices, enabling others to act, when faced with challenges. This practice emphasizes on building trust to foster collaboration, and developing competence through self-determination, which results in strengthening others (Kouzes & Posner, 2017). The Apollo 13 mission was going smoothly until their space craft suffered severe damage, where Krantz and his crew were faced finding solutions to bring the astronauts back to earth (IMDB, n.d.).

Some of the Team principles that we decided to utilize, included: accepting uncertainty, rejecting preconceived solution, follow through

study and put these principles in place in my unit as a pilot and progress to the organization to