Personal Growth And Development As A Soldier I Received From Cpt Fitch

Stewardship of the Army Profession is the last of the Five Essential Characteristics of the Army Profession, but in terms of importance, it is just as, if not more important than the other four. The United States Army’s ADRP-1, or Army Doctrinal Reference Publication 1, even defines stewardship as “the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”. Such importance is placed on this characteristic because Stewardship of the Army Profession is the one that ensures the other four are maintained. I sought out the definition of stewardship because despite having spent almost three and a half years and West Point, I was not entirely sure what the doctrine behind Stewardship was. In doing this, I felt like I was better prepared for both this paper and ensuring that the corrections I made were stewarding the profession. With this newly acquired knowledge, I set out to make my corrections.

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

One of the main reasons for my personal growth is due to my experience as a military child. Growing up military has taught me many values as a person. I believe tween and teen years are when children begin to grow as their own human being. I was an active duty military dependent for the first fourteen years of my life. This lifestyle taught me many things, for example: how to have an open mind, adapt to new circumstances and make new friends.

CW5 Jeremy Light distinguished himself through exceptionally meritorious service during 29 years of service to the United States Army. CW5 Light’s technical competence, superb leadership skills, and tremendous devotion to duty have contributed immeasurably to every unit he served with throughout his career. He has served with distinction in ever increasing positions of responsibility, culminating as the Senior Ordnance Logistics Officer for the 21st Theater Sustainment Command and United States Army, Europe.

I have chosen to write about my old Battalion Commander, Brigadier General(BG) Peter Jones. The then Lieutenant Colonel(LTC) Jones oversaw my Infantry Battalion when I deployed to Ramadi, Iraq. He displayed numerous attributes that I model my military career from; he had an unwavering presence and strong intellect. His competence was also the highest that I have ever encountered in my military career; he was a lead from the front type of leader and strove to achieve nothing but success whilst keeping the soldiers in his command in the front of his mind. I have set my standards of leadership off BG Jones and that is why he is my personal leader of influence. I will outline some examples of him throughout this paper.

Captain Steven Tamborelli contributed significantly to United States Army Aviation throughout his aviation career, he deployed to Afghanistan for OEF 13-14, and has excelled in every position he has held. He is a consummate mentor for officers, warrant officers and enlisted Soldiers. He is a consistent and competent source of advice for superiors. His outstanding performance reflects greatly upon the Warrant Officer Corps and United States Army Aviation.

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

SGT Reinhardt swore into the U.S. Army on 17 September 2012 out of Niagara Falls, NY where he reported to Fort Benning, GA to complete Basic Combat Training. Prior to enlisting in the U.S. Army, SGT Reinhardt graduated High School from West Seneca West Senior High School in 2010. Upon completion of BCT, SGT Reinhardt reported to Fort Gordon, GA to study and later be awarded the MOS, 25Q. After graduating from AIT, SGT Reinhardt received orders to Fort Bragg, NC.

In this paper, I will be explaining what a legacy leader is and the impact one specific leader had on my career and the Army. In December of 2011 I reported to Joint Base Lewis-McCord and was assigned to 1/17 IN BN part of 2nd Striker BDE Combat Team. I had arrived at a unit that was preparing for a hard deployment to Afghanistan after a vigorous training cycle. I had walked in to my office to meet the team I would be leading into a combat zone that had zero experience, except for SSG Frazier that had a “been there done that” attitude. SSG Frazier was not as focused as a leader should be when prepping for a deployment with new Soldiers. The area that our unit would move to was the area that the Taliban was founded by Mullah Omar in Zhari District Southern Afghanistan (RC South). I had to quickly adjust to a high operation temp of a unit getting ready to deploy with little to no experience. After meeting SSG Frazier, I decided to meet the BN Commander and CSM to get a better understanding of the mission and expectation from the leadership. When I

Master Sergeant Jeffrey J. Baker distinguished himself throughout a 25-year career through exceptionally meritorious service in a succession of positions of great responsibility to the Army and to the nation. Previous leadership positions of significant achievement include Human Resources Operations Branch (HROB) NCOIC, 82d Sustainment Brigade, Fort Bragg, North Carolina; Advanced Individual Training (AIT) Series Chief and Headquarters/Alpha (HQ/A) Company First Sergeant, Fort Jackson, South Carolina. MSG Baker's career culminated as the First Sergeant of the Headquarters and Headquarters Company (HHC), 369th Adjutant General Battalion, U.S Army Soldier Support Institute (USASSI), Fort Jackson, South

Professor of Military Science and head of ROTC at Carson-Newman, Lieutenant Colonel Stephen Howe recounts the first time he saw Guerra run the two-miles

He is a graduate of the United States Army Sergeants Major Academy, Class 39, and his military education includes JOC J1 Training, Equal Opportunity Leadership Course, NGB Combat Awards Course, Human Resources Advance Noncommsioned Officers Course, CCQAS/Basic Credentialing Training, PEC, Little Rock, AR, MODS Basic Course, PEC Little Rock, AR, Certified Occupational Hearing Conservationist, COHC, Basic Military Pay Course, Human Resources SPC Basic Noncommisioned officers course, Personnel SVC SPC Course, RCAS MPDV-II Course, Unit Clerk Course, PEC, Little Rock, AR, Essential Skills for Nurse Leaders, San Antonio, TX, ECG Interpretation, Analysis, and Implications, Fort Sam Houston, TX, Primary Leadership Development Course, FT Polk, LA, Anti-Terrorist

SSG Bartlett hit the ground running upon arrival at 2d CR. He immediately found himself in a Squad Leader role due to his initiative and leadership ability. Right before deploying to Afghanistan he would be recognized for winning the June 2013 NCO of the Month Board for 4th Squadron. The following month he deployed as a Dismounted Squad Leader to Kandahar Province, Afghanistan. Within the first two months he would earn a Combat Action Badge and a Purple Heart resulting from a complex attack that turned into a mass casualty situation on Highway 4 South of Kandahar City. SSG Bartlett was awarded an Army Commendation Medal for his actions treating and evacuating casualties that day. Following this incident, he was selected by his Platoon Leadership

During his tenure as the 41st Signal Battalion Chaplin, CH Jorge Budez distinguished himself through his unwavering devotion to Soldiers, KATUSAs, and families. Jorge developed a plan to build and sustain comprehensive spiritual and moral fitness by conducting; 12 moral leadership training events, seven Single Soldiers Retreats, two Married Couples Retreats, provided over 400 hours of counseling, and executed superior support to six Key Resolve and UFG exercises providing outstanding motivation and mentorship to all.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.