Personal Narrative: My Experience At Massage Green Spa Training

I could successfully operate one of the four franchises without having experience owning a business because a franchise “is generally a proven business model … [and] reduces your risk” (Stricker, 2015, P. 74). Figure 5 demonstrates the four franchises’ market share, revenue, and net worth. Furthermore, I could successfully operate Massage Envy without experience, since Massage Envy has the highest market share and a net worth of $500,000. Although I have no experience in operating a business, “franchisors offer extensive hand-holding” that will allow me to succeed” (“Buying a Business off the Rack”, 2013). Moreover, “name recognition” will allow me to succeed and reduce my risk (Stricker, 2015, P. 74). Also, gaining knowledge by experience and from other franchisors will allow me to succeed.

The Canadian Armed Forces (CAF) are a unique institution consisting of a wide cross section of our nation’s population. It is due to this vast representation of cultural and regional upbringings that there lies a requirement for an integration process into military life. In this paper I will discuss some training procedures utilized during my basic recruit school training in Cornwallis, Nova Scotia, and the theories and models of psychology and behaviour they were based upon.

For as long as I can remember, I feel as though I have been raised in a military environment. At a very young age my parents taught me to value discipline, manners, and to show and treat people with respect. In addition to these ‘staples’ of my upbringing, excelling in academics and on the athletic fields was where I further grew as a leader and learned to work with others to further distinguish myself from my peers. I knew based on my priorities and values that I was different from others by not only the way I carried myself but how I spoke to my peers and elders and the respect that I commanded. Perhaps those values were aided by both my grandfather’s serving in the military and my uncle attending West Point, a graduate of the class of

I feel like my major concern is making sure I maintain boundaries. I know how to do this and what I need to do but I also know that applying it to the field will be different. I do feel as though my training will help me in dealing with these issues but I still worry. I know that once I am out in the field there is a lot of grey areas not everything will be black and white I just hope that I can always do what is best for my client.

The culture for those who come from the military is highly disciplined and has an emphasis accomplishing goals for the larger group. Veterans witness a low “work ethic and see people squander away their opportunity” creating a difference in the culture between ex-military and civilian populations in daily life (Rodriguez, Ricardo, 2016:Personal Interview). The experience for Ricardo, a

The Army’s Professional Culture. Although there are multiple cultures throughout the formation, the Soldiers shed their differences and unit for a single belief: the calling of selfless service for the nation. Simply, the culture is to be a family. Soldiers not only have their families, but also their brothers and sisters in arms to share and pull each other through the darkest and happiest of times. Furthermore, climate complements culture. A Soldier must never feel like the Army is more of a job than a calling. Without selfless service, the formation loses its identity. Even if there are outliers in the formation, the Army reminds those individuals of their expected behavior through the Warrior Ethos. Additionally, an engaged leadership can mitigate a degrading climate.

The culture and climate of a well-disciplined unit should be apparent by its strong core values and attributes displayed by its unit members. Recruiting and processing qualified applicants with good moral values and strong character traits is where it starts. In addition, Basic Combat Training (BCT) further strengthens a Soldier’s moral fiber, focuses on building strong leadership skills, and instills the core values of the Army. The Army needs “standard bearers,” not Soldiers and Leaders who choose the easy wrong over the hard right. Providing proper training and honest feedback will create competence in our military ethics. We need Soldiers and Leaders of strong character that will teach, coach, and mentor the next generation of leaders. A positive command climate and demanding culture is the substance of developing unit cohesion and esprit de corps. Army ethics will continue to struggle if it does not have leaders at every level to enforce the importance of its core values and principles. A strong culture and positive climate play a vital role in shaping our force for the future.

In my five years of service I often talk with fellow Airmen about the different states of the Airforce. After many discussions I noticed a common theme was captured in a single saying “I love being an Airman, But I hate being in the Airforce”. From Basic Military Training we are taught to be Airman. We learn the Air Force core values of integrity first, service before self, and excellence in all we do, this is the moral code that every Airman lives by. These values are hard pressed in new Airman but somehow lost further in the individual’s career. The Airforce falls short of producing a climate that embodies this ethos. I hope this exposes the deep frustration that I and many young Airman are feeling. By being more of a bureaucratic entity

I’ve worked hard to get to where I am. I take my job seriously and want to progress in my field. I’ve learned, that it something I have to continuously strive for. Professions earn the trusts of their clients. As a Human Resource Specialist Sergeant earning the trust of not only my Soldiers but the Soldiers in the Unit is very important. Soldiers need to know that when they go to their S-1 with an issue that it will be handled proficiently and

First step , Listen ; there are many higher ranking soldiers that will try to go against you but instead of letting that weight hold you down pick it up and make it muscle memory. Listen to those who want you to grow and the ones who are trying to cut you from extending your success. Being able to listen and draw out the big picture sets you ahead of many people within service even some of which may out rank you based off of your drive to become successful. Secondly ; Ethic “ a set of moral principles, especially ones relating to or affirming a specified group , field or form of conduct. Setting your ethics to a high standard sticks you out from those who may not have there's too squared away. This includes simple things such as PT , hygiene, orders , understanding of rank and respect within and outside of uniformed hours , etc… one more step but MAJOR step is RESPECT. Respect is simply treating others the way you would want to be treated and the way they deserve to be treated. With respect your duties can be performed quiet accurately and quickly based off of thew level of chemistry within your team , platoon , company , battalion , brigade, and so on… with these three short steps you can make a major difference and become a vessel within the source you

In order to be successful in any career one must be able to listen and take to heart the importance of what they are learning and doing throughout their lives; this has significance in both the military and civilian life. In order to do that you must follow whatever your superiors say, like when you are at your civilian job and your boss tells you to clean the bathroom. You have to be able to just do what you’re told so the job gets done, and you are also seen as a trustworthy employee. On the military side, it is self discipline. When an Non commissioned officer tells you to get something done there

Growing up, I honestly never had a clue as to what I wanted to do when I grew up. But even back then I had ambition, I knew I wanted to do something that would make a direct impact, and thus my attention was immediately drawn to the science field. As I got older, I realized how amazing it would be to work directly with people and to physically help them. My dad would always have me massage him, and through many years of practice I realized that never once did I hate doing it, but I knew massage therapists hardly make enough money to live on their own. So I narrowed my field of search to the medical field and thus I found the occupation of a Chiropractor, where everything I was looking for in a job converged. A chiropractor is a major attraction

This morning I had my first chiropractic appointment in over a year. Last year around this time, I stopped all my physical therapy and visits to the chiropractor because after getting hit by that car, I was so done with being poked, prodded, twisted, and pulled with no sign of improvement. I just needed a break!

One of my styles that was identified on the LSI survey that works against me is my drive to do my best- at all I do. In a small way I attach self-worth to my work and projects. I do not think that I am a perfectionist as the survey list me, but I do think that the desire to produce “flawless” products that “whow” others is something I need to work on. I have grown less attached to the desire to “whow” others over the last 3 years, since I have realized that even a “whow” given to me now will not be remembered in 6 months. To be perfect sets a person up for an even larger fall when mistakes are made. The team that I lead in Afghanistan has learned from experience that I expect them to perform well but understand and accept when perfect is not obtainable. I had several talks with them while in deployed and explained that my only wish was for them to come home safely. Delivering a perfect no mistake mission while in combat was unrealistic and out of the question. As long as safety to my team was obtained – all else could fail an outsiders inspection. By allowing a less than perfect product, there, I won the respect of my team. Learning to lower my expectations in a non-combat environment will be a little harder. I feel it will benefit both my team and

Conscientious effort is required to develop and prepare Soldiers and Army Civilians to make right decisions and to take attendant actions (The White Paper, 2016). Leaders are in control of refining the quality of character instilled in Soldiers and DA civilians. How does the military as a whole directly guarantee proper character development to the force, you might ask? Or what should effective leaders do to indoctrinate Army values and characteristics within their ranks? They do so by teaching the Army values to every new recruits from day one of basic training as soon as they step off the bus. Collectively with the multitude of attributes given from our leaders through years of experience and ADRP 1/ADP 6-22; these values have established the groundwork for Soldiers to use as basis of what it is to be a person good character. After members absorb these values, their leaders certify devotion. Abiding to these ethics of the Army values embodies cohesion; it challenges the belief and self-confidence crucial to cooperation and mission success.