From the time I was a little boy I was always taught to never lie and to always do my best. I learned at a very young age that you possess virtues and personal attributes that make you who you are. Fast forward 15 years and now I am a Sergeant of Marines in the United States Marine Corps. Leading and mentoring young men in their earlier adulthood. My influence on these Marines can change them for the rest of their life. As a sergeant you must possess integrity, dependability and courage to be a successful leader of Marines. Tell the truth all the time no one bats an eye, tell one lie and your reputation is in question for a lifetime.
Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.
What kind of supervisor would make the best supervisor; one that is hands on, you know the kind that is right in the middle of the action with you as it is going down. How about the one that runs a dictatorship, you know the kind. I said you have to go arrest sally for laughing in my face. You have to meet your quota this week, write 100 speeding tickets by Sunday or you will be written up for insubordination. How about one that sit back and allow you to do all of the work and gets credit for it? Ofc. Smith, thank you for redesigning that tactical program, I received a week vacation because of that idea you had. These three styles of supervisors are the kind that run many companies today. Which one do you have, which one would you become? DISCUSSION
The Marine Corps has 11 Leadership Principles. Of the eleven, there is one that states, “Seek Responsibility and Take Responsibility.” This is instilled in every Marine from Private (Enlisted-1) to General (Officer-10). Throughout the Bible, God placed responsibility upon His people and expected them to act accordingly. However, He did not punish the son for the father’s sin and vice-versa. There were times in the Old Testament that this occurred. For example, with Achan (Jos. 7:14-15) when he stole spoils from battle, did not confess it, and he along with his family was killed. Another instance happened when the accusers of Daniel and their families were thrown in the Lion’s Den (Dan. 6:24). Sande states, “Another way to avoid responsibility for our sins is to shift the blame to others or to say that they made us act the way we did.”
Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.
Optimal operating organizations are those who embrace teamwork to accomplish shared goals. Although some organizations are effective, there is always room to improve their efficiency. One main adaptive challenge is to change the cultural relationship between Navy Sea Air and Land Operators (SEALs) and the support staff that work within the Naval Special Warfare organization. The personal beliefs and attitudes of individuals within the community are that the SEALs are held to a separate standard and get special treatment when it comes to deviating from those standards. There are some adaptive changes that can be implemented to enhance the overall culture, especially the teamwork within the Naval Special Warfare organization.
When I became the commander of a ship as a young officer, it was clear to me that I was the least professional person on board. Nevertheless, I had the responsibility to lead the team, to go out to sea whether it was stormy or calm, to carry out missions whether they were routine or dangerous, to bring the team and the ship back safely to port. I knew it and the soldiers knew it. “Necessity created a kind of leadership that doesn’t derive from professional training (which comes with time) but from mutual trust between a commander who takes decisions and soldiers who do their best to carry them out. I believe this applies to anyone who commanded in the field and had to lead in the face of a great deal of uncertainty. Which is what happens in a startup every day.” Gura adds, “Just like in the army, in the startup world you also need to ‘forge ahead, not give up, not be afraid and fight to the end.’” Waldman says that, “Being an officer in Golani helped me later when I needed to cope with stress.” His tip for those soldiers who didn’t serve in technological units? “Work towards success at all times, and don’t give up when it gets hard.”
A good supervisor will inspire, challenge, and motivate their employees. In addition, a supervisor has the ability to stay focused and is able see the big picture. However, one could possibly argue that the best quality that a good supervisor must possess is the skill to recognize the potential in others. Nevertheless, the most important skill a supervisor must possess is the ability to help those around realize their own potential.
The one key point I think my on-site supervisor could use in their work is focusing in play to introduce mathematical (Hachey,2009, p.6). The on-sight supervisor can use different techniques to introduce mathematical language, concepts, and methods during play (Hachey,2009, p.6). As an example, problem solving a puzzle or playing game that involves math. The second key point the on-sight could use is not making the children memorize mathematics but make mathematics sense making or problem solving (Hachey,2009,
Leaders to train, their marines for tests, new challenges and teamwork. For the marines to always work together to get the job done. In the military, the marines are individuals they do all mission together. No individuals and marines to keep others up as well. Leaders to make their marines ready for upcoming challenges in mission or tested situation. Teamwork is the key to successful operation. Leaders will watch their marines and tested them for the job they think they could do. Leaders to teach their marine to be successful in mission and tests. Marines to recognize the way of accomplishment.
One of the primary duties of a CMC is to assist and advise their principals of mission, morale, and well-being impacts of existing or proposed policy changes (Ref. (a)). CMCs strengthen the chain of command by keeping the command aware of existing or potential problems as well as procedures and practices which affect the mission, readiness, welfare and morale of the crew. CMCs are the sounding board for the commanding officer, acting as his or her senior enlisted advisor. If CMCs developed coaching as a skill, they could step into the role of an executive coach when needed. Executive coaching helps define vision, increases job satisfaction, and focuses on goal achievement. Using 360-degree feedback tools, questioning techniques and coaching skills, CMCs could help their principles improve their leadership abilities, identify and stay focused on long-term goals and improve day-to-day operations. Once trained, CMCs could use such models as Kouzes and Posner’s Leadership Challenge (Ref. (e)) to help coach their principals into clarifying and strengthening their leadership philosophies and visions. They could also help principals interpret performance feedback such as Defense Equal Opportunity Management Institute (DEOMI) and Organizational Climate Survey (DEOCS) and figure out the next steps to take toward creating a healthy command climate. CMC coaches could also provide emotional support for the process of change, bolstering the courage and resolve needed to initiate and
Leadership in command is a topic which is elaborated in many volumes of instructions and analysis. Basic principles necessary for good leadership is the key to overcome difficult situations. Cunningham was one of the finest maritime commanders of the 20th Century where his command Second World War (WW II) serves as a model for operational level leadership predominantly at the face of truly adverse conditions. British Defence Doctrine defines the operational level as “the level of war at which campaigns and major operations are planned, conducted and sustained to accomplish strategic objectives within theatres or areas of operations” . It further defines the operational art as “the skilful employment of military forces to attain strategic
The concept that I believe to be the most important to me is the Discipline Model. The reason the Discipline Model is important to me is that it works on many levels and can actually help to keep a troubled Airmen away from poor decisions that could destroy their carrier. From Course 15 prevention being the first stage states “ setting clear standards, establishing rapport and establishing a climate of accountability”, what these key actions mean to me is being that supervisor who takes the time to understand the Airmen or peers that I am either in charge of or work along with. Being a good troop for my supervisor means that I need to show them I have that accountability and are able to uphold the standards that are given to me.
Effective leadership produces changes and movement within the shipyard industry; if managers and supervisors are not equipped with leadership skills then, their organization will crumple. A large volume of failure is placed in the organization visions, their strategies, goals, and their subordinates will become empowered. Strategic leadership is the best leadership style to use within the shipyard industries to help maintain and better the organization. If no one is equipped with this knowledge then, the workers will not take the initiative to improve their assigned work. Leaders will not look ahead and analyze the completed tasks set within a specific period, and leaders will have no sense of adaptability and growth-orientation. Shipyard leaders with no leadership skill will lack in experience on
1) The "Must-Have" managerial skills are six concepts of abilities a good manager should have in order to perform well in the workplace. The first managerial skill is teamwork because the individual should be able to contribute, negotiate and resolve conflict effectively in a team with others members and leaders. The second skills are self-management which is the ability to have a strong ethical reasoning, tolerance of others and most important to meet the obligations of the workplace. Thirdly, leadership forms part of the management skills because managers need to have the ability to influence and support people in order to make them perform multiple tasks. Similarity, the critical thinking plays an