SGT Murray: Military Analysis

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected

1. Influential Soldiers that embody The Soldier’s Creed, Warrior Ethos, and their experiences are more apt to achieving organizational and operational excellence. Soldiers, leaders, and teams must seek individual and organizational improvement throughout their daily lives. Based on my experiences, I believe the elements listed below create and sustain a solid foundation that Soldiers, leaders, and teams should strive to incorporate.

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 young college graduate COL Mahoney wanted to join the Army and make an immediate impact in law enforcement; so he became a member of the Military Police (MP) Corps in1982. With discipline and dedication, he climbed the ranks, obeyed the orders of his superiors, motivated his peers to persevere, encouraged his subordinates, and honed his personal leadership skills. Time after time he led the physical training sessions and the complex mission requirements training of the MP force in each of his units.

As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

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

Throughout my military career I have had the distinguished opportunity to work with some of the Army's finest officers. My last platoon leader in particular, LT Adams, was a major influence in my decision to pursue a career as an officer. There was always something about the way he carried himself. He was the symbol of integrity and confidence and truly lived the Army Values. With the help of his impeccable leadership I was able to achieve feats not many have. I was able to attend and graduate the United States Army Sniper School, an honor not bestowed upon many. I truly contribute my successes at that school, and others like it, to the guidance given to me by LT Adams. In coming to this realization, I now am confident and motivated to give

SGT Lucier demonstrated precision and professionalism as a team member of the Funeral Honors firing team. His sterling example, fostered a sense of teamwork, loyalty, and initiative in his subordinates while serving on the Headquarter and Headquarter Battalion Funeral Honors detail. He represented the Department of Defense and the United States Army with pride while rendering full military honors to peacetime and wartime veterans in the State of Texas.

SFC (Ret.) Mark C. Daw is the subject of this Leader’s Legacy paper. SFC Daw served for over twenty years in the United States Army Signal Corps. SFC Daw served during the Cold War in the Berlin Brigade, in Operation Desert Storm, in Bosnia during Implementation Force (I-FOR), and in Operation Iraqi Freedom 04-06. A career paratrooper, SFC Daw’s leadership style involved leading from the front at all times, superior tactical and technical proficiency, a hand of discipline tempered by wisdom, and developing his Soldiers professionally and personally. SFC Daw’s example serves as one worthy of emulation by all Soldiers, regardless of expertise or field. I am the Soldier I am today because of SFC Daw.

Why do I want to be part of the sergeant Audie Murphy club. Since I've been in military I've been a contributor. I have always volunteered for the hard jobs, not to stand out or to be better than others but to contribute. Doing more for my country because that is why I joined. As a soldier that is what we represent the purest form of sacrifice we contribute to something larger than ourselves. I am always looking for more opportunities to keep contributing while I am in service. As a leader you can affect your team and those around you but as a group you can touch more to in better the army

Every uniformed Army professional knows the Soldier’s Creed. The tenth line of the Soldier’s Creed - “I am an expert and I am a professional,” is a powerful statement recited during significant occasions including enlistments, graduations, first formations, promotion boards, change of command ceremonies, and deployment ceremonies. The NCO Creed even includes the bold statement, “No one is more professional than I,” in the opening line. For these words to ring true, the Army must deliver training sufficient to certify professional Soldiers and leaders at all levels. The Army’s ability to recognize this need and adapt its methods speaks volumes for the Profession of Arms. The three components of the Army’s leadership model -

His superior MEDLOG expertise and advice were essential in the conduction of 28 Command Supply Discipline Program (CSDP) inspections which incorporated solutions and best practices, which enhanced MEDLOG capabilities for 13 Commands. As a result of his mentorship, four Major Commands received commendable ratings during command inspections. Furthermore, his efforts helped increase the MEDLOG CSDP overall rating from 91% in FY15 to 95% for FY16 across the Corps.