SPC Macky Leadership Summary

James R. McDonough sets a spectacular example of what it is to be a second lieutenant in the United States Army and what it is truly like to lead a group of enlisted soldiers for the first time. Lieutenant McDonough, a graduate of West Point, was deployed as a platoon leader in a small fort with the mission of holding a Vietnamese village out of the hands of the Viet Cong. When he arrived, Lieutenant McDonough discovered that the former Lieutenant and platoon leader of the 2d Platoon, Bravo Company, 4th Battalion, 503d Infantry (Airborne) hardly ever left his

Babe Ruth said, "It's hard to beat a person who never gives up." A dedicated, determined worker and leader is what brings projects to completion. The quality, first-class work elevates projects. This comes from knowledgeable people who understand clients and their vision while using their own experience and creativity to make dreams come true.

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.

He did not have the basic officer leadership course training that every other lieutenant had prior to attending the course because he had to complete Ranger school before he left for Oxford. Not having that training put CPT Mullaney at a disadvantage, and ultimately what led him to be recycled on mountain phase.2 But he was dedicated and persevered once again to graduate the course even with an injury. CPT Mullany knew that he had to have a Ranger tab in order to have a good first impression as infantry officer and didn't let a small hiccup stop him from getting what he

SPC Greenwald achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 92.51% grade point average. SPC Greenwald showed the potential to be an excellent Noncommissioned Officer. SPC Greenwald scored a 241 on his Army Physical Fitness Test. His superior garrison leadership ability aided the squad to achieve its mission and exceed the standards. He displayed a superior understanding of how to lead Soldiers in a tactical environment. SPC Greenwald greatly aided the squad's ability to effectively complete the mission. He consistently set the standard with his professionalism, attention to detail, and military bearing. SPC Greenwald demonstrated a satisfactory understanding of how

SPC Novy exceeded the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 97.29 grade point average earning Commandant's List recognition. SPC Novy demonstrated excellence in the core leader competencies. He is an enthusiastic leader that possess all the attributes of an effective leader. His constant professionalism and military bearing was impeccable. His unyielding desire to succeed resulted in him being selected above 31 of his peers to perform duties as the Platoon Sergeant. He provided decentralized leadership allowing each squad to focus on their mission without interruptions; a consummate professional who requested respect and displayed authority while assigned in a leadership

I would like to become a leader for C341 because of my personal experience in the course. I began as a struggling student, scoring only a 45% on the first exam. Although it seemed like a losing battle to salvage my grade in the course, I did just that. I scored a whopping 30 points higher on my second exam, and earned an A- on my third exam! My strong work ethic coupled with some good old fashioned hard work made this turnaround possible. However, I credit the majority of my success to the words of encouragement from my professor, Dr. Laulhé. He planted the idea that I was capable of passing, and even doing well, in the course.I cultivated this idea and found myself doing well in organic chemistry, despite its historic reputation for being

General McChrystal had a long lineage of military leadership in his family. In 1974, he entered West Point’s US Military academy following in the footsteps of his father. US Army Major General Herbert J. McChrystal Jr., graduated from West Point in 1945. McChrystal was not known for his academic ability and received marginal marks in evaluations, however he received superior marks in leadership. His resilience and determination allowed him to overcome the adversity allowing him to become an exemplary cadet and later one of the Army’s greatest leaders.

SPC Jon exceeded the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 92.85% grade point average earning Commandant's List recognition. His attributes and competencies and knowledge of the responsibilities were put to the test with SPC Jon achieving the Leadership Award. SPC Jon demonstrated a high level of dedication to maintain his physical ability by achieving a 300 on the APFT. SPC Jon was also had the opportunity to compete in the academy's Iron Warrior Competition. His ability to effectively commutate verbally is that of a seasoned Noncommissioned Officer, whether it is though giving commands to a formation or writing awards for his Soldiers. SPC Jon's dedication to the mission

SPC Buchanan has successfully achieved course standards. On all oral projects, he proved to be a poised, confident, enthusiastic speaker who commanded the attention of his audience achieving satisfactory results. When serving in positions of leadership, SPC Buchanan displayed a consistent positive attitude which enabled him to gain confidence when issuing orders and directives to subordinates to accomplish assigned tasks. When constructing Army correspondence, he showed a good understanding of effective written communications attributes as outlined in AR 25-50. SPC Buchanan took the initiative to train individuals on difficult tasks which contributed greatly to the learning process and helped to build strong team cohesion. SPC Buchanan adhered

Commander Stoltz task oriented leadership focus is notable however her personal approach and style makes her unique. Commander Stoltz understands a team is only successful if they are a team, moving together towards a shared goal. Commander Stoltz is personable, considerate, well liked, approachable, and visionary. Cadets are drawn to her and her leadership style. She is continually evaluating her effectiveness and accepts greater responsibility with

A1C Henderson has all the skills and leadership qualities required to thrive as a commissioned officer in the United States Air Force. As the comptroller squadron commander, I have personally witnessed A1C Henderson’s dedication to the wing by expending his time through selfless acts for others or the wing. During A1C Henderson’s tenure at Altus AFB, he has proven himself a capable leader, and potential future cadet. Beyond flawless mission support, he has balanced his personal education and community involvement with impeccable time management. Given A1C Henderson’s dedication to the mission, the Air Force and his local community, it is no surprise that he was selected for Senior Airman Below-the-Zone and Airman of the Quarter. He was

Staff Sergeant Richard M. Green distinguished himself through meritorious achievement as the Student Management Chief for Training Company, making him a mission-critical asset to Marine Corps Security Force Regiment from 1 June 2017 to 25 October 2017. As such, Staff Sergeant Richard M. Green is recommended the Marine for a Navy and Marine Corps Achievement Medal for his exemplary performance of duties. Staff Sergeant Green’s energetic attentiveness, initiative, and vigor resulted in the reprogramming and administration of testing protocol and computation of Grade point averages for the Training Company’s schools.

Casey Mork’s experience at the start up would have been dramatically different if he had leadership, which was as motivated as Paul di Bari’s leadership philosophy. Paul had a higher level of standards compared to the manager at the start up. Paul established his voice by taking the initiative by making bolder decisions that would improve the security standards for the VA Palo Alto Health Care facility. (Kouzes and Posner 2014, p. 49) Casey’s manager did not establish his voice and let the board of directors hinder his ability to come up with solutions. Paul was able to create relationships and standards by having a meeting with his new team members. Before Paul is able to move forward on other projects, he knew he would need to be vocal about

On July 08, 2016, the SPS Chief was informed throught the AFGE president that an allegend misunderstanding occurred between Ms Theresa Hill, SPS technician and Mr David Ahrem, contractual SPS tech while working at the GI clinic on July 07, 2016. Words spoken and actions were perceived negatively that caused the breakdown of team work between the two staff. In the event, Mr David Ahrem, agreed to sit down with Ms Theresa Hill under the presence of the SPS Chief. Both staff offered representations, in which both have declined.