Senior Leadership Memo

The book Black Hearts opened my eyes to how leadership from a single Officer can have a grappling effect on such a wide range of soldiers from the lowest of ranks. One of the best takeaways from Black Hearts is to never do anything: illegal, unethical, or immoral. Although this is a easy statement to repeat, Black Hearts demonstrates the difficulties that lie behind these words. It has also painted a picture of how leadership can topple extremely quickly from a top down view. The Army is portrayed in a bad light throughout the book relentlessly. This is due to the concentration of poor leadership of the 1-502nd Regiment (Referred to as “First Strike”), a battalion of the 101st Airborne Division.

This is your initial counseling, as your direct supervisor and Team Leader. I will underline what is expected of you as my soldier.

You contacted me on 09/03/2015 stating that the provider wanted to speak with a supervisor. You stated the reason she wanting to speak with a supervisor because she wanted someone that “could understand her”. I probed you asking if their was a language barrier or a question that you were not able to understand. You stated to me that you explain the denial and you understand her clear but she still asked to speak with someone else. I ask did she asked to speak to someone else or a supervisor and you replied a supervisor. I advise you that I would be reviewing the call and providing you with feedback.

As I would see it, this is one of the greatest slip-ups an organization can make. Aside from little organizations, the meeting procedure is normally very long and includes

During the course of my career, I have had the pleasure of working for many talented leaders. In many cases, it wasn’t until years later that I realized how they guided and shaped my development as an officer. However, these revelations didn’t come to me as I reflected on their actions, rather they came to me as I reflected on the actions of those officers who demonstrated the poorest example of what a leader should be. One field grade officer in particular stands out as someone who conflicted with the mission command philosophy of command at every turn and serves as an enduring example of what a leader should not be.

It has had time to fail on several occasions but most importantly, perfect its craft and come up with creative ways to make it better than it was. The Army has shaped millions of Professionals starting with World War I through now Operation Freedom’s Sentinel. With the pressure of these wars, Professional men and women composed of military, civilians and contractors have seen first-hand what creates a better workplace environment and what works against it. In order to support the culture of being theoretical and practical when it comes to continuously creating Professional leaders in the Army, they have to steadily self-assess and conduct testing operations to decide whether the results are worth meeting the standards of Profession and

Field Manual (FM) 6-22 defines leadership as “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization”. The objective of this paper is to communicate my leadership philosophy of how I hope to lead the Soldiers within this organization. To fully understand my leadership, I will provide you some background on who I am and how my leadership styles have developed:

“The United States Army is structured on several values and principles that it upholds, among these are military bearing, discipline and respect. These principles represents what the organization strongly believes in and governs the most basic customs and courtesies that all its members should abide by, otherwise legal repercussion and punishment is enforced that could ultimately result in separation from the organization.” The standards must be met by Soldiers or they can face a number of repercussions such as, barring from re-enlistment or even separation. Non commissioned officers should always uphold the standards so that all Soldiers know what they are and what can happen to them if they do not meet the standard. “One is to observe a sense of calmness even in the most stressful situations, leaders of the United States Army should maintain their military bearing even in situations where it seems chaotic, out of control or a civilian would respond in panic.” The reasoning behind this goes back to situations where non commissioned officers would have to make fast decisions in a war zone that may impact the lives of their Soldiers. In a battlefield situation their Soldiers are relying on their non commissioned officer to make a quick decision and trusting that decisions made are the best out of all situations given. Non commissioned officers should be able to make big decisions with all his confidence projecting with his military bearing. “A leader should look like a

Our school board at Crawford County Schools have chosen not to let children have their phones out at lunch. Our goal is to change the school boards mind about having our phones out at lunch to a yes instead of a no. Many people argue with me and some argue against me about having your phones out at lunch. People should write a letter to the leader because this method can change peopleś opinions about this subject and provide specific examples.

The foundation of leadership is mutual respect and caring. As a unit, we need to care for one another. NCOs must care for Soldiers, Soldiers must care for their battle buddies, and Officers must care for the unit as a whole. Use the chain of command to resolve issues at the lowest level possible, but know that my door is always open should you need anything. I am always willing to talk to a Soldier. However, do not mistake my kindness for softness. Our mission is simple – provide excellent preventive medicine services to prevent disease non-battle injury – and we are all in service to this mission.

The purpose of this essay is to expand my understanding of the importance of following instructions and why is it critical in a military setting. The United States Military is the most lethal and well trained armed force on this planet. It did not start out this way, it was started out by a handful of colonists that had unresolved grievances with their king. A few hundred years later, that very same military is able to drop a bomb or move troops anywhere in the world within a day. I will be explaining why discipline, the value of teamwork, the chain of command, and the importance following orders all play essential roles in ensuring the United States military “machine” continues to function in every theater it operates in.

Many Army leaders are challenged with meeting obligations that contest or contradict pre obligated duties or responsibilities. They can be but are not limited to parental, spousal, friendships and religious duties. These pre-obligated duties have formed constraints and barriers in which leaders must juggle their moral and ethical codes of conduct against to accomplish task and missions.

1. It needs to solve the staffing problems. They should arrange more staff in the interactive cooking during the peak hours, and arrange less staff for the precooked counter, which means it, could be a self-serve section. They can consider issuing numbers to their customers for the interactive cooking line to allow a quicker order.

With the exception of the School Chiefs and Deputy School Chief all instructions for both “A” and “C” School come from the same central pool. IS “A” School is the only school on site designed this way. We are billeted for six petty officers. However, we currently only have two. That leaves two chiefs and two petty officers to complete 81 training weeks per year. Some of these trainings are road shows and require two people to travel. In addition to the regular work schedule, the chief’s must be duty IS and OOD qualified. The petty officers must be duty IS qualified. This is currently putting us in a one and four rotation for duty IS. Unfortunately, this leaves minimal time for leave resulting in staff burn out. Due to the demands of the training and duty schedule the curriculum is suffering.

The ultimate mission of this team is to identify, prevent, and react to the problems identified in the specialized area of the cafeteria by attempting to