Sergeant Sharp Strengths

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.

The privilege to command units afloat and ashore provided me with intimate exposure to the challenges experienced by our workforce and their families. Often accompanied by a myriad of ethical dilemmas, these challenges provided a wealth of experience and a better understanding of the impact a leader has on the workforce and their families. Similarly, my experience as the Boatswain’s Mate “A” School Assistant School Chief afforded me vital insight into the Coast Guard’s formal training system, Human Performance Technology and the development of future enlisted leaders. These experiences provided invaluable opportunities for me to interact with our workforce and understand their views, perform thorough assessments of complex situations, and provide accurate, sound, and practical counsel in order to achieve the best outcome for the unit and our Coast

The Royal Canadian Air Cadets is an example of a community activity that I have actively taken many leadership roles in. Having served the Royal Canadian Air Cadets for more than four years with the 540 Golden Hawks Squadron, I partake in various activities. I have also learned numerous invaluable life and work skills such as teamwork, leadership and confidence, all of which are not spoon-fed to us, but rather acquired from the experiences that I have been through with cadets. We are constantly coached and supervised by Officers who encourage us to lead others. As we age and climb up the ranks, we are encountered with many leadership opportunities that we are strongly encouraged to take.

APD 6-22 defines a leader as anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. As a “street to seat” guy I do not have prior leadership experience as an NCO, but as I have progressed as a Warrant Officer I have learned a great deal about leadership. For this discussion post I will discuss two topics: what I’ve learned about being a leader as a Warrant Officer, and how decentralized leadership is utilized in my unit.

Throughout my high school career, I have been involved in the MCJROTC Raider Battalion. This program has greatly developed my leadership abilities and my ability to use leadership to benefit the whole unit instead of just myself. This is where JROTC really made me a better leader – it honed my ability to lead as part of a team. This year, I am the

Members Present: Mr. Bill Bowen, Chairman; Mr. Baxter Rice Vice-Chair, Mr. Buzz Breedlove Board, Secretary, Mr. David Clisham, BG James Gabrielli, MG David Baldwin, Mr. Steve Samuels, Mr. Sedrick Tydus, and Mr. Joe Wire. Members. Members Absent: VADM Jody Breckenridge. Staff: LTC Richard Wallis, Superintendent; Mrs. Rachel Mahlke, Mr. Luis Garza, Mrs. Johnna Grell, SFC Rodrigo Leanos, Mrs. Estephanie Fuentes, Mr. Salvatore Siino, MAJ Pernell Johnson, Mrs. Sahiry Ireland, Mr. Sean Moler, and Mrs. Cesley Frost. Public: Mr. Brandon Hardin, LTC Joel Armstrong, Mrs. Soundra Leek, and Mr. Arnold Grisham. Cadets: Franki Magaña, Verania Amaton, and Gerald Liddle.

“Leader involvement in the training process is essential for mission success,” continued Rodriguez. “We want the young noncommissioned officers to get hands-on experience with leading their

SPC Hall achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 91.11% grade point average. He exceeded the standard by accumulating 283 points on the Army Physical Fitness Test. He communicated well in writing as he understood the importance of the Army writing style, associated regulations, and completing a recommendation for award. During Squad Drill and Physical Readiness Training, he executed all movements with precision and exhibited a command presence. He successfully communicated during a brief to his peers and contributed well to classroom discussions. SPC Hall led his squad confidently by following the eight Troop Leading Procedures and squad movement techniques during

Those who can strengthen their leadership skills as a youth will better set themselves up to be able to lead others in the future. A leader is not always one that tells others what to do, but many times must show them by taking the initiative to work on the tasks with those that may follow. I have learned through my time as a Scout that the most effective leader does not boss others around, but leads by example. To obtain the rank of Eagle Scout, a Scout must learn many traits throughout his time, that he will apply in his life service. This is the epitome of one’s time in Scouting, and can teach a person endless things about themselves.

While serving as a Squad Leader in a 70-man Small Unit Ranger Tactics program (SURT), I was responsible for the individual and collective training of a 13-man Infantry Squad. I performed as an instructor as well as a Platoon and individual assessment evaluator. I was responsible for the accountability and maintenance of all assigned equipment in excess of $200,000 and capable of deploying worldwide in 18 hours as a member of the Regimental Headquarters Security Team. While assigned to SURT I helped to bring up the graduation rate of Rangers through Ranger School from 55% to 73%. I helped to prepare over 960 Soldiers for integration into the Ranger Leadership School over 16 SURT classes. I carried out the additional duties as a Company Jump

From spending hours per day between athletics, extracurricular activities, and academics, I can say that my devotion to become a more knowledgeable and effective leader will grow in an environment that is willing to challenge me in all aspects of life. Although others may believe that the Service Academies are not as challenging as Ivy League schools, I believe that additional responsibilities of midshipmen and cadets will better prepare me for my career as an officer in the armed

As part of leadership, the mentoring program must be implemented across the squadron as a great tool to counsel, coach, look after the welfare of, and ensure Marines accomplish the mission in support of commander’s vision and expectations of teamwork, leadership, and communication. Also, a Values-Based Leadership Integration (VBLI) program will be incorporated into small-unit leadership. The VBLI is a good tool in that it improves communication skills of each Marine during a guided discussion as well as builds and sustains trust and loyalty between subordinates and leaders. Overall, making ever Marine relate better to the commander’s vision and expectations.

Our presentation will summarize the Army Crew Team Case, discussing the differing leadership characteristics between the Varsity Crew and the Junior Varsity Crew. In 1852, Harvard and Yale had their respective crews compete against one another, which began the tradition of sports in American universities. Today’s standards require that crewmates make a year-long commitment to the team. However, the racing that we commonly associate with crew does not occur until Spring. The ultimate goal of a crew team is to win against its opponents in these races, which focuses on the task pressures within a crew team. In addition, crewmates must move at the same pace, because the outperformance, or hubris, of one crewmate could slow down the shell.

I have always enjoyed existing as part of my Boy Scout troop, as not only has it contributed greatly to my development as a good citizen and person, but I have also given back to the program and appreciated the impact that my efforts have produced. Since my entrance as a Cub Scout, its principles have largely shaped my personal character, from the emphasis on leadership in a boy-led troop to the concept that good deeds require no reward. Each of these ideals reflects my multiple leadership positions in the Troop, as I have led the younger scouts and taught them Scouting’s ethics and morals, ensuring that the Troop would have a stable and better future. During my position as Assistant Senior Patrol Leader, I managed the meetings when the Senior

I would not make any changes to Sharp's established pillars of excellence. I think that it is always a good idea to have standards in place that it and its workforce tries to adhere to everyday. While we do not know the exact detail of all Sharp's six pillars, the three pillars of quality, service, and people, seem essential to their goal of becoming the best place to work, the best place to practice medicine, and the best place to seek treatment. I would not change these pillars because they are directly connected to these organizational goals, and in alignment with the traditional goals of providing better quality and patient outcomes, as well as creating an engaged, motivated, and satisfied workforce (Levkovich, 2016).