Soldering

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

Never criticize the Army or a leader in public. Never go “over the heads” of superiors—don't jump the chain of command. Never offer excuses. Never “wear” a superior's rank by saying something like, “the first sergeant wants this done now,” when in fact the first sergeant said no such thing. Speak with your own voice. Never turn and walk away to avoid giving the hand salute. Never run indoors or pretend you don't hear (while driving, for example) to avoid standing reveille or retreat. Never appear in uniform while under the influence of alcohol. If you don't know the answer to a superior’s question, you will never go wrong with the response, “I don't know sir, but I'll find

Being a leader is always a challenge, and assuming a new command is challenging. There are a lot of expectations to me as a leader. The organization has selected me to a new position, and they believe I fulfill their standards for their leaders. The organization trust and expect me to lead, develop and achieve. My superiors and subordinates have a lot of expectations. They expect me to lead them in the best way to solve our assigned missions. In my new assignment as commander of 4th Armor Brigade Combat Team (ABCT), the main critical leadership problems are the lack of cohesive teams, ethical and work standards and the level of stress. I will through analyze explain and defend my selection of critical leadership problems and apply a model for solving them, including implementing and measuring my vision as the new brigade commander.

In their infancy, my problem solving skills were limited to seeking out guidance and having others assist with resolving conflict. As a young sergeant, I remember allowing conflict to brew around me instead of confronting issues. This served no purpose, and caused the work environment and team morale to decline. During my three years at United States Central Command (USCENTCOM), I had multiple analytic and leadership disagreements with colleagues. I learned that through open discussion and communication a majority of conflicts could be resolved immediately. As a platoon sergeant, I handle conflict between soldiers, peers, and leadership regularly. I employ tact, patience, and understanding in order to help the involved parties to overcome their

Areas of responsibility: SMT, Hybrids, Components and Wafer Fab. Performed reactive and predictive maintenance through MP2 software. SPC and DOE classes. PM’s OEM contacts, spare parts inventory, equipment installs and technician training. Acquired OEM certifications on the following machines. Mount (ESC), Wire Bonding (K&S Palomar), Laser and dicing saws. Other equipment included: asymtek, mydata, ashers, reflow furnaces (BTU), auto testers, leak detectors (alcatel), and automatic tape and reel machines. Assisted facilities group with general building maintenance including electrical and HVAC. MSDS Coordinator. First Emergency Responder. Followed Lock Out/ Tag Out procedures. Perform on-call

unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command

MEMORANDUM THRU Military Police Advanced Leaders Course (ATZT-NCM-B) 1400 MSCOE Loop, Suite 316, Fort Leonard Wood, MO 65473-8929

There are three types of Preventive Maintenance Checks and Services (PMCS) that the military performs on their vehicles; they are, before, during, and after checks. These checks are annotated on DA form 5988-E, which is the Equipment Maintenance and Inspection worksheet. If anything looks wrong and you cannot fix it, write

The constant presence with his troops was the most significant act of building cohesive teams through mutual trust. In Fact, “how he found the time and energy to be constantly with his frontline troops and still direct the overall activities of the division was a mystery.” 1 Interacting with your subordinates shows that you care. A leader that trains with his subordinates also earns credibility. How Soldiers trust, weights leader’s sound judgment for leading troops and accomplishing missions, regardless complexity.

Part of that Triad of Leadership duty for the First Sergeant was to ensure the cadre positions were filled with the best and finest Soldiers available to take on the challenge. This task allowed me to examine administration packages to include NCOERs, individual essays on why the cadre member wanted to be part of the staff, and administrative requirements for the position. I wanted all of my cadre members to embrace the challenges and commitments to the Warrior Ethos; “No Soldier Left Behind.” If I felt that my cadre did not meet the standards, the cadre was not selected for the

“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

It is important to show noncommissioned officers respect as well. You do not salute them; you stand at parade rest when talking to them and address them by their proper rank. The ranks you say when speaking to a noncommissioned officer are Corporal, sergeant, master sergeant, first sergeant and sergeant major. When talking to an NCO, you always finish your sentence with his or her rank. Here is an example: “I do not know the answer but I will find out and let you know Sergeant.” It is simple and easy to remember for most soldiers, while other soldiers need to remind themselves constantly to do this.

A leader is not always the first to have an idea, but should be the one who is always seeking out new solutions. One way of being a productive leader is discovering new ways to accomplish a set of tasks while maintaining a positive attitude. If a soldier is demonstrating a bad attitude because he feels that he can not accomplish a task then my job as a leader, would be to steadily encourage that soldier to work at being all that he can be.

Life of a soldier is run by strict set of rules that every soldier is compelled to follow right from the beginning of their army training. Some of the most important maxims of army life include, being punctual, always prepared and of course, being able to manage your time in an effective manner. These maxims are strictly followed in the army and if a soldier fails to meet anyone of these maxims then he or she can be punished according to the American military’s Uniform Code of Military Justice (UCMJ). However, these qualities are respected in a man regardless of their profession in life. Being punctual in your job, prepared for your meeting and managing your time can improve your relations with others and pave way for your success.

Your key challenge in a leadership position is taking care of the Soldiers entrusted to your care. Soldiers are our nation’s most important military asset. The Leader who sends the message that Soldiers don’t really matter will generally not be as successful in the long-run as the Leader who is genuinely serious about taking care of his/her Soldiers.