Swot Analysis : ' Ltc ' Essay

Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP, 1).

There were no breaches in security and the law enforcement agencies that played an active part in this operation worked together as one team upholding a strong commitment to the mission. As Incident Commander of this operation it was my main objective to make sure all security related matters were addressed and corrective action was swiftly implemented. My position required quick decisive decision making without hesitation, developing a strategy that could be implemented effectively yet simplistic in nature. Prior to this operation, it was imperative that I had a full understanding of the area to include the resources that where available. This example shows my ability to quickly adapt to an ever-changing environment, promote teambuilding and achieve operational success through effective

The first step of Kotter’s Eight Step Change Model is creating a sense of urgency. 4th ABCT has a systemic leadership problem. One way to create a sense of urgency is through dissatisfaction. I will start by suspending or removing leaders currently displaying unethical behavior. Not only am I creating dissatisfaction, but also an opportunity to use talent management to assign leaders within the brigade who will help support change. I will suspend CPT Seth Cooper and perform a Commander’s inquiry prior to pursuing a 15-6 investigation. This will show the

Lt. Gonzalez may consider floating plans to the chief for implementation of strategies which will bring the other competing lieutenants into the circle by soliciting their input for continuous improvement of their systems, and to train the others in the methods he used to implement his projects. This may provide the others with ideas for self-improvement and to take part in generating positive changes in their department which they themselves can be recognized for. It may also send the message that Lt. Gonzalez is not attempting to edge anyone out, and is merely working to his greatest capacity, something each of the other lieutenants should be working towards doing. By default this will place Lt. Gonzalez in the role as informal leader amongst his peers. He will be providing them with knowledge and insight which will make them more capable, and lessen the perceived threat they feel. Gonzalez will be broadening the depth of knowledge within the department in doing so. It will encourage succession planning so someone will be able to take the reigns’ from him someday, and there will not be such a single point of expertise in an area vital to their

Early in 2012, after Benghazi the 1st CBCS was being deployed to everywhere within EUCOM and AFRICOM AORs and the communication teams were not trained properly or ready to deploy at a moment’s notice. Between my leadership and a few key change agents (including myself), we developed a vision of how the unit should train to correct our readiness. We decided on a “crawl, walk, run” style where teams would first get UTC qualified, then conduct bay exercises, and finally end with a field exercise qualifying the members. As a key change agent, I was tasked on implementing my commander’s vision of this new training concept. I was unsure how I was going to do this but I relied on using the lessons of change management to create a sense of urgency within the flight and Idealized Influezing to motivate my team. I brought the flight together to explain why we are changing up our old way training to this new concept. I explained we were in a “New Normal” and if were to succeed in out missions while being ready to deploy at a moment’s notice we would have to be ready at all times while remaining expertly proficient. By creating this sense of urgency for change, I then relied on using Idealized Influencing to further explained to them that I will be right there with them putting in the long hours and time train so we could be the best and support the commanders vision of being ready to deploy at a moment’s notice. As stated previously Gen Moore used change management techniques and idealized influencing to train his battalion and eventually fight in Vietnam using these concepts, just liked I did with in implementing my commanders new vision of training within my

LTC Larry Lyle possesses every attribute I want in a leader commanding my own sons. From 2014 until retirement in 2017 he successfully employed his hard-earned tactical experiences to benefit the future of the Engineer Regiment by guiding the materiel requirements development of Assured Mobility Branch comprised of over 200 programs. The futures of Bridging, M9ACE replacement, and Route Clearance are only examples of the multitude of programs Larry put his heart into for all.

There are several key areas identified in the unit that require supportive change management to improve mission capabilities. Kotter’s eight-step approach to planned organizational change can be applied as a recommendation, but first identifying the cause of military cuts, operational challenges and limiting factors must be identified.

(b) (U) Phase II. COMMEX or Seize the Initiative/Assure Friendly Freedom of Action. (D-Day to D+2).

A bright eyed and brand new “shit bag E-4” (as my First Sergeant would joke because of my college) SPC Thompson, fresh out of basic training, arrived in Italy to start my career as an Paratrooper. It wasn’t long before our unit Able Company, 2nd Battalion, 503rd Infantry, 173rd Airborne, found ourselves on the eve of yet another deployment. We had trained for months for an Iraq deployment and at the last minute we were slated to go to Afghanistan, in particular the Pech River Valley in Afghanistan’s Kunar Province. Most my leadership was experienced in combat from their previous deployments, however their combat knowledge came from previous Iraq deployments, and their last deployment to Afghanistan Operation Enduring Freedom

T-Mobile USA, Inc. was first created in the early 2000s, headquartered in Bellevue, Washington owned by German-based Deutsche Telekom AG and its founder John W. Stanton. T-Mobile is a cell phone service that provides wireless voice messaging and data services in the United States, Puerto Rico and the Virgin islands. The company is the fourth-largest wireless carrier in the U.S. market. In 2005 T-Mobile had reached 20 million customers, following endorsement deals, corporate sponsorships, and along the way earned awards for its customer service from J.D. Power and Associates market surveys (Martin, 2011).

- Andrew executes on the strong intro with the team member. He then goes on to execute on the strong intro with the client when he is brought on the line. Good job!

In 2008, I was a newly promoted distribution platoon leader assigned the prestigious 82nd ABN DIV. My unit was on orders, as replacement sustainers for the 10th Mountain Division from Ft. Drum in Afghanistan. During the pre-mobilization stage, significant operational challenges were identified however, overlooked by the CoC in preparation to assume the responsibility for theater sustainment and distribution throughout Afghanistan.

With the proliferation of threats and uncertainty of the security environment, the role of the army has become increasingly central in protecting the American interests. Since the realization of this mission is a collective task, leadership remains the best way to give commanders, at every echelon, the necessary qualities to lead their Soldiers, maintain focus, and preserve a healthy environment to ensure the achievement of objectives. The case of the 4th ABCT presents clear evidence in this area. Three years ago, it was considered one of the best maneuver brigades in FORSCOM. Today, because of multitude of problems, mainly related to leadership, this unit appears unable to find its identity of model unit. As new commander, and after identifying the lack of esprit de corps as the main leadership problem, my vision consist in restoring the 4th ABCT image by using Kotter model with a focus on measuring effectiveness during the process.

Started in 1977 and Headquartered in Cupertino, California, Apple (AAPL) Inc. designs, manufactures, and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a variety of related software, services, peripherals, networking solutions, and third-party digital content and applications.1 The company’s products and services include iPhone, iPad, Mac, iPod, Apple TV, a portfolio of consumer and professional software applications, the iOS and OS X operation systems, iCloud, and a variety of accessory, service and support offerings. The company also sells and delivers digital content and applications

The company that I am going to analyse is Recce Ltd which is listed in the Australian Stock Exchange. It specializes in manufacture and development of anti cancer drugs and antibiotics for human use. The company offers its investors with added security of multiple product opportunities.The management of Recce Ltd is included of Chief Financial Officer who make financial decisions on behalf of the shareholders. This is to ensure that the company maximizes shareholder equity. Hence the position of a CFO cannot be over highlighted in the modern world(Abell, 2000). The existence of poor management, particularly financial mismanagement can run down a big company therefore there needs to be a Chief finance officer who is a certified professional who make financial decisions on behalf of the company.