The Five Steps Of Exemplary Leadership In The United States Coast Guard

The position of Officer in Charge of a Coast Guard unit is earned. Candidates demonstrate knowledge and temperament for the position in an exhaustive oral evaluation process. Then earn assignment in competition with peers. Receiving orders as an Officer in Change validates the belief that you know how to run a unit and what is best for the crew. Prior to my current assignment I served as Officer in Charge of a unit with a high performance standard and very good morale. This further reinforced my belief that I knew how to run my new unit and what was best for my new crew. I quickly learned that my new crew was not my old crew. I tried to use the same leadership philosophy and practices that had worked very well previously and expected the same results. The new crew required a much different approach and soliciting feedback ultimately led to improved results. The LPI has taught me that I can certainly improve as a leader. I need to work on not just being approachable, but also being open to feedback. In some cases I may need to actively seek feedback rather than simply holding request and complaint mast once a week. Improving my ability to challenge people to try new and innovative ways to complete their work may complement improvements in seeking

The core leader competency ‘Develops’ is broken into four key objectives: create a positive environment, prepare self, develop others and be a steward of the profession. The behaviors associated with these objectives are essential to the successful implementation of the Army SHARP program. Creating a positive environment decreases the risks of disciplinary issues in general. When an NCO is familiar with the required reporting procedures and available support programs they can more effectively train their Soldiers in what needs to be done given a situation that requires intervention. By passing the knowledge of how to handle situations to subordinates a NCO is ensuring the next generation of leaders carry on the ideals of the profession. When all of these objectives are met the unit becomes an environment where all personnel can be assured that not only their leaders, but also their peers will be invested in their wellbeing.

When I joined the Coast Guard 21 years ago, I would never have guessed I would be writing a memo based on my leadership philosophy. My first two years and ten days in the Coast Guard was the most miserable I have ever been. I was one of two females at a Small Boat Station in Rockland, Maine. My roommate and I were treated differently, to say the least. We were the only two mess cooks out of 20 non-rated personnel. Her and I would switch every other month for more than one year. It took us twice as long as the men to get communication room and boat crew qualified. We had to do colors only in the rain or snow. We were assigned Extra Military Instruction (EMI), like throwing heaving lines for hours on the pier, because we were “weaker” than men. Our BM3, who was the Master at Arms (MAA) would unlock our barracks room and try to climb in bed with us when he was drunk. We had to move furniture in front of the door to keep him out. My Chief Boatswains Mate put me in a Gumby suit and he dropped me off the side of the small boat, in to the water, in October, at night - to see if they could “find me” again. I was in the water for more than one hour. These things are important to know, because as an 18-year old girl from a small town, the actions, as well as lack of action of these men would shape almost every aspect of the leader and person I have become today.

Selfishness, overblown sense of worth, and indecisiveness are certain traits that seem to appear more frequently in today’s leadership due to an ineffectual advancement process. The Navy’s advancement process consist of a standardized test, Navy wide rating quotas, and evaluations which may or may not accurately reflect the person’s being. Certain aspects of these rolls and processes need to be changed to more accurately reflect those qualities that are required to be an effective leader in today’s Navy.

The story of Captain D. Michael Abrashoff and his command of USS Benfold has now become legendary inside and outside the Navy. Captain Abrashoff offers this tale of top-down change for anyone trying to navigate today’s uncertain seas. When Captain Abrashoff took over as the commander of USS Benfold, which is a ship that is completely armed with every cutting-edge system available, but unfortunately, the ship was like a business that has all the latest technology but it lacked in productivity and teamwork. Knowing that that the responsibility for improving performance rested with him as the new USS Benfold’s Captain, Abrashoff realized that he had to improve his own leadership skills before he could improve the crew aboard the ship. Within months, Abrashoff created a crew of confident and inspired problem solvers eager to take initiative and responsibility for their actions. The slogan on board became “It’s your ship,” and the USS Benfold was soon recognized far and wide as a model of naval efficiency. (Abrashoff, 2002) From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff’s extraordinary campaign sent shock waves throughout the entire U.S. Navy fleet. By reading this book, it can really help you change the course of your leadership skills, no matter where your battles are fought. As a society, we continue to invest in the latest

The majority of my experience dealing with leadership in the Marine Corps had been both positive and negative. It always seemed like the great leaders that I did have the pleasure of following never had the chance to survive due to their power hungry superiors. We are all able to learn from the mistakes and success from all styles of leadership. What I am learning from this course is that each style of leadership can work depending on the type of organization. I try to imagine and embrace the thought of a world lead by transformational leadership. Leadership that would sets the standard for all organizations and leaders. Leaders should understand how significant their influences are and how they are in the positions to empower followers to invoke positive and ethical change that could create a ripple effect in today’s business world. In this paper I will be analyzing Martin Shkreli’s leadership style, focusing on how his values, ethics and abuse of power ultimately plummeted him into a pool of corruption and failure. Martin is currently one of the most disliked individuals in Wall Street, social media and by the consumers that rely on the life saving drug, Daraprim. Not only am I appalled by Martine Shkreli’s leadership style, I am also very disappointed with how long his followers encouraged his behavior. It is very important to understand that all of the responsibility does not fall all on the leadership. The boards of directors, stakeholders and the followers have as much

As Chief of Naval Operations Adm. Jonathan W. Greenert once stated, one of the U. S. Navy’s guiding principles is “People are the Navy’s foundation”. The United States Navy has long since recognized that command at sea is an honor and a unique privilege, one that demands confidence, self-reliance, sound judgment, and complete dedication to the wellbeing of shipmates. At every level of Naval operations, leadership, integrity and character have always been vitally important dimensions of who we are and what we do.

The Chief Petty Officer Academy (CPOA) provides Chiefs with an opportunity to learn new ways to understand their people and themselves. By using the tools provided by CPOA and reflecting on the lessons learned I will continue to grow myself into the best possible leader that I can be for Coat Guard (CG). Our time spent here at the CPOA gives us a chance to develop ourselves like no other time in our career, but only if we buy in. The Myers-Briggs Type Indicator (MBTI) Assessment allowed use to learn something about personality preferences while the Leadership Practices Inventory (LPI) allows use to receive unfiltered constructive feedback form over coworkers.

Five weeks at the U.S. Coast Guard (CG) Chief Petty Officer Academy (CPOA) has inspired my spirit, strengthened my body, and encouraged my heart. Week-by-week, the CPOA has been one of the most influential periods of my life. Through guided self-introspection, a safe and positive environment, establishment of goals, insightful challenges, and rigorous physical activity, increased blood flow has flooded my stagnant cellar, cleansing the dust and cobwebs that lay dormant. With 12 years active duty, I am a Boatswain’s Mate (BM) by trade and Executive Petty Officer by title. My career-long goal has recently been realized, for I am the Prospective Officer in Charge of USCG Station Apra Harbor in Guam. I have an amazing 2.75-year-old

Leadership can be defined in many different ways. In the military leadership is one of the most important traits used by noncommissioned officers, officers, warrant officers and enlisted personnel. The Army relies on Non-Commission Officers to be able to prepare, and perform no matter what the situation is. NCOs are the backbone of the army and in order to be able to lead we must be able to gain trust, loyalty, communication, and personal courage.

Due to the recent drawdown in forces in the Marine Corps, many Marines have found themselves getting promoted to Corporal and Sergeant at a faster pace than those before them. The problem with is that many of the Non Commissioned Officers (NCO’s) have not been able to learn the proper way of becoming a leader. Many of the NCO’s that fill the ranks fall short of many leadership principles that guide leaders, one of those being “setting the example”. This shortfall breeds the “do as I say and not as I do” mentality that infects the enlisted community. The most important way to negate this is proper professional military education (PME). NCO promotion panels also help ensure that Corporals and Sergeants who are coming up for promotion are of the right caliber as well.

4. In addition to his main duties Petty Officer Gainer’s leadership qualities extend beyond the Command Center. Petty Officer Gainer understands that a good leader exemplifies the Coast Guard’s core values of honor, respect, and devotion to duty at all times. Petty Officer Gainer is an active member of the Morale Committee, the Leadership and Diversity Advisory Council, and the Partnerships in Education Program. Since Petty Officer Gainer’s arrival Operation Specialist participation in extracurricular activities has increased

This essay addresses leadership challenges and ways for improving leadership skills for positive changes for all Noncommissioned officers (NCO’s) of the California Army National Guard (CAARNG). Improving the current leadership practices by providing continuous training that uses standardized approaches and practices for all CAARNG NCO’s. This will assist in preserving the utmost level of attention on the CAARNG NCO structure that can in turn affect the development newly inducted NCO’s and the retention of highly experienced NCO’s.

Beginning in boot camp and continuing throughout my career, I’ve seen the Coast Guard promote the leadership model to be: “You” influencing “Others” to achieve a “Goal”. With all the different ways leadership can be defined, this simplistic model which has been permanently engrained in my thinking definition still rings true for me. As such, when defining my own personal definition of leadership, I align it to this same model. More specifically, while I support the fact that leadership involves influencing others to achieve a common end I propose that is not the whole story. Leaders must not be stagnant in their vision and must lend themselves to the possibility they may have to adjust their leadership styles depending on the goal. The best leaders are the ones that understand their own personality traits as well as those traits of the people they are trying to lead.

Support that Naval Audit Service provides to help its managers develop the knowledge, skills, and abilities needed for effective performance are trainings such as Leading at the Speed of Trust and The Seven Habits Leader Implementation: Coaching Your Team to Higher Performance. This course