Master Chief Petty Officer

and shipped off to boot camp on January 1, 1996. The Navy gave me an opportunity to escape a small town, stand on my own, and grow as a person. My first duty assignment was in Millington, Tennessee working as an administrative assistant to the Officer in Charge of Personnel Support Detachment, Memphis. I could never say the roads I took in life were easy, but looking back over the years every stop along the way had a purpose and I have been truly been blessed. Fast forward approximately 15 years

some of the leaders I served with also taught things not to do. I believe that examples of poor leadership teach you just as much as good leadership does. It wasn’t until my tour as the Executive Petty Officer on an 87’ WPB when I served with a Master Chief that showed me true leadership. This Master Chief showed me that compassion and respect is contagious. His persona within the crew built an atmosphere of trust and dedication. Our crew was driven to be successful, enjoyed everything

effecting great change on the rating. Now today I am in the position to have that same impact. 2. The foundation of my leadership philosophy is anchored by a few key influences. The two I will address here are polar opposites. ETCM Joe Rowe was the Chief of the Mess in Valdez, AK as well as the ESD supervisor. Joe taught me about empowering your workforce. He understood that he was no longer the technical expert within his rating.

On Tuesday, October 17, 2017 I had the honor in attending the Otterbein Grad School Guest Lecture Series Fall 2017. The feature keynote speaker was Scott Daly, “Scott is a 13 year veteran of the United States Navy SEALs, a Chief Petty Officer, and a Master Training Specialist” (Daly, 2017). Throughout his presentation, I connected with many of his ideas. His presentation was all about leadership and how our behavior in the work place makes a better work environment. One statement he said was, “we

As the daughter of two master chief petty officers, my entire life has been spent around the Navy. I grew up sitting behind the desk of whatever maintenance control my dad worked in or running around the house wearing my mothers cranial. My weekends were spent at air shows and going to meet the ship in San Diego when it pulled in after eight months at sea. Growing up I never wanted to be an astronaut or a princess, I aspired to be a member of the United States Navy. From the second grade through

who walks through our recruiting doors, and still can fill our personnel gap. The US economy is struggling so new recruits’ do not have the exposure required to make an educated decision on a career path. The Coast Guard will make more efficient Petty Officers as long as future goals of its service align with the future goals of the

“Anyone can steer the ship, but it takes a Leader to chart the course” (Maxwell viii). Leadership. This concept has created many debates throughout history. What does it take to be classified as a great leader? What intangible characteristics are inherent to the great leaders of our time? Why have so many failed when put into a leadership role? During my 27 plus years in the military and over 20 years in the construction industry, I have been exposed to a wide variety of leaders and their leadership

They will contain your top three of your leadership which is the: Commanding Officer, Executive Officer, and Command Master Chief. Then the Admin division will contain several personnel in charge of paperwork, one or two that will take care of pay issues, and one to take care of the previously mentioned career counselor options. There will be a supply

This inward stress I place upon myself is a positive force and my intrinsic motivation. My extrinsic motivation is provided by the prospect of career growth and increased compensation. In the military, once an enlisted member attains the rank of Chief (E-7), each consecutive advancement is more difficult. Being the recipient of an academic degree gives me a competitive edge for promoting through the

the beginning, and that is too look harder into the employees or officers that you are going to hire. The thing is that it is much harder than it sounds. People can change or lie on their interviews. So you will never be able to fully prevent every person who might break ethical codes from entering into law enforcement. What you need to do first is let all new officers be aware of what they are getting themselves into. New officers need to know that no profession demands a higher ethical standard