Trust is one of the easiest attribute to loose and the hardest to get back. “Army leaders recognize that organizations, built on mutual trust and confidence, successfully accomplish missions” (Department of the Army, 2012, p. v). As stated in Army Doctrine Reference Publication (ADRP) 6-22, having trust and confidence in each other is necessary for mission accomplishment, which can be hard when there is a presence of abuse of power. Leaders must be aware of the atmosphere they are creating and should take care of all issues equally. The Army have different creeds and oaths, and all of them are about ensuring we take care of Soldiers.
That’s why The Army is trying to change the way people look at them by making the AAOP to motivate and reassure soldiers of their duty to their country. The Esprit de Corps is the Army’s positive spirit to complete any barrier that stands in their way. This is especially helpful in combat situations with soldiers felling physical and emotional stress. Stewardship is the responsibility of the soldier or Army civilian to make sure the profession is carried on now and into the future generations. Stewardship makes Army professionals understand that their job is not just a job it is a way of life.
A structured training and integration program for contingency area employees and managers is also required in order to improve contingency support activities. This warrants a thorough analysis as managers are responsible for the implementation of organizational policies, vision, and goals and have a significant impact on the climate and culture of the organization. The Fort Campbell AAFES is happy to employ military spouses from its local community. Fort Campbell AAFES sets itself apart from other AAFES as they set the example with the Military Spouse Employment Partnership (MSEP). Spouses are familiar with AAFES and with other military families in a unique way.
Army Knowledge Management (AKM) is important to Senior Warrant Officers as our cohort continues to grow, it will continue to be even more important in the future. We as a force need to follow the principles of AKM so that we are prepared for battle and future conflicts as we currently exist in a rapidly evolving operational environment, where knowledge and information are just as critical to the success of battle as weapons and Soldiers are. Out of the twelve principles outlined in the “Army Knowledge Management Principles” paper I feel that principles four and eleven are the most important to a Senior Warrant Officer, in making a stronger and more agile force. According to the “Army Knowledge Management Principles” paper, principle four states that we should “use every interaction whether face-to-face or virtual as an opportunity to acquire and share knowledge” (p. 4). As a Senior Warrant Officer our bread and butter is knowledge and being able to gain and share it.
I believe that building a strong coalition for the sake of refining the BCT’s vision will be the best way for me to exemplify the tenets of mission command and lead with humility up front in order to get “buy-in” with my team. I intend to execute this through an off-site team-building workshop. Initially, I will separate the NCOs and officers. For the officers, I will additionally separate the commanders and other field grades in an effort to get true assessments without undue command influence. I expect the BN XOs to be very beneficial to this process, as I believe they have a good grasp on the strengths and weaknesses of the BCT.
“We Take Our Responsibility Seriously “ Responsibility and integrity are very closely linked. Integrity must be present for a person to be able to accept failure in being accountable. Responsibility is not stagnant in higher levels of command. Every soldier whether Officer or enlisted is responsible for sustaining the essential military capabilities he possess. Specifically to the officer over a platoon or unit, who might not be in control, but is directly responsible for these troops.
Mission command and understanding the mission were critical to whether he and his Soldiers would be successful or not. Throughout the deployment, his firm understanding of operations and concern for the operational environment led to accomplishments and breakthroughs for the Iraqi people and his division with the implementation of governance, civil authorities, and overall improvement of
When a disaster occurs the federal, state, and local governments contact the military for help and support due to the their advantages attached to military operations and response which could benefit in them in manpower with specific qualifications, skills and expertise, strategic and rapid mobilization, updated technology and a variety of equipment (helicopters, aircraft, earth-moving machinery, respirators, medical supplies, power and lighting equipment, under-water capability, etc.) that most emergency organizations are unable to acquire on a moment notice (Kapucu, 2011). Besides, the military’s bureaucratic structure with hierarchical rules in place are effective in command, coordination, and control of manpower, authority, and regulations, is beneficial in providing effective response actions during the time of emergency (Anderson 1970; Schrader 1993; Sylves 2008; US House of Representatives 2006) (Kapucu, 2011). This advantage cut time in half because the structure is already set up without questioning who is doing what or who is in charge. Additionally, the military supports in sheltering the homeless, the construction of temporary housing and restoration of minimal critical infrastructure (water, electric, sanitation, communication infrastructure, etc.
Path goal theory thoroughly examined the relationship between leaders and followers. It examine how leaders motivate subordinates in pursuit of objectives. It implied that leadership is not enforced on subordinates but exercised in conjunction with them, recognising that often leadership is wanted by those that are led, not imposed on them. Path goal theory emphasise on directive leadership which involved clear command, recognise and assign tasks, indicating how and when the task to be completed and the standards expected. This is a style of leadership that is familiar to most commanders and leaders.
Added to the supervision and oversight of their daily duties, I as a leader am there to help, guide and give that listening ear when needed in whatever capacity. Ensuring that they are aware of all the military and or personal options, and opportunities that are available to them are taken advantage of. Progressing in their careers and a clear path for their future is another aspect of my leadership philosophy that I hold first and foremost. No junior soldier that has passed through my path, whether they have been assigned to me or just work under the same command/unit has not gotten the three infamous questions that I have come to ask throughout my career: 1. What are your goals in life?
She was hand-selected as the Brigade S4 position, strive to improve communication/influence techniques throughout the Brigade to increase effectiveness up and down the CoC. Built a cohesive team that accomplished logistical tasks with minimal oversight without compromising Army standards. She influenced her section to lean forward in planning and execution numerous short-notice requirements without sacrificing the mission. She incorporated safety into all aspects of the executing garrison logistical functions throughout ASG-AOR. She was a force-multiplier to the DOL and consistently focused on mission accomplishments.