Over the past 23 years, I have worked for several commanders possessing varying degrees of leadership and management qualities. My personal experience has shown that unit health and morale are directly proportional to the positive influence a leader can impart during his/her command. Often, a commander can inherit a healthy organization with strong subordinate leadership and succeed without doing much. However, it takes a leader of extraordinary character to take an organization at the pinnacle of excellence, and endeavor to make it even better. While serving at my last unit I witnessed LTC Doe attempt such an effort, resulting in overwhelming success. LTC Doe’s ability to harness best practices and combine a strategic vision, organizational …show more content…
When he arrived, the unit had already established itself as the premier unit in its particular area of excellence. The unit boasted individual and team world, and national championships six separate shooting disciplines. In addition, the unit had a nascent but successful Instructor Training Group (ITG) tasked with teaching the operating and generating forces basic, and advanced marksmanship programs. Even though these teams were already very successful, and on a clear path to sustain performance levels and outputs, LTC Doe ordered a comprehensive review of all systems as part of his command transition. This decision revealed opportunities to improve the organization by enhancing the ability to win competitions, and improving marksmanship capabilities across the Army. First, by overhauling the unit’s competition selection process, we increased the level of competition that resulted in markedly improved evaluation metrics. Second, he amplified messaging to the Maneuver Center of Excellence (MCoE) about our Instructor Training Courses and collaborative opportunities to improve marksmanship across the
His contributions to these revisions significantly improved the efficiency of range operations on the Night Infiltration Course, as well as increased the realism and rigors of training for all IET Soldiers. While assigned as an Instructor/Writer, SSG Flores was selected to serve as a range safety NCO for the Training and Doctrine Command (TRADOC) Best Warrior Competition at Fort Leonard Wood. His competence and expertise were crucial to the safe operation on the rifle marksmanship and stress fire ranges. SSG Flores ' contributions to the Best Warrior Competition enabled CTC to provide the necessary training that was essential for TRADOC to complete the competition.
SNC confidently briefed a thorough five paragraph order including specifics to include terrain, location of leadership, specific tasks, and actions on the objective. SNC’s tone was authoritative in nature. SNC’s fire team’s formation lacked proper dispersion and resembled a “ranger file”. SNC did not correct this deficiency and the fire team’s formation continued to lack proper form and dispersion. Upon enemy contact SNC froze and did not establish fire superiority prior to begin closing with the enemy.
An articulate and creative thinker that increased the overall effectiveness of this command. His realistic and relevant approach to action planning creates an atmosphere that promotes collaboration conducive to excellence. CW3 West applies professional competence and skills through the use of effective communication, spearheading a mentorship program for logisticians that increased their problem solving, communication, and leadership skills. CW3 West is rated as 2 of the 4 officers that I rate. Richard is the consummate professional who continues to mentor, develop and prepare our next generation of warrant officers.
Their dedication to excellence has directly contributed to the continued success of the battalion’s mission of educating Cyber Warriors and Signal Leaders. 2. The Company Supply Team has accumulated a list accomplishments over the past year which has earned them the nomination for such a high honor. Some of their accomplishments include: a. 100% accountability of the largest property
During his tenure as the Logistics Noncommissioned Officer Academy (LNCOA) Ordnance Branch First Sergeant, 1SG Richelieu was responsible for the training, morale, and welfare of 65 NCOs, 9 Civilian Contractors, and 1 DA Civilian. During his tenure, 1SG Richelieu ensured that cadre certification and POI updates remained current and within mandated accreditation requirements. 1SG Richelieu also maintained the branch’s assigned equipment valued at over $2,000,000 without loss or damage.
Before coming here a was a cadet in the Civil Air Patrol for several years, and throughout my time there I was able to observe many different leaders, good and bad. However, one of the squadron commanders still stands out in my mind. His name was Sam, and only fifteen years old when he became the squadron commander. He was perhaps the best leader the squadron had while I was in it. Before he took over the previous commander lacked the motivation to do anything, therefore the squad was in disarray, and no one else had the drive to try to fix the problems that keep arising either.
SUBJECT: Developing Warrant Officers for the Future 1) Purpose: To provide information on developing Warrant Officers utilizing the Warrant Officer 2025 Strategy. 2) Facts: a. The Warrant Officer 2025 Strategy seeks to produce a capable warrant officer cohort of trusted professionals who are technologically agile, adaptive, and are innovative leaders for the Army’s Force 2025 and beyond. Through optimized accessions, leader development, and world class professional military education (PME) warrant officers can continue to be relied upon to maintain a depth of knowledge and provide expedient solutions to increasingly complex problems now and in the future. The Warrant Officer 2025 Strategy aims to develop cohort centric best practices
Ronald Reagan You arrive at your next duty station and observe that Airmen are cutting corners to accomplish tasks and morale is the lowest you have ever witnessed. The Airmen look for your leadership to make things better. To be successful in times like these, leaders must exhibit both visionary and ethical leadership. Ronald Reagan personified visionary and ethical leadership during his tenure as the 40th President of the United States. His application of visionary and ethical leadership principles are relevant to me as I seek to develop and to guide future Air Force leaders.
As the Army Junior ROTC program celebrates its 100 year of being established, cadets and instructors start to realize its purpose and its significant changes. I take a glance into the past and gathered information on historical events contributing to the program. Also acknowledging the program’s difference from today and 100 years ago. These aspects will likely determine the future of the Army Junior Reserve Officers’ Training Corps.
As the Commandant he stayed actively involved with TRADOC, the Sergeants Major Academy, the Army National Guard Non Commissioned Officer Academy and US Army Alaska by setting the example for the Basic Leadership Course by; instituting a partnership with the Alaska Army National Guard (AKARNG), receiving the Institution of Excellence from TRADOC, and briefing Sergeants Major and US Army Alaska Company Commands. His leadership, knowledge and perseverance led this Academy to stay focused on the standards of training, standards for documenting training, and alternate qualifications the cadre must maintain as directed by TRADOC and USASMA to receive the distinction of being an Institute of Excellence; the highest evaluation that can be awarded. CSM Ferdinand constantly kept the Alaska Sergeants Major abreast of BLC changes that effects their Soldiers. He briefed the incoming Company Commanders and First Sergeant on the BLC requirements to guarantee maximum Soldier thru put. On many occasions he traveled over 360 miles to brief units on the BLC standards and complexities to improve their Soldiers chance of being enrolled and accepted for training.
Conducted weekly synchronization meetings with Directorate Leaders and Senior Staff to identify and prioritize efforts among the Commanders project priorities. Create a positive work environment with zero tolerance for sexual assault and sexual harassment. Establish a workplace climate that fosters dignity and respect for all members of the group. Established high expectations and assumed the duties of the OCS Chief, Area Support - Kuwait resulting in a seamless flow of information throughout the DOL, ASG-Kuwait, 1st TSC and USARCENT's respective
Everyday, I had to set up the target range for marksmanship, and make sure the other cadets where ready to shoot and knew the safety procedures, all while making sure other cadets where able to
Interviewee: USAF CMSGT within the AFSPC/50SW, aka Chief Expectation: Chief had textbook responses during the interview. He said, “As commanders (CC’s) take command, I expect that they bring a positive attitude while initiating their strategic initiatives for improvement. I expect the commander to learn the mission before making wholesale changes. However, I do expect the CC to make some change.”
JROTC is going to continue being successful. From the beginning of 6 units in 1916, JROTC has expanded to 1645 schools today and to every state in the nation and American schools overseas. Cadet enrollment has grown to 281,000 cadets with 4,000 professional instructors in the classrooms. Comprised solely of active duty Army retirees, the JROTC instructors serve as mentors developing the outstanding young citizens of our
As of right now, Army Aviation training doctrine is headed