With the demands and high tempo of standing up the new cyber field, the U.S. Army will not only require technical experts, but strong proven leaders to mentor and guide the next generation of cyber professionals. I firmly believe that SSG Worley has shown that he is more than capable of being such a leader. As a result, I am pleased to recommend SSG Worley for the Warrant Officer Candidate Program and the 170A Cyber Operations
It will have top leaders thinking about the direction of our profession and ways to keep the American Soldier a professional in his field. b. The beginning of the paper talks about the Army as a profession of arms by posing the question, “what does it mean to be a professional?”. The characteristics
Mission command orders allow Warfighters to carry out the commander’s intent as the mission or environment changes. This allows leaders to use disciplined initiative in order to continue to exploit the objective. Trust and a common understanding of the commander’s intent and end state are critical supporting elements of mission command. General Dwight Eisenhower was the Allied Commander in Chief for Operation Husky. Therefore, it was General Eisenhower’s responsibility to develop and coordinate his intent.
Mission Command. The decentralized approach of mission command fosters trust and continual dialogue from commanders to subordinate leaders; allowing them to be adaptable, creative, and critical thinkers that will impel individuals at all levels to prevail in unified land operations. In General Dempsey’s 2012 Mission Command white paper, he emphasizes the role of the commander to not only explicitly give his intent but to trust his subordinates to act on his intent to perform the mission. The Army has many institutional facilities and training environments that allow commanders to establish a dialogue and visualize their subordinates performing their mission essential tasks to a level of proficiency. However, trust is not a task built
By using the Baldrige Criteria it allows a comprehensive assessment based on criteria with a national standard of excellence. The text (Fisher) explains that benchmarking uses teams of employees that review and visit the programs, services and practices from all over the world that share in best practices in the area of homeland security. All organizations endeavor to become like these organizations, as they are “world class” in practices that they have recognized as needed development in those areas (Fisher, 2013). Based on benchmarking of the team the key components to consider for any organization in a homeland security assessment should be the basics to the assessment as recommended in the text (Fisher, 2013). I will list some of the key components that I feel is important within the sections.
My academic attitude, I believe, is important for a Resident Assistant to hold because as a RA, one should be a role model for the other members of the hall. While I do take my academics seriously, I also understand the value of communication and social stability while in college. I am very capable of delivering emotional support to any future residents that I may have. Due to my position on the Monmouth College Forensics Team, I, in no way would consider myself shy and have a very warm and outgoing personality that I feel would be able to help residents feel at ease. I value organization in my everyday life and I feel that my daily management skills would
For JIATF-SW, the Director position should be filled by a DHS Senior Executive Service leader vice utilizing a General or Flag Officer from the military. With DoD in a supporting role, an active duty officer should lead the military directorate of JIATF-SW with key members of his staff appropriately interwoven amongst the interagency directorates to work directly with their counterparts to increase unity of effort. This would afford a more parallel leadership construct between DHS and DoD as the DoD entwines their capability and expertise into the
The missions, assignments and training I have executed over the past 15 years in the Army have led me to this decision point to become a Special Forces Warrant Officer. I have a strong foundation of leadership skills and technical and tactical expertise that will allow me to grow as military professional and commissioned officer. I want to be the Special Forces Warrant Officer our commanders have grown to depend upon and trust as they lead us in the defense of our nation. Para 1-4 of AR 600-100 (8 March 2007) defines leadership as “influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization.” From the time I entered the service I have been in a leadership position.
My time in JROTC has been one of the better things that I have done. JROTC has shown me that I need to make sure I have been on my best behavior. JROTC has shown me that I need to make sure that I have honor, Integrity and Respect. Not only for others but also for myself and the leaders of this fair country in which I live. JROTC has shown me that there are many life skills that I will learn as I continue on with my career within the military.
My experiences in the military have given me plenty of leadership (management) time, but my personality better suits me to be a contract negotiator. A manager makes a final decision which I can do, but I would rather have a person with more experience make that choice. Different actions would be gathered and then presented to management. Listening, taking notes, reading body language (due to college), compromising, and organizing our most recognized personality traits. These traits have made me interested with working through teamwork to get the mission accomplished in the safest and most efficient ways possible.
This program includes; staff assistance visits, where the staff evaluates an organization, and assists in improving procedures ____with in their command. In addition, even though this is considered a program, is more of a ____ to help establish a culture of supply discipline across the Army by standardized and continuous training. For example, mandatory training, and certification levels according to rank, and position are some of the requirements that continuous improvements address in the efforts to sustain a culture of
Young cadets will be faced with new challenges and lessons that my generation will wish we had. Technology will improve and the program will be provided with high tech gear. As acts of terrorism in the United States increase, cadets could be trained to professionally respond to such events. As of now, there are Army, Air Force, Navy, and Marine ROTC’s across the nation; a part of the curriculum is learning the customs of that certain branch. In the future, I can imagine the course extending to all branches and teaching the basics of each to ensure a better understanding of the entire U.S. military.
Leadership Philosophy Chief Petty Officers owe to their organizations a sound understanding of leadership. Senior Enlisted Leaders (SEL’s) are retained in the military primarily to serve as leaders who effectively maximize the efforts of others so the Navy and Coast Guard can achieve its goals. Effective leaders in the chief’s mess set the tone and are visible amongst the command while constantly leading by example. This paper will explain the author’s leadership philosophy, refer to several influential leaders throughout his career, and incorporate three leadership behaviors from the Leadership Practices Inventory (LPI) feedback. Leadership Influences In the Navy, many Sailors are assigned to leadership positions whether they like it or not.
The Chief Petty Officer Academy (CPOA) course introduced me to numerous tools and effective managerial, and leadership skills. I will apply tools and concepts that acquired from Academy to nurture an effective work environment at the Centralized Service Desk (CSD). Academy created a positive impression on me and I have seen a tremendous growth in my leadership style. I should be able to achieve an effective work environment by utilizing my experience from Academy such as stress management, Myers Briggs Type Indicator (MBTI) and a bigger picture of being Chief in the Coast Guard. In the stress management class we performed a stress map.
The Rand article, “Developing U.S. Army Officer’s Capabilities for Joint, Interagency, Intergovernmental, and Multinational Environments,” also addresses the need for interpersonal skills and integration skills to achieve success in a JIIM environment. The Army has already adapted much of what the Rand article relays. Many of the Officer requirements in the 2014 DA Pam 600-3 require or suggest JIIM assignments. These are not just for Special Forces, but, for example, an Artillery Officer also has