Throughout my Air Force career, I have taken advantage of many opportunities to reflect on my personal development. I have had to take a step back and evaluate myself many times. This self-evaluation has surfaced when I promoted to higher rank, was put into greater supervisory positions and always when I moved to different work centers. I do this because I want to learn from my mistakes and create a successful career path so that I can say I did everything in my power to make the Air Force better. My first supervisor always told me, “Leave something better than when you found it.” Throughout the Non-Commissioned Officer Academy, I have realized that I need to strive to be a better leader. The course has opened my eyes to what type of …show more content…
All Airmen that work under my supervision will know why we come to work every day. I will make sure that my subordinates have all the help they need to become proficient at their job. I will ensure that all members of my section are included in the work center’s tasking. I will foster a work environment that invites new ideas to make our job easier and more effective. They will understand that their contribution to them team plays a big part in determining whether we succeed or fail. This will motivate my subordinates to make sure that they involve everyone on our team. They will do this because they will realize that we are a more productive and efficient force when we work together. The employment of the Five C’s within our team will make us successful in everything we do. Our team’s success will make them establish trust in me as their leader. They will not doubt my decisions because they will realize that my vision has allowed them to prosper. This will motivate my Airmen to work harder because at the end of the day, they know I have their best interest in mind. I will lead by example and make sure that I am competent in all the tasks that I expect them to do. They will know that I am not just as a person in charge, but a mentor that truly cares about his
An environment where military members account for themselves as well as others will have a powerful positive impact. Accountability is a must have for all effective
The Junior Reserve Officer Training Corps’ mission statement is to, “To motivate young people to be better citizens.” JROTC prepares young men to have leadership and to have benefits in their citizenship. JROTC prepares young men to be independent to be in charge of others that could benefit others to be better leaders. JROTC provides different activities such as service learning projects, which is a project which gives opportunities of knowledge, discipline, and a sense of responsibility to take for the future. There are certain goals that JROTC wants cadets to accomplish to be a better citizen.
If and when they achieve these standards, it helps instil pride in the team, as well as aiding their development through the learning process. Indeed the servant leader thrives on helping their subordinates perform to a high standard, it is this that enables them to nurture them. It also helps them to encourage confidence in the team. When recognising the strengths and weaknesses of the team, the servant leadership thrives in both empowering their subordinates to work to their strengths; but also in developing their weaknesses. By doing these, particularly developing the recognised weaknesses; they in effect serve their subordinates by helping to develop and better
Commitment, dedication, and motivation are the three most important values when joining the military. Background checks and months of training are required to ensure that the best is selected to stand strong as one for the best interest of all. Regardless of the requisites, hundreds of individuals devote their time to become part of the US military, unfortunately it is not meant for everyone. Even though the system tries to ensure that only the strong get chosen, it has been proven to be flawed. For example, ex-military personal, like Robert (Bowe) Bergdahl, have left base camps or leaked information to express their feelings towards the military.
From the lesson of training, I also realized the weight that officers hold when it comes to building trust, motivating, and pushing their soldiers. They are going to expect the utmost level of skill as well as professionalism that you must provide as an officer. In return, it is your right to expect the same level of excellence from your soldiers, being there to push them above the standard and holding them to being experts and professionals. This is a trait that no matter how skilled you or your soldiers may be, there will always be room for constant improvement and
Many seem to over emphasize the many privileges gained as an officer and seem to completely overlook the ever more important duties that should be the true motivators. I must ensure to maintain this mindset. I must also remember to put “people first”. (Department of Defense, 1988) This will be a cornerstone in every decision I make.
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?
Over my twenty-year career, the core aspects of my leadership philosophy have been constant while other parts evolved with me, as I changed jobs and responsibilities and while I matured and gained new perspectives. Mahatma Gandhi said it best, “You have to be the change that you want to see in the world.” In keeping with the military’s practice of conducting after action reviews after military exercises, I hope my written leadership philosophy will become a contract to keep me in check and ensure I “walked the talk.”
This creed given to the Young Officer Course of 2014 has all the answers to becoming a leader who truly leads by example “Fit to Fight Fit to Lead” Soldiers and war go hand in hand therefor it would be expected for soldiers to go into training so that when the time comes for the war he/ she is competent and physically capable of overcoming the enemy. As the officer in charge of these men who will send them into battle, you would want to be certain that if you send your men into fight that they won’t desert the country or the mission given and that they can be successful in achieving the goal.
From the moment I was born I was considered a military brat, I was born in Hawaii at tripler hospital because my mom was in the army and stationed there, my biological father was in the marines. When my mom remarried when I was 7, she married a man who was in the Navy. Everyone thinks being a Military brat just means you know more than other people because you 've been more places and seen more things and you get a lot of stuff you want. This is not true at all. Coming from a military background means you never have stability, you are held to a higher standard than all the other kids, and sometimes it makes you want to be in the military and only focus on that.
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.
The transition from enlisted into the ranks of officer is not a situation that anyone should take lightly. With greater rank comes greater responsibility, I emphatically understand the prestige and responsibility that comes with this transition. In this essay, I will answer three questions. Why do I want to be a military officer? What does society expect from me as a military officer?
As time passed, I seemed caught in a rigid routine. When I woke, my crazies made it hard to shower. During the day, I worked as an accountant for two small businesses in town. After work I came home, got high, and sat alone in my house. At night I watched Johnny Carson, and on the weekends, I visited my Aunt Claudia.
A lot can be accomplished just in how we talk to each other. As a leader, I will talk to you, not at you. Take your position seriously - whether you are new to the Army or a senior leader- your role is important and adds great value to the overall mission. I’m a firm believer in doing your absolute best at all times; don’t aim for substandard. Remember that it is okay to ask for help, it is okay to not know something, but you should always be striving to learn and improve.
Most importantly, since the contents of this course are largely different from what I have learned in my major courses. I regard this as a rare opportunity for me to take on some new challenges, and I would like to take a chance to develop my leadership skills. Before attending this course, “leadership” is a word quite far away from me, and I only have some basic understandings of it. And I found out that most of my thoughts I had about leadership are very different from what it really is.