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Abc Leadership Reflection Examples

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After a few weeks to observe the 4th ABCT, I have had the opportunity to gather the facts that will facilitate my overall assessment and way ahead for the BCT. The unit still has the legacy of greatness that I remember serving with as a battalion commander, and has the potential to regain that prowess. Sadly, a failure in leadership at the senior field grade level is the reason this BCT is not reaching its full potential. ADP 6-22 defines leadership as, “the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.” The current leadership of 4th ABCT has failed to provide the purpose, direction, and motivation to the Soldiers in order to accomplish the mission, …show more content…

In an effort to mitigate these issues and improve the organization, I will provide purpose, direction, and motivation through the following organizational vision statement: 4th ABCT carries a legacy as the best trained, most highly disciplined, and agile and adaptable unit that can assume any mission and win decisively. Our inspired Soldiers and leaders are renowned for physical and mental toughness, innovation, unwavering character, competence, and commitment to our team; a team built on trust and strengthened by our …show more content…

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 will then come together and compile everyone’s input in order to refine the goals and develop a prioritized list of tasks to accomplish the goals (the initial tasks listed within my vision section above will be withheld from this event so I do not influence the team). At this point, it will no longer be my vision, but rather our vision as a coalition of leaders prepared to drive

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Progress and challenges will be tracked by managers. Celebration will be in order when goals are achieved and challenges will be handled as they arise. Culture Objective 1 Develop a vision and mission statement

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1174 Words | 5 Pages

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

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708 Words | 3 Pages

Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade.

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1162 Words | 5 Pages

The critical leadership problem facing the 4th ABCT is weak and toxic leadership has created a unit culture tolerance and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of sub-standard and inappropriate behavior, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the BCT. The change from offensive operations to security and stability operations negated the METL tasks 4th ABCT completed during their MRE and resulted in 4th ABCT not receiving properly training or manning during their deployment. The leadership then allowed the SFAT mission to compromise the integrity of the

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719 Words | 3 Pages

Influential leaders balance the long-term needs of the Army, the near-term and career needs of their subordinates, and the immediate needs of their unit's mission (1). The Army Leader Development Strategy states that "successful leaders recognize that continually developing their subordinate leaders is the key to the long-term health of the Army" (5). [1] The Army intends to develop its soldiers in the operational, institutional, and personal domains (2). These domains allow individual soldiers to control their career development with the guidance of their chain of command and the Army progressively and sequentially. The fundamental truth is that soldiers accomplish tasks because they do not want to let each other down (1).

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908 Words | 4 Pages

The goals created for the organization have to be aligned with the strategic goals and overall mission of the entire organization.

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1262 Words | 6 Pages

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”.

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979 Words | 4 Pages

Base jumping, hang gliding and wind surfing may be a few activities that come to mind when thinking of ‘extreme sports,’ but what about leadership? Can leadership be an ‘extreme’ sport? Former Chief Executive Officer (CEO) of Popeye’s Louisiana Kitchen, Cheryl Bachelder, believes so. On her personal website she posted a personal quote, “Leadership is an extreme sport requiring both courage and humility” (Bachelder, 2018). Cheryl Bachelder is a visionary and ethical leader who displayed ‘extreme leadership’ while leading Popeye’s from underperforming in 2007, to exceeding employee and stakeholder expectations in 2017.

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648 Words | 3 Pages

Through the past 11 years that I have been an enlisted Soldier, I have seen the value of leadership and the effect good and poor leadership can have on Soldiers and

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1137 Words | 5 Pages

Diversity changes and challenges established norms and helps to evolve people, principles, and organizations. Leadership, both its understanding and execution, is affected by workplace diversity for a variety of reasons. In this short reflection, the focus will be how relational leadership compares and contrasts with other ideas, evaluating the four-step framework, and the three primary cultures of leadership. Finally, I will evaluate my workplace in light of these comparisons.

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647 Words | 3 Pages

B. Mission statement Our mission is to establish a respectable working relationship and work cohesively to exceed expectations for this team project. C. Vision statement Our vision is to be a highly-effective team with exceptional communication, collaboration, and delivery capabilities, while learning new skills and enhancing our leadership skill set. D. Shared values

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714 Words | 3 Pages

In the course of the year, due to the Peer Leadership program, I feel much more motivated. At the beginning, I was insecure and unable to carry out the responsibilities successfully. Many times I found myself out of place and expressing myself was a challenge since I did not feel confident. But I have been able to feel part of a group for the first time in a class at school. I can share with other peers and unwind more easily in front of them and out of class as well.

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1531 Words | 7 Pages

“Discipline and pride build individual morale and a collective esprit de corps” resulting in high performance and conduct. Today, the legacy of esprit de corps is continuously promoted though customs, traditions and ceremonies; and is present in all levels of the Army profession. Contributions to esprit de corps can be manifested in: high motivation, teamwork, commitment to organization, and promotions to name a few. Having esprit de corps in a group not only boost morale, but it is also the driving force that helps lead to effective mission

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857 Words | 4 Pages

What is my leadership philosophy? Over twenty years ago, I raised my right hand and took an oath of office by which I swore to “support and defend the Constitution of the United States of America.” I, [name], do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.

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755 Words | 4 Pages

These are just a few of the army values and how they play an important part in an effective leader and follower’s day to day

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