Essay On Coast Guard Leadership

1. The pillars of leadership are taking care of people and being transparent, with the central goal of achieving safe and effective mission execution. In the Coast Guard, our people are our most valuable asset, and we must strive to take care of each other on and off-duty. Taking care of people includes promoting a culture of open communication and transparency, in which everyone feels safe to speak up and bring issues or mistakes forward as they arise. Unit safety and readiness will exceed the standards when trust and communication are prioritized on all levels, and we create opportunities to learn from our mistakes.

2. Effective leadership requires a deep understanding of the organization's mission and objectives, as well as the ability

One who truly embodies effective leadership has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. I have served under supervisors whose leadership styles did not prove to be effective, mostly due to a lack of respect for their subordinates. They did not show a desire to know or take care of their people; perception and the mission were the only priorities. The barrier created by this lack of respect for their workers resulted in distrust and little motivation to give maximum effort. I was very lucky to subsequently serve under a supervisor who fostered an environment of mutual respect, trust, and transparency. I came to work every day motivated to work hard and perform to the best of my abilities because I knew that my supervisor trusted and believed in me. I aspire to have that type of motivational leadership as a junior

Obtaining qualifications in a timely manner is necessary if the goal is to meet the standards, become an asset to the unit, and set the example for others. All members of the United States Coast Guard should strive for excellence and attain as many qualifications as possible. Being fully qualified makes the member an invaluable asset to the unit who is able to fill any position when needed. As an officer, the focus is on you to uphold standards and go above and beyond for the unit, always striving for improvement. We as officers need to be the role models for the enlisted workforce to emulate; if the officers aren’t spending their time pursuing additional qualifications and professional development, the enlisted will surely not be motivated when asked to do so. I recall a Chief at Air Station Clearwater who was assigned to a different airframe prior to transferring in, and he was not qualified on the MH-60T helicopter. As the Training Petty Officer, I did a check-in with him when he reported and outlined the expectations for him getting his Basic Aircrew designation on the MH-60T helicopter. He let me know that because he was a Chief, he did not have to get qualified or learn the helicopter, and that he is ‘only here to run the shop’. This particular Chief did not make a good supervisor because he did not have, or care to have, a knowledge of the aircraft maintenance evolutions that he was expected to supervise. Conversely, I have seen other supervisors report under the