MCCS-ACA 26 November 2017 MEMORANDUM FOR RECORD SUBJECT: Leadership Philosophy 1. I am a 68W Instructor. I am one of the first to influence America’s sons and daughters after they transition from being a “Soldier”, to being a “Soldier Medic”. That trust is sacred to me and will not be taken lightly.
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 In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade.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.
This ability to step up to the challenge and perform remarkably is indicative of his great ability as a leader, and his personal integrity. The capability to do this is a great merit to his character and shows the trust his superiors had in him. 20. SGT Van Droffelaar showed a great ability to lead effectively, and it was based on his ability to perform tasks in accordance to his character, which shows great connections to the ADFA values. INCORPORATIONS INTO PERSONAL LEADERSHIP
But I’ve seen great leaders who stood in front of a platoon and saw it as 44 individuals, each of whom had his hopes, each of whom had his aspirations, each of whom wanted to live, each of whom wanted to do good. So, you must have character. Some great man once said that character is seen only when nobody is watching. It’s not what people do when they are being watched that demonstrates character, it’s what they do when they are not being watched that demonstrates true character.” (Shwarzkopf, N., 2001)
When I think about the Seven Army Values and the Warrior Ethos so many brave men come to mind. For this paper I’ll be telling you about SPC Kyle White. A United States Soldier who took to heart those seven values and the Warrior Ethos. In any line of work you should always strive for to follow these “guidelines” but I feel that it is especially important in the military and it really is the backbone of how we should do our jobs. They should always be in the back of your mind and with every decision you should be able to say “What I’m doing follows these values.”
To truly understand how such a prestigious organization that has produced great military leaders like Eisenhower, MacArthur, and Patton faced the potential of expelling nearly 117 underclassmen for cheating and approximately 200 others who had knowledge of it, we must dissect how a civilian is transformed into a commissioned officer and prepared to give his life in defense of their
In addition to the lack of testing, one needs to ask how character is built in Army Professionals. When asked what builds character in Army Professionals, 32 Air Traffic Controllers in the Advanced Leadership Course at the NCO Academy (See Appendix A for more information on the census) stated that personal experience helped develop character over any Army Doctrine. To substantiate the claim, Army Doctrine Reference Publication (ADRP) 6-22 states that individuals are responsible for their own character development (2012). Character is an umbrella of multiple leadership attributes, Army and personal values, qualities and choices one encompasses. Combining character with personal experience calls for Army Professionals to become well rounded leaders.
We all understand how to be a good Soldier. We must not only know those values, we must encompass them. As Dempsey says; (2010) “The Army Ethic begins with the moral values the Army defends” (p. 12). As a Human Resources Sergeant in the Profession of Arms, we have a calling. We have been called upon to take care of so many in so many different ways.
Moreover, successful Army leaders and officers lead by example, exemplify essential characteristics of the Army Profession, and develops others. According to the definition of Army
A Commander sustains an ethical command climate in war by establishing clear intent and purpose for their organization, accentuated through his vision. The Uniform Code of Military Justice (UCMJ) and the Law of War are the military guidelines and penalties for soldiers to act accordingly. Distinctively, the majority of people know the difference between right and wrong. Command team (i.e. Commander and NCOs) are role models for the organization and set the example for their subordinates, which led to sustaining an ethical climate. Discipline organization exhibits high physical fitness, technical competence and successfully accomplish the mission.
When a squad leader listens and shows interest in soldiers’ performance, they are likely to appreciate and put effort in their work. Accountability saves time and finances. When soldiers in an organization are answerable and responsible for their actions, utilization of time and funds is adequately spent in among others, identifying solutions towards a challenge as opposed to trying to determine the problem. In this situation, accountability means that every soldier conducts their roles competently, and if a problem occurs, they raise it up instead of keeping quiet and letting it eventually create a bigger consequence. In conclusion, the building of accountability in an organization is crucial.
Canadian Philosopher Matshona Dhliwayo once stated, “The real power of a leader is in the number of minds he can reach, hearts he can touch, souls he can move, and lives he can change.” As a leader, especially a leader of Soldiers, it is critical to understand your subordinates. There are instances where you will lead diverse groups, and your method of approach to a situation can contradict the values and morals of a different person. If you decide to not recognize and accept these different beliefs, then it can be very dangerous, as people will decide not to follow you. Instead, if you accept these beliefs, not only will you being getting a greater understanding of different beliefs, but you have the capability to inspire, motivate, and earn the trust of your subordinates.
When a soldier and leader applies integrity into their day to day operation, they trust each other to do the right thing at all times. Honor plays also plays a major part in a soldier’s and leader’s work environment as well, that is just living up to the Army Values. Once they develop that habit they’re showing that they are honorable. An individual shows selfless service simply by put others before yourself. This is the mindset one must have especially on the battle field, because in that situation you are not fighting for yourself, you are fighting for the man or woman to the left or right of you so that they can make it home to their loved ones.
The leadership philosophy I have adapted is a testament to the leaders I have been fortunate enough to serve with throughout my military career. I have learned many professional and personal lessons from the leaders I have served with, these lessons have helped shape me into the leader I am today. I consider myself unusually lucky when it comes to the seniors I have had the privilege to work with because I have had a mostly positive experience in 15 years. Over the years I have formulated my own philosophy with the abundance of lessons I have picked up along my military journey. As a leader I did not allocate much emphasis into what my personal leadership philosophy until I was a Staff Sergeant with probably at least 7 years’ time in service.
Leadership in the Army is the fundamental foundation of the organization. Leaders like Officers and Non- Commission Officers implement and set the standard of leader to soldiers. These leaders ensure the Army soldiers are trained and prepare for any hardships they face. The term Leadership can be defined differently based on the organization in which the term is applied to. In the Army Leadership can be described as a "characterized by a complex mix of organizational, situational, and mission demands on a leader who applies personal qualities, abilities, and experiences to exert influence on the organization, its people, the situation, and the unfolding mission" (ADP 6-22).
