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Recommended: Diversity in military
The successful execution of the concepts found in Expeditionary Force 21 (EF21) reside in the ability of the Marine Corps to candidly assess the current state of the operating forces and operational needs while planning to future requirements. Shifting our focus towards the next fight will require, not an overhaul, but the refinement of how the service organizes to fight and operate with joint, and multinational, partners. This is rooted in the understanding that the Marine Corps must adjust its forward deployed posture in order to support the ability to respond across the range of military operations. Deciding where and when to deploy and how to organize in preparation for future challenges, while critical, will solely exist as an intellectual
Leaders at all levels of the Army are faced with difficult decisions every day, decisions that can affect the lives of everyone around them. The thought processes used by individual leaders to make decisions can be as far reaching as their imagination; however, it is every leader’s responsibility to make these decisions using the tenants of mission command. Mission command is not an easy skill to master, however great leaders understand it and the proper use of it when planning a mission. Mission command is broken down into six major principles: Build cohesive teams through trust, create a shared understanding, provide a clear commanders’ intent, exercise-disciplined initiative, use mission orders and accept prudent risk . General Douglas
Sergeant First Class Justin L. Pierce distinguished himself with exemplary meritorious service in positions of great importance and increased responsibility throughout his 22 year career and service to the U.S. Army and this nation. His career culminated as a Senior Non-Commissioned Officer Engineer Observer/Controller – Trainer for the 3rd-315th Brigade Engineer Battalion (BEB), 177th Armored Brigade; a multi-component training brigade with First Army Division East. Sergeant First Class Pierce's knowledge, technical expertise and broad depth of understanding of all critical requirements for training, readiness and combat engineer operations were instrumental in developing a concise and detailed training structure and objectives in order to
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.
The 56th Armored Brigade Combat Team (ABCT), widely considered at one point in time as one of the elite ABCTs in the maneuver brigades in Forces Command, however it later encountered a variety of leadership problems before, during, and after its deployments. It is not surprising that my fellow leaders in the organization, COL Timmons and CSM Rose would face challenges, problems, or issues. The main concern in this case study points out how the leaders dealt or faced the challenges, which makes all the difference in the world when leading an organization. Failing to adapt to new challenges or complexities that the brigade faced aided and contributed to the downward movement of the organization as a damaged unit. Additionally the perception
Success in armed conflict does not happen without the challenge of overcoming opposition and adversity. In any instance of armed conflict, there is a requirement on both sides to remain resilient and continually adapt to any unanticipated obstacles and mission deviations. Accurate intelligence, adaptive planning, and collaborative capabilities of the forces executing the mission have a direct impact on whether dominance will be established over the enemy. Ultimately, the victor in war is the group that has superior resilience and adaptability affected by informed, responsive, and expeditious tactical planning and collaboration. Army doctrine guides these qualities in the principles of mission command.
Leadership in the ARSOF Environment For the better half of the last two decades the United States Special Operations Forces have conducted hundreds of principle task missions worldwide while also playing an integral part during multiple wars. During combat, a leader is usually someone with operational experience and knows how to get the job done, but what kind of leader does it take to get the job done back home as well? It’s imperative that we understand how to maintain the force by providing the kind of leadership that allows soldiers to be operationally sound while also allowing the time necessary to seek professional growth. “Leadership is the art of getting someone else to do something you want done because he wants to do it” – Dwight D. Eisenhower The Leader
As a profession of arms we have to keep balance. The two ways of balancing the role of a professional leader are with strategic leaders and the relationship between the Army’s culture and institutional practices. When the roles are balanced leaders have more professional satisfaction and are more likely to remain in the military. Military-technical, human developmental, moral-ethical, political-cultural expertise are the main four fields of the Army’s professional expertise.
My eyes automatically drifted to the tall bright palm tree that moved along with the rhythm of the wind. It’s leafs danced as they presented their welcome. The sun shined down and hugged me with warmth, giving my skin a tingling, but satisfying sensation. I had come from Virginia to California, the famous, constantly spoken of state, that finally reached my sight. The state presented its beautiful attributes to capture my wonder and mesmerization.
A major purpose for me to participant in the placement is to acquire understand of a workplace environment and apply the learnings in the university to a real life setting. Before I start working in the agency, I outlined key learning objective as the following: apply knowledge learnt in the programme to practical work tasks in the organization; develop personal practice in terms of human services administration under the exposure to a real-life setting; gain work experience in the field of social policy and administration as a preparation for future career; and understand the workplace dynamics and enhance the skills and abilities for workplace communication. With the context of the agency I am joining and that I am participating
1. For this week’s experimental practice, I utilized the Forest Awaken sounds and the Cruise Imagery. I chose the forest awakens sounds because I figured I could use it aside from right before bed. I chose the cruise imagery because I have never had an experience with guided imagery and wanted to try it. I tried to be creative with the ways I used the forest awakening sounds to see if it had any affect during different activities.
Growing up in Africa , I saw children and young people fail to achieve their full potential because of no education due to barriers they faced. This motivated me towards wanting to make a positive impact in the lives of children and young adults. Over the last 10 years, I have supported and taught various age groups in various settings to learn daily life and social skills and reach their full potential.
I was born on October 20, 2000, in Iraq, while I was born I almost died because my mother was bleeding too much and I was still in her I didn’t get out and my breath got shorter. In my early years, I moved to Dubai so I don’t remember anything in Iraq. In Dubai, the schools that I went to all of them were private schools, my life over there was really simple, most of the time that I spent is in soccer fields. In my teenage years I joined soccer clubs, my position is center attack midfielder, so I had to train a lot by running. And in my teenage years, I traveled to a lot of countries.
Module 1: Personal Insights Date: 20 April 2015 Name: Kiki Desiree Legodi Assignment: 1 Contents Abstract 3 1. Four domains of Neuro leadership 4 a) Making decisions 4 b) Emotional regulation 5 c) Influencing others 5 d) Facilitating change 6 2. Personal mastery tools 7 3. Personal change and performance 9 Conclusion 10 References 11 Abstract
I have always hated writing about myself, and I always dreaded assignments in school where I had to describe myself. I always wanted to avoid doing these assignments because I did not want to sound narcissistic, or self-absorbed. I dislike people like that now, because I used to be one of those people. It took many lessons learned before I humbled myself; I am still learning to humble myself today with recent experiences I have had. Although I hate to write about myself, I have always liked to reflect on myself.