Leadership is an art, not a science. Therefore, we as senior leaders must professionally develop our junior soldiers through experience, counseling and mentoring. We must mentor our soldiers to be ethical standard bearers and to live up to and enforce Army valves. 1. The following statements represent my Leadership Philosophy that we must ensure as Non-Commissioned Officers and leaders of soldiers that we are working as one team to produce the best trained soldiers in the Army. a. Proficient caring leaders: I expect proficient Leaders to demonstrate caring attitudes toward the soldiers in their charge. We must lead from the front and set the example at all times. Caring for soldiers is the foundation of the Army. The most precious asset we have is each other and above all our soldiers in the organization must truly know we care for them and their families. b. Teamwork: As leaders we must work as a team in every aspect of training. Soldiers need to cooperate with each other and become one. A well-disciplined caring team will build cohesiveness, which is a bond that no force can break. Soldiers will not play the Officer against the NCO if they truly understand you are one. I will personally be involved in individual training and will insist we are trained. c. Communication: Along with teamwork, communication is what soldiers normally see as a command failure. Soldiers must be able to use the chain of command and chain of support, both formal and informal. I expect every soldier to utilize communication to its fullest extent. As soon as a leader gives directives to soldiers, I expect the details to be worked out and soldiers to receive the information rapidly. d. Leadership: This is in no way a zero defects business. I expect soldiers to make honest mistakes and learn from the experience… you can expect me to make honest mistakes as well… we will learn together. Leaders are positive, proactive, and look for problems and…
Candidate Weber displayed a sense of nervousness while initially briefing his fire team. He stumbled over his words at the onset of his brief. SNC used phases such as, “I would like…” when giving orders which showed a lack of confidence. Prior to planning he did not take to time to recon the surroundings. Upon execution, SNC’s ability to lead and confidence strengthened he appeared much more clam. He positioned himself well around the fire team to ensure orders were received accurately. This also enabled him to monitor the security and progress of the task. SNC’s was penalized 60 seconds as a result of a team member touching a red area. SNC remained focused and he quickly revised his plan to remedy the situation and keep pushing. Candidate…
Candidate Spencer took the time to develop a plan and write his order prior to briefing. SNC briefed an extremely detailed five paragraph order, including an exhaustive Execution paragraph, and accurate information from higher’s warning order and fragmentary order. However, SNC spent 80% of his time prepping and briefing his order, showing an inability to effectively manage his time. Once SNC began executing the mission, he did not compensate for the time spent on his order, and his sense of urgency was lacking. SNC had a low frequency of verbal and non-verbal communication with his team and thus had some difficulty maintaining awareness and control of his team member’s movements. Upon consolidation, SNC controlled his security well, assigning…
Candidate Hecht delivered an incomplete brief. SNC was nervous and unsure of the information he was relaying to his team. This uncertainty was displayed through him constantly repeating himself stumbling or stuttering and briefing the order out of sequence. SNC’s orientation simply stated that his team was located on MCB Quantico, Brown Field. SCN briefed his friendly situation in conjunction with the beginning of his mission statement. SNC failed to brief the entirety of the coordinating instructions. His brief as a whole lacked the structure of a five paragraph order. SNC lacked confidence and due to the lack of information, his order did not completely make sense. Prior to execution, SNC did not establish a plan which made it difficult for…
Candidate Rivera flawlessly issued his five paragraph order to his fire team. SNC was sure to cover all key points and state the paragraph that he was briefing at the time. SNC displayed an understanding of the concept of operations through his tactical mindset, ensuring to account for team members, their assigned tasks, and equipment updates. During certain points of friction SNC was able to make sound decisions, however he did realize that after making certain judgment calls he could have or should have approached it differently. None of the decisions made were crippling to the accomplishment of the mission. Though SNC established a plan prior to execution, his plan only allowed for once course of action instead of establishing that contingency…
Candidate Olsen's brief was thorough, confident, and clear. SNC spent an elongated time briefing his order. This took away from the time allotted to execute the mission. Prior to the execution phase, SNC posted security oriented in the wrong direction. SNC did not look at the obstacle prior to his initial plan. As a result, his initial plan lacked key elements required to complete the mission. Although, SNC did not anticipate points of friction he was able to recognize the need for a decision during points of friction. SNC was noticeably hesitant when making decisions. As a result, his fire team members stood around, not progressing towards mission accomplishment, and waiting for guidance and direction. The decisions SNC made during…
SNC began the brief with Situation containing elements from Orientation and Execution added in. During the execution SNC gave specific individuals tasks based upon their capabilities as well as covering how each of the tasks would build upon one another ultimately leading to mission accomplishment. SNC is able to speak in a manner with authority while maintaining confidence and remaining calm. SNC recognized right away that he had chosen the incorrect plank to begin the execution and made the change immediately. When one of the FT members was timed out for 60 seconds, SNC did not hesitate to continue on without his assistance. SNC placed himself directly into the friction making decisions and executing right along with his FT members. After…
Candidate Hintz successfully gave his brief to his fire team while outlining all the needed information for them to have an understanding of the mission at hand. Although, his brief was not completely filled with extensive detail, it was clear and concise enough for his team members to know what was needed to be done. While negotiating the obstacle, he guided and controlled his team as needed and made decisions on changes to the plan as required when they were faced with hazards and roadblocks. SNC performed at a standard level and was able to keep his team moving toward the objective until their time expired. SNC performed up to the standards that would be expected of a candidate during this point in…
Candidate Kaberides was evidently confident upon the commencement of his five paragraph order briefing. SNC was able to formulate a solid verbal plan of execution in which the content was clear and direct, leaving no unanswered questions. Upon initial execution and negotiation of the obstacle, SNC was able to rapidly produce a backup plan to the unsuccessful initial plan, without hesitation. SNC's effective communication skills and ability to utilize his fire team throughout the course was evident and portrayed him as a natural leader under pressure. SNC and his fire team maintained focus on the mission at hand, steadily pursuing the objective. SNC's steadfast confidence and sense of urgency was also clearly evident throughout the problem…
SNCs’ five paragraph order contained pertinent information, but was heavily punctuated with the use of filler words such as “uh” which hindered the flow of the order and made it difficult to understand. SNC’s Situation paragraph was briefed out of sequence. During movement to the objective SNC moved throughout the squad to ensure proper dispersion and physically moved subordinates who did not immediately correct dispersion. Upon receiving enemy contact, SNC issued clear orders and ADDRAC. SNC lost mission focus, to resupply a desperate squad, and instead allocated his entire squad to assault a lone enemy’s fighting position. During the assault, SNC lead from the front, directing his fire team leaders to alter direction of attack and maintain…
SNC confidently addressed all paragraphs of the order in a logical and confident manner. SNC’s initial plan lacked specific tasking and direction. SNC had initial difficulty issuing orders and direction. SNC used phrases which included “Let’s get two candidates” to complete a task and “do you want to give it a try.” SNC used available resources and became more confident in leading as SNC’s subordinates responded to tasking and began to gain momentum. SNC overcame friction points. As SNC made initial success, SNC became more directive and assertive in leading after the first candidate overcame the obstacle and secured the ammo can. SNC was…
If you are a member of the uniformed public services, it is not good enough to say you have good self discipline; you need to demonstrate that you have it. You will have the opportunity to demonstrate your level of self-discipline by taking part in several activities, such as drill, time management and uniform inspections…
Leadership and followership are two vital aspects in Civil Air Patrol. Every cadet should possess both of these characteristics as they show to be important as cadets progress in their CAP career. Each cadet is a follower and a leader to some degree. Whether the cadet is an airman or a colonel, there will always be someone they answer to and someone who answers to them.…
Bonding was important in this organization because we spend a copious amount of time with each other. We were required to attend practice every day at seven a.m., attend every Friday night football game, and even attend weekend practices and performances. The hierarchy of our team started with the captain, then a group of officers, followed by a group of social officers. Without this hierarchy, our practices would not be organized and nothing would get accomplished. When put in formations, the veterans were always put in the front while the rookies, most of the time, were placed in the back. Along with practice came discipline. If you showed up to practice late, wore the wrong practice outfit, or forgot to bring your dance shoes, the officers made you kick one hundred to one hundred and fifty high waist kicks. The reason for our strict rules and discipline was so that we would not repeat the same wrong doing again. Although the practice and discipline were extreme, it became all worth it when we performed in front of a…
I felt that coordinating team activities was an important trait. When I set my consolidated Property Book office up, I felt it was important to ensure that each Soldier in the office were each given an equal role in the units…