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 Miller struggled to deliver a five paragraph order that was in accordance with the OSMEAC format. Although SNC was able to brief some of the information he received from the instructor, he only mentioned "mission" and "signal" before briefing the sub-paragraphs. Additionally, SNC delivered the order with choppy, mumbled phrases and utilized excessive filler words. Candidate Miller displayed minimal confidence, and although he briefed a scheme of maneuver prior to execution, it was clear that he was making it up as he briefed. The tasks he gave to his fire team also lacked clarity and gave the impression they had not been thought through. During the execution, SNC used phrases that displayed lack of assertiveness such as "we should…
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 Dorney displayed a great amount of confidence throughout the entire evolution. He started off by getting accountability of his fire team. He spoke clearly and made constant eye contact with each member of his fire team as he briefed the five paragraph order. SNC requested a situation report from each fire team member. He stressed that time was of the essence. SNC gave the fire team specifics on how they would execute. He kept constant communication with the security and made sure there was no site of the enemy. SNC moved quickly and made his fire team move quickly as well. At the point of friction, there was no hesitation to devise a new plan and SNC ensured each member was aware of the change in plans. The fire team did…
Candidate Holthe's five paragraph order was clear and concise. It was easy to understand and flowed well. However, he did brief parts as more of a check in the box without applying them to the execution. For example, he briefed hand and arm signals when they were clearly communicating utilizing voice. Initially he identified security but he then told them it would not be necessary so he did not establish it. SNC briefed a concise scheme of maneuver and his tasks were clear in order to accomplish the mission. SNC did fail to make the necessary adjustments to his plan in a timely manner. When it was clearly evident that his plan was not working he did not make an adjustment until eight minutes into the execution phase. SNC did not move…
SNC conducted a five paragraph order that was incomplete. SNC addressed all paragraphs of the five paragraph order with the exception of the Command and Signal paragraph. A subordinate prompted SNC to brief the Command and Signal portion of the order. SNC also did not task any of his fire team to get the magnetic azimuth. Despite having an incomplete five paragraph order, SNC did brief the order with confidence, using an aggressive voice which demonstrated a clear understanding of the mission. SNC developed an initial plan prior to starting the execution. SNC struggled with inter-team communications during the execution of the mission, which caused the fire team to step off in the wrong direction. The fire team got lost and had to be instructed…
The Flight Commander has no suspense’s of his or her own, but must manage his or her staff suspense’s. They must monitor the Flight Sergeant, as well as the Element Leaders to make sure that they are performing their duties. This information must be then reported to the Cadet Commander, as per the Squadron Chain of Command.…
That being the case, it is probably the most difficult leadership trait to master effectively. Within Twelve O’Clock High there was communication between the Wing Commander, the Group Commanders, and then on to the group members. In terms of both the Group Commander’s communication with the Wing Commander, it was largely informal with both the commanders. However, communication between the Group Commander and the group members, General Savage and Colonel Davenport had two different communication styles, at least initially. Colonel Davenport was significantly more inform in how he communicated with his men than General Savage. This was likely due to Colonel Davenport’s desire to relate on a personal level with his followers. The group was faced with a high operations tempo and Colonel Davenport likely saw it as a way to ease their stress. The group would focus on the mission and not have to worry about the interaction with command. However, this caused the group to begin forgetting the little things and translated later on to the loss of fellow wingman. General Savage was very formal in how he communicated and demanded the respect and admiration from his group. He did this by enforcing the chain of command and setting the example both verbally and nonverbally in how he carried himself. Examining either commander’s communication style, one should also consider how each instilled a sense of discipline and…
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…
Always follow the proper chain of command and explain the facts as clearly as possible…
Based on the interviews conducted with the previous safety officer and the team members, I noticed that each member has various strengths that can be utilized in a new campaign to combat the safety issues. Understanding these strengths has helped me to identify their leadership styles under my predecessor’s reign. Col Parker exhibited a passive management by exception approach with my predecessor, Capt Matthews. As a transactional leader, Col Parker assigned the task to Capt Matthews, monitored his performance, and then stepped in when things were going awry. Capt Matthews failed to make an impact on reversing the safety mishaps trend. This was primarily due to him exhibiting a laissez-faire approach when it came to exploiting the talents of his team to accomplish the mission. His past experiences gave him the tools to ascertain success, but not developing SSgt Williamson’s willingness to engage others, and her proactive community involvement or capitalizing on MSgt Jones and Mr. DeBurgh’s seasoned experience and wealth of knowledge specific to the base…
Jim Glennon said it best: “For law enforcement professionals, communication skills are the most important of all skills necessary to succeed in your profession.” Law enforcement officers today are confronted with daily challenges and one of those challenges in effective communication (“Effective Criminal Justice Communication”). Communication is a vital tool for law enforcement to perform their jobs (“How Does Law Enforcement Communicate With Each Other,” 2012). Communication is used to speak with the public, relay information amongst themselves and to other agencies, screen suspects, to talk to dispatch and to request assistance (“How Does Law Enforcement Communicate With Each Other,” 2012). There is a solution out there ready to help us communicate effectively and proficiently for nearly every circumstance (Reyes, 2009).…
The emergence of new technologies and the fast-paced technological advancements marked the beginning of the 21st century. Different gadgets and tools to suffice the wants and to help ease the difficulties encountered by man in his daily existence have been invented and are constantly developed. Unlike in the past, these changes are not confined to a certain nation or country only, but rather, to the whole human population. Effects of these technologies in the fields of medicine, education, transportation, communication, economics, and warfare, to name a few, are globally observable. Information superhighway is undoubtedly one of the most developed fields. Extensive researches have been done to improve this indispensable field.…
Information asymmetry here means that both sides in communication do not know each other very well. Each side does not spend enough time to do the research to find out the current situation that the other side is in, but just imagines the whole story in his way. Even more, each side only focuses on his target, but does not acknowledge that he is lacking the objective judgment for the capacity of the receiver in communication. This scenario is very likely to occur between the leader and the subordinate. In SEMC, when a leader is trying to communicate to his subordinates, a new task or a request usually will be committed. At this moment, the leader is only focusing on how to persuade his inferiors to follow his commands, but has no interest in listening to the comments and feedback from his subordinates who really know the actual situation. All the subordinates know the current situations very well but they do not have the right to express their information. Sometimes, even subordinates inform the leaders, the leaders do not believe. Each time, the leaders believe that all the subordinates should understand and should follow their commands; the subordinates think the leaders should know the situation and consider the commands very carefully.…