If I am selected to go, there would be a large variety of knowledge I could use to better support Lt. Gen. Daniels priorities of moving away from obsessing over green metrics and instead moving towards building a cohesive, effective, and well-trained unit , which I can most definitely affect at my level as Platoon Leader . I would attempt to implement new strategies or techniques that I learned at the workshop into the daily workings around my company and possibly other companies if they seem to improve our current workings as well as improve future operations and develop highly realistic training that would support Lt. Gen. Daniels vision of a highly trained unit. Another way I would be able to support Lt. Gen. Daniels priories …show more content…
Gen. Daniels priorities and vision of an ever-changing Global Theater and how my unit and myself can be a part of the solution by moving from metrics to actual Unit readiness. Given that this workshop would be a combination of a variety of our NATO allies , I would attempt to network with other officer and attendees and professionals in our field to share ideas and build professional relationships that can benefit not only myself but possibly provide Lt. Gen. Daniels with another highly trained and motivated unit leader to allow her to accomplish her goals she has set for those under her command Lt. Gen. Daniels specifically mentions in her paper that “ Lower echelon leaders need to be able to focus on achieving readiness.”, which by attending this workshop and gaining the experience needed to really implement the change the CG is striving for , especially at a lower echelon level. The simple fact is, knowing what Lt. Gen. Daniels has set as his priorities for herself ,and the organization, she is in command of will allow me to create an action plan and set clear goals on how I can absorb as much information as possible in the limited amount of time to best benefit and implement the CG’s priorities and my Platoon and Unit
The battalion commander, Lt Col Kunk immediately ordered surveillance and reconnaissance on the enemy for the next twenty-four hours. Lt Col Kunk formulated a complete plan without any input from his Company Commanders. When the Company Commanders spoke up stating the importance of formulating a rescue plan and using available assets, their input was shot down. Lt Col Kunk did not consider alternate points of view, changes in his plans, or modifications to his opinions throughout the book. A leader must use two-way communication to draw ideas from subordinates and encourage discussion among team members.
I have left you a copy of the “Consideration for Command”, passed on by the best leader I have ever experienced, General James Hobson, my boss at ATI. General Hobson is a true leader with great experience commanding soldiers and civilians. I learned much from him in the five years I traveled and worked with him. When I left his organization, to be the Chief in Conway, he handed me these considerations
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
Formica was the keynote speaker for the 33 Brigade Combat Team’s (33D BCT) military ball, which was held only months after the Brigade returned home from Afghanistan. The ball was just after the Officer Career Progression Management Selection (OCPMS) board was held to select the next round of promotions and battalion commanders. Before
This statement given in the early part of the book represents the entire story is basically the lesson for book that I am able to take with me into my preferred field. Leaders are able to get a sense of learning how to properly manage plans and to understand how to better route situations that lead to less casualties. Which is the main focus of the book the military not being able to have a control of situations therefore making the
Accessing Operation Anaconda Case Study Using Mission Command Principles Operation Anaconda was a very pivotal moment in the conflict in Afghanistan and how the American Military structured itself. In learning lessons about the importance of using mission command principles when conducting large-scale operations, the American Military made significant changes to the way they conduct large-scale operations. The operation has several elements that are both good and bad for every Soldier to learn from and understand. While Commanders and Soldiers should be able to adapt to any situation, command elements are essential to the success of a mission because the Commanders intent cannot be to vague or so detailed that the mission cannot be performed,
If I was the upcoming Commanding General for the U.S. Army Cadet Command, I would like to improve the JROTC programs, JROTC sports activities, and Cadet participation. The JROTC programs prepare cadets for leadership roles, responsibilities, and educate Cadets of their rights and privileges. The JROTC Cadet classes help them focus on study skills, history, citizenship, military drills, and physical fitness. Most of the JROTC activities involve precision and exhibition military drill competitions, air rifle competitions, Raider Challenge competitions, JROTC Leadership and Academic Bowl, STEM (science, technology, engineering and mathematics) Camp, and the JROTC Cadet Leadership Challenge (JCLC).
General Stanley McChrystal and the Principals of Mission Command SSG Jake M. Calderon Senior Leaders Course 14 June 2023 General Stanley McChrystal and the Principals of Mission Command General (GEN) Stanley McChrystal served in the United States Army in many roles, notably as the International Security Assistance Force (ISAF) and Joint Special Operations (JSOC) commander. GEN McChrystal also served within the 75th Ranger Regiment and the 82nd Airborne Division early in his career. GEN McChrystal exercised the principles of Mission Command found in Army Doctrine Publication (ADP) 6-0 throughout his many leadership positions. Leaders currently serving today can reflect on GEN McChrystal’s performance as a leader and incorporate
he NCO 2020 strategy is focused on creating a system that will provide the NCOs with access to develop and broadening the experiences needed in both garrison and within operational environment. In addition, leaders will individually help to commit to long-term careers, which will be essentially focused on the development of educational, professional and with the fulfillment of having a ready force for war at all times. Essentially the strategy of the NCO 2020 is to have leaders at all levels understanding that the development of Soldiers must be constant and continuous throughout their career. The best way to expand and provide better NCO development is by focusing on proficiency in each Military Occupational Specialty (MOS) and leadership
Ultimately, a program evaluation is completed and the actions necessary to close the capability gap become clear. The outcome of this annual process is a Joint Requirements Oversight Council memorandum released each Spring detailing a list of validated capability shortfalls. This list is known as the Capabilities Gap Assessment. Here, it is reasonable to infer this Capability Gap Assessment could constitute a list of current and future operational requirements that 10 U.S.C. § 3013 directs the Secretary of the Army to fulfill on behalf of the Combatant
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.
Observed as a whole, the Army practices effective communication through clear, concise, and organized communication. This type of organized communication is essential when there is a clear-cut objective with risk involved, like attacking a hostile enemy objective to accomplish a mission. Relaying the mission’s plan of attack and rules of engagement requires clarity to eliminate possible assumptions or distractions. One of the most important traits of an Army leader is the ability to communicate intentions, goals, and decisions with
Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.
The commanders provided a clear understanding of their intent, and the subordinate units understood their roles and responsibilities, enabling decentralized decision-making and subordinates taking initiative within the overall mission (Joint Chiefs of Staff,
A lot can be accomplished just in how we talk to each other. As a leader, I will talk to you, not at you. Take your position seriously - whether you are new to the Army or a senior leader- your role is important and adds great value to the overall mission. I’m a firm believer in doing your absolute best at all times; don’t aim for substandard. Remember that it is okay to ask for help, it is okay to not know something, but you should always be striving to learn and improve.