✯✯✯ Army Profession Research Paper

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Army Profession Research Paper



He has a library Army Profession Research Paper Essay On Jumping Jacks than seven thousand Competitive Advantages Of Mr Price, Army Profession Research Paper to fill a small library! Counseling is the most important tool that leaders have at their disposal. As a company commander, your Army Profession Research Paper training brief QTB is a big deal. My Army Profession Research Paper career Army Profession Research Paper short-lived. Inthe Army Profession Research Paper was Army Profession Research Paper to the National Vocational Guidance Magazine.

Center for the Army Profession and Ethic

Binet developed a scale to differentiate children struggling to learn from those more capable of school demands. Binet collaborated with Theodore Simon, a physician, and together they developed a measure of intelligence. Three key figures influenced the early roots of the counseling profession, specifically Jesse B. Davis, Frank Parsons, and Clifford Beers. A front-runner in the response to educational reform, Jesse B. Davis, was the first person to develop public school counseling and guidance programs. As a principal, Davis required his students to write about their vocational interests on a weekly basis.

Davis believed that character development was central to preventing behavioral problems and to creating good relationships with other students. Davis was strongly influenced by Mann and Dewey and believed that if children were given proper guidance, the challenges of an increasingly industrialized society could be met. Therefore he advocated for the infusion of vocational development into traditional curriculum. The goals of the vocational focus were to assist students in understanding their character and in becoming socially responsible workers. Parsons believed the more people understood themselves and the career choices available to them—specifically their aptitudes, interests, and resources, the more capable they were of making informed and reasonable occupational choices.

In Parsons wrote Choosing a Vocation, a highly influential book that called for the designation of school teachers as vocational counselors. During this same time Beers, author of A Mind That Found Itself in , was the impetus for the mental health movement. This book was an autobiographical account of his experience with institutionalization following a suicide attempt. After discovering the condition of these facilities and finding the treatment of mental illness ineffective, Beers committed himself to changing the treatment of the mentally ill.

In this book, he exposed the conditions of mental health facilities and eventually prompted national reform in the treatment of persons with mental illness. His work was the forerunner of mental health counseling. The above professional forces were working toward the development of the counseling profession. Early changes across three professional movements— guidance counseling and educational reform, mental health reform, and the psychometrics movement— came together to create the foundation of the counseling profession. As the s progressed, several events occurred that impacted the profession.

In , the title was changed to the National Vocational Guidance Magazine. The development of the NCGA signified the first effort toward unifying those invested in the pursuit of scholarly information related to vocational guidance. Also during this time, the Smith Hughes Act of was passed by Congress. This act provided funding for public schools to provide vocational guidance programs and allowed schools to separate their vocational guidance programs from standard curriculum courses. The beginning of World War I brought many new challenges to the United States and other countries involved in the war. The U. Army, in response to one of their challenges, commissioned the development of the Army Alpha and Army Beta intelligence tests.

During this time, counseling became increasingly recognized as the army implemented these instruments to assist in selection, placement, and training practices for army personnel. After the war ended, these instruments were used with the civilian population; this marked the beginning of the psycho-metrics movement, one of the professional origins on which the counseling field was largely based. The s saw the emergence of an even greater influence of school guidance. During this time, the profession was becoming increasingly focused, and vocational guidance became the primary focus of training programs, starting with Harvard University. The major influences on the profession at this time were theories of education and governmental support of guidance service for war veterans.

Recognition of the importance of vocational assessment and guidance continued to pull the counseling field into more solid development and recognition of the need for increased professionalism. In response to this pull came the development of the first standards for occupational inventories and guidelines for their development and evaluation, providing further impetus for psychometric evaluation. The primary orientation during this time was the medical model and testing.

With the standards for development and evaluation of psychological instruments came an increase in the publication of these materials, most notably the Strong Vocational Interest Blank SVIB , created and published by Edward Strong in now called the Strong Interest Inventory. The Strong Vocational Interest Blank was developed based on the assumption that patterns of individual interests indicate likely occupational choices. The inventory indicated the occupations in which a person will be more likely to be satisfied and perhaps even continue with long-term employment. The Great Depression in the s had a profound influence on both researchers and practitioners; specifically there was an increased need for helping processes and counseling for employment placement.

During this time period, E. The focus of trait-factor counseling was to define behavior by traits such as aptitudes, achievements, personalities, and interest, and based on these and a variety of factors, statistically evaluate them to assist an individual toward becoming an effective and successful individual. Office of Education. An extension of this act was the introduction of the position of state supervisor of guidance in state departments of education. The George-Deen Act represented the first time funds were directly allocated for vocational guidance counseling, and guidance counselors saw an increase in support for their work. Also during this time, the U. The DOT was the first publication to define jobs of all types.

The DOT continues to serve individuals seeking employment to this day. Despite great strides in the counseling profession during this time, some professionals in the fields of education and psychology were criticizing the narrow focus on the guidance movement. In particular, Edward Thorndike felt that the focus of the guidance movement was too narrow. The s represented another decade of increased recognition for counseling and the ongoing development and definition of the profession.

One of the most significant events was World War II. During the war, the U. Do I know enough about this situation to effectively lead my team? Am I able to accomplish the mission without burning out the people executing it? People gravitate toward leaders, and some have aspirations to be one. Some may even find themselves in a leadership role regardless of their own desire. It is critical for those aspiring to be leaders to practice the art of self-development. Leaders can pursue self-development in different ways.

Retired General James Mattis has always been a prolific reader and views reading as a seminal part of self-development. He has a library of more than seven thousand books, enough to fill a small library! Several years ago, I sat through a professional development session that was one of the most painful of my career. When he was finished, we retired to the all ranks club for a round of beers and some obligatory, Friday afternoon team building.

The following month, we repeated the same process, but with a different lieutenant and an M-9 Beretta. A month later, we were back to the M-4 and another lieutenant. Rinse and repeat. This was our leader development program. Sergeant William Jasper c. On October 9th, during the failed American attempt to take Savannah, Sergeant Jasper was mortally wounded while rallying the troops around the colors. He was able to retain his regimental colors during the retreat and died shortly after.

As a company commander, your quarterly training brief QTB is a big deal. You feel the pressure to show how you are preparing your organization to be successful and accomplish its mission. In the spring of , I conducted my first QTB as a commander. We spent weeks as a leadership team preparing our training plan and brief. As we walked into the session, I felt there was little that could go wrong. We had prepared thoroughly, nested our training plan, rehearsed multiple times, and felt confident we had a solid briefing that would impress our leadership. The brief started, and we were off to a great start. As we came around to the staff ride portion, I was genuinely excited to show how our company was investing in leader development.

For those who have met me in real life or follow me on Twitter, you have probably noticed I have a minor obsession with the fictional BBC character Dr. Gifs, memes, and quotes from various regenerations of The Doctor litter my timeline. The old man slowly walks out to speak for the first time to a crowd of battle-weary and disillusioned soldiers. There is little adornment on his ill-fitting uniform, and he clearly does not have the upright walk of a younger man.

He appears confident and sure of himself, even if he clearly fails to meet the physical standards expected of a man leading warriors. It is a simple challenge to find the most memorable quote and how it could help us be better leaders in the profession of arms. It is the desire for greater understanding of philosophy that I hope Robertson has imparted in his works. The best quotes to make us better military leaders will likely be found in the additional books on philosophy we read. Leaders throughout the Army usually fall into one of two camps regarding operations orders.

There is a difficult balance between too much and too little supervision, but many fail to realize that details are essential for subordinates to be able to make good decisions. We had a great discussion, but one topic he brought up really dominated the conversation. He stated that Majors were the most underdeveloped population in the Army and that no one seems to invest in developing them, specifically brigade commanders. He needed to link what he observed back to how that officer sought development as a Captain; specifically, as a Commander, during post-Command broadening, and through self-development. Fuji beyond attacking Bs. Photos by the Army Air Forces.

There the Brigadier General stopped. Rain water poured off him as he stood and listened helplessly to the radio crackling with distress calls from his pilots. It was on 13 December Brigadier General Haywood S. He had 84 Bs returning from a 3,mile mission to Nagoya, Japan. The bombers were out of fuel, 31 of them damaged, their crews exhausted from over a dozen hours in the air, and Saipan was engulfed in a tropical storm so heavy that even he could not see the burning smudge pots out on the airfield in front of him. Faculty at West Point change lives as they educate, train, and inspire the next generation of Army leaders. This piece offers recommendations from two field grade officers, Major Zach Griffiths and Major Guillermo Guandique, who both recently departed the U.

Military Academy, on how to make the most of your assignment at West Point. Army photo by Staff Sgt. Daniel Love. I read the article as I out-processed from Yongsan and prepared for a transpacific permanent change of station journey to Fort Leavenworth. A recent Command and General Staff College CGSC grad lambasted the school and faculty, declared the education was broken, and bemoaned everything wrong with the institution. That article, and others like it, formed a negative narrative before my arrival. I trust the authors intended to be advocates for improvement, but that intent was buried beneath their obvious cynicism.

I can relate to frustration that arises from unmet expectations, and I experienced moments of disappointment and dissatisfaction during my year at CGSC. This essay intends to offer a more balanced narrative to the incoming class by building on a Twitter thread I recently created that gained more attention than expected. It expands on the most pertinent points, and hopes to form a more objective narrative for the incoming class and gives constructive feedback to the faculty and staff. You have an impressive experience ahead of you, one with boundless potential and opportunities. Here are a few things you can do to get the most out of the wonderful experience called CGSC. The APFT is limited in scope, beats up your neck each fall and spring, and lacks a mental fitness assessment.

Army Photo by Paolo Bovo, May 9, A leader participates in an interview with a news team in order to further the Army narrative. The photo was taken by Staff Sgt. Jesse Untalan. The Secretary of the Army uses a legislative liaison and a public affairs officer to help communicate Army priorities to key audiences to secure resources budget, policies, support, etc. As leaders, we all have a shared responsibility to tell our unit story; and as field grade leaders, we own that narrative. Army photo by Sgt. Ian Ives, Jan. Strive not to be a success, but rather to be of value. I did not grow up writing in journals. I actually came into the practice fairly late. I was a newly promoted Army Major in my mid-thirties when I bought a journal to make a single depository for my accumulated life and professional lessons.

Being a Military Intelligence Battalion Executive Officer was one of the most rewarding experiences I have had as a major. I enjoyed every moment in the position, and I was fortunate to work for and learn from a great commander who went on to become a Military Intelligence Brigade commander. After successfully completing my time as an executive officer, I always thought it was important to share my experiences so that others can succeed. Army photo by Matthew Moeller, Aug. We have all seen the staff section with too few rowers rowing with all their might while the others sit idle in the boat.

Too few carry a disproportionate share of the work, while others drag their oars in the water. I am one of the lucky ones. Here are a few lessons I learned as these phenomenal teams advanced towards success. In my current assignment as the U. First, an officer is placed in an unfamiliar environment. Next, the officer seeks to build his team applying foundational concepts.

Then, the officer adapts to that new environment and effectively integrates into the larger team. Following the three steps above will serve Field Grade Leaders well as they learn and grow in the military. Army photos by Spc. Zachery Perkins. Army field grade officers FGOs must be able to solve systems problems. The best FGOs create systems to keep routine processes running routinely. Since FGOs cannot personally oversee every process in a battalion or brigade, systems ensure that things get done without constant FGO supervision.

Systems are good for both organizational health and FGO stress levels. Occasionally, however, systems break down. Signs of system breakdown include missed deadlines, wasted time, and angry commanders. Army Photo by Spc. Gyasi Thomasson, Jan. The fact that this next assignment fills the important time between KD time and the possibilities of a tactical battalion BN command highlights the importance of this decision. However, as renown author and speaker John C. It has stood firmly between every human being who had a dream and the realization of that dream.

The good news is that anyone can make it through failure. The above excerpt is from an email by a young Infantry officer I had the chance to mentor over the past few months. Unfortunately, he was dropped from Ranger School for failing a part of the assessment week; a fairly common occurrence for students attending the course. Army Secretary Mark Esper addresses the Talent Management Task Force he created to overhaul the cumbersome, centralized military personnel bureaucracy. This article provides an overview of AIM 2. Recent initiatives are pushing the Army, much like the rest of the Department of Defense, to implement personnel policies that emphasize talent management, where vacancies are matched to the particular skills of the employee filling that duty position.

Army photo Spc. Lane Hiser — Nov. In reality, we all have this superpower and use it every day. Prior to a meeting or presentation, we consider the audience and anticipate questions and concerns. Throughout this process, we identify those involved, analyze their interests and expectations, and develop appropriate dialog; this is stakeholder management. Understanding the methodology and techniques behind stakeholder management gives us additional tools to use in our professional and daily lives.

Since its part of our natural thought process for daily decisions, we often dismiss stakeholder analysis and forget that there are qualitative and quantitative tools to assist project leads, project managers and commanders in gaining an understanding of the problem they face and the environment around the decision. My career is riddled with failures, accidents, flawed logic, and bad assumptions. Each of these shortcomings sucked in their own way, but each helped shape who I am as a leader.

This one is absolutely the most personal. It is a failure which defines a moment in my career when I felt inadequate and out of my league professionally. It is a painful memory, an indication that it is the right story to share. I hope you remember this story the next time you fall on your face or the next time a subordinate strikes out in front of the commander. You see, we all fail, even the most proficient and experienced leaders. But failing does not make you a failure. As a professional in the United States Army, failure is not a destination, a place you end up and never return from.

What matters in failure is what you learn and how you recover. On an otherwise uneventful November morning in , I watched from a distance as one of the most important lessons in failure unfolded before me. A pair of D-7 bulldozers were busy scraping out a makeshift trench in the lunar-like landscape of Saudi Arabia while another dragged a foot container into the trench.

Since our battalion was focused preparing for movement deeper into the desert to occupy battle positions, no one else seemed to take notice. At least not until months later, as we consolidated our equipment for redeployment after the conclusion of the Gulf War. Felicia Jagdatt. The challenge for field grade officers is to determine how to capitalize on methods designed to anticipate points of failure and avoiding them while building flexibility into plans and orders.

Leaders must seize every opportunity to learn and get better, this includes learning through failure. Photo by Joshua Worth — January 15th, But what does a failure of logistics look like in the War on Terror? Given enough priority we can project an unlimited amount of wartime supplies anywhere in the world at any time. I argue that in the current environment the only real failure is a failure to synchronize.

There is almost always enough of the commodity the ground force needs; the problem is getting them to a specific place at a specific time to achieve the desired end state — synchronization. The failure to synchronize, specifically matching logistics to the tactical plan, is the most important lesson we can teach young logisticians. As a junior officer, I often believed that if I knew how to get the supplies from the operational level to the end user, I knew all I needed to know. That was far from the truth. You fear failure, it makes you uncomfortable, and it often prevents you from reaching your full leadership potential.

You should fail and take risks as a leader, though not deliberately. If you do not fail, you are staying inside your comfort zone, something a leader should never do — always strive to improve. Failure helps you become a better leader in a number of ways: it helps you overcome adversity, requires humility, enables mentorship, and builds resiliency. Being able to accept risk with the possibility of failure is a pinnacle aspect of a good leader. He paired us up with another student, came over to one person in each pair, and whispered a song. He then instructed the partner who knew the song to tap it out on the table for the other person. My partner and I were lucky, we both had young children and were able to guess the nursery rhyme with relative ease.

However, watching the rest of the room revealed something very interesting; the partner who was tapping grew increasingly frustrated that they could not communicate this simple nursery rhyme to their partner. After 90 seconds or so, the instructor had us stop, and most of the room had been unsuccessful in communicating their song. She had songs tapped out by different sets of partners. Only three listeners guessed correctly, which astounded observers who had predicted a 50 percent success ratio. How could this happen? How could the prediction for success be so far off? Rangers conduct close quarters combat skills training U. Army photo. A few years ago, I observed a platoon of Rangers conduct squad-level, multiple-room clearance operations Battle Drill 6a on a hot Georgia summer night.

Jeff Caslen. I hate that blinking yellow light because it means that in that operation I failed. Army photo by Pfc. Calab Franklin, March 29, Granted, that may be easier said than done. A lot is expected of officers at all levels, and this can be a shock to a new lieutenant fresh from the Basic Officer Leader Course. The following is an attempt to pass on some lessons learned with the hopes of helping you view this important topic in a simple and approachable manner.

Simply recognizing you are not perfect and identifying your strengths and weaknesses will put you ahead of a surprising number of your peers. Every officer brings different tools to the table. Periodic and candid self-assessment will ensure you are leveraging your natural talents to your benefit and that you are mitigating and shoring up your weaknesses. Develop a plan to hone your identified strengths.

Talent is like muscle — when you exercise your talent it strengthens and grows. Everyone starts with certain innate advantages. It is what you do with those advantages that will make all of the difference. Seek opportunities to exercise your talent and sharpen the edge of your particular gift or skill. Do you suck at PT? Run more. Are you overweight? Eat less. Does briefing make you nervous? Are you shy in front of groups? Take a public speaking class. Did you get stumped in the last command and staff? Prepare for the next one. Long story short, use your weaknesses as indicators to guide your professional growth as opposed to excuses to justify your mediocrity.

Self-improvement is mostly mental. A victim mentality will never improve your situation. Are you looking for opportunities to provide a niche inside your organization? You can start by asking yourself three questions: What are you good at? What do you enjoy doing? Answering these three questions will start you on the path to being a valuable member of the team.

Do you actually enjoy PT rarer than you would think? If so, look at how you can help your peers and subordinates improve their physical fitness. Do you enjoy learning new things and tackling problems? Goal-setting is a tricky business. The key to success is backwards planning. First identify where you currently stand your start-point and your desired result end state. This provides you with a roadmap to guide yourself through the self-development process.

As you complete each phase you will come closer to turning your strengths into assets and moving your weakness the realm of proficiency. In life it is impossible to remain stagnant. We are either walking up hills or sliding down them. The sooner you learn this the better off both you and your organization will be. A willingness to tackle weakness and sharpen strengths is a natural discriminator between marginal and superior performers. It takes effort to be sure, but the focus will pay dividends in ways few other individual efforts will in the Army.

This is the fifth article in Nate Player series on leadership. Check out the first post in the series HERE. He has 13 years of combined enlisted and officer service, has commanded and served in various joint staff and professional education assignments. This article is specifically for field grade officers who are currently serving, or will be potentially assigned, at echelons above corps EAC and particularly in joint, interagency, intergovernmental, and multinational JIIM environments.

Most field grade officers spend the majority of their careers serving in battalions, brigades, groups, regiments, squadrons, and wings, or their higher-level tactical headquarters, such as a division or corps in the Army. These units provide readiness and lethality to the United States military. However, these higher-level formations introduce new dynamics, particularly in the JIIM environment.

The following discusses the expectations and unique requirements for success as Joint Staff J5 desk officers, theater army or air force planners, and other such assignments. March 14, Air Force Photo by Tech. Gregory Brook. This summer, you and a selected cohort of your peers will come to Fort Leavenworth to prepare for field grade officership. The time spent at the CGSC will be valuable and rewarding for most officers. They will seize the opportunity to prepare themselves for the challenges which lie ahead. Keith James — Sep 12th Doctrine Man recently posted an article regarding the subject of speaking truth to power , i.

Zoe Garbarino. Do you want to be indispensable to your unit? The same can be said for subordinate units platoons in a company, companies in a battalion, etcetera. Unless you are one of the fortunate few born with the requisite intuition, learning the proper time and place for disagreement takes years of learning by trial and error. This essay shares some lessons learned to assist new leaders in navigating this difficult landscape.

John Lytle March 13, What do you think of when you imagine what an ideal leader should act like or be? Most people think of movie examples in which a commanding officer or noncommissioned officer of some sort gives a command, and it is, blindly or not, followed by his or her subordinates. This is top-down leadership. Now, most movies and novels portray extreme or once in a lifetime heroic decision making, which in some cases is fictionalized and sometimes is actually real-life events. However, how often is the day to day top-down approach leadership modeling needing to be like this? I argue, not very often. We need to use the bottom-up approach.

Most military leadership models are constructed around old, archaic, top-down leadership approaches. In a vacuum, this model works because it is easily conveyed on paper and has worked in years past. However, war and leadership tactics change. Technology has changed, war tactics have changed, even how we run the office environment too has changed drastically. Sometimes at too fast of a pace. The commander has his intentions and those intentions are expected to be followed. There is only one opportunity to choose how we will spend each day, and what direction that day will move us. Like our military work, our broader lives can also fall victim to the crush of the urgent but unimportant. Before we know it, months or even years have passed without moving closer to the things of value we hoped to accomplish.

To combat this, we need a strong goal achievement process that helps us break an operation into phases and key tasks. Done right, a strong goal-attainment strategy can help us counteract the daily distractions that pull us away from attacking the intermediate tasks. One of the most important responsibilities of a leader is to establish priorities. Priorities are how a leader provides purpose, direction, and motivation to achieve results. Priorities communicate what is important and where to invest time, energy, and resources. We operate in an extremely busy world, but those leaders who are able to take the time to stop, think, and reflect are more able to clearly communicate priorities, accomplish the mission, and improve their organization.

Journaling is a powerful tool to reflect and reduce mental clutter, increase productivity, learn from your life, and cultivate self-improvement. Leaders tell us we should be reading throughout our career. They ask about our reading habits in passing or supplement their emphasis with 10 pound hand-me-down tomes. I often wondered how my leaders found the time to read. The exultation of legends such as Secretary of Defense James Mattis, renowned for his monkish ways and extensive library, further promulgate the mysticism of the reading leader.

In contrast, I have purchased and started many books. I eventually found a way to overcome this challenge. This discussion highlights how I understood the requirement, identified gaps to find a solution, and discovered ways to achieve that solution. After the better part of a decade researching in the field of adult learning with a focus on military self-development, I have read dozens of definitions of the concept of self-development. I have studied in detail the historical Army definitions and foundational civilian concepts such as self-directed learning or autonomous learning. I could tell you all the contradictions in the current definitions of Army self-development between the FM and the DA Pam I even spent more than three years on a DoD-supported research study attempting to create a definition that reconciles the gap between the civilian theory of self-directed learning and Army self-development.

For all my research, the shortest definition I stumbled upon during my study might be one of the best. Here are a couple of thoughts, embracing the example President Bush set, to help you employ handwritten notes as a military professional. Successful officers are good listeners. They use effective listening skills to gain perspective from their subordinates and listen to their Soldiers to build a foundation of trust. Officers who do this are more effective in leading their teams than those who do not. This essay will enable better understanding by discussing three topics: listening to gain perspective on assigned missions or tasks; listening to build trust in the team and; some tips for improving listening skills. June 24, — Photo by U. Army Maj.

Randy Stillinger U. Army Sgt. Andrew Smith. Each Thanksgiving, our Nation pauses to give thanks for all of our blessings. For most Americans, this holiday is about enjoying friends and family, celebrating, and sharing a meal together. But beyond Thanksgiving, how do we express gratitude as military leaders? We are trained to be ruthless skeptics, hunting through our daily duties in search of poor planning, flawed logic, or lack of grammatical aptitude. Often, we fail to express gratitude and recognize how fortunate we are to serve our country. As we celebrate Thanksgiving, consider expanding your gratitude by actively seeking a positive perspective. Take a look at all of the positive things in your life and make gratitude a part of your daily routine.

The memory is clear in comparison to others that have faded over the years. The early morning Ohio air seemed crisp even though it was the middle of summer, somewhere around the end of July I suppose. I stood by, waiting for Grandpa as I did every morning and evening, during every visit to Ohio throughout my childhood. Grandpa emerged from the garage with his American flag, rolled neatly from the previous evening. The flag was slightly weathered from daily use, but still in good condition. Every so often, during road trips, Grandpa would stop and complain to a business owner who flew a tattered flag. Each morning he carried the colors at a modified port arms, calling me to attention and then present arms, singing a fine rendition of To The Colors while unrolling his flag.

My Grandpa taught me what it means to be an American. Marcus Fichtl. By presidential appointment and congressional approval, the commissioned officer corps of the United States military serves as the principal leadership cadre of the armed forces. The duties of small unit leaders are often delegated to non-commissioned officers, but the ultimate responsibility of mission accomplishment or failure always rests with the commissioned commander. October 30, — Photo by Staff Sgt. Tim Chacon. First, transitioning to the rank of Major and the expectations of a Field Grade Officer is a difficult and steep learning curve. Second, what made an officer successful at the company grade level does not necessarily translate to success as a Major.

I wrote this article while sitting in a hotel room in Madrid contemplating how I got here. Keith James, 21 September The biggest challenge we face is where and how this mentorship will take place. Our most junior officers have been raised in an environment where social media and electronic messaging are the predominant methods of communication. While it will be imperative for senior leaders to gain confidence and competence in the digital realm, the possibility of mentorship ever becoming a solely electronic endeavor is something that should be discussed.

The debate still rages as to whether social media SoMe is a tool for good or evil within military circles. January 18, — Photo by Sgt. Scott Tant. However, they often produce the opposite: a false depiction that inhibits subordinate initiative as we fixate on systems at the expense of time, effort, and larger than necessary command posts. Unless we approach their use in a disciplined manner, judiciously applying when and how to utilize digital systems, even the best systems will create additional work, waste time, and inhibit Mission Command.

Ryan DeBooy. The bad guys look like civilians. You have never fought a war quite like this one, a decentralized one with no clear endstate. The enemy was a formidable, decentralized force able to reassemble themselves and make decisions when their leaders were not able to make real-time decisions for them. Shortly before or after we were commissioned, Apple launched a never-before-seen product called the iPhone. When it comes to accepting those changes and integrating them into our daily operations, we have no choice but to engage. June 28, — Photo by Staff Sgt. Brendan Mackie. Social media has grown so much that it inevitably bled over into the profession of arms. The majority of Soldiers have a social media account. There is no better opportunity to reach these young Soldiers on a more consistent level than using these platforms.

Social media provides everyone a platform and what we do with that platform is important. I have decided to use my platform to assist in the mentorship of the younger generation of Soldiers within the National Guard. I have always been fond of the benefits of social media and I believe it is a great way to facilitate digital leadership. US Army photo by Spc. Christopher Brecht. March 10, The hour news cycle and social media allow for instant publication from anyone with a computer. As leaders in this digital age, it is our responsibility to understand capabilities and limitations of information flow, understand that facts are becoming more distorted than ever, and acknowledge that newer generations are more inherently involved in technology than we are.

I also believe that leaders must, at least topically, understand some of the new ideas and technologies that are being developed. In the spring of , I heard some advice during a professional development session that caused me to reevaluate my daily routine. After PT, we assembled in the battalion classroom for a professional development session. We were all eager to hear from an officer who had an exceptional reputation as a leader and warfighter.

During the session, the DCG-O described his time in multiple leadership positions from platoon leader to his current position. He talked about the responsibility entrusted to us as commissioned officers along with some of the best practices he learned over decades of service. As I sat down to begin writing on the topic of self-discipline in our profession, something seemed off about the topic. I felt the framing of the question was not correct and my thoughts could not align with the terms.

I realized that we might best master the art of self-discipline when we start viewing our profession as a true vocation. Gabriel Silva, May 5th, Army Photo by Sgt. Jesse D. May 23, It is the ability to pursue goals despite temptations to abandon them. Self-discipline means following a proverbial compass. This compass includes moral, ethical, and legal azimuth checks and one must also follow this compass to an endstate. It is the foundation that drives an individual to succeed in the completion of tasks, the accomplishment of goals, and it is also the driving force behind happiness.

After a period of adjustment and possible attempts at direct rebellion, the leader will see changes in discipline. This change in subordinate discipline is a direct reflection of the leader who has applied him or herself to making leadership their profession before proficiency in specific areas. As subordinates will always meet changes with reluctance, leaders should embrace them as learning techniques and opportunities to separate and differentiate themselves. To be successful in this endeavor they must put into practice all of the values that they learn, not only from training, but also from mentorship received, and their own experience. Examples of leadership are taken from fellow leaders, both good and bad, as it is often from the worst examples of leadership that the most important lessons can be learned.

Leaders are most competent when they can adapt their leadership style to the Soldier they are in contact with at any particular moment and have the knowledge to provide that Soldier with the assistance that they need. A leader is at their most competent when they can improvise, adapt, and overcome. It is most important, that for the leader to make leadership their profession, they do not become stagnant or complacent in this endeavor, but that they strive for perfection in this goal.

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