Management By Exception-Active (Fb-A)

I have held multiple positions within the United States Air Force Auxiliary, Civil Air Patrol, including the position of First Sergeant of the Valkyrie Cadet Squadron. My job was to provide a dedicated focal point for all readiness, to watch the health of cadets, boost the morale, ensure that operations flowed smoothly, and make sure the orders of the commander were carried out by the support staff. After nine months of being a First Sergeant, I was promoted to be the Executive Officer, which is the third in command of the 52-cadet squadron. Furthermore, the leadership skills I have attained in the Civil Air Patrol carries out to various parts of my life. Specifically, my job at Western Steel Inc., where I've been tasked to train employees

Many of the standards that I would have frowned upon outside the u s army are essential to the work success within the United States military. Punishment of not following orders is not deemed to be a positive occurrence in an average person’s life, whereas the United States military guide maintains that punishment strengthens my determination and discipline and enables me to learn and fully take the importance of following orders in US army seriously. Not following orders is not an optional choice while living the standards of the United States military.

And really expects a lot from us, and a lot of soldiers keep messing up doing things that shouldn’t be done… That’s why… again verbal accountability, and counseling is good to make it to the last formation so that you can get a safety briefing from your 1sg sergeant, company commander, squad leader or battalion commander. If you do something wrong after getting a safety briefing it’s no one fault but yours again. Because of Regulation 600-2 0 discipline you were told not to do something wrong and did it anyway, then appropriate actions must be taken. For example. 4856 counseling, also 600-8-2 which covers suspension of favorable personnel actions, better known as flags.

I agree that as a warrant officer in the air traffic control community we have to remember

This is where a Recruit learns for the first time the amount of disciple that is expected from a Marine. All Recruits are taught exactly the same from MCO P 5060.2 to keep consistency.3 Once a Recruit has completed Recruit training, and has then earned the title Marine, the Marine is then sent on to MOS training. Once the Marine arrives at the next training the Marine maybe come in charge of fellow Marines of the same rank or subordinate rank. Once in this position the Marine will have to show confidence in leading fellow Marines. Discipline is not only expected from a Marine’s superiors. Both superiors and subordinates alike expect confidence from a Marine in a leadership position. One of the best ways of building confidante in a new Marine is by putting the Marine in front of other Marines to conduct closer order drill, and give commands. Once a Marine has gained the confidence to lead a small unit the Marine is then ready to take charge of a larger unit. This also leads to confidence in other aspects of a Marines

For more than three decades, Army Non-Commissioned Officers (NCO) were part of an era of fast promotions through the NCO ranks, with some Military Occupation Specialty (MOS) seeing Soldiers make the rank of Sergeant First Class (SFC) with six to seven years time in service (TIS). Since the terrorist attack on September 11, 2001, the United States military was facing a challenge that produced two separate operations simultaneously in the same region of the world which called for thousands of additional service members, especially in the ranks of NCOs. While “fast tracking” was great for the individual, it left many enlisted Soldiers, as well as Officers angry and frustrated with the lack of knowledge these young NCOs were demonstrating when it came to basic Soldiering tactics and techniques. This stems from the decades old Sergeant and Staff Sergeant promotion boards, lack of leadership time, as well as lack of diversity within major Army Component Commands (COCOMS).

This is our job as NCO’s to keep the culture and climate of our profession at its peak. We cannot be the ones that “talk the talk” but not “walk the walk” bring that culture down. It is one of our areas of expertise to take care and nurture young soldiers. They are the future of the profession, the future experts that will keep the profession strong and thriving. We as NCO’s must do our best to shield our young soldiers from “toxic” leadership, to show what good leadership is, and mold young soldiers into the professionals of

It is widely known that in the military you are assigned a great amount of responsibility at a young age and early point in your career. This amount of responsibility is far greater than a civilian would be assigned at the same age. When put in these leadership positions you rapidly acquire skills to care for, make decisions, and earn trust. On my first deployment, our Helicopter Assault Force consisted of two 47 crews decentralized from our higher command. Our senior ranking officer and Air Mission Commander was often just a Captain. Our Flight Lead was typically a W3 or W4 and was the primary decision maker when it came to mission analysis and courses of action development. It was our Captains job to ensure the risk levels were acceptable and sell our mission to higher command. With well-trained commissioned officers and extremely knowledgeable flight leads, we were able to operate with extreme efficiency from a decentralized location from higher command. Additionally the well-defined Commanders Intent and Key Tasks enabled us to meet both the ground force Commander’s goals and our higher command’s

That's a problem ..... As civil air patrol members we need to stand tall and stick to our core values which has given us the knowledge to make the proper choices in everyday situations.. We need to lead by example. Anyone can be a follower but, it takes someone exceptional be a leader. To have integrity when no one is looking and to be the bigger person.

Even so like having a simple instruction booklet on how to properly build something you just bought or visa versa. If you don’t follow the instructions properly you could have an unstructured piece of construction you are working on. Not following proper instructions/orders and also result in injury, to you, or your fellow soldier near you or even as working in the civilian world just the same action could happen a result of injury or in this case being fired. But unlike the Army you can’t get fired, but if the situation is extremely bad you could get a dishonorable discharge and perhaps too some jail time depending on the situation instruction/orders you broke or did not follow. Like not wearing a ACH/ Army Combat Helmet while driving a military vehicle like the LMTV, HumVee, Hemett and so on. Wearing the proper PPE for driving, shooting at the range, while being in combat in a combat environment, and anything that would make you have an injury to yourself, or to your fellow comrade soldier from not following directions/orders on how to use and wear your proper PPE as a United States Of America Army Soldier. So in conclusion I would not recommend that saying in the absentness of orders to take charge, this will not benefit the junior enlisted Specialist, Private First Class, Private II, and Private, but an N.C.O., Staff Sergeant, Sergeant First

As a Human Resources NCOs we are constantly facing changes during this transition period. Most NCOs that came in the Army in the late 1990’s and early 2000’s had more paper files and records they used and kept to maintain proper reporting and accountability. Now everything is automated in a tracker or system online getting away from the paper aspect of the profession. But without adaptation and transition our army could ultimately fail. “For example, after the fall of Baghdad in March 2003, it became apparent that the Army fell short in maintaining this balance.

Officers is to advise all levels of commands on these issues. Continuing the Army ethic

Too often in business as well as the military, “If it ain’t broke, don’t fix it” (Powell, C #7). Too often the command as well as enlisted soldiers will use this analogy to continue to do what they have always done and fight change. Also this leads to allowing small details to be overlooked because it’s been allowed before, these small details, such as production schedules become larger details. These small little details will cause larger details to be overlooked in the future. This culture will foster reactivity instead of promoting proactivity (Powell, C #7). This type of culture is a struggle for leaders to change in the National Guard because of the hometown mentality, all though we strive to keep the since of community in our units as leaders we have to be the supporters of change. Be able to answer the “why” when it is necessary to move in a different direction, we have to be able to always look beneath the surface and not take situations at face value. When we have questions or concerns as long as they are morally and

There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.

As a soldier we have certain duties, responsibilities, and most have some level of authority. We should know what these are and how they apply to our everyday life in the military. It is one of my obligations as a soldier to carry out my duties to standard and to the best of my abilities. It is my job to bear my responsibilities knowing that I am a part of a team that works when its members work and perform their duties together. Duties are general requirements to be performed. As a soldier, I have a moral, and legal duty to obey the lawful orders of my leaders. I also have a moral obligation to perform all of my duties in a military manner, as it is brought about in many different ways including The Soldiers Creed, which describes our way of life as soldiers. As a junior enlisted soldier I am the work dog, or where the rubber meets the road when it comes to duties being performed. As a junior enlisted soldier I am also required to perform all my duties to standard and to the best I can perform them. This means performing individual tasks given to me by my first line supervisor. There are different types of duty’s you can come across in the military, and as a soldier. As a soldier we are held to a high standards of professionalism, whether we are on and off duty. It is our Duty to make sure we withhold that sense of professionalism all the time. We have our Specified duties which are those related to our job positions or our MOS. We have Directed duties which are not a part