Before Operation Phantom Fury the Iraqi people saw the U.S. as murderers who didn’t care about civilians or their cultural views. By the end of this operation their view hand changed, which in turn helped when the U.S. turned the city back over to local control. The key to success for Operation Phantom Fury, was MG Natonski’s early identification of armed reinforcements, understanding capabilities and limitations. His clear commander’s intent allowed for his subordinate leaders to be adaptable to the increased threat in their Area of Operations. This created a waterfall effect teamwork, shared understanding, and a clear commander’s intent enabled adaptable leaders…
Assuming command of the 4th Armored Brigade Combat Team (ABCT) is an honor and a privilege. It is truly a humbling opportunity to be selected to command an exceptional unit with a storied history of mission readiness and success. The past few weeks of observing the unit, in addition to, careful analysis of more recent historical documents from Army research organizations such as the Center for Army Lessons Learned (CALL) and Center for Army Leadership (CAL) have provided necessary insight in understanding the unit’s current state of readiness, culture, and organizational structure. However, derived from this insight, it is supposed that the 4th ABCT’s current operating conditions contain numerous culture gaps and friction points between…
The 4th Armored Brigade Combat Team (4ABCT) proud tradition of excellence throughout its history took a turn for the worse with its recent deployment and redeployment issues from Afghanistan. An organizational change within 4ABCT is paramount in order to return to its storied heritage of excellence by being a contributing member of the division. In order to complete the change from its current state to a well-respected unit, I would execute a blended version of the seven-step vision process with John Kotter’s eight-stage model to create successful and lasting change. First, I would begin with conducting an initial assessment of the brigade prior to taking command, which is the first step in the seven-step vision process. From this initial…
Knowing the capabilities of my NCOs and Soldiers well, I can advise and ensure that the right people are being delegated with relevant tasks to explore his potential and achieve the commander’s desired outcome. In addition, I can provide leadership and expertise to units and Soldiers at critical locations and times during execution phases to resolve any complex undertakings or adversities. For instance, I can assist in the management of high causalities evacuation, or leading a task force to accomplish specific mission. A…
My Legacy Leader of Influence Ian J Watterson ENG 121 English Composition I Zohra Fazal January 19th, 2017 SFC Garner and I arrived at the 66th Military Intelligence Brigade around the same time and were both assigned to Alpha Company (A Co), 2nd Military Intelligence Batallion (MI BN), he as the Headquarters Platoon Sergeant, and I as the Orderly Room Non-commissioned officer in charge (NCOIC). This paper will explore the Legacy of SFC Garner and how his leadership style impacted the Organization as a whole and what residual effects it had on the Soldiers and NCOs of the 2nd MI BN. It will break down the three major areas of developing a leader and how SFC Garner used these tenets to leave a lasting impression on all that…
When induvial requested to gain access to the 21st Theater Sustainment Command’s Current Operations Integration Cell (COIC), I verified their information in JPAS and when needed escorted induvials to their appropriate locations. I directly briefed the Commanding General of 21st theater Sustainment Command on issues related to his Commanders Intelligence Requirements. I was chosen over 7 superiors to conduct in-depth briefs to the CG and his Staff on 21st TSC’s Area of Responsibility, conducting 4 one on one briefs with the CG, DCG and Chief of Staff. I researched, analyzed and tracked the immigration and terrorist activity in the European and African theater. At the General Officer Force Protection brief, I briefed the current disposition…
Leadership Challenges of Combined Joint Forces SGM George K. Ott Operation Enduring Freedom, Provincial Reconstruction Team, Farah Afghanistan, 04/30/2008 38B, Civil Affairs Team NCOIC, 451st CA Bn. CJTF-82 Bagram george.k.ott.mil@mail.mil 9 November 2015 Class 42 Abstract I was deployed in late 2006 to become a Civil Affairs soldier and lead a CA team as the NCOIC in Operation Enduring Freedom, within the first hundred days of arriving at forward operating base in Farah, Afghanistan; I was assigned an additional duty as the FOB acting Sergeant Major for a Provincial Reconstruction Team in an austere environment with over 300 joint forces to care for and provide NCO leadership. I will discuss some of the challenges encountered by this type of unique organization.…
Direct Leadership Versus Organizational Leadership The United States Army defines leadership as "the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization" (Department of the Army, p. 1). While all levels of Army leadership are interconnected there are various levels of leadership recognized within the Army. The three tiers of leadership are direct, organizational, and strategic.…
I, David W. Pierce II, was born in Memphis, TN on September 20th, 1979. I earned my high school diploma from Chester W. Nimitz High School out of Irving, TX. In my short time being at the Zama Field Office, I have taken a Japanese 101 course, and continually strive to better my language proficiency. I entered the U.S. Army on October 15th, 2009. I successfully completed One Station Unit Training at Fort Benning, GA with Alpha Company (CO), 2nd Battalion (BTN) 19th Infantry Regiment (REG), 198th Infantry Brigade (BDE).…
The Army Counterintelligence field first began in 1942 as the Army Counter Intelligence Corps. Army CI has undergone many changes in the last 74 years since then. Some of the time, changes were made with the intention of furthering the successes of Army CI. Other times, changes were made to prevent shortfalls that were identified through previous failures. All in all, there are many things right with the Army CI and there are many things wrong.…
The purpose of this academic work is to interact with a squadron level or sister service commander, reflect on my current command leadership philosophy, and capitalize on the experience as I prepare for the next level of leadership. The body of the report shall cover the following three key elements: my personal leadership philosophy, a summary of my interview with an Army commander, and an analysis of the interview in correlation to my personal leadership philosophy. In closing the analysis will end with a brief summarization and final conclusion. Leadership Philosophy Recently I took advantage of a course being offered at the United States Air Force Academy (USAFA) titled, “The Challenge of Leadership”.…
Over the last 1.5 years, the 4th Armored Brigade Combat Team (ABCT) has undergone significant change. Following a nine month deployment to Afghanistan, the Brigade appears to be overcome by stress, fatigue, leadership, and ethics issues. While many might categorize these as normal post deployment occurrences, they appear to run much deeper. The events of the previous deployment coupled with the death of the Brigade Commander, Brigade Sergeant Major and a Battalion Commander appear to be the critical events that triggered the downward slide of the Brigade.…
Challenge of Command Summaries Chapter 1: Chapter 1 of Nye’s book “The Challenge of Command” begins with an explanation that this is an important book for specialists and junior officers to read so that they may thoroughly understand the challenges that are faced by positions of command. Nye emphasizes the importance of continuation of learning, and laments that with many soldiers learning ceases at a certain point in their career. Nye criticizes the mental process of certain aspects of training, and argues that the current emphasis is on what officer does, while it should be what officer should be. Nye goes on to explain some if the motivational theory propositions, some supported by authors, while others, by social scientists. He is also…
The Ability to follow orders and accomplish assigned tasks with the Military today is essential. No matter the mission there are always direct tasks and implied tasks within the scope of the Army’s mission and all these tasked must be completed in a timely and efficient manner. Our professionalism and dedication to duty is measured by our ability to not only complete the assignments given to us but with a high level of competency and to or above the standards set forth. Following Orders and Completing Tasks to Standard This essay is about the importance of following orders as well as completing tasks to standard and why it is necessary and a fundamental part of all military operations.…
Good morning SrA Swaney, first I want apologies for taking too long to give you feedback you requested. Since I came to this unit, things have a bit hectic, but today is the day we get it done. You have been the Communication Security (COMSEC) Responsible Officer for the 41st Rescue Squadron for three years now. I feel it is time for you to increase your role in the COMSEC program…