A Legacy Leader is someone whose actions continue to have a positive influence on an individual, group of people and/or organization. Legacy Leaders are considered to be “Leaders of Influence” because they create an environment conducive for developing others through professional and personal growth; they build team cohesiveness through trust; and they produce effective leaders and professionals who are capable of getting results and accomplishing the mission. I’ve chosen the individual below as my “Leader of Influence” due to the impact this individual has had on the Army and NCO Corp, as well as the influence this individual has had on my personal growth and development. Furthermore, I will explain the legacy I would like to leave behind with the Army and with those who I’ve had the pleasure of leading.
My “Leader of Influence” is Command Sergeant Major (CSM) Retired (R) Joe S. Johnson. Our paths crossed in 2001 at Victory Brigade, Fort Jackson, South Carolina. While newly assigned as an Executive Administrative Specialist (71L) to the Command Group as an Specialist/E-4, I immediately observed the attributes and competencies of this great leader and the impact he had on the organization and the NCOs within the organization. …show more content…
At the time, CSM (R) Johnson was an Infantryman (11B) and the CSM of a brigade that played a very active and important role within the installation. He served amongst Adjutant General (AG) professionals and as a result his leadership style was very distinctive. He was the epitome of what a leader is (attributes) and what a leader does (competencies).
Without doubt, CSM (R) Johnson’s attributes and competencies played a vital role in developing quality Soldiers and NCOs within the Army. His influence encouraged NCOs to develop their leadership skills and the leadership skills of others while maintaining a sense of honor and pride in the NCO Corps. Regardless of rank, he made sure that all Soldiers received outstanding leadership through coaching and mentoring. CSM (R) Johnson was an innovative leader, creating the only mentorship program I’ve known to this date that served as an effective tool for developing NCOs. For example, everyone within the organization was required to have a mentor while all NCOs were required to provide mentorship to at least one Soldier. At a minimum, Soldiers were required to discuss specific topics with their mentor. Direct supervisors were required to follow up on these topics and annotate them in monthly or quarterly counselings for both mentees and mentors. In fact, if CSM stopped a Soldier to inquire of the mentorship they were receiving or the mentorship they were providing, it would behoove that individual to be able to provide an immediate answer. Similarly, CSM (R) Johnson’s influence also extended beyond the Chain of Command. For instance, he was not only an advisor to the Brigade Commander but I often observed him coaching and mentoring young officers and Department of the Army (DA) Civilians within the organization. He was one of the most sought out leaders on the installation by subordinates, peers and superiors alike due to his vast knowledge, experience and expertise on different matters and most importantly, his willingness to share that knowledge. He often scheduled working lunches to ensure he made time to mentor and coach. Additionally, CSM (R) Johnson consistently led by example and as a result, he seemed to be admired and respected by all who came in contact with him. He was the standard bearer and exercised great integrity by unwaveringly adhering to all policies and regulations and ensuring that others did the same. His outward appearance and demeanor exuded confidence and he took a lot of pride in the way he looked; he was physically fit, his uniform was always pressed and his boots were always highly shined. Likewise, he made sure that his presence was known throughout the organization. Although he had a very busy schedule and regularly met with his 1SGs and staff NCOICs, he always made it a priority to visit the staff sections and subordinate units on a weekly basis. Whether it meant conducting Physical Training (PT) with the units, observing Sergeant’s Time Training, checking out Soldiers in their work areas, or making random site visits to the ranges, he ensured his presence was known to
My “Leader of Influence” is Command Sergeant Major (CSM) Retired (R) Joe S. Johnson. Our paths crossed in 2001 at Victory Brigade, Fort Jackson, South Carolina. While newly assigned as an Executive Administrative Specialist (71L) to the Command Group as an Specialist/E-4, I immediately observed the attributes and competencies of this great leader and the impact he had on the organization and the NCOs within the organization. …show more content…
At the time, CSM (R) Johnson was an Infantryman (11B) and the CSM of a brigade that played a very active and important role within the installation. He served amongst Adjutant General (AG) professionals and as a result his leadership style was very distinctive. He was the epitome of what a leader is (attributes) and what a leader does (competencies).
Without doubt, CSM (R) Johnson’s attributes and competencies played a vital role in developing quality Soldiers and NCOs within the Army. His influence encouraged NCOs to develop their leadership skills and the leadership skills of others while maintaining a sense of honor and pride in the NCO Corps. Regardless of rank, he made sure that all Soldiers received outstanding leadership through coaching and mentoring. CSM (R) Johnson was an innovative leader, creating the only mentorship program I’ve known to this date that served as an effective tool for developing NCOs. For example, everyone within the organization was required to have a mentor while all NCOs were required to provide mentorship to at least one Soldier. At a minimum, Soldiers were required to discuss specific topics with their mentor. Direct supervisors were required to follow up on these topics and annotate them in monthly or quarterly counselings for both mentees and mentors. In fact, if CSM stopped a Soldier to inquire of the mentorship they were receiving or the mentorship they were providing, it would behoove that individual to be able to provide an immediate answer. Similarly, CSM (R) Johnson’s influence also extended beyond the Chain of Command. For instance, he was not only an advisor to the Brigade Commander but I often observed him coaching and mentoring young officers and Department of the Army (DA) Civilians within the organization. He was one of the most sought out leaders on the installation by subordinates, peers and superiors alike due to his vast knowledge, experience and expertise on different matters and most importantly, his willingness to share that knowledge. He often scheduled working lunches to ensure he made time to mentor and coach. Additionally, CSM (R) Johnson consistently led by example and as a result, he seemed to be admired and respected by all who came in contact with him. He was the standard bearer and exercised great integrity by unwaveringly adhering to all policies and regulations and ensuring that others did the same. His outward appearance and demeanor exuded confidence and he took a lot of pride in the way he looked; he was physically fit, his uniform was always pressed and his boots were always highly shined. Likewise, he made sure that his presence was known throughout the organization. Although he had a very busy schedule and regularly met with his 1SGs and staff NCOICs, he always made it a priority to visit the staff sections and subordinate units on a weekly basis. Whether it meant conducting Physical Training (PT) with the units, observing Sergeant’s Time Training, checking out Soldiers in their work areas, or making random site visits to the ranges, he ensured his presence was known to