Leadership Development
Leadership Development
Posted on Jul 28, 2015
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Why Should You Have A Written Leadership Philosophy?
https://www.linkedin.com/pulse/why-you-should-have-written-leadership-philosophy-tom-deierlein?trk=pulse-det-nav_art
Why You Should Have A Written Leadership Philosophy - I have my past Command Philosphy below as an example for all to read and use in developing their own.
By Tom Deierlein
Co-founder and CEO at ThunderCat Technology
RP Members here is a great article on Leadership Philosophy and why it should be in writing. It also gives some very good steps in preparing one.
Did you prepare a written Leadership Philosophy and provide it to your Team, Company, Battalion, Brigade, or command?
Here is mine that I wrote as a Brigade Commander:
SUBJECT: Command Philosophy 2 June 2008
1. The purpose of this memorandum is to SHARE my personal command philosophy on life and leading. I believe the most effective way to care for people is to get to KNOW them. So, the focus of this written memo is to help you get to know me and have a better understanding of who I am and what is important in my life. Clearly, to be given the responsibility and the opportunity to lead Soldiers is at the top of the list; it is an honor and a privilege. First and foremost, I am very much like all of you: I'm a Soldier, a son, a grandson, a brother, a husband, a professional businessman, a father, and a friend. In these roles, it is very important to me that I am a person others can trust and depend upon. Two words describe how I try to live each day: "STEADFAST LEADERSHIP." As a leader, I will do everything within my power to ensure a positive climate and work environment where people come first and missions are always accomplished.
2. "STEADFAST LEADERSHIP" is what I demand from myself, the top enlisted soldier (The CSM of Brigade), and I believe it is what we must allow each member within our organization the opportunity to demonstrate. My goal is to live the "STEADFAST Leadership" principles I address below. In doing so, I hope my actions and my example, not my words, will motivate others to adopt some or part of these principles and values for their own lives. These principles over many years have helped shape my character. I am not perfect by any means, but I have tried to live up to these principles each and every day. If I have failed and if you fail; if we have setbacks, then we have to adjust fire and take appropriate aim at the target once again. Simply defined, I believe one's true character is "who you are when no one else is watching" and what you need to set as a goal for your own self improvement.
3. "STEADFAST" is an acronym and stands for: Soldiers; “Training”; “Excellence”; “Attitude”; “Discipline”; “Family (and Friends)”; “Accountability”; “Selfless service”; and “Teamwork”. Below are some expressions of what I mean by “STEADFAST" and a little more about myself:
a. Soldiers: People are our most valuable resource. The ARMY RESERVE is all about people, from service members to family members to our civilian EMPLOYERS! I consider all RESERVISTS to be Soldiers, regardless of rank. I am a Soldier. To be a Soldier one must be able to both serve others and lead. Each of us, at any given moment, could find ourselves as the senior ranking person on the ground. Therefore, each of us must always be prepared (technically, emotionally, physically, spiritually) to take charge when in charge. We must never forget each of us were all younger and more junior yesterday; remember this when developing subordinates and setting standards. Lead by example. Demand the same from yourself as you would others. "Coach, teach and mentor" must be our guiding principles for caring for each other and our families. Soldiers take care of each other and treat each other with dignity and respect.
b. Training: Everything we do is about training. Quality training is the ultimate display of genuinely caring for our soldiers and their families. I strongly believe in leader development and certification training at all/levels. We must train as we fight! Training is maintaining! It is maintaining our equipment, our records, our health, our subordinate units, and our family structure. Maintaining are training standards and being aggressive about “thinking outside the box” to make that training innovative and real are essential to our readiness and our ability to deploy. We must plan, coordinate and conduct realistic, individual training and combined arms training. Training is an individual and a unit responsibility. Training is for ALL members of the organization, officer and enlisted, and civilian. I strongly encourage creative and competitive training programs. Physical fitness training must be battle focused and challenging. We must push ourselves and set high, achievable goals, outside of our normal Battle Assemblies, not just to meet the minimum requirements, but to exceed those standards. I challenge every leader within every section, at ever level of the organization to be innovators in this process!
c. Excellence: Know and live by high standards, both personally and professionally. We represent the Army Reserves, the United States Army, our nation’s total military; our communities, and the United States of America 24 hours a day, 7 days a week. Our actions must always reflect that we are a values-based, people-focused, and mission oriented organization. We must all "Talk the Walk and Walk the Talk." We must make every effort to provide responsive, premier support to our customers; remember; we are customers of our own organization. We must treat others as we would want to be treated! Seize the initiative, go the extra distance, and be innovative in order to achieve the highest standard of excellence possible. We will make mistakes along the way. Believe me, I have made plenty of mistakes over the course of my career and my personal life, but the key is to realize those mistakes and strive to improve upon that “lesson learned” and not let it happen again.
d. Attitude: The one thing in life we can control is our attitude. Our attitudes reflect our true character and how much we care about trying to "make a difference" and "make it happen." Be proud of yourself, your unit, your organization, your community, your family and friends, your Army, and your country. When you see a problem, become part of the solution! "Be all you can be" but not at the expense of someone else. Know yourself, your strengths and weaknesses. Take time for self-development and reflection and education in order to turn weaknesses into strengths. Seek responsibility, not glory and power. Work diligently and selflessly to make the team successful and cohesive. Do not worry about who gets the credit! Maintain a positive perspective. Count your blessings and look at the cup as half full, not half-empty.
e. Discipline: When we exercise discipline in all aspects of our lives, we realize success. We are able to choose the harder right over the easier wrong, accept risk versus gambling, and we are able to push ourselves to limits we never thought possible. Strive to be physically, emotionally, and spiritually disciplined. Disciplined soldiers reach and exceed the goals they set for themselves. Discipline is the major difference between a good organization and a great one! The greatest compliment we can receive is that we are a disciplined organization! Discipline is the final line between a safe and unsafe act. Safety begins with each of us. Risk assessments must be conducted properly and at all levels. It is not just a paper exercise! We must all have on our 'pay attention eyes and ears" and always look for ways to improve safety. Nothing is more important than a soldier's life! Watch out for each other and enforce a buddy system, both during Battle Assemblies, major training exercises, and when you’re not in uniform!
f. Family and Friends: Whether single, divorced, married, or re-married, we all have family. I am the older of two boys and was born and raised in Peoria, Illinois. Most of my life has been spent in the military from age seventeen starting in the Regular Army, then with the National Guard, and now in the Army Reserves. My parents are retired and they are one of my best friends. My grandfather, on my mother’s side, passed away early in my age, but was a great influence on me as I was growing up. My grandmother who passed away in January 2010 of this year was lay to rest in Illinois and is half Indian. I have two beautiful daughters from a former marriage that are a very important part of my life. Children are wonderful human beings who provide a unique, and sometimes surprising, perspective for us! It is very important for me to balance quality family time and work. I have am currently married to Jennifer and she is truly my best and closest friend. We reside in Castle Rock, Colorado very close to my younger brother Gary and his family. I work as the President of SquareTwo Financial Healthcare Funding in Denver, Colorado. I believe it is rewarding to get involved with the community, school activities, employer sponsored activities, and the church. Volunteering is rewarding. Family Readiness Groups are really Unit Readiness Groups. Use your talents and participate in a positive way out of desire, not out of obligation. Family Readiness Groups are like an extension of your own family and friends.
g. Accountability: Accountability begins with each individual member on the team. It encompasses both personal and professional standards: from your CIF hand receipt, family care plans, finances, to your supply, maintenance, readiness, budget(s), administrative and time management responsibilities, evaluation responsibilities, and your civilian employment. Hold yourself accountable for your own actions and accountable for the care and keeping of those entrusted under the leadership position you hold. To me this is just as important in your military career and as it is in your personal life.
h. Service: Our business is all about duty, honor, and country. None of us joined the military to become famous or be heroes. We joined to selflessly support and defend the constitution of the United States. The oath we have taken should be our moral and motivating compass for service-selfless service-to others. I believe true LEADERSHIP is reflected in our ability to SERVE others first. We serve each other, our fellow units, our families, our Army and our country.
i. Teamwork: Together Everyone Achieves More. The Chain of Command is "The Team." I believe in the power of numbers and two are always better than one. I focus on leader teams: Brigade Commander/CSM; Battalion Commander/CSM; Company Commander/1SG; Section OIC/NCOIC; Platoon Leader/Platoon Sergeant, and so on. Each soldier is part of the chain of command and must clearly know who is in his or her chain of command. Communication and cooperation are critical to the effectiveness of the chain of command. This is communication up, down, and laterally throughout the chain of command. Disagreement does not equal disrespect. I believe in quality counseling. Counseling is part of training and leader development and must be conducted by all leaders and within all organizations of this Brigade. Teamwork must extend horizontally across our organizations: soldiers helping soldiers within other sections throughout the organization, soldiers in other units, families helping other families, units helping other units, and military supporting our civilian communities, employers, and activities. The Chain of Concern is also part of the team and I believe that family members provide a critical link to our success. There is no letter “I” in the word “TEAM”!
4. Bottom-line, I enjoy life, I love people, I enjoy sports, I enjoy music and playing music, I love to have a good time with family and friends, but most of all I love to work hard! I demand that everyone on the Team work just as hard! I will never demand anything more of the Team that I am not willing to do myself! I look forward to sharing this time in the 89th Sustainment Brigade, and with the subordinates units with in our command, and with each and every one of you, learning from each other and developing a solid, caring, enthusiastic and winning TEAM!
“Above the Rest!”!
Mikel J. Burroughs
COL, LG
Commanding
https://www.linkedin.com/pulse/why-you-should-have-written-leadership-philosophy-tom-deierlein?trk=pulse-det-nav_art
Why You Should Have A Written Leadership Philosophy - I have my past Command Philosphy below as an example for all to read and use in developing their own.
By Tom Deierlein
Co-founder and CEO at ThunderCat Technology
RP Members here is a great article on Leadership Philosophy and why it should be in writing. It also gives some very good steps in preparing one.
Did you prepare a written Leadership Philosophy and provide it to your Team, Company, Battalion, Brigade, or command?
Here is mine that I wrote as a Brigade Commander:
SUBJECT: Command Philosophy 2 June 2008
1. The purpose of this memorandum is to SHARE my personal command philosophy on life and leading. I believe the most effective way to care for people is to get to KNOW them. So, the focus of this written memo is to help you get to know me and have a better understanding of who I am and what is important in my life. Clearly, to be given the responsibility and the opportunity to lead Soldiers is at the top of the list; it is an honor and a privilege. First and foremost, I am very much like all of you: I'm a Soldier, a son, a grandson, a brother, a husband, a professional businessman, a father, and a friend. In these roles, it is very important to me that I am a person others can trust and depend upon. Two words describe how I try to live each day: "STEADFAST LEADERSHIP." As a leader, I will do everything within my power to ensure a positive climate and work environment where people come first and missions are always accomplished.
2. "STEADFAST LEADERSHIP" is what I demand from myself, the top enlisted soldier (The CSM of Brigade), and I believe it is what we must allow each member within our organization the opportunity to demonstrate. My goal is to live the "STEADFAST Leadership" principles I address below. In doing so, I hope my actions and my example, not my words, will motivate others to adopt some or part of these principles and values for their own lives. These principles over many years have helped shape my character. I am not perfect by any means, but I have tried to live up to these principles each and every day. If I have failed and if you fail; if we have setbacks, then we have to adjust fire and take appropriate aim at the target once again. Simply defined, I believe one's true character is "who you are when no one else is watching" and what you need to set as a goal for your own self improvement.
3. "STEADFAST" is an acronym and stands for: Soldiers; “Training”; “Excellence”; “Attitude”; “Discipline”; “Family (and Friends)”; “Accountability”; “Selfless service”; and “Teamwork”. Below are some expressions of what I mean by “STEADFAST" and a little more about myself:
a. Soldiers: People are our most valuable resource. The ARMY RESERVE is all about people, from service members to family members to our civilian EMPLOYERS! I consider all RESERVISTS to be Soldiers, regardless of rank. I am a Soldier. To be a Soldier one must be able to both serve others and lead. Each of us, at any given moment, could find ourselves as the senior ranking person on the ground. Therefore, each of us must always be prepared (technically, emotionally, physically, spiritually) to take charge when in charge. We must never forget each of us were all younger and more junior yesterday; remember this when developing subordinates and setting standards. Lead by example. Demand the same from yourself as you would others. "Coach, teach and mentor" must be our guiding principles for caring for each other and our families. Soldiers take care of each other and treat each other with dignity and respect.
b. Training: Everything we do is about training. Quality training is the ultimate display of genuinely caring for our soldiers and their families. I strongly believe in leader development and certification training at all/levels. We must train as we fight! Training is maintaining! It is maintaining our equipment, our records, our health, our subordinate units, and our family structure. Maintaining are training standards and being aggressive about “thinking outside the box” to make that training innovative and real are essential to our readiness and our ability to deploy. We must plan, coordinate and conduct realistic, individual training and combined arms training. Training is an individual and a unit responsibility. Training is for ALL members of the organization, officer and enlisted, and civilian. I strongly encourage creative and competitive training programs. Physical fitness training must be battle focused and challenging. We must push ourselves and set high, achievable goals, outside of our normal Battle Assemblies, not just to meet the minimum requirements, but to exceed those standards. I challenge every leader within every section, at ever level of the organization to be innovators in this process!
c. Excellence: Know and live by high standards, both personally and professionally. We represent the Army Reserves, the United States Army, our nation’s total military; our communities, and the United States of America 24 hours a day, 7 days a week. Our actions must always reflect that we are a values-based, people-focused, and mission oriented organization. We must all "Talk the Walk and Walk the Talk." We must make every effort to provide responsive, premier support to our customers; remember; we are customers of our own organization. We must treat others as we would want to be treated! Seize the initiative, go the extra distance, and be innovative in order to achieve the highest standard of excellence possible. We will make mistakes along the way. Believe me, I have made plenty of mistakes over the course of my career and my personal life, but the key is to realize those mistakes and strive to improve upon that “lesson learned” and not let it happen again.
d. Attitude: The one thing in life we can control is our attitude. Our attitudes reflect our true character and how much we care about trying to "make a difference" and "make it happen." Be proud of yourself, your unit, your organization, your community, your family and friends, your Army, and your country. When you see a problem, become part of the solution! "Be all you can be" but not at the expense of someone else. Know yourself, your strengths and weaknesses. Take time for self-development and reflection and education in order to turn weaknesses into strengths. Seek responsibility, not glory and power. Work diligently and selflessly to make the team successful and cohesive. Do not worry about who gets the credit! Maintain a positive perspective. Count your blessings and look at the cup as half full, not half-empty.
e. Discipline: When we exercise discipline in all aspects of our lives, we realize success. We are able to choose the harder right over the easier wrong, accept risk versus gambling, and we are able to push ourselves to limits we never thought possible. Strive to be physically, emotionally, and spiritually disciplined. Disciplined soldiers reach and exceed the goals they set for themselves. Discipline is the major difference between a good organization and a great one! The greatest compliment we can receive is that we are a disciplined organization! Discipline is the final line between a safe and unsafe act. Safety begins with each of us. Risk assessments must be conducted properly and at all levels. It is not just a paper exercise! We must all have on our 'pay attention eyes and ears" and always look for ways to improve safety. Nothing is more important than a soldier's life! Watch out for each other and enforce a buddy system, both during Battle Assemblies, major training exercises, and when you’re not in uniform!
f. Family and Friends: Whether single, divorced, married, or re-married, we all have family. I am the older of two boys and was born and raised in Peoria, Illinois. Most of my life has been spent in the military from age seventeen starting in the Regular Army, then with the National Guard, and now in the Army Reserves. My parents are retired and they are one of my best friends. My grandfather, on my mother’s side, passed away early in my age, but was a great influence on me as I was growing up. My grandmother who passed away in January 2010 of this year was lay to rest in Illinois and is half Indian. I have two beautiful daughters from a former marriage that are a very important part of my life. Children are wonderful human beings who provide a unique, and sometimes surprising, perspective for us! It is very important for me to balance quality family time and work. I have am currently married to Jennifer and she is truly my best and closest friend. We reside in Castle Rock, Colorado very close to my younger brother Gary and his family. I work as the President of SquareTwo Financial Healthcare Funding in Denver, Colorado. I believe it is rewarding to get involved with the community, school activities, employer sponsored activities, and the church. Volunteering is rewarding. Family Readiness Groups are really Unit Readiness Groups. Use your talents and participate in a positive way out of desire, not out of obligation. Family Readiness Groups are like an extension of your own family and friends.
g. Accountability: Accountability begins with each individual member on the team. It encompasses both personal and professional standards: from your CIF hand receipt, family care plans, finances, to your supply, maintenance, readiness, budget(s), administrative and time management responsibilities, evaluation responsibilities, and your civilian employment. Hold yourself accountable for your own actions and accountable for the care and keeping of those entrusted under the leadership position you hold. To me this is just as important in your military career and as it is in your personal life.
h. Service: Our business is all about duty, honor, and country. None of us joined the military to become famous or be heroes. We joined to selflessly support and defend the constitution of the United States. The oath we have taken should be our moral and motivating compass for service-selfless service-to others. I believe true LEADERSHIP is reflected in our ability to SERVE others first. We serve each other, our fellow units, our families, our Army and our country.
i. Teamwork: Together Everyone Achieves More. The Chain of Command is "The Team." I believe in the power of numbers and two are always better than one. I focus on leader teams: Brigade Commander/CSM; Battalion Commander/CSM; Company Commander/1SG; Section OIC/NCOIC; Platoon Leader/Platoon Sergeant, and so on. Each soldier is part of the chain of command and must clearly know who is in his or her chain of command. Communication and cooperation are critical to the effectiveness of the chain of command. This is communication up, down, and laterally throughout the chain of command. Disagreement does not equal disrespect. I believe in quality counseling. Counseling is part of training and leader development and must be conducted by all leaders and within all organizations of this Brigade. Teamwork must extend horizontally across our organizations: soldiers helping soldiers within other sections throughout the organization, soldiers in other units, families helping other families, units helping other units, and military supporting our civilian communities, employers, and activities. The Chain of Concern is also part of the team and I believe that family members provide a critical link to our success. There is no letter “I” in the word “TEAM”!
4. Bottom-line, I enjoy life, I love people, I enjoy sports, I enjoy music and playing music, I love to have a good time with family and friends, but most of all I love to work hard! I demand that everyone on the Team work just as hard! I will never demand anything more of the Team that I am not willing to do myself! I look forward to sharing this time in the 89th Sustainment Brigade, and with the subordinates units with in our command, and with each and every one of you, learning from each other and developing a solid, caring, enthusiastic and winning TEAM!
“Above the Rest!”!
Mikel J. Burroughs
COL, LG
Commanding
Philosophy
Command
Leadership Development
Commander
Policy
Edited 7 y ago
Posted >1 y ago
Responses: 41
16
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Because it's hard to be a great leader. It's complicated. And people forget stuff.
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1stSgt Eugene Harless
Unfortunately Marines don't read much unless there's a cartoon with it and its on a portojohn wall.
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11
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0
I don't think you need one that is written - like a memo. No one reads, or cares about, your written philosophy; they care about what you do. I have seen too many commanders with a long complicated written philosophy that no one reads, cares about, or remembers. I think what is important is that the you have a simple, but clear, vision and priorities, that everyone, understands, and buys into.... and, that you model daily though your actions - not just your words. In both Battalion and Brigade Command I only had one Power Point Chart that summed it all up; our vision and our priorities. I drifted away from a the memorandum style, after company command, because I worked for other leaders who went with the simple vs. complex. No one reads it or cares...
I agree with author, you need to have and know your thoughts on leadership, and update them as you evolve. What do I believe about people, myself, leadership, what are my goals (our goals, hopefully) for the organization, etc. I do think we get hung up on the memo, or manifesto style. I think the key is figure out a way to get your vision and goals down to the lowest level, and have it stick. Trust me, that is a not easy with say, young MPs... What they think their job is, and what I know their job is different.
Going into Battalion Command, as an example, my MP Battalion, for which I was also the installation provost marshal and director of emergency services - at the home of the Military Police School by the way - had a horrible, horrible reputation on post and with most MPs... Their attitude was the issue. I wanted MPs to know this.
1. If you can't figure out what your job is - read your crest: Assist, Protect, and Defend.... Assist is why we exist in Army. Not to harass, and annoy.
2. Ask yourself, before you do something, you know might no be right... "Would I do this if the BC or CSM was here?"
3. Last, I wanted them to ask themselves everyday, every shift... "What have I don to the make Fort Leonard Wood, today, to make Fort Leonard a better place to live?" We had stickers made, and they were on car visors, dash board, clip boards etc...
I think this was a way to change things, and make it simple.
In Brigade/Garrison, my Garrison of like 5,000 people, had a good reputation... but they also had a reputation of always saying no... vs. finding a way... They also did not believe they worked for the Commanding General, but for the IMCOM Commander. As a GC, my senior rater is the Installation Senior Commander (CG). My predecessor literally believed this, and that was the culture.
I will leave this... Lee Cockerell, former Disney CEO often talked about this and he would use the Disney 7 as his example. They are powerful, and everyone can remember them.
http://disneyatwork.com/disneys-four-keys-to-a-great-guest-experience/
I agree with author, you need to have and know your thoughts on leadership, and update them as you evolve. What do I believe about people, myself, leadership, what are my goals (our goals, hopefully) for the organization, etc. I do think we get hung up on the memo, or manifesto style. I think the key is figure out a way to get your vision and goals down to the lowest level, and have it stick. Trust me, that is a not easy with say, young MPs... What they think their job is, and what I know their job is different.
Going into Battalion Command, as an example, my MP Battalion, for which I was also the installation provost marshal and director of emergency services - at the home of the Military Police School by the way - had a horrible, horrible reputation on post and with most MPs... Their attitude was the issue. I wanted MPs to know this.
1. If you can't figure out what your job is - read your crest: Assist, Protect, and Defend.... Assist is why we exist in Army. Not to harass, and annoy.
2. Ask yourself, before you do something, you know might no be right... "Would I do this if the BC or CSM was here?"
3. Last, I wanted them to ask themselves everyday, every shift... "What have I don to the make Fort Leonard Wood, today, to make Fort Leonard a better place to live?" We had stickers made, and they were on car visors, dash board, clip boards etc...
I think this was a way to change things, and make it simple.
In Brigade/Garrison, my Garrison of like 5,000 people, had a good reputation... but they also had a reputation of always saying no... vs. finding a way... They also did not believe they worked for the Commanding General, but for the IMCOM Commander. As a GC, my senior rater is the Installation Senior Commander (CG). My predecessor literally believed this, and that was the culture.
I will leave this... Lee Cockerell, former Disney CEO often talked about this and he would use the Disney 7 as his example. They are powerful, and everyone can remember them.
http://disneyatwork.com/disneys-four-keys-to-a-great-guest-experience/
Disney’s Four Keys To A Great Guest Experience | Disney At Work
When Disneyland was created in 1955, an orientation to the parks was held for all the newly hired “Cast Members.” This orientation built by Van France and Dick Nunis became known as “Traditions”. It emphasized the heritage of what was then Walt Disney Productions, and declared the importance of customer service. “We Create Happiness” was a service vision put in place to suggest that no matter what your role was in the park, your job was to...
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COL Mikel J. Burroughs
COL Charles Williams - It didn't happen just one weekend a month. As a Brigade Commander I usually put in 2 or 3 weekends a month and sometimes longer for training exercises! It was tough, but it was a great challenge and well worth all the time and effort. I respect you and your opinion big time - thanks for popping in again!.
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COL Charles Williams
COL Mikel J. Burroughs Roger. I understand you have to, but many are not there. I just don't know how you do it. One of my best friends is (we met during OIF 6-8) in Baghdad) is a traditional Guardsman from NY. He is now a former Brigade Commander, successful business man, and hoping to be the TAG. Until OIF he had never been mobilized. I can can be talking to him it is very hard. One of the odd take aways I got from 12 and 15 months in Iraq, with a BDE of largely Guard and Reserve units, was how very hard that life was on so many levels. Last war story. When I was a Battalion Commander, my best company was a Engineer Co chopped to us to do force protection.... They were a combat engineers but had a great Commander and 1SG and made my MP units look bad.
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SSgt Boyd Herrst
After I had transitioned from An Air Force Reserve Wng into the regular Air Force, At first I didn't see much of a difference. The Reserve Wing was run very professionally.. from what I seen at Selfridge Field in Mi.
That was in '70. an opportunity came to cross over to Regular AF with no loss of grade.. so fast forward to McGuire AFB, NJ., it seemed I arrived during a shake up in the command structure.. Allover
Commanders and 1SGs were being fired/relieved due to being unable to satisfactorily perform the the duties entrusted to them.. It had already happened in the Food Services Section and I didn't know about that until a month into my being on the base . One day I was reading the TIG Brief on the board and a SSG asked why was I reading that, it wasn't for me to read.. hmm, posted on board by where we hang our coats and not for us to read.. who's pulling the wool over whom' eyes? at a later time I seen a Cmdr's note for our dissemination.. "Airmen being sought in various AFSCs to take
a proficiency skill test.. those selected will recieve $30 proficiency pay along with fulfilling
leadership position in their duty section... I got the note off the board and went to the Food Svc office and asked to see the CMSG.
He wasn't in but the Lt. was. In my haste I hadn't gone through my shiftleader or 1st cook or the D.H. Super.. gee, I was messing up all over.. Anyway I explained the note I took off the board in the kitchen.. about the pro-pay test. and Zi'd like to take it if the powers to be would please recommend me for it.
I'd already proved I could fulfill 1st Cook and when Shiftleader was gone or had to leave, I successfully
Ran the shift.. of course I had support from the other shiftleader.
They had even said I did good for a new guy. (actually not that new, I had been 1st Cook and a shiftleader at the Reserve Base DH. For some of our drills). The Lt. Said she and Chief would mull it over and let me know.. meanwhile put it back on the board and go tomorrow and follow ch. of Cmnd through your shiftleader and DH Super.. nobody need be the wiser.. If I had followed the SSG. About not looking at the board I'd of never seen that paper.! Maybe he thought that board was just for the shiftldrs. I'd seen him get on other Airmen to get away.. These guys didn't want us Airmen to know what was going on?
Keep us little peons in the dark?..
There were a few Airmen that weren't happy I had got on board with my 5 level already.. they were still stuck in skullery doing dishes and pots and pans.. only got out when the shift was short of people.
I made my mind up to help them souls.. later I found one was dyslexic.. Usually they catch them in basic.. I tried to help him.. went with him to base education to get him into a reading comprehension class. The Sqdn tng NCO helped with that ... Tufned out they were using Jose as a permanent kp.. that was wrong...! A couple months later the AF discharged him for inability to adapt. He was a good Airman, he was dyslexic.. but didn't fit the aFs needs.. he did get an Homorable the Cmdr made sure of that.. was honorable the 2 years he was in . Never late always respectful, hard worker.. almost a model Airman with exception of his dyslexia.. He got out and stayed in Jersey. Came back and got a job civil service as a Food Svc worker 3 .. I took that test and went to flight kitchen to be an assist Amn in charge.. Like the good Colonel Burroughs says we got to find what we're good at. Maybe not those exact words ..
That was in '70. an opportunity came to cross over to Regular AF with no loss of grade.. so fast forward to McGuire AFB, NJ., it seemed I arrived during a shake up in the command structure.. Allover
Commanders and 1SGs were being fired/relieved due to being unable to satisfactorily perform the the duties entrusted to them.. It had already happened in the Food Services Section and I didn't know about that until a month into my being on the base . One day I was reading the TIG Brief on the board and a SSG asked why was I reading that, it wasn't for me to read.. hmm, posted on board by where we hang our coats and not for us to read.. who's pulling the wool over whom' eyes? at a later time I seen a Cmdr's note for our dissemination.. "Airmen being sought in various AFSCs to take
a proficiency skill test.. those selected will recieve $30 proficiency pay along with fulfilling
leadership position in their duty section... I got the note off the board and went to the Food Svc office and asked to see the CMSG.
He wasn't in but the Lt. was. In my haste I hadn't gone through my shiftleader or 1st cook or the D.H. Super.. gee, I was messing up all over.. Anyway I explained the note I took off the board in the kitchen.. about the pro-pay test. and Zi'd like to take it if the powers to be would please recommend me for it.
I'd already proved I could fulfill 1st Cook and when Shiftleader was gone or had to leave, I successfully
Ran the shift.. of course I had support from the other shiftleader.
They had even said I did good for a new guy. (actually not that new, I had been 1st Cook and a shiftleader at the Reserve Base DH. For some of our drills). The Lt. Said she and Chief would mull it over and let me know.. meanwhile put it back on the board and go tomorrow and follow ch. of Cmnd through your shiftleader and DH Super.. nobody need be the wiser.. If I had followed the SSG. About not looking at the board I'd of never seen that paper.! Maybe he thought that board was just for the shiftldrs. I'd seen him get on other Airmen to get away.. These guys didn't want us Airmen to know what was going on?
Keep us little peons in the dark?..
There were a few Airmen that weren't happy I had got on board with my 5 level already.. they were still stuck in skullery doing dishes and pots and pans.. only got out when the shift was short of people.
I made my mind up to help them souls.. later I found one was dyslexic.. Usually they catch them in basic.. I tried to help him.. went with him to base education to get him into a reading comprehension class. The Sqdn tng NCO helped with that ... Tufned out they were using Jose as a permanent kp.. that was wrong...! A couple months later the AF discharged him for inability to adapt. He was a good Airman, he was dyslexic.. but didn't fit the aFs needs.. he did get an Homorable the Cmdr made sure of that.. was honorable the 2 years he was in . Never late always respectful, hard worker.. almost a model Airman with exception of his dyslexia.. He got out and stayed in Jersey. Came back and got a job civil service as a Food Svc worker 3 .. I took that test and went to flight kitchen to be an assist Amn in charge.. Like the good Colonel Burroughs says we got to find what we're good at. Maybe not those exact words ..
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LCpl Donald Faucett
If you can't talk the talk, you have no business trying to walk the walk. Hide in your office.
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11
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Your leadership or command philosophy is the road map to the units success...
1. GOAL: Trained and disciplined units capable of planning, coordinating, synchronizing and executing tactical Civil Affairs Operations (CAO) in support of Unified Land Operations as a Regionally Aligned Force (RAF), to U.S. Pacific Command (USPACOM).
2. CLIMATE: Follow the Army standard, advance a values-based atmosphere that empowers Soldiers and Civilians to realize their potential. Preserve an environment of trust, discipline, loyalty and mutual respect. Have fun while doing it.
3. EXPECTATIONS: Be proud, live the Warrior Ethos and Army Values, be disciplined, be physically and mentally fit, be positive and adaptive. Set the example in all you do and say, establish and maintain high standards, truly care for Soldiers, and be loyal and communicate up and down and laterally with the chain of command.
4. EFFORTS: Be the expert; stress the fundamentals; master our skills and core military competencies; train as you will fight; focused on realistic, challenging (physically and mentally) performance driven events to the most ridged standards.
5. LEADER DEVELOPMENT: We must develop skilled, bold and adaptive leaders of character; this will be our legacy developing leaders of our future Army ranks.
6. PERSONNEL AND EQUIPMENT READINESS: Leader responsibility. We provide purpose, direction and motivation to accomplishing the mission. Unit Readiness is the key to success.
7. SOLDIERS AND FAMILY: The most valued asset we have. Treat them with respect and dignity. Listen to them; talk to them; counsel, coach, mentor, and reward them. Be aware and involved with their lives.
8. SAFETY: Be vigilant in anticipating and preventing unsafe acts. Manage risk. Safety will be a part of planning and execution. Standards and discipline are required by ALL.
9. END STATE: An organization of expert Soldiers and Civilians, self-reliant Families and Leaders prepared to accomplish the mission any time.
JERRY D WILSON JR
LTC, CA
Commander
1. GOAL: Trained and disciplined units capable of planning, coordinating, synchronizing and executing tactical Civil Affairs Operations (CAO) in support of Unified Land Operations as a Regionally Aligned Force (RAF), to U.S. Pacific Command (USPACOM).
2. CLIMATE: Follow the Army standard, advance a values-based atmosphere that empowers Soldiers and Civilians to realize their potential. Preserve an environment of trust, discipline, loyalty and mutual respect. Have fun while doing it.
3. EXPECTATIONS: Be proud, live the Warrior Ethos and Army Values, be disciplined, be physically and mentally fit, be positive and adaptive. Set the example in all you do and say, establish and maintain high standards, truly care for Soldiers, and be loyal and communicate up and down and laterally with the chain of command.
4. EFFORTS: Be the expert; stress the fundamentals; master our skills and core military competencies; train as you will fight; focused on realistic, challenging (physically and mentally) performance driven events to the most ridged standards.
5. LEADER DEVELOPMENT: We must develop skilled, bold and adaptive leaders of character; this will be our legacy developing leaders of our future Army ranks.
6. PERSONNEL AND EQUIPMENT READINESS: Leader responsibility. We provide purpose, direction and motivation to accomplishing the mission. Unit Readiness is the key to success.
7. SOLDIERS AND FAMILY: The most valued asset we have. Treat them with respect and dignity. Listen to them; talk to them; counsel, coach, mentor, and reward them. Be aware and involved with their lives.
8. SAFETY: Be vigilant in anticipating and preventing unsafe acts. Manage risk. Safety will be a part of planning and execution. Standards and discipline are required by ALL.
9. END STATE: An organization of expert Soldiers and Civilians, self-reliant Families and Leaders prepared to accomplish the mission any time.
JERRY D WILSON JR
LTC, CA
Commander
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COL Mikel J. Burroughs
LTC (Join to see) Very good - thanks for commenting and contributing! I owe you a "thumbs up" Ran out early today! Sorry
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