2lt Fisher Case Study Summary

I investigated how cadets’ communication evolved while they were in JROTC and how they used word of mouth to achieve the program’s goals. Colonel Spry mentions that cadets’ discussions when they first start out in the program are not very serious in nature, but as they grow and move up in the program they begin to mature and have thoughtful discussions on how to solve a problem and what kind of plan it would take to resolve it.

In the fall of 2014, I applied and was accepted to be a part of the Leader in Training (LIT) program at Camp Don Lee. I knew about the LIT program because and I had always looked up to the older “LITs” as a young camper, and my older sister completed the program several years earlier, The LIT program is very selective and includes an intensive application process. Much like the college admissions process, Camp Don Lee receives many eligible candidates, but can only choose a select few based on recommendations, essays, and grades.

Paula, it is astounding that Mr. McDonald, at his level, has the ability to make an impact at the bedside. It is essential that leaders’ exhibit competencies in ensuring systems are in place to monitor and maintain quality patient care. In addition, it is imperative that the principles of the leader are such that they inspire a shared vision and a commitment to excellence. Furthermore, the behaviors, theories, and techniques a person exhibits define their success as a leader to a higher degree than their power position (Billiam & Siriwardena, 2013). Clearly, Mr. McDonald is a transformational leader who inspired the emergency department (ED) manager to resolve the overcrowding and wait time issue that is

In 1973, the United States Army was in turmoil as a result of the Vietnam War drawing to an end.[1] One of the conceived solutions was the "Modern Volunteer Army", which included the Noncommissioned Officer Candidate Course. Many sergeants were trained only to perform one specific job, for example, squad leaders in infantry units, and were no longer uniformly regarded as the well-rounded professionals of previous generations.[1] The overhaul of the NCO corps involved rewriting Field Manual 22-100: Leadership.

As Career Fair Chair for the Student Engineers’ Council, I have had the opportunity to gain experience in Operations and Logistics. I am responsible for coordinating and planning all aspects of the Engineering Career Fair from coordinating with Reed Arena to assigning volunteers for the days of the fair. Through this position, I have learned how important experience, communication and detailed planning are for an event or organization of any size. I believe that this experience would help me greatly if selected as the Operations/Logistics/Training Sergeant.

The first person that I interviewed was 2nd Lieutenant John Zuzich, he is a scout platoon leader in 6-9 Cav, 3ABCT, 1CD. After exchanging formalities I jumped into the questions. The first question, based off of the assignment, was. What he wished he had known before becoming a platoon leader? Luckily for him his first job was a platoon leader so we were able to get right into the meat of things. He said that, as a West Pointer he had given to the illusion that all soldiers are America’s best and brightest and that they would be experts in their crafts. Which, in his specific situation, wasn’t the case. Initially he

The most dominant tenant of military leadership is to “lead by example.” What people fail to realize, however, is that everyone leads by example. Some people tend to lead by a good example, and some people tend to lead by a bad example. I firmly believe that the first “leadership example” you get as a cadet has the ability to shape your future experiences and contributions. Be it one semester of having a great instructor, or three years of having a phenomenal tactical officer (TAC), I would argue that the rate of return on cadet output with a positive experience is tenfold that of a negative experience.

2 HOW CAN SOLDIERS INCREASE THEIR CHANCES OF BEING MENTIED? ACTIVELY SEEKING PERFORMANCE FEEDBACK; ADOPTING AN ATTITUDE OF LIFELONG LEARNING

Performance- A leader must lead by example in everything he or she does. This reamains true today. July was a stess free month must of the company was on leave. You where selected to antend Airasault school, whoever during the assesment APFT you failed the run and lost the spot. You must be ready to pass the APFT any time. Do not let this happen again. In preparation to PTA you stayed proactive and counducted PCC and PCI's. That is esential to mission susses. PTA was the higligth of the month of August. Your guys where ready to go and on time for training that reflects positibly on there leadership. You qualified sharpshuter whit your assing weapon,

The goals, influences, and aspirations of a Private (PVT) in the United States Army are different from those of a Sergeant (SGT) or a Sergeant First Class (SFC). In addition to the obvious knowledge and experience gaps, there is a change that happens to the point of view of that individual as he or she progresses through the ranks of the military. Sergeant First Class Kam Wright of Headquarters and Headquarters Detachment (HHD), 115th Engineer Battalion, influenced junior soldiers through his willingness to back them up with his reputation and rank in order to give them wider opportunities. Master Sergeant Troy Josie of Headquarters and Headquarters Company (HHC), 300th Military Intelligence (MI) Brigade (Linguist), influenced his junior Non-Commissioned Officers (NCO) by not only entrusting them with responsibility for the first time in their careers but also by pushing them to pursue other paths in their military service. But, it is a Master Sergeant (MSG) from 2nd Battalion, 1st Special Forces Group that produced the deepest felt effects on his Senior NCOs by pushing them to their physical, mental, and emotional limits in southeast Afghanistan. (This MSG will go unnamed in order to protect operational matters but will hereafter be referred to as MSG Burton).

SPC Williamson achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 94.22 grade point average. He communicated with confidence and credibility throughout the Basic Leader Course. He demonstrated excellence in the core leader competencies and attributes, at a level seen in more experienced leaders by keeping the class involved and engaged. SPC Williamson exhibited exceptional active listening skills and two-way communication to express thoughts and ideas. He set the example in teamwork; a leader who takes action; displayed Army values and the whole soldier concept throughout the entire course. His research abilities was consistent in classroom environment scoring superior

initially, but long term benefits would out weigh short term obstacles. The Coast Guard would

For his recognized superior combat experiences, the Engineer School Commandant selected LTC Lyle to serve as Training Integration Officer in 2012. LTC Lyle was given the mandate to synchronize the lessons learned from CALL, CTCs, FORSCOM, and Labs – along with his

I believe that it is essential to experiment as we develop our literacies, and that is what M.F.K. Fisher was attempting to do each time she failed. As a result of Fisher not being content with the ordinary pudding, she decorated her pudding with the berries to make it more extraordinary. Similarly, her Hindu Eggs were a failure because she prioritized the visual image of her meals more than the taste. As Fisher goes on to explain, she desires to portray rarity and uniqueness in her culinary creations. The only means we have of creating an original, individual work of art is to experiment by means of trial-and-error. A chef experimenting with a recipe may determine that he needs more, or perhaps less, of a particular ingredient. As writers,

Working as the supervisor for the Lake Operation Unit came with an ever changing set of working conditions and problems not normally associated with a patrol station. I found Sergeant Wallace to constantly be looking for the right and just solution for the myriad of difficulties found while working the lakes and he often had a well thought out plan to address the concerns. His interaction with the staff at the lakes or his constant communications with the Department of Water Resources (DWR) was encouraging and I found his involvement in ensuring a smooth running operation at the lakes to be refreshing.