Change In Battery

As leaders, we must maintain a clear separation between ourselves and those we lead, both, on and off duty. I’m not saying that you and I are better than anyone else; however, as leaders we are charged with tremendous responsibilities and are held to higher standards. To put in bluntly, “we cannot lead soldiers and act like the soldiers”. Do not be a soldier’s buddy! We cannot get away with the indiscretions that out soldiers may because we must lead by example.

The Total Soldier uses the army Values in both his army career and also when he is not at work recognizing that he is always an ambassador for the army and the military as a whole to the civilian population. He or she is loyal to both there country and there fellow comrades that fight the same fight as they do on a daily bases. They put the mission first before there personal needs knowing

In the United States Army we are taught to live by the Seven Army Values. They are broken down to us in the acronym ‘LDRSHIP’ which is short for Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage. We are all taught these 7 Army values repeatedly from day one in the United States Army. First we memorize these values. Then we are trained to live by them. All of these 7 values coincide with each other, and play an important roll in our Army lives. These 7 Army Values also play well into life outside the Army in our personal life. People sometimes do not realize the importance these values have on the way we are viewed by the people who look up to the men and woman who are privileged enough to represent the

As a new soldier and future Army leader, you must recognize that military customs and courtesies are your constant means of showing that the standard of conduct for officers and Soldiers is high and

Second, the Army is governed by two related ethos. On the first day of initial training Soldiers are taught the importance of the seven Army values and begin to memorize the Soldier’s Creed. Like doctors and lawyers, “the military is an expert group, charged by its client to conduct work governed by a professional ethic” according to Lieutenant General Robert Caslen. A recent study commissioned by the Army found that 93% of Soldiers share their personal with the one set by the Army. Again, according to Caslen “the Army Values have sustained our institution through some of our most difficult years and will continue to be the foundation of our profession.”

Army leaders must balance the link between the Army’s culture and it’s climate and institutional practices. When there is a proper balance it has a huge impact on the mindset of the Army’s Soldiers. Their actions or inactions impacts the five key attributes of the profession, and the four fields of expertise, and have long term effects on the Army’s culture and climate. These actions influence Soldiers’ perceptions that they are serving professional who have answered the call of service to the republic, it is important that Soldiers understand that their role is a calling and not just a job.

I learned so much about the prestige of being in the Army. Dawning this uniform every day comes with significant weight. This isn’t limited in scope to General Officers, or those in public relations – it extends to every member of the organization. Everything you do is reflective of the Army, directly or indirectly and by being unprofessional – you are compromising the trust the organization has put in you. It is important to remain cognizant of the fact that regardless of who we are with or where we are – we bear the burden of being an ambassador of the Army and each of its values.

A Soldiers’ moral demeanor must reflect beliefs and principles, not just fear of chastisement from each other. Over time, Soldiers adhere to dedication to the oath and the Army values because they want to live virtuously and truly confine in them because they feel it is a reflective of themselves and who they represent. When people believe and practice the Army values, they become

Blame for misconduct, falsity, deception in military actions ultimately falls upon leadership and even extends to political policy makers, however, the enlisted Soldiers on the sharp end bears an equal responsibility where every misstep is documented real-time in the multi-media age we live in today. Therefore, it is essential that leaders train and educate all ranks on the importance of building trust with each other and with the civilian population while also maintaining professional behavior on and off the battlefield. The adage that it takes years to build trust but a moment to lose trust most always be on the back of a Soldier’s mind.

The Profession of Arms (PoA) is an Army white paper released with the intent to encourage the conversation about the Army as a Profession, and expand on the four “key” attributes critical for the survival of the Army as an institution. This paper also briefly discusses the roles of Soldiers (at all levels), with the purpose of providing guidance on how to balance their roles, and adapt to changing variables while maintaining the main Army culture alive. The study highlights that the establishment of trust, is one of the most important attributes leaders should

Looking for ways to improve the outcome of every situation from the smallest detail to the big picture is a way of life for outstanding leaders. They are respected and relied upon. Their past actions, integrity and trustworthiness has earned them the confidence of Officers and fellow Soldiers.

Fifteen years of continuous combat deployments have strained many of our Soldiers to their breaking point. To ensure the continued readiness of the troops and the welfare of their families, the use of positive psychology and MRT can bridge the gap and prevent many issues from becoming more serious. The tri-signed letter by Gen Odierno in March of 2013, states the United States Army’s ready and resilient campaign will, “…improve the physical, psychological, and emotional health in order to enhance individual performance and increase overall unit readiness.” Dedicated leader involvement specifically from the Command Sergeant Major (CSM), or Sergeant Major (SGM) is the single most critical component in fostering a positive command climate through

On another occasion, General Stanley McChrystal flew into a combat outpost to see my platoon with the majority of my chain of command. We sat in a stable around a fire and he asked direct questions about the mission and what he could do to help us accomplish it. I answered his questions respectfully and bluntly. When he asked what questions I had for him, I asked the questions that my subordinates asked of me. After General McChrystal departed, one of my leaders pulled me aside and he told me that my bluntness stunned him. I replied that I doubted that the general flew all that way to receive sugarcoated answers. A few days later, an officer demonstrating new products in the field for General McChrystal visited our outpost and he confirmed my thoughts. He said that while his primary job was demonstrating the technologies and determining what was beneficial in the field, his ulterior job was collecting honest answers for the general because many people were afraid to be honest to his face. Techniques like these helped General McChrystal understand his operating environment.

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

My ability to communicate grew exponentially when made the rank of Sergeant and was not only the liaison for new soldiers coming to the unit but also in charge of four soldiers. I was typically able to balance friendly dialogue with my soldiers except when I was an administrator. This would be when I had to minister punishment or assign tasks. That all changed when I suspected one of the new soldiers, who I recently introduced to the unit, of beating his wife. When I confronted him about it he laughed it off and trying to be the friendly leader followed suit.