The purpose of this paper is to convey my leadership philosophy and how its’ development over the course of my military career. I will discuss three leadership positions that provided the experiences responsible for my philosophy. Methods for resolving conflicts through my career will display attributes I have acquired through those positions.
Quick Reaction Force (QRF) Team Leader
My first significant leadership position was QRF Team leader. Here I established my core values as a leader and envisioned what I wanted to become. I valued nothing above my mission and men. Charged with protecting the unit, I put my self-interest as a low priority to ensure the safety of others. I became a harden individual with a strong sense of duty and grit to see mission success. Tact was not a strong suit for me as head on collision was more suitable for my aggressive nature. I focused my …show more content…
While being forward deployed, I was responsible for reporting to Division and external organizations. As a Division level asset in a Brigade’s battle space there many opportunities for conflict. However, I was able to suppress many. I learned that not all problems needed to be resolved with force. I became more charismatic and dynamic leader. Continuing to stand my grounds, I chose my battles more wisely. In 2010, unilateral targeting operations were limited and the Iraq was pushing for U.S. forces to leave. This limited my ability to eliminate targets with organic assets. I diffused the situations with partner nation forces through asset based negotiating skills. Addressing the self-interest of others enabled me to gain their buy-in. I facilitated the sharing of information between multiple agencies to successfully target and convict over 200 targets in the providence with this less confrontational demeanor. As a leader I redirected my focus from individual strength to empowering others to accomplish the
Quick Reaction Force (QRF) Team Leader
My first significant leadership position was QRF Team leader. Here I established my core values as a leader and envisioned what I wanted to become. I valued nothing above my mission and men. Charged with protecting the unit, I put my self-interest as a low priority to ensure the safety of others. I became a harden individual with a strong sense of duty and grit to see mission success. Tact was not a strong suit for me as head on collision was more suitable for my aggressive nature. I focused my …show more content…
While being forward deployed, I was responsible for reporting to Division and external organizations. As a Division level asset in a Brigade’s battle space there many opportunities for conflict. However, I was able to suppress many. I learned that not all problems needed to be resolved with force. I became more charismatic and dynamic leader. Continuing to stand my grounds, I chose my battles more wisely. In 2010, unilateral targeting operations were limited and the Iraq was pushing for U.S. forces to leave. This limited my ability to eliminate targets with organic assets. I diffused the situations with partner nation forces through asset based negotiating skills. Addressing the self-interest of others enabled me to gain their buy-in. I facilitated the sharing of information between multiple agencies to successfully target and convict over 200 targets in the providence with this less confrontational demeanor. As a leader I redirected my focus from individual strength to empowering others to accomplish the