My Legacy Leader of Influence
Ian J Watterson
ENG 121 English Composition I
Zohra Fazal
January 19th, 2017
SFC Garner and I arrived at the 66th Military Intelligence Brigade around the same time and were both assigned to Alpha Company (A Co), 2nd Military Intelligence Batallion (MI BN), he as the Headquarters Platoon Sergeant, and I as the Orderly Room Non-commissioned officer in charge (NCOIC). This paper will explore the Legacy of SFC Garner and how his leadership style impacted the Organization as a whole and what residual effects it had on the Soldiers and NCOs of the 2nd MI BN. It will break down the three major areas of developing a leader and how SFC Garner used these tenets to leave a lasting impression on all that …show more content…
At some point, the leaders had lost sight of PT program, so much so that PT was rarely getting done at all. The PT average for A Co was 210, the lowest in the Battalion. There were multiple failures within the Company as well, but there was no Remedial PT program in place. SFC Garner again called a platoon meeting with his NCOs to see how he could assist First Sergeant with addressing the problem. Multiple NCOs complained that their work hours were not allowing them to do early morning PT while other would complain that it was too early and was cutting into their sleep …show more content…
He was also concerned with the lack of NCOs and Soldiers completing their required Structure Self-Development (SSD). SFC Garner began to make it mandatory for everyone within the platoon to begin signing up for and finishing these classes after combing through the training records and seeing that many leaders had fallen behind. With the SSDs, if the NCO or Soldier didn’t get it completed within the time allotted to them, SFC Garner would have that Soldier and his squad leader, go to the Company and explains to the First Sergeant and the Commander why the training wasn’t getting done. Afterward, he would have all of them sit there until it was
Ian J Watterson
ENG 121 English Composition I
Zohra Fazal
January 19th, 2017
SFC Garner and I arrived at the 66th Military Intelligence Brigade around the same time and were both assigned to Alpha Company (A Co), 2nd Military Intelligence Batallion (MI BN), he as the Headquarters Platoon Sergeant, and I as the Orderly Room Non-commissioned officer in charge (NCOIC). This paper will explore the Legacy of SFC Garner and how his leadership style impacted the Organization as a whole and what residual effects it had on the Soldiers and NCOs of the 2nd MI BN. It will break down the three major areas of developing a leader and how SFC Garner used these tenets to leave a lasting impression on all that …show more content…
At some point, the leaders had lost sight of PT program, so much so that PT was rarely getting done at all. The PT average for A Co was 210, the lowest in the Battalion. There were multiple failures within the Company as well, but there was no Remedial PT program in place. SFC Garner again called a platoon meeting with his NCOs to see how he could assist First Sergeant with addressing the problem. Multiple NCOs complained that their work hours were not allowing them to do early morning PT while other would complain that it was too early and was cutting into their sleep …show more content…
He was also concerned with the lack of NCOs and Soldiers completing their required Structure Self-Development (SSD). SFC Garner began to make it mandatory for everyone within the platoon to begin signing up for and finishing these classes after combing through the training records and seeing that many leaders had fallen behind. With the SSDs, if the NCO or Soldier didn’t get it completed within the time allotted to them, SFC Garner would have that Soldier and his squad leader, go to the Company and explains to the First Sergeant and the Commander why the training wasn’t getting done. Afterward, he would have all of them sit there until it was