Supporting the Commander’s Leadership Philosophy Essay Example for Free

Supporting the Commander’s Leadership Philosophy Essay This thesis will cover the Support of the Commander’s Leadership Philosophy, command climate, strategies, and the role of the gunnery sergeant’s importance in the execution of the Commander’s leadership philosophy for Marine Fighter Attack Squadron 214, Marine Corps Base Quantico, Virginia. We feel that the command climate at this unit is good. The three strategies that we will use to discuss this will be communication, training and leadership and how important they are in order to establish an effective and productive environment. We will also discuss how the gunnery sergeant’s important role is the key to ensuring that these strategies are well executed. The process used in analyzing this units’ command climate was through the assistance of the Commander’s Leadership Philosophy, blotter, and miscellaneous command photos. Command Climate The assessment of the unit is good within the Commander’s philosophy. The Commander’s policy will have more of a significant change in the command. The Commander stands by his policy by being a band of brothers. He has done a good job making it clear about upholding our traditions as Staff Non Commissioned Officers (SNCO) and Non Commissioned Officers (NCO). The Responsibilities, Leadership, and Core Values are what the Marine Corps is about. By following theses values and the Commanders’ philosophy the command should be able to carry on the mission and goals set before the Squadron. Commander’s Philosophy of Leadership The Commander’s expectations for the Squadron as a whole is Teamwork, Leadership, and Communication. According to base reports they have less than 10 percent of incidents within the Squadron. That’s what team work is about taking caring for each other. Taking time to get to know you’re Marines. One person is not stronger than a team. This plays a big part with every Marine in the unit pushing for success. The leadership is a key role, Honesty is the best policy, and a college degree does not make you a leader. Any Marine can be a leader; for the mission to be successful we need loyalty and core values. By the command climate survey showing that the unit takes care of each other, this is another step to success. Communication the most important part of the Commander’s philosophy. This is what holds all of the Commander’s three words together (Team work, Leadership, and Communication). Keeping lines open are very important. Knowing what’s being said in meetings, passing the word down to the Marines and making sure they understand what is going on. Our SNCO’s and NCO’s are essential to this action. Any delay with this action will create problems within the unit. The Commander has an open door policy, but the Marines will utilize the chain of command. With the command policy in place the unit should have no problems achieving their mission of success. Strategies to Create/Foster Positive Command Climate As part of ensuring the command climate stays positive and even further improve, the following are three strategies formulated in order to define and implement the commander’s vision and expectations from his squadron: Communication Leaders must be able to clearly express the commander’s vision and expectations to their Marines. They must dedicate the time necessary to ensure that their Marines have a full understanding of commander’s intent, mission, and how they are to contribute to the squadron’s success. The senior Leadership will facilitate the clear communication of such by means of more daily interactions with their subordinate Marines and get feedback to ensure that the vision and expectations of the commander are understood. The Noncommissioned officers (NCO), on the other hand, should provide the same to their junior Marines and ensure the same feedback is received. Training Senior leadership will ensure an NCO Professional Military Education (PME) is conducted once a month to discuss small-unit leadership, by means of guided discussions on core values and how they relate to their daily operations on and off-duty and to their surroundings. A junior PME is also to be conducted once a month and should be guided by an NCO, to discuss the same issues. Also, physical training (PT) will be held at the squadron level on Fridays and from Mondays through Thursdays on the smaller unit levels. This ensures consistency in PT, but at the same time allows Marines to take advantage of regular weekend liberty, vice conducting PT events on Saturdays. Leadership As part of leadership, the mentoring program must be implemented across the squadron as a great tool to counsel, coach, look after the welfare of, and ensure Marines accomplish the mission in support of commander’s vision and expectations of teamwork, leadership, and communication. Also, a Values-Based Leadership Integration (VBLI) program will be incorporated into small-unit leadership. The VBLI is a good tool in that it improves communication skills of each Marine during a guided discussion as well as builds and sustains trust and loyalty between subordinates and leaders. Overall, making ever Marine relate better to the commander’s vision and expectations. Gunnery Sergeant’s Importance As the Company Gunnery Sergeant for VMF 214, my main responsibility is, to ensure that the strategies developed to improved command climate aboard VMF 214 are planned and executed properly to ensure maximum success. Communication among the SNCOs will be crucial in order for these strategies to work. Before making any changes, as the Company Gunnery Sergeant, my initial task will be to hold a meeting for SNCOs. The purpose of this meeting will be to ensure that all SNCOs understand and can clearly articulate our Commander’s vision and expectations to our junior Marines. This will not only help us eliminate the â€Å"I assumed† factor out of the equation, but it will show our junior Marines that we know what we are talking about, that we have a plan to correct the situation, and that we will lead them to success. To improve communication in the command will be the first agenda, there will be a staff meeting once a week for all SNCOIC in the command conference room. We will use this opportunity to discuss the progress of our strategies and any other issues around the command. The NCOs will be required to sit down with their junior Marines once a week as well, before they sit down with their SNCOs. This will allow our young leaders the opportunity to develop their leadership skills by mentoring the junior Marines on the things accomplished in their sections and in the command on a weekly basis. All Squadron safety briefs will be reviewed by the Company Gunnery Sergeant for accuracy and relevance to the topics we want to focus on. Before the start of any holiday weekend, all SNCOICs will be required to submit a vehicle inspection checklist on all their Marines. I expect the NCOs to perform most of the vehicle inspections, but I also expect the SNCOs to be involved in this process. The goal is to ensure our Marines safety, so they can enjoy their liberty and comeback to work ready to accomplish bigger and better things for the command. The training is our Second agenda and the training section (S-3) will provide the Company Gunnery Sergeant with a list of Marines names that need to complete their resident PME. Those Marines will get that information passed down from the Company Gunnery Sergeant with school dates. In return, those Marines will be required to respond NLT close of business 3 April 2012, with the date of the course they choose to attend, or a valid response on why they are unable to attend during fiscal year 2012. Physical training (PT) will be conducted at the squadron level on Fridays and at the section level Monday through Thursday. We will add cross-training in all levels of the squadron to be done periodically, to improve proficiency of Marines, ensuring they are trained to handle their respective duties and those of others in case the latter are out of the office due to Temporary Active Duty, leave or liberty, and Personnel change of duty. Last but not the least, there will be a command field meet the last week in August. This can infuse Marines with camaraderie and teamwork and foster esprit de corps. We will be implementing the Professional Reading Program for all sections. SNCOs will be required to build a folder for all Marines in their section to include themselves; the No Later Than (NLT) date will be 3 April 2012. By this date, all NCOs will be counsel by their SNCOs and all NCOs will counsel the junior Marines on the commander’s vision and expectations for all Marines belonging to VMF 214. Furthermore, as part of the check in process, all Marines checking in to the command will be required to write a one page essay explaining what they understand about the commander’s philosophy. This can be submitted to their SNCOs NLT one week after checking in to the command. As part of the Professional Reading Program, every Marine will be required to submit at least one book report to the Sergeant Major or senior leadership. Finally, our leadership will show strong in these few ways, at the conclusion of weekly section PT, every other Thursday session a Valued-based Leadership Integration session will go. A SNCO will lead that section on a chosen VBLI that can cover work or life. The mentoring program will be fine tuned and we will ensure that every Marine has a folder with detail information in it. All Marines will have a mentor to help with life events or skills training and all safety documents for TAD or other wise to include holiday routines will be logged in this folder. It will be the SNCOs to assist the younger Marines that will be in the leadership position of a Mentor. The squadron will implement Hails and Farewells and will be conducted every month to introduce new Marines to the squadron and to recognize achievements and say farewell to departing Marines. Conclusion In conclusion, we discussed how important it is to have an effective command climate and that all strategies must be imposed for a command climate to have successful results. We talked about having effective communication and how important it is for a unit to understand the commander’s intent, how conducting adequate training will promote core values and how leadership is the glue that holds the trust and loyalty between subordinates and leaders. We also discussed how the gunnery sergeant’s importance is an additional key to success and in the end, the Support of the Commander’s Leadership Philosophy, positive command climate that was evident in Marine Fighter Attack Squadron 214, strategies, and the role of the gunnery sergeant’s importance is essential for the satisfaction and the development for the Squadron.

Essay --

MAURICE â€Å"THE ROCKET† RICHARD Born in August 4, 1921, Maurice Richard was the eldest of eight children of Onesime and Alice Richard. Maurice’s parents moved from Gaspe region to Nouveau-Bordeaux so that his father could work as a machinist at the Canadian Pacific Railway. He started playing hockey when he was a young kid and he was good in boxing as well. In 1937, a young Maurice Richard at age16, was dropped out of school and worked with his father as a machinist and that was his only income other than some income in the winter with the senior Canadiens. The depression hits and Maurice is asked by co-workers to attend meeting to deal with issues of layoff threats but he refuses in order to play hockey instead. Management observes the conversations and tries to get information from Maurice but, he refuses to co-operate therefore was sent to garbage duty after work. Maurice was angered by this but chose to perform his duties completely and even though he used to arrive late, angry and tired for the game, he transformed his aggression into motivation and scored the winning goals that clinched the victory over their only unbeaten team. Richard got married to Lucille Norchet in 1942 against the wish of her father. Mr. Norchet felt they would be poor on a machinist salary and his injuries would ruin his chances at hockey. They married anyway and Maurice was determined to succeed without family help. Trials for the Habs went well but GM Gorman feels he is too frail for the team. But Coach Dick Irvin insists so Maurice made the team. By 1940, he had moved up to the Canadians senior team in the Quebec league. Due to his fractures, he returned and played the whole 1941-42 season for the senior Canadia... ...cted his statement. He sat out the rest of the season and playoffs, Irvin finally admits to his aggressive approach to motivate Maurice to play great hockey. Maurice goes on radio to convince French fans not to cause trouble; he will be back next year. Winters in the village of Ste. Justine were long. That time on school, church, and the hockey rink, and every boy’s hero was Montreal Canadians hockey legend Maurice Richard. Everyone wore Richard’s number 9 to honor him. They laced their skates like Richard. They even wore their hair like Richard. Maurice Richard was the hero of the French Canadian people and his dedication to his game was no different from the dedication to his family and his work and his love for the French Canadian people. He went on to win many awards in hockey and in his personal life that honored him as the role model for all French Canadian.

How Successful Was the New Economic Policy

The New Economic Policy (NEP) was a measure implemented in order to counter the arguably disastrous effects War Communism. The New Economic is controversial. Some historians argue it allowed the Soviet economy to solidify and begin to recover, and also allowed the Bolsheviks to retain control over Russia. Others, like Orlando Figes, state it was ultimately a failure, arguing that under the NEP the peasants grew away from the Bolshevik regime, inviting a future, and brutal, reassertion of central control. This essay will discuss the effectiveness of the NEP economically and politically as well as outlining War Communism and why it failed Michael Lynch argues that ‘By 1921, the grim economic situation had undermined the original justification for war communism. During its operation, industrial and agricultural production had fallen alarmingly. ’ War Communism was first introduced as an extreme economic measure in order to deal with problems created during the Civil War as well as enabling the Army to be fed. However in accordance with Lynch, the policy did not improve Russia’s productivity or indeed the Bolshevik popularity. The existence of the Cheka and the Red Army enabled Lenin to embark on the policy of centralisation. This resulted in a considerable increase in Bolshevik influence in the factories via the infiltration of the Workers’ committees by political commissars. This development helped prepare the way for issuing the Decree of Nationalisation in June 1918 and within two years it brought practically all major industrial enterprises in Russia under central government control. Yet nationalism did nothing to increase production due to being imposed at the time of severe industrial disruption caused initially by the strains of World War One but which worsened during the Civil War. Furthermore the military needs were given priority thus denying resources to those industries not considered essential. The situation was made more serious by factories being deprived of man power as a result of conscription into the Red army and flight from urban areas of large numbers of inhabitants who left in search of food or by means of escape from the Civil War. This led to the population of Petrograd and Moscow to drop by half between 1918 and 1921 causing a dramatic decrease in Russia’s productivity. Problems were deepened further by hyper-inflation. The scarcity of goods and the government’s policy of continuing to print currency notes effectively destroyed the value of money and by the end of 1920 the rouble had fallen to 1% of its worth in 1917. Ultimately War Communism tightened the Bolshevik’s grip on industry but did not lead to economic growth. Agriculture was also largely affected by War Communism. A major purpose of War Communism was to force the peasants to provide more food. However peasants were resistant to the government’s demands and this was largely blamed on the Kulaks who the Bolsheviks claimed were hoarding the grain. As a result the government become infuriated by the peasant’s refusal to conform and condemned them as counter-revolutionaries and restored to coercion. Cheka requisition units were sent into the countryside to take the grain by force. In 1920 the order was given to hang one hundred kulaks publically in order to terrify the population however this seemed to have the reverse effect of the one intended. With the knowledge that any surplus would be confiscated, peasants produced the bare minimum to feed themselves and their family. By 1921 a combination of requisitioning, draught and general disruption of war resulted in national famine with grain harvests in 1920 and 1921 being less than half that gathered in 1913. The matters became so desperate that the Bolsheviks admitted famine and accepted foreign assistance however foreign help was too late to prevent mass starvation. Of the 10 million of the Civil War period over half starved to death. Although War Communism proved catastrophic in terms of industrial and agricultural output the Bolsheviks saw it as true socialism due to the squeezing of the peasants and the ending of private ownership. Even after the Red Army’s victory in the Civil War, the policy of War Communism was maintained. As a short-term measure the policy produced the results Lenin wanted but severity increased Bolshevik unpopularity resulting in a number of minor outbreaks of resistance during the 1920s. But the Kronstadt Rising of 1921 proved to be highly disturbing to Lenin as he described it as the ‘lightening flash that illuminated the true reality of things’. Lynch claims that ‘As long as unrest was confined to the peasants and the Bolsheviks’ political enemies it was a containable problem’ but Lenin began to worry over the development of War Communism within the party itself. The two prominent Bolsheviks involved Alexander Shlyapnikov, labour commissar, and Alexandra Kollontai, who led a ‘workers’ Opposition’ movement against the excess of war communism. Kollontai accused party leaders of losing touch with the proletariat and from this, groups of workers in Petrograd went on strike in early 1921 justifying their actions in the proclamation than change is needed in the policies of the government. By February 1921 thousands of Petrograd workers crossed the naval base on Kronstadt claiming that Russia should be better, not worse, than Tsarist times ,as the Bolshevik government claimed Russia to be a workers’ state. In an attempt to pacify strikers Lenin sent a team of political commissars to Kronstadt who were greeted with derision. In early March, the sailors and workers of Kronstadt produced a manifesto. It was not the demands that frightened the Bolsheviks but the people who drafted them as the workers and sailors of Kronstadt had been great and popular supporters of the Bolsheviks in 1917. Shelia Fitzpatrick describes them as ‘The Kronstadters, heroes of the July Days and supporters of the Bolsheviks in the October Revolution, had become almost legendary figures in Bolshevik mythology. Now they were repudiating the Bolsheviks’ revolution, denouncing ‘the arbitrary rule of the commissar’ and calling for a true society republic of workers and peasants’. The danger for the Bolsheviks was that due to their popularity of the Kronstadters revolted the rest of the people would be due to follow. The rising was finally crushed when Trotsky ordered the Red Army to storm the Kronstadt base with violent results. Lenin took an important lesson from the Kronstadt uprising which was to avoid scandal and embarrassment of another open challenge to his party and government and so decided it was time to soften his severity of war communism leading to the introduction of the NEP in order to tackle the famine and thus prevent further uprising. The majority of historians agree that the NEP was certainly an economic success compared to the catastrophe of War Communism with both Shelia Fitzpatrick and Orlando Figes agreeing that NEP was introduced as ‘an impoverished response to desperate economic conditions’. Lenin is a pragmatic character and so seeing that peasants could not be forced to produce more food so instead must be persuaded and thus temporarily abandon the idea of War Communism. The success of the NEP can in reality only be measured by its aims. The NEP was set up primarily to stabilise the economy; this included decreasing inflation, increasing agricultural and industrial production and re-establishing trade outside of the country. The other major aim of the policy was to minimise the gap between the worker and the peasant in order to get peasant co-operation and support. Due to the fact that the NEP was set up as a result of Kronstadt its other aim is to demolish the possibility of such a rebellion happening again. Many reforms took place in Russia due to the NEP. Under the NEP the Government stopped its policy of requisitioning the peasants entire crop and instead began to take only what was needed to meet the minimum requirements of the army and the urban workers. Fixed tax in kind was introduced and although the peasants were forced to pay the tax, they were now allowed to sell the remainder of their crop for profit. They could sell either privately or to the state. This gave peasants the initiative to grow more crops as a result the grain harvest went up from 37. 6 million tons in 1921 to 72. 5 million tons in 1925. This was a success of the NEP as it increased agricultural production to Russia’s pre-war levels, which helped to stabilise the economy. Nationalisation was minimised with only the large industries remaining under state control. However, this was still a lot as 85% of the workforce worked for state enterprises, the rest for private enterprises or co-operatives. Also conscription of the workforce was abandoned. Over the course of five years, the NEP allowed industrial and agricultural output to rise to its pre-war levels. In this sense, the NEP did achieve economic recovery. However, the NEP was bitterly disliked by many leading communists who saw it as a reversal of everything they believed which will be discussed later in the essay. Although industrial production increased at a slower pace than agricultural production, which caused many problems such as the scissors crisis in 1923, it did increase. For example, coal in 1921 did not exceed 8. million tons while in 1925, it was around 18. 1 million tons, and steel production increased nearly 10 times from 183 thousand tons being produced in 1921 to 2135 thousand tons in 1925. However industry did not attain the same levels of recovery as agriculture and did not reach the pre-war level. This shows that the NEP was successful in increasing industrial production. However, the increase in heavy industry was not as great as light industry, consequently it suffered in comparison. Trade with foreign countries was also reintroduced, as earlier it had been prohibited. The ban against free trade was lifted too so the whole population was permitted to trade with one another. The state only had control over 15% of the trade; the rest was under Nepmen or co-operative control. However, the boom in private trade led to a widening gap between rich and poor. This can clearly be seen by the sudden rise in unemployment in the first two years of the setting up of the NEP. There was a lot of anger focused on the Nepmen, who were seen as the ‘new class’, between rich and poor. The workers also felt resentful towards the Bolsheviks as they felt the NEP was sacrificing their class interests in favour of the peasantry. Therefore although the NEP allowed free trade and re-established foreign trade, not everyone benefited from it. And in fact this lead to the very thing communism went against class. Nepmen became the new beneficiaries, as they grew rich. Also, the gap between rich peasants and poor ones increased as class, once again became an issue. In addition, a new currency was set up to ease the economic problem. This currency was known as the chervontsy. However, they were in heavy demand and only available in large denominations. The rouble was still legal tender until February 1924. Inflation can clearly be seen as in January 1921 there was 1,169 milliards of roubles in circulation and by January 1923 there were 1, 9994,464 milliards. This clearly shows that a change in currency was needed. Although this helped the economy as the rate of inflation decreased slightly, it did not do enough to help the people and their financial difficulties. The NEP did minimise the gap between workers and peasants. The policy meant that peasants could make more of a profit as they were allowed to sell their own produce and trade with others. It also encouraged them to work harder. However, it was the peasants who suffered most due to inflation. Although they made money, it was worth little in industry. In this way the NEP had been partly a success as it had minimised the gap and made things better for the peasants but did not improve everything. As for the NEP’s other aim, that being avoiding another rebellion like Kronstadt, the policy was successful as there was no threat of them ever losing power. Although there were protests against the NEP or some parts of it, overall these were unthreatening to Bolshevik power and were ignored or came to an end after a while. Aside from economic issues, the NEP also caused dispute amongst the Bolsheviks themselves in political terms. As Fitzpatrick argues ‘From the communist standpoint NEP was a retreat, and a partial admission of failure. Many Communists felt deeply disillusioned: it seemed that the revolution had changed so little. ’ The NEP was a mixture of socialism and capitalism and was referred to as a â€Å"step back† for the Bolsheviks as they had just defended socialism in the civil war but was now retreating into capitalism and the â€Å"old ways†. A major objection from the Bolsheviks was the reintroduction of money and private trading had created the Nepmen. It was the profiteering that Victor Serge, a representative of the Left Bolsheviks, had in mind when he described the immediate social effects of NEP: ‘the cities we ruled over assumed a foreign aspect, we felt ourselves sinking into the mire. Money lubricated and befouled the entire machine just as under capitalism’ As the NEP had become such a contentious issue among the Bolsheviks Lenin introduced the banning of factionalism as well as outlawing all other parties except from Bolshevism. The object of this was to eliminate party disputes and political rivals and to a certain extent this worked. In conclusion, the NEP was successful to a certain extent. Because of the New Economic Policy the Soviet economy revived quickly. There was more food from the farmers; there were goods in the shops and outdoor markets, However many Bolshevik members did not consider the NEP as socialism and thought that it was a betrayal of communist principles. On the whole the NEP was a success. It met most of its aims. The policy helped stabilise the crumbling economy and re-established pre-war levels. The policy decreased the rate of inflation, it increased agricultural and industrial production, it allowed free trade and re-established foreign trade. However, some of these aims it only met partly. For example although the rate of inflation did decrease it was still very high and the NEP did not stop it completely. Industry production also suffered as a result of the NEP. Although its production increased its prices rose due to the fast increase of agriculture. Trade also caused problems like the re-establishment of classes. So these aims were only partly successful and created many other problems. The NEP tried to minimise the gap between peasants and workers. Many of the aims in stabilising the economy were for the peasants’ benefits like the end of requisitioning and allowing them to trade. However, the high prices in industry and high inflation left the peasants with money which was not worth as much. However, the policy did try to get peasant support. It was partly successful in bringing workers and peasants together, however many workers felt let down by the party that was supposed to cater to their needs. The fact no major rebellions threatened the Communists shows that the policy had kept many people happy and those that protested were insignificant or in such small numbers they were unable to mount a decent threat on the party. Thus the NEP was one of the major factors that had enabled the survival of Communism in Russia. The step back from socialism and the reintroduction of capitalism had worked. Peasant uprisings virtually ceased, the economy recovered and the Bolshevik regime was consolidated

Speech to Persuade - 637 Words

Speech 1A Speech to Inform 1. Introduction A. Opening Device: Good Evening ladies and Gentlemen I want to talk to you about one of the fastest growing crimes in America that has affected millions of Americans. Please raise your hand if you carry a wallet or a purse. Now raise your hand if you have a credit card or a social security number, everyone here today is at risk for identity theft. B. Thesis Statement: Today I will inform you about Identity Theft C. Preview of Main Points: In doing so, I will talk to you about 1) reducing your risk, 2) early detection, 3) How to act quickly. II. Body A. Identity theft is defined as an illegal use of someone’s information in order to obtain money or credit in the†¦show more content†¦Experian, TransUnion, and Equifax are the three major consumer reporting companies. (I have talked about early detection, but what if it is too late? What if you are already a victim?) C. The answer is you will have to act very quickly. 1. Contact the fraud department at any of the three nationwide credit reporting companies and ask them to place a fraud alert on your credit report. A fraud alert tells creditors to follow certain procedures to protect you before they open new accounts or make certain changes to an existing account. 2. Each of the three credit reporting companies has toll-free numbers to place a fraud alert, you just need to call one, because the company you call is required by law to notify the other two. 3. Now get a copy of your credit report and review it carefully, and close all accounts that were fraudulently opened or used. File a police report. Finally file a complaint with the Federal Trade Commission. You can go to ftc.gov or call 1-877-ID-THEFT follow up in writing and send copies of the documents that support your claim. III. Conclusion A. Summary: Now that you are armed with more knowledge of how to protect yourself, and take action, you can make identity thieves’ jobs more difficult. B. 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