Interpersonal Communication As An Army Leader

When we communicate well and communicate early it gives our subordinates less of a challenge when faced with decision and action points. Communication ensures that members of a military unit understand what to do, when to do it, as well as why they are executing said task. Good communication skills assist in creating a better understanding of a leader which in return can inspire subordinates to follow the leader’s values. When done correctly it allows the unit to grow and achieve mission success. Captain Goodwin is a prime example of a leader who did not clearly communicate orders in a timely manner when reading the book “Black Hearts”.

10. Americans: MG Fredendall’s verbal orders were often vague and imprecise. (While a quote was an attempt at OPSEC over the phone, it was simply too unorthodox to be considered a proper movement order for an entire brigade sized element. Other examples also exist of Fredendall’s imprecise manner such as: “Go get ‘em at once….Go smash ‘em” and: “Everything is rosy”, the troops “went to town”).

An example may be chatting online or over Skype. The reason why this does not fulfill the need for communication is because we cannot fully get to read someone’s body language and understand the tone of voice they have when they speak to us. By communicating with others we are also showing selflessness and consideration for

Advocated the communication and best practices of MAPPS between the individual Troop MAPPS Coordinators and Field Operations.

Leaders at all levels of the Army are faced with difficult decisions every day, decisions that can affect the lives of everyone around them. The thought processes used by individual leaders to make decisions can be as far reaching as their imagination; however, it is every leader’s responsibility to make these decisions using the tenants of mission command. Mission command is not an easy skill to master, however great leaders understand it and the proper use of it when planning a mission. Mission command is broken down into six major principles: Build cohesive teams through trust, create a shared understanding, provide a clear commanders’ intent, exercise-disciplined initiative, use mission orders and accept prudent risk . General Douglas

Military leaders must understand the enemy and enemy movements. With planning you must find not only the strengths and weaknesses of your own men but the enemy as well. This is must in order to achieve a strategic advantage by controlling strategic points or areas in war. For example, the first two operations for Easy Co., Operation Overload and Operation Market Garden where the mission was to drop troops behind enemy lines along the Normandy Coastline and the Netherlands respectively, to secure roads, bridges and areas considered by the Allies to be of tactical importance. A military leader’s first job is to execute planning phase where they must identify locations that must be controlled even before the first bullet is fired.

This means we must communicate clearly and consistently with each other, train together, trust each other, and allow for Soldiers to be human every so often. As leaders, we often forget the challenges we faced as junior professionals, and we also don’t always know what is going on with the commands or Soldiers we support that may be making mission accomplishment challenging. The culture we instill within our Human Resources operations can either contribute to a climate of teamwork and taking care of Soldiers, or it can contribute to toxic leadership. It is up to us, as Human Resources Sergeants, to embody the Army Ethic, which consists of “the moral values, principles and martial virtues embedded in its culture that inspire and regulate ethical behavior by both Soldiers and the U.S. Army in the application of land combat in defense of and service to the Nation.” (The Profession of Arms, 2010) We must be the example for and instill confidence in our leadership, our peers, our subordinates, and our customers, the Soldiers.

The purpose of this short answer essay to determine the commander’s initial guidance. I will begin by clearly and precisely defining the commander’s initial guidance. Secondly, I will contextually provide a clear explanation of the commander’s initial guidance. Lastly, I will provide a contextual example from the 6-9 Calvary battalion warning order.

Accountability is a determinative trait that distinguishes good leaders from bad at every level of leadership in the Army. This essay is about what it means for a leader to be accountable and what accountability looks like at the direct, organizational, and strategic levels of Army leadership. Accountability as a leader goes hand-in-hand with the stewardship of the Soldiering profession, as well as mission success. Without accountability standards would not be upheld, tasks would not be completed, and originations would collapse. The Army defines accountability as “being able to explain why we did what we did.

Harsh action and on time or on spot must be taken against soldiers that commit lack of discipline braking orders and superior command guidance. This way, current and future military leaders can avoid negative climate command. Chain of command must be clearly expressed prior to the beginning of any operation. To avoid misunderstanding, only the immediate commander must distribute orders and instructions to his subordinate commander during the battle. In order to prevent faulty assumptions, the conclusion about enemy’s intentions must be drawn after obtaining reliable information and analyzing it.

The importance of the Human Resources Sergeant in the Army White Paper, The Profession of Arms, is evident throughout. The following essay will describe the many different areas and the countless examples of just how important a Human Resources Sergeant’s role is. There are so many facets of every day Army life where the Human Resources Sergeant is vital to operations, from the additional duties we perform, to assisting our Commanders’ in their interest Programs, and everything in between. Human Resources Sergeants have to be constant professionals and enhance the Professional Culture in the military. What is a profession?

The U.S. Army demands that all its members be accountable for their actions, equipment, records, duties and even for their fellow warriors. Planning for operations, especially during times of war, stresses the importance of

Leaders must apply the Army Values when leading soldiers because of the fact that it builds trust and a bond. The same goes for the soldiers, in order for them both to work as an effective team and to get the mission done efficiently they both must live by these values. Once these values are integrated in a soldier’s lifestyle, it becomes too easy to work as a unit. An example on how loyalty and respect fits in a day to day to situation would be, a soldier witnessing a misunderstanding with his or her team leader and a higher ranking NCO, the soldier knows that his or her team leader is in the right. The soldier shows loyalty by standing by their team leader and shows respect by approaching both their team leader and the higher ranking NCO with tact to explain the situation from their understanding and what they witnessed.

A lot can be accomplished just in how we talk to each other. As a leader, I will talk to you, not at you. Take your position seriously - whether you are new to the Army or a senior leader- your role is important and adds great value to the overall mission. I’m a firm believer in doing your absolute best at all times; don’t aim for substandard. Remember that it is okay to ask for help, it is okay to not know something, but you should always be striving to learn and improve.

We all appreciate good communication. Whenever there are positive vibes and good feelings around the unit it creates a healthy working environment. When we can create a healthy working environment then soldiers will perform their duties better and with a positive attitude. Communication