The Company LeaderThe Last 100 Yards Archives - The Company Leader

Leaders and Likers

Harlan Kefalas — Mon, 14 Sep 2020 01:30:12 +0000

Former Sergeant Major of the Army Van Autreve, who served as the 4th SMA from 1973-1975, spoke of an environment focused on empathy for soldiers centered around servant leadership, This was ahead of its time and long before those terms and concepts became mainstream. The former SMA also understood that the future of the NCO Corps would be shaped by their surroundings.

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The Selfie-Leader Part I

Roberto Castaneda — Fri, 29 May 2020 17:47:05 +0000

Please Like, Share and Follow Me As I Lead

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves” – Lao Tzu

For those who read articles published by the Company Leader and other leadership initiative based sites in support of the Armed Forces, you understand that in order to dissect what a “Leader” is, it is important to first understand its definition. According to ADP 6-22, Army Leadership and the Profession, leadership is defined as “the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” (Department of the Army, 2017). This should sound remarkably familiar, as it is one of the most common board questions asked during any evaluation or promotion board.

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Counseling in the Guard and Reserves

Timothy Miller — Sun, 26 Jan 2020 20:21:42 +0000

A Personal Observation

Counseling is one of the most important tools given to Non Commissioned Officers in today’s Army. It allows us to provide valuable feedback to our subordinates, and allows us to map out development plans that will ultimately shape the Army of tomorrow. So why is it so rarely utilized in the National Guard and Reserves?

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Moving a Mountain

Audree Plankinton — Wed, 15 Jan 2020 03:49:15 +0000

An essay about SHARP

You cannot move the mountain alone overnight. The purpose of this essay is to inform about sexual harassment and assault in the Army. Army Regulation 600-20, chapter 8 requires annual training on Sexual Harassment and Assault Response Program (SHARP). So, why do cases of sexual harassment and assault continue to take place? Simply put, tackling the topic of SHARP can feel like moving a mountain. You can move a mountain if it is broken into smaller, more manageable pieces. We can begin to move the “mountain” of SHARP issues by addressing contributing factors. Three contributors of SHARP issues include toxic work environments, behavior patterns, and dated teaching methods. All missions have a starting point. Moving this mountain begins with addressing toxic work environments.

CAMP HOVEY, Republic of Korea — Staff Sgt. Chamiracle Earls, right, the Sexual Assault and Harassment Response and Prevention, or SHARP, victim advocate for the 1st Armored Brigade Combat Team, 1st Infantry Division, explains a scenario room decorated as a bar to other Soldiers during an open house event for the SHARP 360 building on Camp Hovey, South Korea, Dec 13. The SHARP 360 building contains scenario rooms that consist of vignettes such as a gym, a shower room, a bar, and a barracks room designed to provide realistic scenarios that Soldiers could encounter in their daily lives. (Photo Credit: Republic of Korea Army Cpl. Dasol Choi, 1st ABCT Public Affairs)

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Principles to a Successful Army Career

Paul Ellis — Tue, 14 Jan 2020 06:30:45 +0000

A Command Sergeant's Major Perspective

Command Sgt. Maj. Scott Schroeder, U.S. Army Forces Command senior enlisted adviser, discusses trends and priorities for Army leaders, and gets feedback from 1st Cavalry Division enlisted leaders during an open forum at Howze Auditorium Dec. 8 at Fort Hood, Texas. Schroeder, who served as the III Corps and Fort Hood senior enlisted adviser from September 2012 to June 2014, discussed FORSCOM priorities and topics with leaders, including improving readiness, equipping the force, training, operationalizing the total Army, sponsorship, career progression and development, family care plans and many other topics. (U.S. Army photo by Staff Sgt. Keith Anderson, 1st Armored Brigade Combat Team Public Affairs, 1st Cavalry Division) (Photo Credit: Staff Sgt. Keith Anderson)

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Military service is a unique profession that less than one percent of our nation answer the noble call to serve their country. Some are motivated to join based on a relative that served or something more profound such as, answering a higher calling. In the quest to serve, some will make a career of their service while others will only commit to their first term obligation. Whether they decide to make it a long-term profession, or move on after a few years, one should aim to have a successful career serving their country. While there’s no exact recipe or secret to a successful Army career, it takes dedication and sacrifice to ultimately achieve success.

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Nobody Puts LT In The Corner

Michael Barin — Tue, 10 Sep 2019 05:12:15 +0000

The NCO Responsibility To Mentor

The second lieutenant walked through the office door, I sat at the squad leader desk working on counseling’s and my platoon sergeant was napping behind his desk. The lieutenant greeted us and introduced himself as our new platoon leader, I welcomed him and turned back to my work. My platoon sergeant squinted at him and stood up, he grabbed a chair and put it in a corner. “This is where the kids sit until they learn their place.” He grunted and turned around to sit down at his desk. This first interaction set the tone for the new platoon leader and his interactions with all NCOs.

1st Lt. Timothy Goldstone, platoon leader, Company C, 1st Battalion, 68th Armor Regiment, 3rd Armored Brigade Combat Team, 4th Infantry Division, briefs an operations order over a terrain model with his Soldiers and visiting U.S. Military Academy cadets at Grafenwoehr Training Area, Germany, July 26, 2017, during a platoon live-fire exercise. The cadets are spending three weeks in Germany training with the “Iron Brigade” as it hones its Soldiers’ readiness in support of Operation Atlantic Resolve. (Photo by Staff Sgt. Ange Desinor)

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Copy and Paste Leadership

Noel DeJesus — Sun, 01 Sep 2019 23:59:28 +0000

In a 21st-century leadership environment that is dominated by technological advancements, communication between noncommissioned officers and their soldiers is easier today than it’s ever been. Compounding this ease of communication with the United States Army’s long-standing philosophy of standardization, today’s leadership environment has created quite the conundrum for the new era of NCOs. Though the Army’s workplaces are dominated by multiple levels of structure, it is essential for NCOs to understand that the key to effectively developing their Soldiers is individualized leadership.

NCO Counseling Session

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Second Lt. Isaac Brunson practices conducting noncommissioned officer counseling with Staff Sgt. Devon Perry, a student attending the Logistics Noncommissioned Officer Academy at the Army Logistics University. (Photo Credit: Adam Gramarossa)

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Writing For Personal Clarity

Trevor Richards — Sat, 31 Aug 2019 18:35:48 +0000

Why We Write #5

Everyone has their own way of portraying their feelings, ideas, and problems. For some it’s art, for others music, or acting; for me it has become writing. In this profession especially, writing is the one of the best ways to convey information. It helps to communicate goals and expectations, whether it just be for us to read, or a broader audience.

NCO Writing

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Sgt. Nicholas Johnson, 8th U.S. Army Soldier of the Year, writes down answers to the 20 essay questions of the written exam during the Department of the Army Soldier/NCO of the Year competition at Fort Lee, Va. Oct. 3. (Photo Credit: Spc. Fay Conroy, 8th U.S. Army Public Affairs)

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A Corporal’s Perspective

Timothy Miller — Mon, 26 Aug 2019 06:39:12 +0000

Why We Write #4

Why do we write? As humans, we write to communicate information and ideas across time and space, when we cannot do so through oral means with physical presence. As Non-Commissioned Officers in the United States Military, we do so because we can no longer afford to do otherwise. Writing is now a part of all professional military education, starting at the Basic Leaders Course that all enlisted soldiers must go through to become NCOs.

Four soldiers assigned to 444th Engineer Company, Oswego, N.Y., receive lateral transfer from specialist to corporal rank, during the company’s annual training event July 14 at Ft Drum. Pictured here are Barry J. Bullis, of Baldwinsville, Christopher Zajac of North Syracuse, John M. Anderson of Henderson, and Charles J. Delaney of Brewerton, N.Y., receiving promotion from Sgt. 1st Class Charles Haws, unit training non-commissioned officer. (Photo Credit: Spc. Karen Sampson, 362nd MPAD)

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An Exercise In Communication

Charles Hayworth — Thu, 08 Aug 2019 18:00:24 +0000

Why We Write Series #3

Loud and colorful video imagery covered the screen in the Production Control office of our Kiowa Squadron. It was 2012 and we were conducting an after-action review of a downed aircraft recovery training event. In the middle of our exercise, in a simulated crashed aircraft, we had no way of talking to our TOC. Our QRF forces weren’t coming in over the radio. And the pilots providing overhead cover…nothing from them either. We couldn’t talk. Our recovery mission was a complete failure. In this moment – standing in our AAR – I realized it was because no one conducted pre-missions checks and services on our radios. As our Production Control Officer would say, “without comms, you are dead. End of story.”

Paratroopers assigned to the 3rd Brigade Combat Team, 82nd Airborne Division, secure a helicopter landing zone for a CH-47 Chinook Helicopter, July 20, 2019, in Kandahar Province, Afghanistan. The Paratroopers provided protection to a nearby meeting between U.S. and Afghan officials discussing peace and security within the region. (U.S. Army photo by Maj. Thomas Cieslak)

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