Military Mentorship Examples

There are several leaders that I have admired in my career over the years. One in particular that stood out was a Chief Master Sergeant in the Air Force who I served under. He was a very intelligent and vibrant leader who placed importance in military customs and core values. He was one whom I emulated in the military because of his task –motivated leadership style. He focused on the goals of the organization with the emphasis on service before self. The implications of his style of leadership lead me to believe that there was little to no relationships formed with lower ranking airmen. He was always able to get the job done because of the driven culture he represented. I learned a wealth of knowledge and information from this particular leader; I was able to create a balance by embracing his style of leadership and relating it with my style, transformational leadership. I believe it was successful, because of my efforts to focus in on the mission and create a balance in inspiring, influencing, and motivating Airmen across the globe.

Purpose. This memorandum outlines my vision on leadership as a senior noncommissioned officer. It also defines my leadership philosophy and principles towards seniors, peers, and subordinates. My philosophy reflects the foundation of my personal and professional beliefs that makes us successful Soldiers.

Throughout my military career I have had the distinguished opportunity to work with some of the Army's finest officers. My last platoon leader in particular, LT Adams, was a major influence in my decision to pursue a career as an officer. There was always something about the way he carried himself. He was the symbol of integrity and confidence and truly lived the Army Values. With the help of his impeccable leadership I was able to achieve feats not many have. I was able to attend and graduate the United States Army Sniper School, an honor not bestowed upon many. I truly contribute my successes at that school, and others like it, to the guidance given to me by LT Adams. In coming to this realization, I now am confident and motivated to give

“Leader involvement in the training process is essential for mission success,” continued Rodriguez. “We want the young noncommissioned officers to get hands-on experience with leading their

As a squad leader and a sergeant in JROTC I've learned many things like how to march myself and other cadets, how to teach in my own way, and how to become more independent of me. These three skills have all been a huge accomplishment from the person I was before joining the program. I have become cadet of the month and taught others how to do the same. Although some may not like my leadership

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

As I said in the abstract above, I will discuss about a leader that I came across in my Army career that has made a significant impact on my life and my leadership style. This gentleman name is Command Sergeant Major (CSM) Charles Fitzpatrick. I met him when I was stationed in Camp Casey, South Korea in 1999-2000. He was the division CSM. As usual it was hard to see a division CSM in a daily life basis of an infantry line company Soldier. Top of that the division headquarter was located at Camp Red Cloud which was one hour away from Camp Casey. We only see him on the pictures of our chain of command. One day

Sergeant First Class Moton has had a positive influence on my life. My mentor SFC Moton shared a lot of his life with me in a short period of time and I can’t even tell you his first name. Mainly because we go by our rank in the United States Army and that the rank is your first name. And even though he went on to make First Sergeant he will always be SFC Moton to me.

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.

My father has been a significant role model and his service with the Marine Corps has helped me to become the person that I am today. I am able to easily adjust to new situations; my work ethic is outstanding, and I possess the same amount of sheer grit that my father displayed as one of the

My general goal for the year includes training the next generation of cadets. I also have some specific goals I will complete during the upcoming term. First, I think mentorship between cadets needs to step up and play an active role in week to week activities. Even though the 130th has an outstanding group of cadet leaders currently, many newer cadets seem to lack the interest or understanding to take the next step in their leadership journey; mentorship will assist in providing novice cadets with the necessary tools and encouragement to succeed. Secondly, giving cadets personalised classes through more leadership classes. Providing grade related tips from experienced cadets showcases another way to engage cadets and it would be great if the

My leadership philosophy revolves entirely around the Army Values. In every action I take as a leader, I assess whether or not it lines up with the Army Values and the potential impacts. I have had a variety of leadership assignments during my career, all requiring a different leadership approach, spanning from team leader through platoon sergeant. My conflict resolution skills have greatly evolved through my twelve years in the Army, from rudimentary conversations to in depth problem solving. My professional development has had a profound effect on my leadership abilities, from NCOPD’s to mentorship from senior non-commissioned officers (NCO’s).

This is our job as NCO’s to keep the culture and climate of our profession at its peak. We cannot be the ones that “talk the talk” but not “walk the walk” bring that culture down. It is one of our areas of expertise to take care and nurture young soldiers. They are the future of the profession, the future experts that will keep the profession strong and thriving. We as NCO’s must do our best to shield our young soldiers from “toxic” leadership, to show what good leadership is, and mold young soldiers into the professionals of

For a Soldier to become an expert and encompass the values of a professional, they must have a role model who was able to instill these attributes for them early in their career to become a well-rounded individual and Soldier to mold future generation of Soldiers. Junior Soldiers take after what they see and how they are treated by their junior and senior Non-Commissioned Officer’s (NCO’s), and if they are exposed to great leadership, mentorship and discipline there is a significant chance of them exuding the same values to their junior Soldiers when they become NCO’s and assume the responsibility that comes with the rank.

Imagine you are eighteen, just graduated high school. You decide to enlist into the United States Army. It is your first time away from home, your first real job outside of a summer job. This is your first time away from home, everything you grew up to know, your friends and family. This is the case with many newly enlisted Soldiers. The Army is their first real world experience away from home and the feeling can be overwhelming. Not only do they need to figure out how to be a Soldier but also an adult, a functioning member of society. So what do they do? They will rely on the guidance and experience of another, a Mentor.