Senior Enlisted Quotes

The Marine Corps assumes maximum ignorance from its enlisted folks. It assumes that no one taught you anything about physical fitness, personal hygiene, or personal finances. I took mandatory classes about balancing a checkbook, saving, and investing. When I came home from boot camp with my fifteen-hundred-dollar earnings deposited in a mediocre regional bank, a senior enlisted marine drove me to Navy Federal—a respected credit union—and had me open an account. When I caught strep throat and tried to tough it out, my commanding officer noticed and ordered me to the doctor. We

A continuing problem of this static war was that senior officers did not have enough to do to make them keep their hands off their junior’s affairs. Or they had time to think up new projects, from painting fire buckets red to promulgating the color of name tags on enlisted fatigues.

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

Maj. Charles Abeyawardena, a strategic planning officer with the Army’s Center for Lessons Learned at Fort Leavenworth, Kansas, arrived in Afghanistan in 2005 to interview U.S. combat advisers and senior Afghan officials about their experiences. As an aside, he decided to ask low-ranking Afghan soldiers why they had enlisted. He said their responses echoed those usually given by American troops: it’s a solid paycheck, I want to serve my country, it’s an opportunity to do something new with my life. But when he followed up by asking whether they would stay in the Afghan army after the United States left, the answers startled him. “The majority, almost everyone I talked to, said, ‘No,’ ” Abeyawardena said in an Army oral-history interview. “They were going to go back and grow opium or marijuana or something like that, because that’s where the money is.

Frank Fiorini, better known as Frank Sturgis, had an interesting career that started when he quit high school during his senior year to join the United States Marine Corps as an enlisted man. During World War II he served in the Pacific Theater of Operations with Edson’s Raiders, of the First Marine Raiders Battalion under Colonel “Red Mike.” In 1945 at the end of World War II, he received an honorable discharge and the following year joined the Norfolk, Virginia Police Department. Getting involved in an altercation with his sergeant, he resigned and found employment as the manager of the local Havana-Madrid Tavern, known to have had a clientele consisting primarily of Cuban seamen. In 1947 while still working at the tavern, he joined the U.S. Navy’s Flight Program. A year later, he received an honorable discharge and joined the U.S. Army as an Intelligence Officer. Again, in 1949, he received an honorable discharge, this time from the U.S. Army. Then in 1957, he moved to Miami where he met former Cuban President Carlos Prío, following which he joined a Cuban group opposing the Cuban dictator Batista. After this, Frank Sturgis went to Cuba and set up a training camp in the Sierra Maestra Mountains, teaching guerrilla warfare to Castro’s forces. He was appointed a Captain in Castro’s M 26 7 Brigade, and as such, he made use of some CIA connections that he apparently had cultivated, to supply Castro with weapons and ammunition. After they entered Havana as victors of the revolution, Sturgis was appointed to a high security, intelligence position within the reorganized Cuban air force. Strangely, Frank Sturgis returned to the United States after the Cuban Revolution, and mysteriously turned up as one of the Watergate burglars who were caught installing listening devices in the National Democratic Campaign offices. In 1973 Frank A. Sturgis, E. Howard Hunt, Eugenio R. Martínez, G. Gordon Liddy, Virgilio R. “Villo” González, Bernard L. Barker and James W. McCord, Jr. were convicted of conspiracy. While in prison, Sturgis feared for his life if anything he had done, regarding his associations and contacts, became public knowledge. In 1975, Sturgis admitted to being a spy, stating that he was involved in assassinations and plots to overthrow undisclosed foreign governments. However, at the Rockefeller Commission hearings in 1975, their concluding report stated that he was never a part of the CIA…. Go figure! In 1979, Sturgis surfaced in Angola where he trained and helped the rebels fight the Cuban-supported communists. Following this, he went to Honduras to train the Contras in their fight against the communist-supported Sandinista government. He also met with Yasser Arafat in Tunis, following which he was debriefed by the CIA. Furthermore, it is documented that he met and talked to the Venezuelan terrorist Ilich Ramírez Sánchez, or Carlos the Jackal, who is now serving a life sentence for murdering two French counter intelligence agents. On December 4, 1993, Sturgis suddenly died of lung cancer at the Veterans Hospital in Miami, Florida. He was buried in an unmarked grave south of Miami…. Or was he? In this murky underworld, anything is possible.

During my time in Iraq and Afghanistan, I watched the great generals (and the colonels, majors, captains, lieutenants, and senior enlisted personnel) and how they interacted with their troops. The good ones spent time at the front lines, dodging bullets in Fallujah, riding in a Humvee on Route Irish, flying in a helo over the Hindu Kush, or just talking to the soldiers who manned the watchtowers. This engagement was not only important to understanding the troops, and thereby making better decisions; it was also vitally important for the troops to see their leaders getting sweaty and dirty right beside them.

Like the team at the FDA, the EIR team enlisted entrepreneurs familiar with the obstacles, including SoftLayer senior executive Paul Ford, to work alongside the USCIS personnel committed to removing or clearing them. “You get fresh thinking, you get a very low-cost way of trying to impact the situation because the people doing this are committed to try to find what’s not working and propose solutions, rather than take a partisan or political or hierarchical or structural view to the environment,” Feld said. “They’re short-timers, so they’re committed for a period of time to come do something, but they’re not here for career advancement, so they are going to speak their mind.” Feld also believed that the presence of Ford and other outside entrepreneurs made the participants feel more comfortable to speak freely than if they had been working with government officials alone. In the spring of 2012, the team began building a prototype of an alternative application process for entrepreneurs and by fall had achieved a significant breakthrough: the launch of the Entrepreneurship Pathways web portal, designed to close the information gap between USCIS and those in the entrepreneurial community, by letting them know which visa may be most appropriate—including the O-1—for their situation.24 While the results of this exercise were not empirically conclusive at the time of an interview for this book, Feld did offer his anecdotal assessment “that there’s an increased number of people who I know have been able to get into the country and get valid visas who are entrepreneurs. I’ve definitely heard a decrease in the negative.

Adm. James Loy, commandant, U.S. Coast Guard: Maybe the fourth or fifth day, it dawned on me that the church at the end of Wall Street, Trinity Church, was within spitting distance of the Tower site and was part of the rest of the city that was deluged in debris. I sat in my office for a second and said, “Alexander Hamilton is buried in that cemetery.” He’s considered the founder of the modern-day Coast Guard because he established its predecessor, the Revenue Cutter Service. I couldn’t stand the notion that he and his headstone were probably inundated with debris. I called Master Chief Vince Patton into the office and I said, “Vince, I need you to get some senior enlisted folks from the captain of the Port of New York’s office. I know they’re up to their ass in alligators right now, but we’ve got to go fix that.” He got a senior chief in New York on the phone. They went and began the cleanup of the entire Trinity Church yard. The word got out to the Trade Center site, and people, after finishing their unbelievably difficult work for a 12-hour cycle, came over and joined with these Coast Guard people to finish the job. I was damned if I could go to sleep that night without doing something about it.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

My dad took me along on one of these summer encampments, equipped with cut-down fatigues, a web belt, a canteen, the smallest helmet liner my dad could find, and even a small backpack. The first sergeant, the senior enlisted man in the unit, took a shine to me and let me carry his (unloaded) M1 rifle, or maybe he saw me as a convenient way to get out of having to carry it himself. Either way, it was a cool experience for an eleven-year-old, and undoubtedly something that can’t be done in today’s Army, even on Bring Your Child to Work Day. I was enamored with

These operations were victorious but also extremely humbling; the takeaways—both good and bad—vast. The Battle of Ramadi provided a litany of lessons learned, which we were able to capture and pass on. The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team. By leadership, we do not mean just the senior commanders at the top, but the crucial leaders at every level of the team—the senior enlisted leaders, the fire team leaders in charge of four people, the squad leaders in charge of eight, and the junior petty officers that stepped up, took charge, and led. They each played an integral role in the success of our team.

By 1920, he was living back home with his parents while pursuing a degree at Michigan State Agricultural College.5 Specializing in chicken breeding, he proved to be so proficient that, immediately after his graduation, he received a summer school appointment as “instructor in poultry husbandry for federal students”—young veterans attending college with governmental aid.6 In addition to his academic work, the religiously committed Huyck was active in the Student Volunteer Movement, a campaign begun in 1886 to enlist college students for missionary work abroad with the ultimate goal of bringing about (as its watchword put it) “the evangelization of the world in this generation.”7 In April 1922, just prior to his graduation from Michigan State Agricultural College and three months shy of his twenty-eighth birthday, Emory accepted the position of superintendent of the Bath Consolidated School at an annual salary of $2,300. Eight months later, two days after Christmas, Emory married Ethel Newcomb of Pierson, Michigan, six years his senior; she would also join the faculty at the newly built school, teaching “vocal music” and second grade.8

A day before the scheduled departure, Captains Kobzar and Zhuravin received another jolt. It was an even more drastic deviation from operational protocol than being rushed back into service ahead of schedule. The submarine’s crew roster had already been filled with replacements, and they had been introduced to the section officers they would serve. Since these replacements were from other submarines stationed at the base, they were quickly integrated into the regular crew. The new men were assigned to their duty sections, shifts, and bunk schedules. With the replacements, all work assignments were covered for the upcoming mission. Then, without explanation, eleven strangers, all in the uniforms of Soviet sailors, showed up at the pier where K-129 was berthed. They carried written orders to join the crew. The latecomers, including nine in the uniform of common seamen and one wearing the insignia of a seaman first class, were led by a chief petty officer. The chief produced orders assigning this squad to duty aboard Kobzar’s submarine as temporary replacements for his furloughed key senior enlisted men. These last-minute assignments were especially unusual, because their numbers raised the crew total to ninety-eight, fifteen over the normal complement of eighty-three men.