Search results for "article The Commander's Message"
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[…]Corps of Cadets so that each graduate is a commissioned leader of character…” (italics added). The other U.S. service academies have similar missions. Lieutenants and ensigns from every commissioning source are primed to hit the ground running as leaders of soldiers, sailors, airmen, marines, or coastguardsmen. Every job that every commissioned officer does is a leadership position. True, some officers want to be technicians and hide from responsibility, but the fact is that they are all commissioned to lead. From platoon leader to battalion supply officer to Chief of Staff (and equivalents for the other services), every officer is a […]
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[…]of the world. Our weapons have Divine Power to demolish strongholds. 4. Satan is overcome by the Blood of the Lord Jesus Christ. 5. Kindness is the greatest weapon in kingdom warfare. It is the major weapon of God in leading people to repentance. 6. The Word of God is our offensive weapon, “. . . the sword of the Spirit.” 7. Unity in the battle is essential. Unity is composed of two components: 1) greatest loyalty is to the supreme commander of all units, and 2) great love for all those who are under the supreme […]
[…]and Viet Cong prisoners, figuring that any sort of deistic teaching would be useful against the atheistic indoctrination of the communists. In this manner, many former NVA soldiers returned home, having accepted Christ, to preach the gospel in North Viet Nam, a country closed to the gospel and Christian teaching since 1954. To this day, many of Christ’s ambassadors in North Viet Nam are former NVA prisoners. Even back then, in 1966, I could see the hard, direct logic of praying for prisoners, and my soul soared. I thanked God for His answer to my dilemma and for the first […]
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[…]You’ll be reminded that God was indeed acting as you led—and that He was preparing you for the next assignment on the dream sheet He wrote for your life. Look around at what you’re about to step into—go in with your eyes wide open. Finally, look ahead, building on what you’ve discovered in the first two looks as you prepare to move forward. Your prayerful reflections, coupled with a humble “I’m a work in progress… I have not arrived” attitude, can be powerful tools in God’s hand as you seek to glorify Him on your leadership journey. Lt Col Frickenstein […]
[…]his best-selling book Good to Great, points out one unexpected finding regarding leadership, “Whether someone is the ‘right person’ has more to do with character traits and innate capabilities than with specific knowledge, background, or skills” (p. 64). All leaders have strengths and weaknesses. However, a leader can overcome these weaknesses if he or she possesses strong character. The reverse is not usually true. Integrity is the foundation of our character; those around us must see it in both our personal and professional walk. In his book Taking Charge, author P.M. Smith tells the story of Babe Didrikson-Zaharias, a professional […]
[…]through the chain of command; this is called centralized control with de-centralized execution. The theory is that there is control at the top but freedom down the line at each echelon for individual commanders to make decisions. This builds trust up and down the chain of command and produces freedom and flexibility throughout all of the force structures. Let’s apply this spiritually by looking at the Trinity and the Body of Christ. In Matthew 28:18-20, Jesus stated that all authority was given to Him. He also said in the Gospels that He always obeyed the Father–doing nothing on His own […]
[…]into combat with an overriding fear, a fear that will overshadow what we’ve tried to instill in them in the way of confidence to perform under fire. Everyone will be scared, but there is a difference between scared or frightened and fear. Fear will dominate judgment. Those who don’t have an appropriate relationship with their God and an inner strength to live and function a day at a time in combat will be dominated by this […]
[…]leaders by King Jehoshaphat included four facts: Leaders did not carry out duties for man, but for the Lord; the Lord was with them when they performed their duties; they were directed to conduct business in the fear of the Lord, faithfully and wholeheartedly; and they needed to be very careful what they did because the Lord would have no part in unrighteousness or partiality. The Lord demanded honor (integrity) from those who choose to serve as leaders. Superiors and subordinates must know that what is heard from the leader’s lips is true; what is done (seen and unseen) is […]
[…]commensurate with your position and spiritual maturity. In summary, we want to help you strengthen the meshing of your faith with your professional attitudes and actions so that you may reflect the character of God. Your senior position will place increased demands upon you professionally, and upon your family–perhaps at a time when your children may be experiencing critical transition points in life. Setting priorities for your time and attention will often be difficult. Our intent is not to overburden you with organizational demands, but to encourage you to view new circumstances as opportunities for ministry to individuals and families […]
[…]and team practice for track and other sports, Hank would “catch” them individually, either in the locker room or on the field house floor. He would gently but firmly inquire as to the beliefs of each cadet he would meet. Some would be annoyed and ignore Hank. Others were interested and listened to his stories. A few would even want the faith that Hank had and often would commit their lives to Christ then and there. Al Shine, Jon’s brother, was one of those who several years earlier was convicted in his heart that he needed to become a Christian […]
[…]have been a peer, committing an indiscretion and forcing Jon to either turn him in or turn the other way. Gail classified it as an “ethical dilemma that he had to confront.” Jon had been through some tough times before and knew it would not be an easy choice to make. When he finally made up his mind and chose a course of action, it evoked the following comment from Gail: “Despite his rank, he stood his ground and said he would not compromise his principles. He simply couldn’t do that. There was no question (about it)…he would not be […]
[…] cover.” His words to “Doc” Jackson seem clearly intended to keep “Doc” and the other platoon members focused on Joe Roberts for the few moments that he engaged the enemy. Jon, thinking only about his men and acting on their behalf, perished when the enemy returned his fire. When word of the fight reached back to Cu Chi base camp, an incredible thing happened. The battalion scout platoon was just back from an operation for rest and recuperation. Their leader was a close friend of Jon and a West Point classmate and his soldiers knew of that strong bond […]
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[…]Encourage and praise progress. Try to make subordinates successful at their jobs, and then give them the credit. If they do well, the commander will do well, and get credit also. Leadership Requirements at Different Levels There is a real difference in applied leadership at various levels. Tactical and strategic principles are the same; soldiers, sailors and airmen are basically the same. It is the circumstances that are different and therefore require different applications of the basic principles. At lower unit levels problems are tangible and immediate. The commander and subordinates are face-to-face with them. The commander has close personal […]
[…]not only expect you to win their battles, but also to do so rightly as they define it. Further, the American people are going to provide their living sons and daughters for you and your noncommissioned officers to develop into Army warriors and to lead in combat on their behalf, to defend this otherwise defenseless nation. Thus, morally, your obligation, very simply stated, is to do right by and for the American people in defending their Constitution, nation and way of life. And you will do that by winning the necessary battles and returning, as best you can, the whole […]
[…]He ultimately provides that which we are obliged to give. Simply put, we must touch our souls and then the souls of our comrades, and we must always remember “Nemo dat quod non habet”-that we cannot give what we do not have. General Krulak graduated from the U.S. Naval Academy in 1964 and earned a master’s degree in labor relations at George Washington University in 1973. General Krulak held a wide variety of operational tours, from platoon and company command during two tours of duty in Vietnam to Commander of all Marine Forces in the Pacific. Among other posts, his […]
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