Officer In The Us Army

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Officer In The Us Army – “Your job isn’t always to shape the ship and steer the wheel. In the end, you have to chart a course to find out where the people you lead are going.” ~ Major General Patrick J. Reinert, General of the 88th Training Division

I began my military service in 1979 as a Reserve Officers Training Corps cadet at the University of Iowa, and in 1983 I was commissioned as a US intelligence officer. I have now been a soldier for 35 years in the National Guard. and in reserve. I am also a retired Army Reserve Soldier and have worked as a Federal Prosecutor in the Northern District of Iowa for over 27 years.

Officer In The Us Army

Those years have given me many opportunities to pursue, and most importantly, countless opportunities to learn.

Structure Of The United States Army

Whether you’re trying a case in federal court, helping the Afghans build a court to solve a terrorism case, or participating in a swift operation, your plans won’t last long. You must accept that our profession is subject to change and uncertainty, and you must think, plan, and act in a variety of ways to respond when faced with unexpected challenges.

In Afghanistan, with Joint Interagency Task Force 435 and the Law Enforcement Field Force, we are responsible for helping the Afghan people use the legal system to establish and maintain law and order, while training the Afghan Interdiction Operations Team to conduct detention operations. Complies with Humanitarian Law. International.

To be successful, we need to work with the Afghan Supreme Court so the National Security Judicial Center can handle all cases from all countries, the Afghan Attorney General’s Office, the International Red Cross and the Counter-Terrorism/Counter-Insurgency. , coalition partners, foreign governments that will host detainees for transfer, and the US State Department, to name a few groups interested in our efforts.

A new challenge that requires daily evaluation and course adjustment. You should always watch for black swans – unknown and unexpected events that change everything.

John William Vessey Jr.

As an attorney, I have seen many leaders at work, and have been blessed to serve as leaders at several levels. The best leaders are not afraid to challenge conventional wisdom and approach problems differently. Use your staff and friends to challenge your assumptions and test your plan. They will help you understand the second and third order effects before making a decision. With this ability, leaders can reduce the number of blind spots and identify different opportunities, each with their own advantages and challenges.

The primary mission of the current (and final) command, the 88th Readiness Unit, is to operate all micro-facilities (reserve centers, equipment concentration sites, etc.) in a 19-state area from the Ohio River to the Pacific Northwest. . We have 300 individual properties. Some, like Fort Sheridan, Illinois, have dozens of buildings, and most of our facilities are not in larger facilities. When running a complex operation, you must challenge conventional thinking and look for opportunities to make more money while paying less. This is made possible by taking a “big view”, such as studying the entire infrastructure and building a facility maintenance plan, so you can predict which roofs will fail within a year, and fix them before the rains. It “may seem small,” such as providing simple daily tasks, such as preventive maintenance, extending the life of equipment and helping soldiers complete their critical missions. I was blessed with a very experienced staff who taught me the value of thinking outside the box.

When systems are unresponsive or ineffective, leaders must be willing to change the game by conducting “test and learn” pilot projects, sharing results with others, and enhancing success.

As our enemies (and potential enemies) evolve, and our budgets are limited, change is inevitable. The most difficult time to lead an organization is during transition or change.

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From helping to establish the Legal Command, working with the international community to create an effective process for investigating, apprehending and prosecuting terror suspects in the Afghan legal system, as a leader I must accept that change is inevitable, and there is a lot of it. of decisions that lead to changes made by others.

The key to driving change is influencing others to make decisions that don’t interfere with my decisions. Big changes require leadership from the bottom up (within your organization), the top (to your top executives to make the best decisions), the back (to help coordinate with peers to ensure decisions are made properly), and the outside (to help with maintenance). external influences from resisting change or introducing new problems to solve them).

I am a soldier in the traditional military program. During the week, I continue to serve as an Assistant United States Attorney for the Northern District of Iowa. I have also been a soldier for over 35 years, Active Duty, National Guard and Reserves.

Maintaining and managing two demanding and dynamic careers requires a great deal of understanding and sacrifice on the part of civilian employers, colleagues and military leaders.

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Experiencing the unwavering support of civilian employers and colleagues while I was on reserve duty or deployed made me a better leader in both careers. It shows me how to achieve better balance in my life and helps others learn how to balance all the competing things that pull us in so many directions.

Life happens for our soldiers. We need to help them find their way to a better career and family balance, where family comes first.

Team management tests what you know about leadership. CJIATF 435, the mission is complex and environment sensitive. We lost Paul Goins and Michael Hughes on February 10, 2014 to an improvised explosive device. We lost the rest of the order due to accidents and other reasons.

Leading a team through a loss is especially difficult. I was fortunate to learn this skill from retired Major General Mark Inch. Placement leadership requires extra compassion, empathy, and care.

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Among the positions that shaped me were Commander of the Law Field, Deputy Commander of CJIATF 435, and then Commander of CJIATF 435.

I was in Afghanistan from May 2013 to October 2014. I was able to learn from great leaders like Gs. Joseph Dunford, John Campbell, Mark Milley, Joseph Anderson, the late Major General Harold Greene, and others. The length of the deployment and the complexity of the mission brought out my leadership tendencies. The team’s integration with coalition partners, other US services, and the interagency nature of working with multiple US civilian agencies is a complex task.

The agility of the team, the complexities and extreme sensitivity required to conduct effective intercept operations and the development of Legitimacy enabled me to work effectively in volatile, uncertain, changing and ambiguous environments.

I began my career as a Military Intelligence Officer assigned to the 234th Signal Battalion in the Iowa National Guard. After law school, a branch transfer to the Judge Advocate General’s Corps, and many advisory and leadership positions, I was selected as a military judge and presided over an Army court-trial, ranging from incompetence to rape and murder. .

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Most criminal cases are resolved by the defendant admitting to the crime. As a military judge, it fell to me to speak with these young men and women who enlisted (at least after September 11, 2001) to serve the nation and protect us all. I must ask him to explain his crime and his greatest failure as a Soldier. I have to walk them through a process to help them overcome their mistakes and then put in the appropriate sentence. This is the first step towards rehabilitation. These discussions taught me the value of compassion and being able to help people in their darkest hours.

In the early 1980s, 234 Signal Battalion was a large unit with experienced personnel. Soldiers can do amazing things with the same outdated equipment, but they are limited in their ability to deal with other components. As a second lieutenant, I learned from some outstanding senior officers, many of whom were Vietnam veterans. They taught me how to treat soldiers, build a team, adapt to changing situations, and overcome adversity.

Leadership today requires a deep understanding of the strategic environment, setting your plan and bringing your vision down to the lowest levels.

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