Part 2 of 2: 94th AAMDC pursues continuous growth leaders

| March 23, 2017 | 0 Comments
Leaders with the 94th Army Air and Missile Defense Command, U.S. Army Pacific, receive a brief, Feb. 16, 2017, on the historical significance of the USS Utah and how leadership played a role during a staff ride at Ford Island, Hawaii. (U.S. Army photo by Sgt. Kimberly K. Menzies, 94th AAMDC Public Affairs)

Leaders with the 94th Army Air and Missile Defense Command, U.S. Army Pacific, receive a brief, Feb. 16, on the historical significance of the USS Utah and how leadership played a role during a staff ride at Ford Island. (Photos by Staff  Sgt. Taresha Hill, 8th MP Brigade Public Affairs)

Sgt. Kimberly K. Menzies
94th Army Air and Missile Defense Command Public Affairs

JOINT BASE PEARL HARBOR-HICKAM — Leaders with the 94th Army Air and Missile Defense Command, U.S. Army-Pacific, participated in Command Sgt. Maj. John W. Foley’s Leader Professional Development (LPD) Week in February.

The Staff Ride
The third event of the LPD week was a staff ride, which incorporated all levels of leadership, officers, warrant officers and noncommissioned officers. During this portion, the Soldiers visited several locations that were memorialized following the attack on Pearl Harbor during World War II.

Leaders with the 94th Army Air and Missile Defense Command, U.S. Army Pacific, examine, Feb. 16, 2017, a replica of the treaty that was signed aboard the USS Missouri at the end of World War II, during an official tour of the ship at Ford Island, Hawaii. The tour was the staff ride, an event during the formal portion of Command Sgt. Maj. FoleyÕs Leader Professional Development Week Feb. 13 to Feb. 16, 2017.

Leaders with the 94th Army Air and Missile Defense Command, U.S. Army Pacific, examine a replica of the treaty that was signed aboard the USS Missouri at the end of World War II, during an official tour of the ship at Ford Island on Feb. 16. (Courtesy photo)

“During the staff ride, we were given in-depth briefs on historical lessons learned from the attack on Pearl Harbor that launched the United States into World War II, the significance of leaders taking action and stepping up in the absence of orders to protect civilians and fight back at Pearl Harbor, which ultimately led to America’s victory in the Pacific,” said Chief Warrant Officer 4 Heather Sheltrown, the command control systems integrator in the automations directorate of the 94th AAMDC.

Leaders who attended were bussed between the USS Missouri, the USS Oklahoma Memorial, the USS Utah Memorial, the Hangar 6 site, and the USS Arizona Memorial.

At each location, an NCO provided a brief on the historical significance of the site and how leadership played a role. During the visit to the USS Missouri, leaders were even treated to a guided tour of the ship.

“The staff ride gave me more of a personal feeling of what it may have felt like back in 1941, all the way through to the signing of the treaty onboard the USS Missouri in 1945,” added Sheltrown.

“I was impressed with the knowledge and expertise that the NCOs displayed while briefing the leaders of the 94th (AAMDC) about the history of Pearl Harbor pre- and post-Dec. 7th, 1941,” shared 1st Lt. Elle Taylor, a personnel strength management officer with the 94th AAMDC.

Overall, leaders across the board professed to have enjoyed Command Sgt. Maj. Foley’s LPD week, but did those who participated truly capture the significance?

“I think that leaders, of all ages and ranks, can relate to the lessons that were taught during this event and relate them to what could happen in today’s world and events that surround us,” explained Sheltrown.

“I also think that NCOs can relate the stories that were told about heroism in the absence of orders back to the third paragraph of the NCO Creed – ‘I will exercise initiative by taking appropriate action in the absence of orders,’” she continued. “It’s also important that officers, warrant officers and NCOs conduct these events together in order to build cohesion and a mutual understanding of leadership together. Even though we are different ranks and belong to different cohorts/corps, we are all still leaders.”

“I think it is extremely important to learn from the mistakes of the past in order to prevent them from happening again, and to build upon the successes in order to implement those actions today,” explained Taylor. “It is extremely humbling to see all of the memorials of the brave service members and civilians who lost their lives on that infamous day. I think these events allow us to take a step back from our busy lives and to see the bigger picture of why we all answered the call to serve our country.”

Investing in Human Capital
Taking a vested interest in developing leaders is not only essential, but has proven to withstand the test of time.

“There is a lot of investment that goes into beneficial leaders,” said Foley. “The reason I am where I am today is because the people who helped mold me invested their time and energy.

“You have to be willing to invest in your human capital –Soldiers,” Foley continued. “You have to invest in them, and it has to be a continuous investment. It is essential to maintain that continuous investment in order to get a large return on the performance and effectiveness of your leaders.”

Regardless of how one chooses to examine or specifically conduct leader development, it is beneficial and necessary to the mission.

“The purpose of this event is really about enabling our leaders to develop each other and themselves while getting to know one another,” said Foley. “It ultimately is about really developing our skills in order to be confident and competent leaders with strong moral character that can truly face the challenges and threats that we have today, here within the theater and globally.”

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