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CSAFs Perspective
CSAFs Perspective
Steeljaw Scribe
Robert Riddle HHUSA Resume
Robert Riddle HHUSA Resume
Robert Riddle
This file is the opening / kick-off to IsobarCreate32 in San Francisco on November 30th & December 1st at APPNATION III. Couple of folks asked me for it, so here it is with my presenter notes (and lots of spelling errors). This file is pretty specific to the rules and judging for IsobarCreate hackathons with a bit of NFC background / POV from a talk I gave a couple of weeks ago in NYC. To all who came, participated and supported, thank you again!
IsobarCreate32 SF Opening / Kickoff
IsobarCreate32 SF Opening / Kickoff
Michael Nicholas
Class of 2007 5th Grade Reception Slide Show
Class of 2007 5th Grade Reception Slide Show
Stephanie Hultquist
Training our Reliefs - Old school references, New school way... NAVEDTRA 14504 • Leadership Definition (Chapter 1) NAVEDTRA 12144 • Supervisory Skills – Leadership & Management (Chapter 4) • Leadership Styles & Power Bases (Chapter 4) • Divisional Goal Setting (Chapter 4) • Counseling Fundamentals (Chapter 3) • Performance Evaluation (Chapter 3) • Military Briefing (Chapter 3) • SWOT (Chapter 4) NAVEDTRA 12048 • 7-Step Problem Solving (Chapter 4) SORM OPNAVINST 3120.32D • Div Officer and LCPO Responsibilities NAVAL STANDARDS E6 & E7 http://www.public.navy.mil/bupers-npc/reference/nec/NECOSVol1/Documents/05-NAVSTDs_CH-51,%20Jul12.pdf
Leadership Fundamentals (Blackhawks Chiefs-In-Training)
Leadership Fundamentals (Blackhawks Chiefs-In-Training)
Glenn Mallo
Captain D Michael Abrashoff was one of the graduates from US Naval Academy and he was also an assistant of military as a former secretary of defense.
Leadership styles
Leadership styles
saami malik
Everyone in the Air Force should be a leader! Everyone has a role in accomplishing the mission, and everyone directly impacts the effectiveness of his or her organization. Additionally, all officers, enlisted personnel, and civilians, whether they supervise people or not, are being watched— their words and deeds set the standards others will follow, and they impact individual and organization effectiveness, morale, good order, and discipline. In my over 28 years in the Air Force, I’ve been around some great and some not-so-great leaders. After analyzing what it was that made me want to follow some of them to the ends of the earth and go in the opposite direction from others, I identified 13 common traits in the great ones. These traits are not a prescription for being promoted to general, CMSgt, or a Senior Executive Service-level civil- ian. They are a prescription for improving individual and organization effectiveness, morale, good order, and disci- pline. By accomplishing these things, they also improve organization and ensure Air Force mission accomplishment. The 13 traits are listed below. 1. RESPECT–Leaders treat all human beings with respect and dignity, in all situations. Whether speaking with a GS-3 secretary on the telephone, telling an officer he or she is being recommended for court-martial, or thanking some- one for a job done well, a leader follows three basic rules: “Praise in public and criticize in private,” “Treat others as you wish to be treated,” and “Don’t lose your temper.” 2. EMPOWERMENT–This is a 1990s buzzword, but the concept has been around since the beginning of time. Think of empowerment like this: Leaders give everyone who works for them a piece of rope. The people they want on their team seek out the organization’s problems and find out what the boss is concerned with. These people then make a lasso out of their ropes and attack the problems, ultimately eliminating them. At this point, the successful leader gives them a longer piece of rope so they can attack bigger problems. Conversely, the people who have their own agendas will make their ropes into nooses and hang themselves. The effective leader gives these people a shorter rope, or none at all. The opposite of empowerment is micromanagement. Micromanagers stifle effectiveness, learning, creativity, and growth, and thus, mission accomplishment. 3. ACCOUNTABILITY–This is another ‘90s buzzword. When I was a lieutenant, this trait was called “acceptance of responsibility.” Leaders are accountable for their actions and for the actions of their personnel 24 hours a day, seven days a week. Effective leaders never make excuses; they take the blame when things go wrong, and direct the praise to those who did the work when things go right. When something goes wrong, leaders take corrective action by attacking the root problem, not just the symptom. However, leaders know the difference between accountability and blame. Things can go wrong even if everything i ...
Everyone in the Air Force should be a leader! Everyonehas a .docx
Everyone in the Air Force should be a leader! Everyonehas a .docx
SANSKAR20
Leadership Commander Philosophy_141030
Leadership Commander Philosophy_141030
Stephiney Xie
Recommandé
CSAFs Perspective
CSAFs Perspective
Steeljaw Scribe
Robert Riddle HHUSA Resume
Robert Riddle HHUSA Resume
Robert Riddle
This file is the opening / kick-off to IsobarCreate32 in San Francisco on November 30th & December 1st at APPNATION III. Couple of folks asked me for it, so here it is with my presenter notes (and lots of spelling errors). This file is pretty specific to the rules and judging for IsobarCreate hackathons with a bit of NFC background / POV from a talk I gave a couple of weeks ago in NYC. To all who came, participated and supported, thank you again!
IsobarCreate32 SF Opening / Kickoff
IsobarCreate32 SF Opening / Kickoff
Michael Nicholas
Class of 2007 5th Grade Reception Slide Show
Class of 2007 5th Grade Reception Slide Show
Stephanie Hultquist
Training our Reliefs - Old school references, New school way... NAVEDTRA 14504 • Leadership Definition (Chapter 1) NAVEDTRA 12144 • Supervisory Skills – Leadership & Management (Chapter 4) • Leadership Styles & Power Bases (Chapter 4) • Divisional Goal Setting (Chapter 4) • Counseling Fundamentals (Chapter 3) • Performance Evaluation (Chapter 3) • Military Briefing (Chapter 3) • SWOT (Chapter 4) NAVEDTRA 12048 • 7-Step Problem Solving (Chapter 4) SORM OPNAVINST 3120.32D • Div Officer and LCPO Responsibilities NAVAL STANDARDS E6 & E7 http://www.public.navy.mil/bupers-npc/reference/nec/NECOSVol1/Documents/05-NAVSTDs_CH-51,%20Jul12.pdf
Leadership Fundamentals (Blackhawks Chiefs-In-Training)
Leadership Fundamentals (Blackhawks Chiefs-In-Training)
Glenn Mallo
Captain D Michael Abrashoff was one of the graduates from US Naval Academy and he was also an assistant of military as a former secretary of defense.
Leadership styles
Leadership styles
saami malik
Everyone in the Air Force should be a leader! Everyone has a role in accomplishing the mission, and everyone directly impacts the effectiveness of his or her organization. Additionally, all officers, enlisted personnel, and civilians, whether they supervise people or not, are being watched— their words and deeds set the standards others will follow, and they impact individual and organization effectiveness, morale, good order, and discipline. In my over 28 years in the Air Force, I’ve been around some great and some not-so-great leaders. After analyzing what it was that made me want to follow some of them to the ends of the earth and go in the opposite direction from others, I identified 13 common traits in the great ones. These traits are not a prescription for being promoted to general, CMSgt, or a Senior Executive Service-level civil- ian. They are a prescription for improving individual and organization effectiveness, morale, good order, and disci- pline. By accomplishing these things, they also improve organization and ensure Air Force mission accomplishment. The 13 traits are listed below. 1. RESPECT–Leaders treat all human beings with respect and dignity, in all situations. Whether speaking with a GS-3 secretary on the telephone, telling an officer he or she is being recommended for court-martial, or thanking some- one for a job done well, a leader follows three basic rules: “Praise in public and criticize in private,” “Treat others as you wish to be treated,” and “Don’t lose your temper.” 2. EMPOWERMENT–This is a 1990s buzzword, but the concept has been around since the beginning of time. Think of empowerment like this: Leaders give everyone who works for them a piece of rope. The people they want on their team seek out the organization’s problems and find out what the boss is concerned with. These people then make a lasso out of their ropes and attack the problems, ultimately eliminating them. At this point, the successful leader gives them a longer piece of rope so they can attack bigger problems. Conversely, the people who have their own agendas will make their ropes into nooses and hang themselves. The effective leader gives these people a shorter rope, or none at all. The opposite of empowerment is micromanagement. Micromanagers stifle effectiveness, learning, creativity, and growth, and thus, mission accomplishment. 3. ACCOUNTABILITY–This is another ‘90s buzzword. When I was a lieutenant, this trait was called “acceptance of responsibility.” Leaders are accountable for their actions and for the actions of their personnel 24 hours a day, seven days a week. Effective leaders never make excuses; they take the blame when things go wrong, and direct the praise to those who did the work when things go right. When something goes wrong, leaders take corrective action by attacking the root problem, not just the symptom. However, leaders know the difference between accountability and blame. Things can go wrong even if everything i ...
Everyone in the Air Force should be a leader! Everyonehas a .docx
Everyone in the Air Force should be a leader! Everyonehas a .docx
SANSKAR20
Leadership Commander Philosophy_141030
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An ongoing 7-year partnership between the University of Saskatchewan and LutherCare Communities provides an opportunity for health professions students in the “Longitudinal Elderly Person Shadowing (LEPS) Project” to learn with, from and about their senior partners through a series of social events and structured small group visits. Participating students learn about health issues associated with aging, gain an appreciation for events that have shaped their senior partners’ lives, examine their own attitudes towards older adults and aging, and experience the benefits and challenges of working in interprofessional teams, while participating seniors enjoy sharing their wealth of knowledge and experience with the students whom they find to be professional and full of vitality.
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