A Quote by William A. Connelly
Good NCOs are not just born-they are groomed and grown through a lot of hard work and strong leadership by senior NCOs.
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Soldiers expect the noncommissioned officer to be technically proficient, up front, and honest with them. Soldiers must know that NCOs care, that they can approach the NCO for guidance and direction, and that NCOs can make things happen when a difficult situation arises.
The goal of the corps of NCOs, whose duty is the day-to-day business of running the Army so that the officer corps has time to command it, is to continue to improve our Army at every turn. We want to leave it better than we found it. Regardless of the kind of unit you're in, it ought to be an "elite" outfit, because its NCOs can make it one.
If you sit down with British officers or British senior NCOs, they understand the sweep of history. They know the history of British forces not just in Afghanistan but the history of British successful counter-insurgencies - Northern Ireland, Malaysia.
We would take a little bit of money out of a huge increase in ballistic missile defense and put it in a place where it will do a lot of good, namely, in targeted pay increases to our enlisted personnel, particularly our NCOs and our junior warrant officers.
I think, generally, the NCOs and officers in a platoon or company want to take care of their soldiers, and they understand it doesn't run from nine to five, like in the civilian world.
If you aspire to senior leadership, you're going to have to work hard. That doesn't mean you have to give up everything.
Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.
Good leadership is always human. It takes time and energy. It is hard work. Which is why good leadership is so special when we find it.
All through my senior year, luckily, I didn't have too many hard classes, just a lot of electives. I was able to spend most of my time at the practice space.
I was actually born and raised in Puerto Rico. I was born to a single mom. She was a wonderful woman, and she taught me to believe in myself, to work hard, play by the rules. She wanted me to get a good education, and she just told me that the best thing I could do is just study hard.
A lot of people relate leadership to formalities. They believe that leadership is about being professional and strong and always right and being a booming voice. I just don't buy that. I think that leadership is a soft skill; it's a people skill.
As I've grown older, my testimony has grown a lot, and a lot of it really has to do with my dad. He's been a good example to me. That's really where my testimony started, in just seeing how spiritual and what a good guy he is.
Leadership is a lot of hard work. I hoped, when I was younger, that I would just be a natural leader or that it was something that was innate, but it is really a learned skill.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
No senior politician can expect to have work-life balance. I'm afraid there are some jobs for which work-life balance inevitably goes out the window. If you want work-life balance you just have to accept that you can't be a senior member of a government, or for that matter a senior member of an opposition.
I love to write songs, but they don't come easy to me - I spend a lot of time writing really dumb stuff that I have to look at the next day and think, 'God, what was I thinking?' That's my process, is just to go through a lot of dumb stuff and hope that, after a lot of hard work, I'll find a good idea.
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