Leadership/Coaching: A Reflection Journal

Running head: LEADERSHIP/COACHING1
Leadership/Coaching: A Reflection Journal
Student Name
College/University Affiliation
LEADERSHIP/COACHING

2

Leadership/Coaching: A Reflection Journal


Typically, leadership is hyped about yet quite not practiced. To lead, I have come to understand and learn, is not only to grasp fundamental role and/or mission functions yet, more importantly, to inspire and convey essential skills for Marines to act unprompted in unconventional situations. The process – and, for that matter, practice – of leadership is, accordingly, prolonged, requires patience and, most importantly, game-changer. To lead is, moreover, to grasp instruction, coaching and mentoring skills a unit, or higher, commander should master. More specifically, a leader is, by definition, an instructor going beyond basic military knowledge and skills in order to coach and mentor subordinates to act not so much as instructed, or prompted, yet according to most optimum judgment in one or more given situations. There are, in fact, many lessons a Marine learns from properly understanding functions of leadership and coaching in Marine life and beyond. This brief reflection journal sheds lights on some most important lessons I have come to understand and learn studying leadership and coaching for Marines.
Transformation captures, above anything else, what leadership is in current operation environment is. Essentially, 21st century warfare, I have come to understand, is dynamic, complex and unpredictable. To plan for and manage operations under such conditions means, accordingly, Marines, particularly ones in leadership positions, should be able to handle situations not explicitly mentioned in “warfare playbook.” Instead, Marines need to learn to “decode” new unfolding situations by means of direct instruction, close coaching and, sometimes, one-on-one mentoring. Therefore, one most basic...