1. To define ldrrship FM Bernard Montgomery said, "it's the capacity and will to rally men and women to a common purpose,and the character that will inspire confidence."
2. Likewise ldrship is inherent in a mil offr's fun. In mil it is regarded as th emost effective driving tool for a unit. On the other hand, units/subunits, though smallest, are the most important elements in the organizational structure of Army. Ldrship at sub-unit level, recently has assumed a complexs dimension due to overall socioeconomic changes and influence of technological advancement.
3. It was the year 2009 when I was posted in 10 RE Bn at Postagolla Cantt. RE Bns have watercrafts like LCT, LCU,LCVP etc. Previously, these vessels were op by civil crews. However sometimes around 2008, Army took the decision to make sldrs of Corp of Engrs as marine driver and marine master . By this , Army intend to stop recruiting civil crews and op the vessels by the sldrs.
4. At that time I was holding the appt of Coy Comd of RTN Coy of my unit. As such, all the water crafts and related manpower was under my comd. y CO in the WCT of that year gave me the responsibility of org trg for the sldr so that all the crews can be competent in op their watercrafts independently. I chalked out a trg prog so that all sldrs get adequate prac and chance to op their watercraft.
5. However, to my utter surprize, I started facing deterrance from the concern JCO, NCOS and marine personnel. I found the sldrs are not willing to handle the watercrafts. After talking to few sldrs, i could learn that sldrs have the fear of committing accident by ameture handling. Noone is interested to be involved in such risks and ruin his career. At the same time the civil crews who were resp to train the new sldrs, are also unwilling to impart lessons. Civil crews have the apprehension of loosing their job and dominance over the watercrafts.
6. As a whole being the in charge of this group, I faced extreme difficulty to instigate them to the business and get the job done. I realized that there is a need for extreme motivation and ground work before bringing any change. at last after series of motivation, I could bring the two groups in right track and conduct the trg to make the operators efficient on watercraft.
7. The lessons I 've learnt from this incident are:
a. Before bringing any major change in the orthodox pattern of sldrs' life, offrs need to understand the overall psyche of tps.
b. UC looks for validation and acceptablre reasoning before undertaking any hardship. Here lies the need for motivation and guidance.
c. Ldrs must be involved in team efforts and UC must feel the warmth of his pers touch in any asg.
2. Likewise ldrship is inherent in a mil offr's fun. In mil it is regarded as th emost effective driving tool for a unit. On the other hand, units/subunits, though smallest, are the most important elements in the organizational structure of Army. Ldrship at sub-unit level, recently has assumed a complexs dimension due to overall socioeconomic changes and influence of technological advancement.
3. It was the year 2009 when I was posted in 10 RE Bn at Postagolla Cantt. RE Bns have watercrafts like LCT, LCU,LCVP etc. Previously, these vessels were op by civil crews. However sometimes around 2008, Army took the decision to make sldrs of Corp of Engrs as marine driver and marine master . By this , Army intend to stop recruiting civil crews and op the vessels by the sldrs.
4. At that time I was holding the appt of Coy Comd of RTN Coy of my unit. As such, all the water crafts and related manpower was under my comd. y CO in the WCT of that year gave me the responsibility of org trg for the sldr so that all the crews can be competent in op their watercrafts independently. I chalked out a trg prog so that all sldrs get adequate prac and chance to op their watercraft.
5. However, to my utter surprize, I started facing deterrance from the concern JCO, NCOS and marine personnel. I found the sldrs are not willing to handle the watercrafts. After talking to few sldrs, i could learn that sldrs have the fear of committing accident by ameture handling. Noone is interested to be involved in such risks and ruin his career. At the same time the civil crews who were resp to train the new sldrs, are also unwilling to impart lessons. Civil crews have the apprehension of loosing their job and dominance over the watercrafts.
6. As a whole being the in charge of this group, I faced extreme difficulty to instigate them to the business and get the job done. I realized that there is a need for extreme motivation and ground work before bringing any change. at last after series of motivation, I could bring the two groups in right track and conduct the trg to make the operators efficient on watercraft.
7. The lessons I 've learnt from this incident are:
a. Before bringing any major change in the orthodox pattern of sldrs' life, offrs need to understand the overall psyche of tps.
b. UC looks for validation and acceptablre reasoning before undertaking any hardship. Here lies the need for motivation and guidance.
c. Ldrs must be involved in team efforts and UC must feel the warmth of his pers touch in any asg.
