In Jan 05, when the Base Commander LTC David Lim informed me that I would be posted to Ordnance Engineering Training Institution(OETI) as an Instructor in EWTW, a sense of trepidation and dread filled me. My impressions of OETI then remained fully rooted in the memories of my technician days in Weapon Optical Training Wing (WOTW) in 1984. Back then; it had only been slightly more than twenty year since the move from Dover Camp to its current compounds. To maintain the facade of the brand new building then, a disproportionate amount of time was spent on area cleaning, which extended to almost the whole of every Saturday.
Training was predicated on breaking down the trainees and then rebuilding them from scratch, seemingly with the intent of churning out young technicians who would not need to think but would be expected to react to any situation in a template manner. As such, the focus of the curriculum was on the indoctrination of tried and tested dogma, rather than enhancing the trainee’s analytical abilities. In line with the kind of technical training that did not require trainees’ feedback, the instructors were exceedingly strict almost to the point of being cruel. Understandably, I did not particularly enjoy my OETI trainee’s life.
Given these preconceived notions, I was surprised when I first met my instructors on the first day of work. All of them were ex-technicians, with substantial unit experience under their belts. More importantly, were their attitudes and orientation. They were enthusiastic in the grooming, rather than just the training, of trainees, and they personalized care and concern. While still believing in the importance of discipline, they were also fervent in ensuring that the trainees did the right things, rather than merely doing things right. Gone was the old environment of fear and intimidation. Under the “new” culture of learning and empowerment, the trainees were able to able to apply their minds and become the “thinking soldiers” the SAF is seeking to cultivate. The relationship between the OETI faculty and the trainees were one built on trust and respect. OETI moved away from the mindset that we could really teach everything the trainees needed to know in ten to twelve weeks to a new paradigm which focused on enhancing the Army Technician s’ capacity for life-long learning. To achieve this, the OETI curriculum shifted its attention on leadership development and the strong values inculcation in the trainees.
It was in this refreshing and dynamic OETI environment that I began my three plus -year posting in OETI, one of my most enriching experiences in the SAF. My fellow instructors were from the various AMBs and other than imparting different perspectives to the trainees, there was a lot of cross-learning at the instructor-level as well. One moment we would be giving a lecture on technical Lesson, the next we would be planning maintenance operations, following that, conducting FDX for the different level of leadership training for the technicians.
At a personal level, other than deepening my military knowledge base, my contextualization of the various SAF operations was significantly broadened as well. For example, we would be zooming in on fundamentals, such as FCSSB operations, and then the next day, zoom out to planning for Maintenance company-level operations in the context of a Battalion mission. I have also learned a lot from the 16 batches of BTT trainees, 6 batches of MSCC and seven batches of LOCC, which I had. With the culture of greater openness, my trainees were able to question long-held assumptions underlying our maintenance skills and procedures and to come up with fresh and effective recommendations to make sure that our training constantly keeps up with time.
A number of trainees had also impressed me with their perseverance and passion to be an Army Technician. Despite adversities and unfortunates’ circumstances, they would adopt a “never-say-die” attitude and innovate to come up with creative solutions to age-old problems or inspire their fellow technicians to rise up to the occasion. However, what impressed me more was the moral courage they had demonstrated throughout the whole course. The majority of them would readily own up to their own shortcomings and learn from their mistakes. This could be the result of the success of OETI which focuses on values inculcation. The importance of this cannot be understated for it is the set of moral values that the trainees have internalized that would ultimately be the conscience that guides the newly Army Technicians when making day-to-day tough decisions.
I have personally benefited from my OETI experience. When I assumed my new appointment after my OETI tour, I had the skills and experience to train and groom the new generation of great soldiers, whether in terms of maintenance operational knowledge or values inculcation. Once the commanders had the right values, running the company will be the breeze. While in OETI, I have also learned a set of useful tools to inspire and engage my trainees. The trainees thought of initiatives that will benefit them and work on it. This incredibly successful initiative was just one of many things. I have OETI to thank.
Prepared By: 1WO SARAVANAN.
WSM EWTW
Various Appointments:
INSTRUCTOR, 2005
PLATOON COMMANDER, 2005-2006
WING SERGEANT MAJOR 2006-2008
COURSE SERGEANT MAJOR –1st LOCC to 6th LOCC
MSCC INSTRUCTOR – First six batches
SAFETY COMMITTEE
EVENTS ORGANISNG COMMITTEE
QUOTE: Trust men and they will be true to you;
Treat them greatly, and they will show themselves great.
LOOK OUT . STAY SAFE As a kiddie, we grew up with the themes of road safety relentlessly drummed into us. We learned to repeat by rote, things like “looking right, looking left, and looking right again”. As we grew we were subject to countless public campaigns on television, radio, and via every other conceivable media, to drive slowly; look left; always stop at signs; belt up; slow down; don’t drink and drive; keep my distance; and countless other themes designed to keep not only us, but everyone on the roads safe. These were driven home by marauding traffic police zealously, and it’s only right to say, fairly enforcing the rules. Of course the huge chink in this is, that in western terms, Singaporean” drivers are appalling; and the roads are seemingly designed to ensure maximum traffic bloodshed.
OETI continues to educate Army technicians to cultivate road safety awareness; there by honoring its signature to the Road Safety Outreach on 21ST June 2008, which was organized by Traffic, police dept. OETI, which was representing behalf of the SAF at the event for its contribution to the issue, takes this opportunity to express its pleasure at the positive messages coming from the road safety Outreach 08 and hopes that its contribution to the issue of road safety will continue to make a substantial difference as part of the SAF effort being made by the whole of Singaporeans to achieve the common national goal.
The L.I.V.E model embodies many of the fundamental principles which bring about a lasting mindset change and strengthens commitment towards Our Army culture and experience. This model is formed to initiate a movement, in which it represents the internalization of correct principles based upon Our Army.
At the moment right now Our Army is going through a paradigm shift. Our Army is currently embarking on a journey of transformation to a 3rd generation fighting force. The purpose of L.I.V.E is to strengthen Our Army’s core areas in a simple way to understand and see them as a model. A model is simply an explanation of certain aspects of the particular paradigm in which we as human beings see things.
All of us enter in to army with many models in our head, which is divided into two categories: model of the way things are in reality and model of the way things should be such as values. We interpret everything we experience through these models which we neither question the accuracy nor accept the fact that it exist. Hence we simply assume that the way we see things is the way things really are or the way that things should be.
First and foremost we must accept the fact that all of us see through a tinted glass. We must know that whatever we see and comprehend is affected by the models that condition our perception. The purpose of the model is to ensure that we meet the objective of Our Army to create a first-class Army with the highest standards of military professionalism and with soldiers who are committed and confident.
The L.I.V.E model incorporates 4 main components mainly leadership, learning, image, identity, values and positive army experience. Firstly under the letter l we have leadership and learning which starts the ball rolling for things to come. Secondly, the letter I represents image and identity a part and parcel of life. Moving on to the letter V we have values,the quality (positive or negative) that renders something desirable or valuable. Lastly, we have E which stands for positive army experiences, which we might call the “Aha!” experience when someone finally “sees” what makes one person proud of what they do.
The model provides a holistic, integrated, principle-centered approach for creating a common language to build on and strengthen the hardware of our people. With penetrating insights and experiences, I hope to show u the power of the step by step model to take advantage of the opportunities of the changes brought about by the model. Having an effective model is the key to success but most importantly we must use and apply it.
The Maintenance Warrant Officer Course was ever to be conducted at the army level with comprise of various modules such as the 1st Line Engineering, Resources Workshop Management, Project base module, Value inculcation and OPS & Training. The appropriate training allowed us to gain better knowledge of what should be done and what should not be done in order to gain maximum productivity. Warrant Officers from the different various units have had many years of experience and are always willing to go the extra mile just to inculcate the next generation with the knowledge and skills needed for them to survive in this ever demanding environment.
One of the most interesting and memorable topics of the session was the 1st Line Engineering that actually related to the different levels of maintenance analysis method studies. FMEA (Failure mode effect analysis) and REM (Reliability centralized maintenance) modules tools were even taught to use a framework to craft out properly engineering report, higher level repairs and simple diagnostic skills
The value inculcation segment was very well handled and managed by the Course Commander, and the course was also a very comprehensive package that actually tailored to the needs of everyone. There was also a segment that was shared by the all AMB Sergeant Majors who shared their knowledge and experiences.
As for the OPS module, everyone involved in a two day Field Deployment exercise at the Lentor training area together with the trainees from both the LOCC and the MSCC. It also displayed a great deal of exposure not only to the people attending the training but it also created a wide spectrum of high level maintenance operations by bridging their gap between various appointments holders.
As for the project module, all the trainees as well as the Warrant Officers present were all assigned different assignments and finally working together, putting a great amount of man-hours into creating and developing plans in order to create a better service and technical written report
Overall the courses have developed us to relatively competent Maintenance warrant officers as a better alignment between technician’s competencies and the Army’s operational requirements are desired.
ØThe using of stretchers and evacuating the victim without any doubt,
ØHow to apply CPR on the victim,
ØSafety equipment presentation by the SCDF,
ØSafety practices.
How it benefited us…
I had never learn to use a bandage and Fire-Extinguisher in the correct ways before, but during our Safety’s day we had hands on experience on how to use them. That’s extremely useful as we never know when an accident or fire can occur. After learning the correct procedures of CPR, we are always ready to put the CPR skill into action whenever there is an emergency. The safety equipment presentation by the SCDF also imparts us with the knowledge correct ways to handle equipment when there is a need and not use the wrong equipment.
Everything can be achieved through hard work and perseverance
Nelson Mandela said, “The greatest fear in life is not that we are inadequate but it is that we are powerful beyond measure. It is our light not darkness that frightens us most. The knowledge we have makes us unsure because there are times where we simply do not know when or how to apply what we know. When we are liberated from our fears, our presence automatically liberates others. Our mentality dictates what we experience in life. It determines how we view and feel things. 10% of life is made up of what happens to us. 90% of life is decided by how we react. When a person is enlisted into the army with the mindset that it is a waste of two years of his life, anything fruitful that happens during this period will not be an enriching experience. This is where the 90/10 principle sets in. I believe two issues; the belief and the mindsets of the servicemen affect this mentality.
The extent of having a positive attitude towards National Service can only stem from one’s patriotism, which is controlled by his perception. His upbringing, friends, family and the environment, which he lives in, contribute to this perception. However, his perception is dependent on what he chooses to believe.
All of us have different perceptions or mindsets. We interpret everything we experience through this mindset, where we neither question the accuracy of what we have been told nor accept facts that exist. We must understand, whatever we see and comprehend is affected by the mindsets that condition our perception.
Most of us get enlisted into the Army with fears. These fears include, not being able to meet the physical and mental challenges, not forgetting the ability to fit into the regimentation and strict disciplinary lifestyle of the Army. In order to overcome these fears, we have to allow ourselves to step out of our comfort zone and change for the better.
Thus, at the end of the day, we relinquish the possibility of us having a positive and enriching learning experience, by looking through a tinted glass that makes every experience a negative one. There is no way we can learn and change in a positive manner as what happens inside the fences of our mind, can only lead to the depreciation of our commitment and loyalty to the Army. Life is about learning new things and if we are reluctant to make changes, nothing is possible.
Human beings are very powerful, as we are equipped with the skills to change and learn. However, we are sometimes tied down by our mindsets and fears. When an opportunity is given, all we need to do is to adopt a model or a guide to unleash our capabilities.
“Live your life each day as you would climb a mountain. An occasional glance towards the summit keeps the goal in mind, but many beautiful scenes are to be observed from each new vantage point. Climb slowly, steadily, enjoying each passing moment, and the view from the summit will prove to be astonishing.” (Earthscope, 2003)
Life is not about meeting targets; we have to enjoy the experience and benefits we take into meeting the objectives. Yes, achieving our set targets does indeed instill in us a sense of fulfillment, but how we get there is more important as that is where we will draw our valuable experiences from.
The L.I.V.E model consists of several basic principles, which brings about a positive mindset and strengthens one’s commitment towards the Army. This model is formed to start a revolution, which will instill the correct principles upon our servicemen and regulars in the Army.
The army is presently evolving into a 3rd generation fighting force. The purpose of L.I.V.E is to strengthen the Army’s core values into a competent yet simple model. A model is simply an explanation of certain aspects of a paradigm in which we perceive.
The purpose of the model is to ensure that we meet the Army’s objective of creating a first-class Army with the highest standards of military professionalism and soldiers who are committed, confident and competent.
The L.I.V.E model consists of four main components, Leadership and Learning, Image and Identity, Values and Positive Army Experience. Firstly under the letter L we have leadership and learning which starts the ball rolling for things to come. Secondly the letter I represents image and identity a part and parcel of life. Moving on to the letter V we have value, the quality (positive or negative) that renders something desirable or valuable. Lastly, we have E that stands for positive Army experiences, which gives a fruitful and satisfying feeling when a job is appreciated and done well.
The model provides a holistic, integrated and principle-centered approach for creating a common language to strengthen the “heart-ware” of our people. With penetrating insights and experiences, I will show you the opportunities to take advantage of, brought about by the model. Having an effective model is the key to success, but we must be able to implement it.
A person learns from experiences; however how a person performs depends on factors from the society and him. “You cannot change the direction of the wind, but you can adjust your sail.” (Earth scope 2003), is very relevant. It means that we cannot change nature but we have control over our perception and mindset.
Leadership and Learning
There are different styles of leadership. My experience in leadership began during my overseas tour of duty in Thailand. I was appointed as the officer-in-charge for armament workshop at Sai Yok Camp. I had trouble being accepted by the workshop company due to the prejudices and perceptions they had harboured.
The whole company was against me during the first month. As an armament workshop IC, I had neither support nor trust as they thought I lacked experience. I was not able to bond and get respect from anyone there. Building friendship was a tough experience; fellow colleagues had doubts of whether I would be of any good use in the camp. Challenges were inevitable as I was not given any support from various departments, example; logistics. I felt miserable and often had thoughts to leave the camp. I wanted to give up what I was tasked to do, and go back to my comfort zone. However, I did not want to bring my formation and its reputation down, including the reputation of my commanders whom I worked for.
I felt despondent that my authority was undermined. I decided to earn the respect that I did not receive. I stood firm, grit my teeth and strive on. With sheer commitment and hard work, I earned the respect of my superior and subordinate. I always believed that we only lead through serving other people. Servant leadership begins with wanting to serve first then the conscious choice to lead. This differed from the leadership style where people who leads, demands first priority. I remembered that great leaders do not just follow through motions, but take on the initiatives themselves; I told myself that that would be exactly what I would do.
I tried to ensure that all the people in armament section were first to complete their IPPT before the deadline. This is to ensure that they perform well and achieve results of high standards. I always gave suggestions for changes ahead of time and assured comments are of high standards. As an armament workshop IC, I stressed that the workshop must be of excellent condition at all times. With service comes learning, when you reflect on what you have done, you would consciously adjust yourself to excel.
When I was down and felt lonely, I asked myself why I was doing all this when I had no reason to persevere. I pondered for a moment and told myself, “I want to lead a happy life, and ultimate happiness is achieved when you see a smile on another person’s face when you have helped him in one way or another, be it giving advice or guiding him with his work.” Most of us do not reflect on what we have done to others and ourselves. Why do we lead a life with no aim and purpose? To me helping someone is the greatest joy in life. The happiness are doubled when I learn from helping others, it makes life more meaningful. When was the last time you did something for others? If you tell me you had never done so or you cannot remember when was the last time you helped others, it is time for you to be happy again by helping others in the army.
Image and Identity
“Do not accept the roles that society foists on you. Re-create yourself by forging a new identity, one that commands attention and never bores the audience.” (Robert Greene, 2003). We must understand the right to choose who we want to be and how we are present ourselves to others. We have to be masters of our identity, rather than allowing others to define it for us. When we are confident that our identity is in our hands, there are no limits as to how far we can excel ourselves.
In order to maintain this good image and identity, we must ensure that our hands are always clean. This means that we must be the epitome of respect and success to others. Our hands nor minds must never be soiled by unethical deeds. We have to work to maintain a spotless appearance and to eradicate the possibility of tarnishing the image of SAF.
Image and Identity is important because it builds the confidence in people. As a workshop IC, I had to ensure that my armament section which overseas the equipment are serviceable at all times, thus giving people the confidence in their equipment. To maintain zero injuries and fault-free firing, we have to be confident that we are the best without compensating safety. We must not be labeled incapable and inexperience by society. We had to create an identity that would earn the respect and trust of people.
There was a very interesting incident that happened at Sai Yok camp that I will never forget. The 257th battalion came down to Sai Yok camp for live firing training. This particular battalion had a phobia of live firing because in 1997 during a live firing exercise two people including a section commander were killed when a chamber explosion occurred. It took them seven years to gain enough confidence to fire and to have courage to move on from the tragic event.
We displayed excellent image and identity when we gave support to the live firing exercise. To heal the wounds of their past, we had to ensure our guns were in excellent serviceable conditions. The guns cannot fail during the mission. During the fourteen days, which included ten days of live firing exercise, we had to leave as early as four o’clock in the morning and be the first to arrive to make preparations. We also had to know the places at the back of our heads as changes in locations were sudden and we had to be prepared.
We ensured that the guns were of excellent serviceability achieving operational standard. In total there were 12 guns with 2 in reserve. Halfway, during the firing, we were requested to reattach a breech cable in a technical break exercise. As we opened up the breech mechanism to repair the faulty cable, it started to rain and all the gunners headed for shelter. However, three armament staff and I stayed out in the rain to repair the defect for more than two hours. Keeping in mind that the troops had a limited time to train, we did not want a technical defect to affect the training of the gunners. The guns were our responsibility and we did not want the gunners to loose faith in their equipment and us.
Those who witnessed us working in the rain were astonished with our persistence despite the downpour. Upon completion of the repair, we were overwhelmed by the applause of men and officers from the 257th battalion. Letters of commendation were received from the Battalion CO and the ARTC Commander in recognition of our effort. This incident earned us the name of “The Gun Doctors” from the men of 257th battalion. Even to date I am recognized and acknowledged by the men of 257th battalion when they bump into me. These warm gestures are unexpected yet heart warming. This was an enriching experience. These experiences make me feel proud of being a professional Army technician.
Values
“Values often bring comfort to individuals and build bonds among people, but it can also drive a wedge between friends.” (David & John, 2003, p. 271) Each of us has a core of underlying values that contribute to our system of beliefs, ideas and opinions. Singapore being a multi-cultural society, we need values for building healthy relationships. A multi-cultural society, which means we come from different religious and cultural backgrounds, and not being able to understand and respect a person’s culture, we subconsciously raise comments that cause disagreements. Everyone has their individual perceptions, we can work efficiently with them only when we are to understand, respect and work with his values, thus creating stronger bonds.
In this current rat race society, how many of us are aware of whom we are and how do we communicate with others? The ability of having self-awareness enables us to improve and build stronger relationships with our subordinates.
We often overlook of being self-aware and thus become oblivious to our faults that lead us into blaming others. By understanding ourselves, we can make ourselves more competent by celebrating our weaknesses and consolidating our strengths. To resolve any issue, we have to first understand the person’s thoughts, fears, values and needs. When we lose the ability to understand the person’s thoughts, we become handicapped in the problem solving process.
With this thought in mind, I have concentrated to a great extent in ensuring that the workshop was in an excellent condition. During my birthday, I was given birthday off, but I decided to support the live firing exercise and forgo my off. My intentions were to stay through the exercise, and to clear my office work, which led me back to office at ten in the evening. My men had planned a surprise party for me among themselves, these actions made me feel touched, as I had only celebrated my birthday twice. One was with my wife and the other the surprise these guys threw at me. I least expected a birthday surprise, as I was strict and disciplined to my men, but I still respected every individual as a brother, showing care and concern to them. This has led them in looking at me with honour and respect.
The ability in making others work within your direction comes from an image of respect and honour. Leading people into trusting you with dignity and pride for their country comes with identity. To achieve this we had to master ourselves and work on individual’s strengths, weaknesses, and psychologies. Outrun their resistance by working with their emotions. Understand and appreciate their minds and work or they will grow to hate you.
In a marathon to an individual it is always about winning and completing the race. However when I was competing in a bilateral event which was organized by the Royal Thai Army, the thought of winning was not my first priority during the last one kilometer of the race. I valued bilateral friendship and fostering a stronger bonding with our fellow neighbours in the South East Asia region. As such during the last one kilometer my Thai Counterpart and I held hands to complete the race together. We could have outrun one another to win the race but we wanted to complete the race together to strengthen our bonding to a greater extent. Everyone including the commanders who witnessed this event were overwhelmed and in a dilemma why we did not outrun one another. This incident can be cited for valuing thoughts of friendship, care and concern for one another in times of crisis regardless of race, religion and language.
Having self-awareness and the ability of understanding others are equally important. Equipped with these skills, our perception to life would be a clear and not tinted. Relationships would no longer be clouded with doubts and uncertainty. Having awareness improves and builds better relationships. However, despite knowing that having awareness is effective, we must understand that how much a person discloses himself depends on factors in the society and his background. By equipping ourselves with this skills will only lead to have a greater value to serve and protect our nation, when the time calls for.
Experience
Experience is something that cannot be described in words; it has to be felt. What we experience in life determines how we treat people and portrays an image of a particular place. I believe that to demand high standard in discipline and turnout, we have to be able to motivate them. We have to be courteous, friendly, tactful and professional in our job scope so as to create a healthy working environment for others. One has to care and be filled with passion to preserve in every obstacle he meets. Positive experience can be achieved in a working environment when we work with effective people who share a common goal thus reaping greater benefits and getting the work done in half the time.
An incident that I believed etched into the hearts of my men happened during the festive season of Deepavali when we were attached to Sai Yok camp. All of us, applied for home leave but only my request was approved. Upon knowing this, I decided to give a surprise to my men. I borrowed a video camera and video taped the festive lights decoration along Little India, I did this to give my men a chance to view the celebration since they were not allowed to return home. I took a step further and paid a visit to all my men’s family members capturing moments of what their family wanted to convey to them.
When I got back to base, I played the video of their loved ones. Seeing them cry, laugh and celebrating as one unit was a heart whelming experience. Even though I went through lots of trouble to videotape, I felt that at the end of day my effort was appreciated as everyone in camp was touched. The commander commended me. This is the experience I want my men to feel in the army. My aim was to change the concept of army being a place where cold-blooded people exist. An old saying goes, you are only as strong as your Achilles heel. The respect earned by a commander depends on how much positive experience his men have received.
I hope what I have done for their welfare would give them a positive perspective of our army. With a positive outlook, they should be able to feel proud of themselves and be a responsible, efficient part of the SAF.
In conclusion, it is important to incorporate all these values in the model to encourage people in the army to strive for their best. It is only when you have a meaningful and memorable experience than you would have a sense of pride to serve the nation. Duty and honour must be complimented with L.I.V.E to achieve the 3rd Generation Army. Keep in mind the power is in your hands how you L.I.V.E your life.
My work gives me opportunities to meet people of different genders, diverse age groups and different types of personalities in the army. I am an extrovert, and never got tired of talking to people whom I meet. I came into contact with paracounselling back in 2006 and that was when I was exposed to the power of listening; the rewarding experience of helping other when they facing difficulty. This was when my narrative began.
So what was really going on for me? I have to admit before I was exposed to the realm of counseling, I dealt with personnel issues which any methods that I felt comfortable with, which are not the standard methods. No framework to follow and no mentor to guide me. I had to manage with the soldier’s problems almost every other day during my stay in OETI as Wing Sergeant Major. It is challenging and somewhat exciting for me as the servicemen approach me with deep trust in me to help them solve their problem. Now I feel confident that the soldier’s have placed their trust in me despite me being their superior as I could provide them with positive solution and help them with their problems
.
So what do I want actually? I see my extrovertness as a strength not everyone has. By making full use of this strength, I felt that I could be very open with the issues raised by the soldiers. However, the soldiers may not understand and feel that my tone and approach is too intimidating for them especially when I am their superior. Thus, I have to regulate the “energy” level when communicating between my soldier and me. By being constantly conscious of this aspect, I feel that I can improve on this weakness.
My ability to be able to exercise critical thinking is another strength of mine. It allows me to think deeper into what the client is trying to tell me and establish a hunch easily in the early stages of the counseling sessions. However it can be my weakness as well because having too many hunches is not healthy for the relationship between the soldier and me. I establish hunches based on my personal experiences of the similar kind. Thus sometimes this may at the same time contradict my thought process which may lead to blind spots that I may not be able to bypass. My role as a paracounsellor is to help soldiers move out of their blind spots and not to get into one myself.
So the next question is how do I get what I want? There are many avenues to learn the skill of counseling. Books, internet, courses, etc are many sources of information to tap on. And I chose to go for the paracounsellor preparatory course in SAF. I believe that the knowledge of the counsellors in the SAF counseling centre would benefit me. With theory sessions, facilitating the discussions on case studies and, best of all, with role plays, I can effectively learn, discuss differences and later on apply them to gain a better understanding. Going for this course is definitely a SO SMART goal. I take ownership of my keenness to pick up the skill (Subject Owned), which is a specific course that I targeted to attend (Specific). There are frameworks or models to guide me through (Measurable) and my superior is encouraging enough to approve my application to attend this course (Attainable). Getting away from work for five days to pick up an invaluable skill seemed fair enough (Realistic) and, last but not least, within five days, I get to learn the skill which I have been longing to (Timely).
Some of the learning points that I have taken back were:
Counseling is a form of support for the needy client. It was never to advise the client on what to do but to listen to the client’s story and facilitate him or her to go through a systematic thought process. This helps the client to straighten out his or her thoughts, move past any blind spots and later come up with action plans that he or she can take ownership of.
The need to respect the client as a normal person. One who is in need of help or even just lending a listening ear is not a weakling, he or she is just confused or unsure of him or herself usually due to uncertainties, several issues bothering him or her. With this respect in mind, then the relationship between the counsellor and the client can be drawn closer, usually so when the client can put his or her trust completely in the counsellor.
The need to care for the client as I would to my friends. I have to be genuinely concerned of the client’s troubles before I can open up myself to listen actively to the client. Without this sense of care and concern for the client, the trust factor may never be felt between the counsellor and client.
To show empathy and not sympathy. I can never understand thoroughly how the client felt of what he or she had undergone. The only thing is to empathise with him or her, to identify with her the feelings and thoughts that might be within the client. In order to respect and care for the client, I must not attempt to sympathise with him or her. This will only make the client feel weak and helpless.
Last but not least, whatever I do for the client, I must do nothing to harm the client or society. This might come about as a struggle within the counsellor’s mind. On one hand, I have to respect the confidentiality of the issue, however when the need arise e.g. actions or planned actions by the client signifies certain illegalities, I have to report him to the authorities. This then, perhaps if the client does not understand, leads to mistrust by the client.
"The Army recognizes these Soldiers the flexibility and allow them the time to handle all the personal business. At the same time, I have the responsibility to bring them back up to speed to be a productive Soldier .These Soldiers who are serving compassionate reassignments - temporary tours of duty where the Soldier continues to serve their Nation while also taking care of serious family issues. And, as the first sergeant major of EWTW, is there to help them through the tough times. These Soldiers are facing significant challenges. Their father, mother, child or another loved one is dying," he said. "There might be financial problems caused by the situation that they also have to deal with. I basically play mom and dad for these Soldiers. I help them get through the emotional part of life. I help them get financially back on their feet. At times, it is somewhat overwhelming for them and I'm here to help them. They have special needs. I make sure their needs are fulfilled so they can go on to be successful in their Army Life .Sgt. Maj. to oversee the administrative needs of the 200 Soldiers assigned to the wing. I work with several government, volunteer and community organizations that support Soldier needs. A career Soldier, my self is known for the compassion and generosity I show toward Soldiers - all the way from privates to officers -- who serve at Army. Recently, I was the recipient for the SAF counselor appreciation dinner. Describing how I have helped several of my young Soldiers deal with personal issues - such as driving them to medical, financial and educational appointments, providing them with money from my personal funds to cover sudden expenses, and helping out Soldiers and their families during their criss situation. Going the "extra mile personally gave of my experience and time in a self-sacrificing means of mentoring to make sure that young Soldiers receive valuable lessons learned and guidance in their development in becoming future WOSE crops . In my opinion, there are no better people on earth than Soldiers and that's what's kept me in the Army," he said. "I enjoy the camaraderie and the challenge of the job. I love serving Soldiers and that's what my job is. Basically, I look out for Soldiers When I first became a sergeant Major, which was the first time I was put in charge to managing of young boys’ .To me, which was where it was at - developing someone who will take your place. A Soldier will mess up, but he doesn't do it on purpose," he said. "He wants to do a great job, the best job ever, 100 percent of the time. I don't think you will find that kind of work ethic in the civilian work force. As with most Soldiers, my years in the Army have left their mark on. I know for a fact that the Army has made me a better leader, a better man. "It's exposed me to all kinds of people from all different walks of life who learn to get along with each other and work together to accomplish the mission. Today, with nearly 25 years of service in the Army, I believe the best leaders are Soldiers who are firm but fair, who are smart and educated about the world, who have a wealth of experience to draw from and who, most of all, have compassion for Soldiers and other people. I hope others see those qualities in them and in their role as a leader. Since I took over this job, I go home every night and look myself in the mirror. That's my check. I ask myself ‘SARA, today did you do everything you could for those Soldiers?' The promise I've made to myself is to try to do everything in my power to help my soldiers out. Being a counsellor is not an easy job, with guidelines and codes of conduct to abide by. However, I will stand firm in abiding by all these rules, lest I violate any of the ethics and conduct of being a paracounsellor. I am glad that despite these, I am able to help people.
