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‘Firm, but fair’ leader dedicated to his troops, mission accomplishment

Email   Print   Share By Staff Sgt. Daniel Wallace, III Corps Public Affairs
January 17, 2013 | News
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Staff Sgt. Michael Evans, HSC, HHB, III Corps supply noncommissioned officer-in-charge, explains a section of financial liability investigation of property loss (FLIPL) paperwork that his Soldier, Pvt. Chantell Segal, a HSC, HHBN, III Corps supply specialist, is working on at the HSC supply room. Staff Sgt. Daniel Wallace, III Corps Public Affairs
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Platoon sergeant, weapons range noncommissioned officer-in-charge, acting first sergeant and “go-to guy” are just a few phrases that

seniors, peers and subordinates of Staff Sgt. Michael Evans, Headquarters Support Company, Headquarters and Headquarters Battalion, III Corps associate, with his name.

Evans, a supply NCOIC who has been in the Army for 13 years, said getting to the place where people can rely and depend on him didn’t come easily, and it didn’t happen without help.

“I honestly can’t say it’s all me, or that I’ve done it on my own,” Evans said. “Without hard-working and motivated Soldiers, you would be stuck trying to do everything yourself. If the Soldiers around me didn’t respect me or trust my judgment enough to follow my orders, I would be bogged down all day with the small details that bring together a mission.”

Knowing his Soldiers and how to motivate them are key ingredients to Evans’s leadership style.

“No two Soldiers or people are the same,” Evans said. “If you don’t know who your Soldiers are, where they come from or what’s going on in their life, how can you get the highest level and quality of work from them? Once you know who your Soldier is, then you should know what will motivate them the best.”

Evans has put in his share of hard work to get to where he is.

“You can’t expect those around you to take orders from you if they see you’re not willing to get dirty as well,” Evans said. “You also have to be open minded enough to continue learning and bettering yourself. If you become stagnant or unwilling to accept changes you will quickly become obsolete in an ever-changing military.”

Evans categorized his style of leadership as being firm, but fair. He said Soldiers need to know that just because an NCO is smiling or laughing, it’s not a sign of weakness.

“Soldiers may think that because I laugh at their jokes, it brings

me to their level. It doesn’t,” Evans said. “The joke was funny, I am still your leader, and that’s where our relationship will remain.”

One of his Soldiers, Pvt. Chantell Segal, a HSC, HHB, III Corps unit supply specialist, said that she feels Evans is a great leader and NCO.

“He has trained me to where he can let me do many tasks on my own,” Segal said. “He empowers and gives me more responsibilities so that if he has to be gone for some reason, I can run the daily operations. However, he does look over my work just to make sure that I’m doing it right before it goes to anybody else.”

Segal said that furthering her education is one of the things Evans encourages and pushes her to do.

“When it comes to college, he lets me have time to take classes,” Segal said. “When I ask him if I can go at this time, he works with me on it. Next semester, he is going to let me leave for lunch 30 minutes earlier so that I can attend one of my classes.”

Even with matters that are not military related, Segal said, Evans helps her with them.

Evans said that helping Soldiers with their problems outside of work is key to making sure they can focus on their work while they are there.

“If a Soldier comes to work and their mind is someplace else, then they are less likely to accomplish what they need to,” Evans said. “That means as leaders we have to become engaged in their life. Let them know that we

as leaders are taking care of them, and they as Soldiers will complete the tasks given to them.”
 
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