I took a different tack with my motivational statement. Based on the advice by NavyOffRec and others in this thread, I geared my statement entirely toward my experience as a leader and how it relates to my capability to serve as a naval officer. As any writer would state, we are our own
worst editors, so I'd certainly appreciate somebody's input on this.
Yes, it is long. I used every bit of available space as per the latest version of the APSR. If I accomplished my goal as an effective writer, then I filled all the space with useful and interesting content devoid of repetition. Each paragraph targets a different area of leadership, so hopefully that's the case.
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My desire to become an officer in the United States Navy spawned from my experience as a leader in a college newsroom. During my term as editor-in-chief of the Roundup newspaper, I oversaw and directed a staff of nearly fifty editors, reporters and photographers. It is through the eyes of this undertaking that I will guide you through my development as a leader and my passion to ignite my personal growth as an officer in the Navy.
I believe all great leaders remain lifelong learners, and I understand that a naval officer is always engulfed in education to expand his or her qualifications. The pursuit of knowledge is a passion I will never abandon, and my hunger for leadership is largely a result of the continual learning process involved. My time as EIC offered me, bar none, the greatest learning experience I’ve yet to encounter. A huge portion of my time was dedicated to mastering the software, editing skills, layout techniques and story-finding capabilities required to perform my job well. I believe my tenacity for knowledge would be absolutely piqued by the diverse roles and unique information a naval officer learns on a daily basis.
An officer in the U.S. Navy would need to be responsible for both their own work and the work of the sailors they oversee, so time management skills are crucial. The newspaper absorbed hours out of every day of my week, and the multitude of duties I took on meant a full-time commitment. But the experience was completely independent of my full-time college and work schedules. It was because of this added strain, and not in spite of it, that I strove even harder to maintain straight As and keep my work performance at top notch, all while successfully navigating the newspaper through each week’s production cycle. I know a naval officer’s workload would be a whole different ball game, but my slight addiction to juggling responsibilities makes me confident that I’d be bringing the right skills to the plate.
As any enlisted sailor or officer is no doubt familiar with, different styles of leadership can produce vastly different results and attitudes in any chain of command, civilian or military. Learning to adapt my leadership style to a diverse audience tested my abilities and helped me develop a more dynamic approach to dealing with groups and individuals. In the eyes of many of my reporters and photographers, stories and photos were just homework assignments, and I was the guy ruining their weekends. To me, these valuable staffers were the lifeblood of my paper, and their self-motivation determined whether or not I would make my immutable Tuesday-night deadline.
With this in mind, my real task quickly became clear to me—to find out what motivated each individual staff member to succeed, and leverage that motivation into results they (and I) would be proud of. This experience is undoubtedly shared by any naval officer who leads diverse groups of sailors, each of whom has their own reasons for being there. I learned that by energizing individuals (and therefore, groups), a leader can earn the loyalty and respect necessary to lead their staff effectively, and only then will the leader enjoy the difference between people grudgingly working for them and people loyally working with them.
Any officer in the U.S. Navy knows that when a job needs doing, it behooves them to get it done regardless of staff complications. This inherently means a leader needs to be ready to implement crisis management when things don’t go according to plan. A unique challenge for me while managing a staff of students was that they often didn’t have enough to lose to make failure a non-option. As my reporters and photographers reached their deadlines, I or my editors would often discover the finished stories and art to be either insufficient or nonexistent. On a weekly basis, I would find myself counseling my staffers to help them accomplish their future deadlines while I simultaneously delegated their abandoned assignments to people who could turn them around quickly (or, more often than I would have liked, completed them myself).
An extremely unique crisis situation I faced continually was the disappearance of staffers without any warning. Student journalists would withdraw from the publication without so much as an email, such that when it came time for my editors to consolidate the content, I’d find there was no content to consolidate. But the disappearance of a worker does not mean the disappearance of the job at hand. Leveraging resources to get the job done according to plan—and sacrificing personal comfort in the meantime—is a skill I believe any officer must be intimately familiar with.
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Leadership is one of the greatest challenges to our character growth that we'll ever encounter during our lifetimes. It is rewarding, but it is uniquely painful. My toils as a leader vastly outweighed my toils as a follower. However, it's in familiar comfort that I stagnate, and it's by overcoming fear that I grow. For this reason, leadership is the role I will always seek to assume.
But why the Navy? The short answer: It’s the type of life I want to live. My five or so years underneath fluorescent office lights have reassured me that I want something more meaningful. The naval officer roles available to me each offer exciting opportunities, whether I am accepted into flight school as a student naval aviator or I begin learning to lead divisions as a surface warfare officer. After hundreds of hours of research, conversation and exploration, there was no doubt in my mind that my goal was Armed Forces leadership. But it was the Navy’s sea-centric mission that resonated with me. The chance to further develop and exercise good leadership skills while traveling the world is exactly in line with my most intrinsic personal goals for growth. If I am accepted to U.S. Navy OCS, I know the Navy and I will prosper together for many years.