Developing Leaders in the British Army. Major General S R Skeates CBE

Transcription

1 Developing Leaders in the British Army Major General S R Skeates CBE

2 What is Leadership? Leadership is just plain you. The capacity and the will to rally men (and women) to a common purpose, and the character which will inspire confidence Now I think, speaking roughly, by leadership we mean the art of getting someone else to do something that you want done because he (or she) wants to do it. Almighty God, whose son, the Lord of all life came not to be served but to serve; Help us to be masters of ourselves that we may be the servants of others And teach us to serve to lead The Collect of the Royal Military Academy Sandhurst

3 Understanding Leadership We may analyse leadership meticulously, like a chemical compound, but we shall never extract its inner essence. There will always be something which escapes us, for in leadership there is a tincture of the miraculous. I should define the miraculous element as a response of spirit to spirit. There is in all men, even the basest, some kinship with the divine, something which is capable of rising superior to common passions and the lure of easy rewards, superior to pain and loss, superior even to death. The true leader evokes this. The greatness in him wins a response, an answering greatness in his followers The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there. John Buchan, University of St Andrews, 1930

4 Leadership References

5 Action Centred Leadership Values and Standards Task Team Individual John Adair, 1968

6 Dimensions Int INTELLECTUAL Educati on Standard Analysis & Planning PRACTICAL Intelligence Rating Communicatio n Written Oral Skills Practic al ability Personalit Interacti y & Interaction on Reactio n to Stress Character PERSONALITY PERSONALITY & CHARACTER Determinati on Impact Physic al ability PHYSICAL

7 Cowardice Courage Recklessness Careless Disorder Neglect Insert Values spectrum from Philip McCormack presentation Ignorance Disrespect Understanding Leadership Discipline Respect for Others Obsessive Pernickety Overcritical Unthinking /Uncritical Acceptance Deceit Treachery Selfishness Narcissism Integrity Loyalty Selfless Commitment Unimpeachable Saintliness Blind Obedience Unthinking Obedience Personal Indifference Carelessness Martyr

8 What lies beneath leadership? It is not the case that torture always produces false information actually it s clear that torture can contribute to saving lives. But I don t think that s the point. I think the point is that it s not something that is right, legal or moral to do. Dame Eliza Manningham-Buller, Reith Lecture, 13th September 2013

9 Framing the Problem

10 Framing the Problem

11 War is a Bitch.

12 Army Leadership Code Lead by Example Encourage Thinking Apply Reward & Discipline Demand High Performance Encourage Confidence in the Team Recognise Individual Strengths & Weaknesses Strive for Team Goals

13 CGS Foreword to ALC Our Army needs to move with the times. The operating environment is increasingly uncertain, complex and dispersed. Leadership has never been more challenging. This intent explains how we will meet this challenge in war and in peace, with our approach to both being as similar as possible. It is to be read and practised by all soldiers at every level. Our war fighting doctrine is based on mission command. This is based on mutual trust between leaders and those they lead. Leaders have a duty to provide the guidance, including resources and constraints that allow subordinates to use their initiative and judgment. In return subordinates have a duty to act with loyalty and discipline. Trust is a two-way process that is guaranteed by every soldier, whether leader or led, living our Values and Standards and setting an appropriate example it is about doing as you would be done by. This is a culture that empowers all leaders at every level. It generates agility and tempo. This enables us to overcome an enemy in the most chaotic and demanding circumstances. It allows us to unlock everyone s potential to seize winning opportunities, however fleeting. Leaders must empower their subordinates routinely because this will give them the confidence to act boldly and independently on the battlefield. We must strive to maximise the potential of all our soldiers and use their talent to help us win. This requires leaders to know those they lead, to understand them, and to place the care of their subordinates at the forefront of all that they do. This means leaders must tolerate risk and accept honest mistakes as a natural part of leader development. Micro-management and over assurance has no place on the battlefield, and it must not be a feature in peacetime either. This is not about encouraging soldiers to be reckless or to gamble; it is about accepting errors in the pursuit of calculated risk taking, boldness and initiative. I am committed to empowerment and mission command; I want to unlock the potential in every soldier in return I expect all soldiers to live by our Values and Standards, to approach every day with an open-minded attitude that sees the potential in everyone, refuses to allow intolerance and unacceptable behaviour, and is committed to seizing the opportunities that mission command offers. Remember that the standard you walk past - without taking any action - is the standard you accept.

14 Understanding Leadership The Primary Colours of Leadership Setting Strategic Direction Planning and organising Creating alignment Delivering Results Leading Team working Building and sustaining relationships Pendleton & Furnham, 2012

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