Army Leader Development October 2012 UNCLASS
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1 Army Leader Development October 2012
2 FOUNDATIONS OF ARMY LEADERSHIP Leadership - an activity of influence Leadership skills can be developed and improved Leadership - present everywhere Explicit attention to how to lead, develop and achieve can improve performance Leadership - a multiplier of effects, both human and operational Energizing and empowering greatly preferred over coercion Lead through action and by example Leader character, presence and intellect impact follower confidence Character and intellect impact judgment Leader courage and team trust Fortitude enables initiative, innovation, persistence, critical thinking, correcting problems Trust is the binding agent that enables coordinated actions across a group in order to reach common goals
3 LEADER DEVELOPMENT ADRP 7-0 Army Leader Development Model Our Systems and Processes ADP 6-22 Army Leadership Requirements Model What we are developing in leaders
4 THE ARMY DEVELOPS LEADERS Grounded in the Army values and the Warrior Ethos Competent in their core competencies Developing subordinate leaders Culturally astute and able to use this awareness and understanding in the challenges and complexities of the operational environment Able to operate with unified action partners in the anticipated operational environment and leverage other capabilities in achieving objectives Broad enough to operate with a global mindset and across the range of military operations in Unified Action Capable of operating and providing advice at the national level
5 LEADERSHIP DOCTRINE ADP/ADRP 6-22 Army Leadership ADP 6-22, approved by the CSA, introduces Army leadership principles ADRP 6-22 provides detailed explanations of principles in ADP 6-22
6 IMPORTANCE OF LEADERSHIP DOCTRINE Provides a common framework in language and expectations Provides a fundamental set of attributes and competencies common to all Army leader Aligns leader development activities (institutional, operational and self-development domains) Aligns personnel management processes (OER/NCOER ratings, centralized selections, PME gate enforcement and broadening assignments) Prepare leaders for uncertainty, complexity, and decentralization (build trust, develop and sustain a positive climate)
7 Core leader competencies and attributes cover the full range of leader responsibilities Reinforces mission command and links to adaptability Provides techniques to improve interpersonal skills through influence Counseling, coaching, and mentorship are vital to leader development Levels of leadership (direct, organizational, strategic) Leader roles ENDURING THEMES IN ADP 6-22
8 Leadership Requirements Model (LRM) broadened Expanded discussion on overcoming resistance includes unified action partners Expanded discussion on negotiations in order to obtain the cooperation and support necessary to accomplish a mission beyond the chain of command Expanded discussion of strategic leadership to include: Balancing strategic risk Delegation, empowerment & control Strategic judgment & time horizon Extending influence to the American people Stewardship and leader development WHAT CHANGED IN THE NEW ADP 6-22?
9 ADP 6-22 LOGIC MAP [T]he truly great leader overcomes all difficulties, and campaigns and battles are nothing but a long series of difficulties to be overcome. The lack of equipment, the lack of food, the lack of this or that are only excuses; the real leader displays his qualities in his triumph over adversity, however great it may be. - GEN George Marshall, 1941
10 LEADERSHIP REQUIREMENTS MODEL
11 MAKE A CHANGE COMPLETE A SURVEY When YOU complete A CASAL survey Leaders make changes that affect YOU. (AR 350-1)(AR 623-3)(PME) { Survey } Process Information is analyzed Senior Leaders (ALDP) receive the analysis
12 CAL ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL) The Army s Leadership survey Conducted annually since 2005 Over 30 Million data points on leadership and leader development Assess and track trends in Army leader attitudes about: Leader Development The quality of leadership The contribution of leadership to mission accomplishment Annual survey is completed by approximately: 20,000 uniformed (active and reserve) respondents 3,000 civilian respondents Provides feedback to senior leadership (ATLDC) and reports to the field
13 Transition to three separate evaluation reports based on grade plates Company Grade 2LT-CPT&WO1-CW2/Field Grade MAJ-LTC &CW3- CW5/Strategic Leaders COL-BG Recognizes one size does not fit all and that different grades should be assessed based on various levels of experience Implementation of Rater Profile for the Company & Field Grade Plates Similar to Senior Rater Managed Profile; focus will be on performance Rating chains will identify operational and broadening assignments To assist assignment managers in ID and management of talent Redefine Senior Rater box check options and label techniques 4 box check option for Company Grade and MAJs 5 box check option for LTC and Strategic Level CASAL IMPACT: OER REVISIONS
14 LEADERSHIP COMMON CORE Leadership common core tasks and lessons for PME: BOLC, MLC CCC, and CCFSC Leadership PME Stakeholders include: TRADOC Deputy Commanding General for Initial Military Training (DCG-IMT) School of Advanced Leadership and Tactics (SALT) TRADOC Institute for NCO Professional Development (INCODP) School of Command Preparation (SCP)
15 MILBOOK Official Collaboration site for leader development Professional interaction about leadership and leader development Another means to deliver leadership education materials
16 MILBOOK Ongoing conversations about leadership A way to gauge interest in particular leadership topics
17 MILBOOK Another means to deliver leadership content for: Individual Self-Development Unit-level ODP/NCODP Programs
18 MILBOOK Featuring a wide range of topics Significant user interest
19 MULTI-SOURCE ASSESSMENT AND FEEDBACK (MSAF) PROGRAM To increase self-awareness and facilitate leader development Provides developmental feedback to individuals on Army Leadership Competencies (ADP/ADRP 6-22) Provides feedback to organizations (unit roll-up reports) Provides aggregate feedback to the institutional army Approximately 150,000 Army active duty, reserve, guard, and civilian assessments since 2007
20 MSAF 360 FEATURES All Cohorts All LD Domains www Accessibility CAC dl Training Roll-up Reports Superiors Peers Leader Others Self-Aware Leader Subordinates Valid Measurement 360 Assessment Virtual Improvement Center/ Coaching Cadre Coaching Virtual Improvement Center Protected Portfolio OER Completion Date Personalized Feedback
21 MSAF 360 ASSESSMENT Will be executed for leaders in MTOE and TDA organizations (AR 350-1) Why? To assist a leader to become more self-aware and to know how to best to develop him or herself for future leader responsibilities (AR 350-1) How important is this? The OER will indicate The rated officer has completed or initiated an Army multisource assessment and feedback as required by AR (AR 623-3) Why the OER? To help ensure that leaders are encouraging subordinate development and that rated officers are benefitting from available leader development programs
22 Individual leaders gain from coaching: oan understanding of how they are perceived by others othe impact their actions have on others oinsight into their strengths and developmental needs Unit and organization coaching identifies leadership performance gaps within their structure, allowing commanders to target their leader development efforts MSAF coaching supports the Army s commitment to continuous learning: oreinforces values and skills oincreases organizational effectiveness oreinforces the Army s expectations for leader performance MSAF COACHING
23 VIRTUAL IMPROVEMENT CENTER (VIC) Have you experienced: Leadership Issues? Problems with Subordinates? In need of help? Learn how to address problems with subordinates and more. VIC
24 LEADERSHIP PRODUCTS AND SERVICES Self-development materials / Handbooks for unit leaders
25 AMERICA S ARMY:
26 LEADERSHIP SIMULATIONS
27 LEADERSHIP SIMULATIONS
28 LEADERSHIP SIMULATIONS
29 LEADERSHIP SIMULATIONS
30 LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)
31 LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)
32 LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)
33 LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)
34 ARMY LEADER DEVELOPMENT STRATEGY (ALDS) Currently under revision for possible publication in 2013 Aligned to CCJO, JOE 2010, ACC, AOC, FM1, ADP 3-0 and ADP 6-22 Recognizes Paradigm Shifts and Identifies Imperatives Articulates desired leader characteristics over time Applies to all cohorts/components Includes supporting Imperative & Army Profession Annexes
35 ALDS IMPLEMENTATION PLAN Army Leader Development Program Imperatives Annex Army Profession Annex Army Training and Leader Development Guidance Update to DA PAM Policy and Regulation alignment Initiative Management and Integrated Priority List (IPL) Governance Army Leader Development Forum Army Campaign Plan Major Objective
36 CONTACT US Contact CAL CAL Website Phone:
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