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Army Leader Development October 2012

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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

FOUNDATIONS OF ARMY LEADERSHIP

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ADP 6-22

Army Leader Development Model Our Systems and Processes

Army Leadership Requirements Model What we are developing in leaders

LEADER DEVELOPMENT

ADRP 7-0

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• 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

THE ARMY DEVELOPS LEADERS

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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

LEADERSHIP DOCTRINE

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• 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)

IMPORTANCE OF LEADERSHIP DOCTRINE

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• 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

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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?

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“[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

ADP 6-22 LOGIC MAP

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LEADERSHIP REQUIREMENTS MODEL

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When YOU complete A CASAL survey

Information is analyzed

Senior Leaders (ALDP) receive the analysis

Leaders make changes that affect YOU.

(AR 350-1)(AR 623-3)(PME)

MAKE A CHANGE – COMPLETE A SURVEY

Survey Process { }

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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

CAL ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL)

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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

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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)

LEADERSHIP COMMON CORE

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• Official Collaboration site for leader development

• Professional interaction about leadership and leader development

• Another means to deliver leadership education materials

MILBOOK

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• Ongoing conversations about leadership

• A way to gauge interest in particular leadership topics

MILBOOK

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Another means to deliver leadership content for:

• Individual Self-Development

• Unit-level ODP/NCODP Programs

MILBOOK

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• Featuring a wide range of topics

• Significant user interest

MILBOOK

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• 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

MULTI-SOURCE ASSESSMENT AND FEEDBACK (MSAF) PROGRAM

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Leader

Superiors

Others Peers

Subordinates

360 Assessment

Virtual Improvement Center/ Coaching

Personalized Feedback

All Cohorts www Accessibility

CAC All LD Domains

Cadre Coaching

dL Training

Self-Aware Leader Valid Measurement

Roll-up Reports

OER Completion Date

Protected Portfolio Virtual Improvement Center

MSAF 360 FEATURES

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• Will be executed for leaders in MTOE and TDA organizations (AR 350-1)

• 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)

• The OER will indicate “The rated officer has completed or initiated an Army multisource assessment and feedback as required by AR 350–1” (AR 623-3)

• To help ensure that leaders are encouraging subordinate development and that

rated officers are benefitting from available leader development programs

Why?

How important is this?

Why the OER?

MSAF 360 ASSESSMENT

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• 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

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https://msaf.army.mil/My360/Default.aspx

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

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Self-development materials / Handbooks for unit leaders

LEADERSHIP PRODUCTS AND SERVICES

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LEADERSHIP SIMULATIONS

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LEADERSHIP SIMULATIONS

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LEADERSHIP SIMULATIONS

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LEADERSHIP SIMULATIONS

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LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)

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LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)

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LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)

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LEADERSHIP INTERACTIVE MEDIA INSTRUCTION (IMI)

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• 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

ARMY LEADER DEVELOPMENT STRATEGY (ALDS)

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Army Leader Development Program • Imperatives Annex

• Army Profession Annex

• Army Training and Leader Development Guidance

• Update to DA PAM 350-58

• Policy and Regulation alignment

• Initiative Management and Integrated Priority List (IPL)

• Governance – Army Leader Development Forum

• Army Campaign Plan Major Objective

ALDS IMPLEMENTATION PLAN

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Email: usarmy.leavenworth.CAC.mbx.center-for-army-leadership@mail.mil Phone: 913.758.3569

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CONTACT US