Army Leader Development October 2012 · Army Leader Development October 2012 . ... ADP/ADRP 6-22 ....
Transcript of Army Leader Development October 2012 · Army Leader Development October 2012 . ... ADP/ADRP 6-22 ....
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AMERICA’S ARMY: THE STRENGTH OF THE NATION
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: [email protected] Phone: 913.758.3569
CAL Website Contact CAL
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