Leadership

Army Leadership (Competent, Confident and Agile)

Training the force

Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.

Purpose gives subordinates the reason to act in order to achieve a desired outcome.

Providing clear direction involves communicating how to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard.

Motivation supplies the will to do what is necessary to accomplish a mission.

Army leadership begins with what the leader must BE, the values and attributes that shape a leader's character. Your skills are those things you KNOW how to do, your competence in everything from the technical side of your job to the people skills a leader requires. But character and knowledge while absolutely necessary are not enough. You cannot be effective, you cannot be a leader, until you apply what you know, until you act and DO what you must.

• Counseling
• Coaching
• Mentoring

• Military Bearing
• Physical Fitness
• Confidence
• Resilience

Projecting a commanding presence, a professional image of authority.

Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolonged stress.

Projecting self-confidence and certainty in the unit's ability to succeed in whatever it does; able to demonstrate composure and outward calm through steady control over emotion.

Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.

• Institutional training.
• Training, education, and job experience gained during operational assignments.
• Self-development.

• Influencing - getting people (Soldiers, Army civilians, and multinational partners) to do what is necessary.
• Operating - the actions taken to influence others to accomplish missions and to set the stage for future operations.
• Improving - capturing and acting on important lessons of ongoing and completed projects and missions.

• Direct - Direct leadership is face-to-face, first-line leadership.
• Organizational - Organizational leaders influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders.
• Strategic - Strategic leaders include military and DA civilian leaders at the major command through Department of Defense levels. Strategic leaders are responsible for large organizations and influence several thousand to hundreds of thousands of people.

• Loyalty
• Duty
• Respect
• Selfless Service
• Honor
• Integrity
• Personal Courage

• A leader of character
• A leader with presence
• A leader with intellectual capacity

• An Army leader leads
• An Army leader develops
• An Army leader achieves.

Using scenarios that closely resemble the stresses and effects of the real battlefield is essential to victory and survival in combat.

• Intended consequences are the anticipated results of a leader's decisions and actions.
• Unintended consequences arise from unplanned events that affect the organization or accomplishment of the mission.

A process of providing information

• Physical
• Psychological

• Noise of battle
• Distance

Counseling is the process used by leaders to review with a subordinate the subordinate's demonstrated performance and potential.

• Event counseling
• Performance counseling
• Professional growth counseling

• Army Values
• Empathy
• Warrior Ethos

• ID the problem
• Gather information
• Develop criteria
• Generate possible solutions
• Analyze possible solutions
• Compare possible solutions
• Make and implement the decision

Reverse planning is a specific technique used to ensure that a concept leads to the intended end state.

• Observe and record subordinates' performance in the core leader competencies.
• Determine if the performances meet, exceed, or fall below expected standards.
• Tell subordinates what was observed and give an opportunity to comment.
• Help subordinates develop an individual development plan (IDP) to improve performance.

• Formation
• Enrichment
• Sustainment

• Mess
• Military justice
• Mail
• Supply
• Billets

Beliefs derive from upbringing, culture, religious backgrounds and traditions.