Leadership

1. Professional Military Education Basic NCO Course Leadership

2. Leadership Reference: FM 7-22.7 NCO Guide Chapters 1 - 6

3. Leadership: Enduring Expression BE: values and attributes that shape a leader's character. KNOW: your competence in everything from the technical side of your job to the people skills a leader requires. DO: act and apply what you know

4. Leadership: Enduring Expression BE: The values and attributes that shape character. Internal and defining qualities Make up the identity of the leader Values and attributes are the same for all leaders Refined through experience and assumption of positions of greater responsibility

5. Leadership: Enduring Expression KNOW: Knowledge that leaders should use in leadership Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.

6. Leadership: Enduring Expression DO: Leaders cannot be effective until they apply what they know. What leaders DO is directly related to the influence they have on others Leaders will learn more about leadership as they serve in different positions.

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

8. Leadership: Definition Influencingpeople by providing: Purpose, Direction, and Motivation while operating to accomplish the mission and improving the organization.

9. Leadership: Definition Influencing is getting people to do what is necessary. Influencing entails more than simply passing along orders. Personal examples are as important as spoken words. Leaders example with every action taken and word spoken, on or off duty

10. Leadership: Definition Purpose: gives subordinates the reason to act in order to achieve a desired outcome. Direction: 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.

11. Leadership: Definition Operating encompasses the actions taken to influence others to accomplish missions and to set the stage for future operations. Planning, preparing, executing, and assessing Leads by personal example to achieve mission accomplishment. All leaders execute these types of actions which become more complex as they assume positions of increasing responsibility.

12. Leadership: Definition Improving means capturing and acting on important lessons of ongoing and completed projects and missions. After-action review (AAR) is a discussion of an event, focused on performance standards. What happened, why it happened, how to sustain strengths, and how to improve on weaknesses.

13. Leadership: Definition Improving people through counseling Counseling should address strong areas as well as weak ones. Stressing team effort and focused learning Improving the organization is everyone’s responsibility The team effort to do something about its shortcomings is more powerful than any lecture.

14. Leadership: Requirements Attributes: Character: Army values, empathy, warrior ethos Presence: military bearing, physically fit, confident, resilient Intellectual Capacity: mental agility, sound judgment, innovation, interpersonal tact, domain knowledge

15. Leadership: Requirements Competencies: Leads: leads others, extends influence, leads by example, communicates Develops: creates positive environment, prepares self, develops others Achieves: gets results

16. Leadership: Requirements Leads Others: purpose, motivation, inspiration; enforce standards, balance mission and welfare Influence: builds trust outside chain of command, understands means and limits of influence; build consensus and resolves conflict Example: character; confident; competent Communicates: active listening; states goals ofr action; ensures shared understanding

17. Leadership: Requirements Develops: Positive Environment: build teamwork and cohesion; encourage initiative; care for people Prepare Self: prepare for expected and unexpected; expand knowledge; maintain self-awareness Develop Leaders: support personal and professional growth; help people learn; counsel, coach and mentor; build team skills

18. Leadership: Requirements Achieves – Gets Results: Provide Direction, guidance and priorities Develops and executes plans Accomplishes tasks consistently

19. Leadership: Levels Direct: face-to-face, first-line leadership Organizational: indirectly influencing several hundred to several thousand people through levels of subordinates Strategic: military and DA civilian leaders at the major command, responsible for large organizations and influence several thousand to hundreds of thousands of people

20. Leadership: Levels Direct leadership: Face-to-face or first-line leadership Span of influence may range from a handful to several hundred people Develop subordinates one-on-one and influence organization indirectly through subordinates. Experience more certainty and less complexity than organizational and strategic leaders.

21. Leadership: Levels Organizational leadership: Influence hundreds or thousands of people More levels of subordinates than direct leaders Additional levels more difficult to judge results. Planning and mission from two to ten years Setting policy and managing multiple priorities More complexity, greater uncertainty, and a greater number of unintended consequences.

22. Leadership: Levels Strategic leadership: Responsible for large organizations and influence thousands to hundreds of thousands Establish force structure, allocate resources, and communicate strategic vision Long-term planning, preparing, and executing Uncertain environments, complex problems

23. Leadership: Teams VDF is a team and a team of teams Develop mutual trust and respect Recognize existing talents Willingly contribute talents and abilities for the common good of the organization. Two forms of teams: Legitimate (formal) and Influential (informal)

24. Leadership: Teams Formal leadership: Granted by assignment to positions of responsibility Function of rank and experience Bring the duty to recommend disciplinary actions and advancement or promotion Possess right to impose will on subordinates, using legal orders and directives

25. Leadership: Teams Informal leadership: Important role in mission accomplishment Should never undermine legitimate authority Not based on rank or position From knowledge gained from experience and sometimes requires initiative Formal leader responsible for legitimizing an informal leader’s course of action

26. Leadership: Teams Horizontal leader teams can be either formal (headquarters staffs, major commands) or informal (task forces, advisory boards). Vertical leader teams can be both formal (commanders and subordinates) and informal (members of a career field or functional area). Vertical leader teams often share a common background and function, such as intelligenc analysis or logistical support.

27. Leadership: Teams Informal networks include people who share experiences to collaborate to solve a problem by sharing information Shared leadership occurs when multiple leaders contribute combined knowledge and individual authority to lead an organization toward a common goal or mission. Share authority and responsibility for decision making, planning, and executing.

28. Leadership: Teams Leaders as Subordinates: All members of VDF are part of a larger team Leader’s team is part of a larger organization Subordinate leaders support chain of command and ensure teams supports larger organization and purpose Disagreement can lead to better solutions, if leader maintains positive attitude and offers workable alternatives

29. Leadership: Teams Leadership without Authority: Take charge to get task completed in the absence of clear guidance from superiors New situations develop for which the leader has not provided guidance or orders May originate from expertise in technical area or civilian’s expertise Need to exhibit a leader’s image, that of self-confidence and humility.

30. Leadership: Teams Empowering Subordinates: Give a task, delegate necessary authority, and let them do the work Does not mean omitting checks and making corrections when necessary When mistakes happen, leaders ensure subordinates sort out what happened and why

31. Leadership: Teams Empowering Subordinates: Subordinates learn best by doing Leaders take calculated risks and accept the possibility that less experienced subordinates will make mistakes Weak leaders who have not trained their subordinates feel they can’t do without them No leader is irreplaceable.

32. Leadership: Attributes Leader Attributes: Character Presence Intellect

33. Leadership: Attributes Character A person’s moral and ethical qualities Gives motivation to do what is right, regardless of consequences Connection between character and actions Essential to successful leadership VDF Values, Empathy, and Warrior Ethos.

34. Leadership: Attributes VDF Values: Loyalty: bear true faith and allegiance Duty: fulfill your obligations Respect: treat people as should be treated Selfless Service: put others ahead of yourself Honor: live up to the VDF values Integrity: do what’s right, legally and morally Personal Courage: face fear, danger or adversity

35. Leadership: Attributes Empathy Propensity to share experiences Envision the impact on Soldiers Ability to see from another point of view Identify with another person’s feelings Share hardships with their people to gauge if their plans and decisions are realistic

36. Leadership: Attributes Warrior Ethos: Professional attitudes and beliefs Selfless commitment to Commonwealth, mission, unit, and fellow Soldiers Sustained through discipline

37. Leadership: Attributes Warrior Ethos: Professional attitudes and beliefs Selfless commitment to Commonwealth, mission, unit, and fellow Soldiers Sustained through discipline

38. Leadership: Attributes Presence: Military Bearing: Projecting a commanding presence, a professional image of authority. Physical Fitness: Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolonged stress. Confidence: Projecting self-confidence and certainty in the unit's ability to succeed in whatever it does Resilience: Recovering quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.

39. Leadership: Attributes Intellectual Capacity or Intelligence: Agility: flexibility of mind, a tendency to anticipate or adapt to uncertain or changing situations. Judgment: capacity to assess situations shrewdly and to draw feasible conclusions. Innovation: introduce something new for the first time when needed or an opportunity exists. Interpersonal tact: knowing what others perceive; recognizing diversity; self-control; balance Domain knowledge: tactical knowledge; doctrine

40. Leadership Questions?