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DEVELOPING STRATEGIC LEADERSHIP

UNITED STATES ARMY WAR COLLEGE. DEVELOPING STRATEGIC LEADERSHIP. COL (Ret) Chuck Allen Professor of Cultural Sciences October 9, 2009. CharlesD.Allen@us.army.mil 717 245-3460. SCHOOLS at the BARRACKS. CARLISLE BARRACKS, PENNSYLVANIA. Gov’t of Occupied Areas 1946.

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DEVELOPING STRATEGIC LEADERSHIP

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  1. UNITED STATES ARMY WAR COLLEGE DEVELOPING STRATEGIC LEADERSHIP COL (Ret) Chuck Allen Professor of Cultural Sciences October 9, 2009 CharlesD.Allen@us.army.mil 717 245-3460

  2. SCHOOLS at the BARRACKS CARLISLE BARRACKS, PENNSYLVANIA Gov’t ofOccupied Areas1946 Armed Forces Information1946 U.S. ArmyWar College1951 Artillery 1778 IndianIndustrial1879 MilitaryPolice1947 Army Security Agency1949 Adjutant General1946 Chaplain1947 TheFuture Established1757 Cavalry1838 Medical1920

  3. GUIDING PRINCIPLE UNITED STATES ARMY WAR COLLEGE “Not to promote war but to preserve peace by intelligent and adequate preparation to repel aggression... To study and confer on the great problems of nationaldefense, militaryscience, and responsiblecommand” Elihu Root, 1903

  4. MISSION UNITED STATES ARMY WAR COLLEGE USAWC prepares selected military, civilian, and international leaders for the responsibilities of strategic leadership In a joint, interagency, intergovernmental, and multinational environment. - Educates current and future leaders on the development and employment of landpower - Supports the operational and institutional force - Conducts research, and publishes to inform thought on national security and military strategy - Supports the Army’s strategic communication efforts

  5. THE COLLEGE UNITED STATES ARMY WAR COLLEGE • A unique institution that focuses on strategicissues for the Army, Joint, Interagency, Intergovernmental, and Multinationalcommunities: • Strategic Leadership • National Policy • National Strategy • National Security Strategy • National Military Strategy • Theater Strategy • Joint, Interagency, Intergovernmental, and Multinational operations • Engages key national and international strategic actors

  6. CONCEPT FOR EDUCATION UNITED STATES ARMY WAR COLLEGE Levels of War Focus School NationalSecurity Issues USAWC 18-21 years Strategic Joint and Combined Operations Intermediate LevelEducation 10-13 years Operational Captains’ Course Military Force Employment 1-4 years Tactical Lieutenants’ Course

  7. USAWC CONTRIBUTION CONTINUOUS EDUCATION Life-Long Leader Learning Defense Strategy Course Senior Service College Resident Program Combined - Joint Component Commander Courses Basic Strategist Distance Education Program Reserve Component National Security Issues Course Reserve Component Courses Senior Service College Fellows

  8. Multi-skilled Leader • Strategic & creative thinker • Builder of leaders and teams • Competent full spectrum warfighteror accomplished professional who supports the Soldier • Effective in managing,leading& changinglarge organizations • Skilled in governance, statesmanship, and diplomacy • Understands cultural context, and works effectively across it • Leader Attributes • Sets the standard for integrity and character • Confident and competent decision-maker in uncertain situations: • Prudent risk taker • Innovative • Adaptive • Accountable • Empathetic & always positive • Professionally educated and dedicated to life-long learning • Effectivecommunicator Growing Army Leaders in the 21st Century Personifies the Warrior Ethos in all aspects, from war fighting to statesmanship to business management… It’s a way of life

  9. HIGHER Irregular Catastrophic • Acquisition, possession, and possible employment of WMD or methods of producing WMD-like effects against vulnerable, high-profile targets by terrorists and rogue states. (paralyze our power) • Unconventional methods adopted and employed by non-state and state actors to counter our stronger state opponents. (erode our power) (e.g., terrorism, insurgency, civil war, and emerging concepts like “unrestricted warfare”) (e.g., homeland missile attack, proliferation from a state to a non-state actor, devastating WMD attack on ally) VULNERABILITY LOWER Traditional Disruptive HIGHER • States employing legacy and advanced military capabilities and recognizable military forces, in long-established, well-known forms of military competition and conflict. (challenge our power) • International competitors developing and possessing breakthrough technological capabilities intended to supplant U.S. advantages in particular operational domains (marginalize our power) (e.g., sensors, information bio or cyber, ultra miniaturation, space, directed energy, etc.) (e.g., conventional air, sea, land forces, and nuclear forces of established nuclear powers) LOWER LIKELIHOOD Security Environment: 4 Challenges

  10. Irregular Catastrophic Defeat Terrorist Extremism Counter WMD Defend Homeland Shape Choices Today's Capability Portfolio Disruptive Traditional Shift in Focus “Shifting Our Weight” Continuing the reorientation of military capabilities and implementing enterprise-wide reforms to ensure structures and process support the President and the warfighter

  11. Operational Reality

  12. HOW WE GROW LEADERS

  13. HAD RELATIVELY LIMITED AND WELL-DEFINED RESPONSIBILITIES. • WORKED IN A STRUCTURED ENVIRONMENT OF TASKS, CONDITIONS & STANDARDS. • DEALT PRIMARILY WITH PROBLEMS FOR WHICH THERE WAS USUALLYONE BEST SOLUTION. (SCIENCE) • BEEN AN EXECUTOR OF POLICY. • SUCCEEDED BASED ON CAPACITY TO COMPETE AND APPLY SKILLS. • FOCUSED PRIMARILY ON THE PRESENT AND NEAR TERM. • SET A STRONG PERSONAL EXAMPLE. • HAD PRIMARILY A SINGLE-SERVICE AND UNILATERAL ORIENTATION. • COMMUNICATED BOTH VERBALLY AND IN WRITING IN A CONCISE AND DIRECT MANNER. • BEEN PHYSICALLY, INTELLECTUALLY AND MORALLY FIT. Transforming a Professional Who Has...

  14. Into a Leader Who Will… • HOLDPOSITIONS OF BROADSCOPE AND GREAT RESPONSIBILITY. • WORK IN HIGHLY COMPLEX, AMBIGUOUS ENVIRONMENTS. • DEAL WITH PROBLEMS WHICH HAVE NO CLEAR-CUT SOLUTIONS.(ART) • BE AN EXECUTIVE CHARGED WITHINNOVATING AND INITIATINGPOLICY. • SUCCEED BASED ON SPIRIT OF COOPERATION AND CAPACITY TO CONCEPTUALIZE. • ASSESS THEFUTURE AND ENVISION FOR THE LONG TERM WHILE EXECUTING THE PRESENT. • SET AN ETHICAL CLIMATE. • BE INVOLVED IN JOINT AND COMBINED ORGANIZATIONS AND ISSUES • COMMUNICATE COMPLEX CONCEPTS EFFECTIVELY AND PERSUASIVELY, BOTH VERBALLY AND IN WRITING. • CONTINUE TO BE PHYSICALLY, INTELLECTUALLY AND MORALLY FIT.

  15. The Challenge for Leader Development is: Educate for Uncertainty • Physical Strength • Physical Courage • Doing • Reacting • Touching • Direct Leadership • Climate • Policies • Direction - Train for Certainty Identity Mental agility Cross cultural savvy Interpersonal maturity World-class warrior Professionally astute ??? Intellectual Strength Moral Courage Thinking/Planning Anticipating-Thinking in Time Influencing Uncertainty/Complexity PLT CO BN BDE DIV CORPS Tactical Operational Strategic Frontline Managers Principals Regional Managers Superintendents Ex VP – CEO Gen Superintendent

  16. STRATEGY RESEARCH PROJECT RESIDENT PROGRAM USAWC AY10 ORIENTATION COURSES CORE CURRICULUM STR. DEC. M A K I N G EX ELECTIVES N A T’L S E C U R I T Y S EM I N A R SPR I NG RECESS STRATEGIC THINKING THEORY OF WAR AND STRATEGY NATIONAL SECURITY POLICY AND STRATEGY WINTER RECESS JOINT PROCESSES ANDLANDPOWER DEVELOPMENT STRATEGIC LEADERSHIP STRATEGIC LEADERSHIP THEATER STRATEGY AND CAMPAIGNING Commandant’s Lecture Series Eisenhower College Program National Security Policy Program Advanced Strategic Art Program SPECIAL PROGRAMS APFRI Executive Health and Leadership Feedback Program Military History Program Military Family Program Student Social Activities Noontime Lectures Student Athletic Program Conversational Arabic COMPLEMENTARY PROGRAMS

  17. Develop Essential Characteristics • Keenly aware of a complex & changing environment • Competent in consensus, team building, & peer leadership • Transforms the political & conceptual into the practical & concrete • Leverages technology, especially information • Shapes the organizational / institutional culture • Builds a values-based organization • Provides for the future/vision; • leads and manages change • Understands all levels of strategy

  18. Educating Strategic Leaders Adult Learning The goal is how to think, not what to think! • Content Mastery • Push (Teach) • Instructor-Centered • Structure Imposed • Complexity Removed • Disjointed Examples • Exercises • Individual • Learn to learn & problem solve • Pull (Learn)/dialog • Student-Centered • Understanding Constructed • Complexity Maintained • Case Studies • Exploration • Collaborative

  19. Developing Strategic Leaders:How (USAWC) we do it • A process of transformation… • continuous, rigorous education • Cohort (peer group) learning • simulations/exercises/case studies • field visits • self-knowledge • awareness of historical continuity • emphasis on the whole person-- mental, physical, spiritual

  20. Experiential/Adult Learning • Learning in a broadly-diverse group of peers • Unstructured problem-solving; “choosing between right and right” • Peer leadership • Consensus/coalition building • “Truth is discovered, not revealed” • Lifelong learning

  21. CLASS COMPOSITION Resident Education Program Class of 2010 TOTAL – 340 Army 199 Air Force 32 22 National Guard 21 Reserve 3 Air National Guard 4 Air Force Reserve Marine 17 3 USMC Reserve Navy 14 Civilians 27 CoastGuard 1 3 Navy Reserve 8 Defense Senior Leadership and Development Program 12 Department of the Army 3 Department of State 2 Defense Intelligence Agency 1 National Security Agency 1 Department of Homeland Security International 50 As of 24 Jul 09

  22. FACULTY INSTRUCTOR TEAM OF 4 RESIDENT SEMINAR PROFILE • ARMY 10 - 11 • Combat Arms • Combat Support • Combat Service Support • National Guard / Army Reserve • AIR SERVICE 1 - 2 • SEA SERVICE 1 - 2 • CIVILIAN 1 - 2 • INTERNATIONAL FELLOW 2-3 STUDENTS PER SEMINAR 17

  23. DDE CLASS COMPOSITION CLASS OF 2010 TOTAL - 376 Army 327 Air Force 2 114 National Guard 182 Reserve 31 Active Marine 9 Navy 9 8 USMC Reserve Civilians 25 CoastGuard0 9 Navy Reserve 1 Defense Leadership and Management Program 15 Department of the Army 2 Commandant’s Program 5 Department of State 2 Interagency International 4 As of 16 Jun 09

  24. INTERNATIONAL FELLOWS RESIDENT CLASS OF 2010 Total 49 Poland Qatar Republic of Congo Romania Saudi Arabia Serbia Taiwan Tanzania Thailand Turkey Ukraine United Kingdom Yemen El Salvador Finland Georgia Germany India Indonesia Iraq Israel Italy Japan Jordan Kazakhstan Korea Macedonia Malaysia Mali Moldova Mongolia Morocco Nepal Netherlands Norway Pakistan x2 Philippines Albania Australia Bosnia & Herzegovina Botswana Brazil Canada Chile Colombia Croatia Czech Republic Denmark Egypt

  25. INTERNATIONAL FELLOWS HISTORY 1978 - 2010 Total = 115 Participating every year since conception / Denotes DDE Participation Afghanistan-4Albania-6Algeria-4Argentina-16Australia-29Austria-6Bahrain-2Bangladesh-9Belarus-1Belgium-1Bolivia-3Bosnia-Herz.-2Botswana-7Brazil-20Brunei-1Bulgaria-6Burkina Faso-1 Burundi-1Cambodia-1Cameroon-2Canada-29/6Chad-2Chile-14Colombia-10Congo-2 Croatia-4Czechoslovakia-1CzechRepublic-7/1Denmark-6/1Djibouti-1Dominican Rep.-2Ecuador-8Egypt-29El Salvador-14Estonia-2Ethiopia-1Finland-4France-14Georgia-5Germany-33Ghana-5Greece-11Guatemala-2Honduras-5Hungary-9/4India-25/1Indonesia-14Iraq-5Israel-29 Italy-25Ivory Coast-2Japan-33Jordan-26 Kazakhstan-1Kenya-16Korea-33Kuwait-16Latvia-3/1Lebanon-8Lithuania-1/2Malawi-4Malaysia-14Mali-3 Macedonia-3 Mexico-26/4Moldova-2Mongolia-6Morocco-10Nepal-5Netherlands-14/2New Zealand-2/2 Niger-1Nigeria-11 Norway-25Oman-5 Pakistan-22Peru-2Philippines-26/4Poland-15/1Portugal-1Qatar-11Romania-11Russia-3 Rwanda-1Saudi Arabia-28Senegal-9 Serbia-1 Singapore-9Slovakia-4Slovak Republic-1Slovenia-4Somalia-4South Africa-4/1Spain-20Sri Lanka-4 Sudan-4Sweden-6/1Switzerland-2Taiwan-15/7 Tanzania-1Thailand-24Trinidad & Tobago-1Tunisia-11Turkey-26Uganda-3Ukraine-14United Arab Emir.-16 United Kingdom-25/1Uruguay-1Venezuela-18Yemen-4Yugoslavia-3Zaire-4Zambia-1Zimbabwe-2

  26. Assessment: Personal • Development of self-knowledge through: • Self-assessment/Individual Learning Plan • Peer assessment • Senior Leader Development Inventory • 360-degree feedback (former subordinates, superiors, peers) • Mentor assessment/feedback • Faculty advisor counseling

  27. Systems Thinking Creative Thinking Thinking In Time Critical Thinking Ethical Reasoning Strategic Thinking Skills Foundation Know Yourself, Others & Self Reflection

  28. Strategic Leadership (Some of our Lessons) Organizational Culture… … & Climate (as distinct from Culture) Environmental Scanning & Futuring International Culture Negotiating The Military Profession Ethics Visioning & Leading Change

  29. Creating The Future Managing Complex Processes BuildingTeams Leaders live in three worlds(GEN (R) Gordon Sullivan) Values and vision provide leverage for change. Values and Trust will move you into the future.

  30. STRATEGIC LEADERSHIP “Strategic leadership is the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.” U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.)

  31. Technical:Systems Understanding; Joint, Interagency, Multi-national and Intra-agency relationships; Political and Social competence; and Professional Competence in area of expertise • Interpersonal: Consensus-building; Negotiation, Communication; and cultural competence Strategic Leader Competencies • Conceptual:Frame of Reference Development; Problem Management; Envisioning the Future (SLP, Shambach, 2004)

  32. Mission: Providing Forces and Capabilities The Army exists to serve the American people, to defend the Nation, to protect vital national interests, and to fulfill military responsibilities. Our mission is enduring to provide necessary forces and capabilities to the Combatant Commanders in support of the National Security and Defense Strategies.

  33. Visioning • Visioning is the leader-focused, organizational process that gives the organization its sense of purpose, direction, energy, and identity. • Visual • End-state • Rational yet emotional • Understandable/communicable

  34. Organizational Culture A culture of a group is “a pattern of shared basic assumptions that an organization learns as it solves its problems...., that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relations to those problems.” Edgar Schein, 1992

  35. SHARED VALUES THE LEVELS OF CULTURE ARTIFACTS UNDERLYING ASSUMPTIONS

  36. COLLEGE FACULTY UNITED STATES ARMY WAR COLLEGE An agile, responsive team educating strategic leaders, researching vital issues and supporting the Army Vision. Dr. Leonard Wong Research Professor, SSI Dr. Tami Biddle DNSS COL Julie Manta DCLM Col Mike Marra USAF, DMSPO Col Keith FerrellUSMC, DMSPO COL (Ret) Chuck Allen DCLM

  37. These are my credentials

  38. DISTINGUISHED GRADUATES UNITED STATES ARMY WAR COLLEGE From the Past and into the Future – all Serving as Strategic Leaders for our Soldiers, Sailors, Airmen, and Marines.

  39. Questions? CharlesD.Allen@us.army.mil 717 245-3460

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