ARMY LEADERSHIP ‘Competent, Confident, & Agile” FM 6-22 (22-100) 12 October 2006 COL(R) Alexander

1. ARMY LEADERSHIP ‘Competent, Confident, & Agile” FM 6-22 (22-100) 12 October 2006 COL(R) Alexander

2. How do YOU make yourself a better LEADER? Where you “born” a LEADER? Can you learn to become a better LEADER? Should you study LEADERSHIP? Where does LEADERSHIP start?

3. FM 6-22; Army Leadership Contents PART 1: The Basis of Leadership. CHAPTER 1: Leadership Defined. CHAPTER 2: The Foundations of Army Leadership. CHAPTER 3: Leadership Roles, Leadership Levels, & Leadership Teams. PART 2: The Army Leader: Person of Character, Presence, & Intellect. CHAPTER 4: Leader Character. CHAPTER 5: Leader Presence. CHAPTER 6: Leader Intelligence. PART 3: Competency-Based Leadership for Direct Through Strategic Levels. CHAPTER 7: Leading. CHAPTER 8: Developing. CHAPTER 9: Achieving. CHAPTER 10: Influences on Leadership. PART 4: Leading at Organizational & Strategic Levels. CHAPTER 11: Organizational Leadership. CHAPTER 12: Strategic Leadership. Appendix A: Leader Attributes & Core Leader Competencies. Appendix B: Counseling.

4. LEADERSHIP DEFINED: Leadership is influencing people by providing purpose, direction, & motivation, while operating to accomplish the mission & improving the organization.

5. “Old” FM 22-100 “BE” “KNOW” “DO” • Values • Attributes • Skills • Actions

6. The Leader MUST… SKILLS ACTIONS

7. CHAPTER 1 Leadership Defined A C T I O N S

8. INFLUENCING (Leader ACTIONS) • 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 set that example, good or bad, with every action taken & word spoken, on or off duty. Through words & personal example, leaders communicate purpose, direction, and motivation. • PURPOSE AND VISION: • Purpose gives subordinates the reason to act in order to achieve a desired outcome. • Vision is another way that leaders can provide purpose. • DIRECTION: • Providing clear direction involves communicating how to accomplish a mission: prioritizing tasks, assigning responsibility for completion, & ensuring subordinates understand the standard. • Providing clear direction allows followers the freedom to modify plans & orders to adapt to changing circumstances • MOTIVATION: • Motivation supplies the will to do what is necessary to accomplish a mission. • A leader’s role in motivation is to understand the needs & desires of others, to align & elevate individual drives into team goals, & to influence others & accomplish those larger aims.

9. OPERATING (Leader ACTIONS) • Operating encompasses the actions taken to influence others to accomplish missions and to set the stage for future operations. • One example is the motor sergeant who ensures that vehicles roll out on time and that they are combat ready. • The sergeant does it through planning and preparing (laying out the work and making necessary arrangements), executing (doing the job), and assessing (learning how to work smarter next time). • The motor sergeant 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.

10. IMPROVING (Leader ACTIONS) • Improving for the future means capturing & acting on important lessons of ongoing and completed projects and missions (After Action Review – AAR). • An AAR is a professional discussion of an event, focused on performance standards. • It allows participants to discover for themselves what happened, why it happened, how to sustain strengths, and how to improve on weaknesses. • Developmental counseling is crucial for helping subordinates improve performance and prepare for future responsibilities and should address strong areas as well as weak ones. • Stressing a team effort & insisting on focused and continued learning.

11. CHAPTER 2 The Foundations of Army Leadership THE FOUNDING DOCUMENTS OF OUR NATION: The Army & its leadership requirements are based on the Nation’s democratic foundations, defined values, & standards of excellence that are solidly established in the Declaration of Independence& the Constitution.

12. Oath of Enlistment I do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.

13. Oath of Office for an Officer I do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God.

14. The Army Leadership Requirements Model

15. Core Competencies (x8)

16. CHAPTER 3 Leadership Roles, Levels, & Teams Army leaders of character lead by personal example & consistently act as good role models through a dedicated lifelong effort to learn & develop. They achieve excellence for their organizations when followers are disciplined to do their duty, committed to the Army Values, & feel empowered to accomplish any mission, while simultaneously improving their organizations with focus towards the future.

18. Share the same goal - to accomplish the unit’s mission. Responsibilities overlap & must be shared. Officers must give NCOs the guidance, resources, assistance, & supervision necessary to do their duties. NCOs are responsible for assisting & advising officers. Officer & NCO Relationships

19. Communications: One chain of command in the Army. NCO support channel parallels and reinforces it. Officer Responsibility: Commands, establishes policy & manages the Army. Focuses on collective training leading to mission accomplishment. Is primarily involved with units & unit operations. Concentrates on unit effectiveness & readiness. Concentrates on the standards of performance, training & professional development of officers & NCOs. Officer & NCO Relationships

20. NCO Responsibilities: Conduct the daily business of the Army within established policy. Focuses on individual training that leads to mission capability. Is primarily involved with individual soldiers & team leading. Ensures subordinate NCOs and soldiers, with their personal equipment, are prepared to operate as effective unit members. Concentrates on the standards of performance, training & professional development of subordinate NCOs & Soldiers. Officer & NCO Relationships

21. LEVELS of LEADERSHIP • STRATEGIC • ORGANIZATIONAL • DIRECT NCOs like to make a decision right away and move on to the next thing…so the higher up the flagpole you go, the more you have to learn a very different style of leadership. Command Sergeant Major Douglas E. Murray United States Army Reserve

22. DIRECT Leadership • Direct leadership is face-to-face, first-line leadership: • It takes place in those organizations where subordinates are used to seeing their leaders all the time • Teams & squads, sections & platoons, companies, batteries, & troops—even squadrons & battalions. • The direct leader’s span of influence, those whose lives he can reach out & touch, may range from a handful to several hundred people. • Direct leaders develop their subordinates one-on-one: • However, they also influence their organization through their subordinates. • They are seen regularly. • Still, during daily operations, the commander guides the organization primarily through his subordinate officers and NCOs. • Direct leaders are close enough to see—very quickly—how things work, how things don’t work, & how to address any problems.

23. ORGANIZATIONAL Leadership • Organizational leaders have staffs to help them lead their people & manage their organizations’ resources. They establish policies & the organizational climate that support their subordinate leaders. • Organizational leaders influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders. • They find themselves influencing people more through policymaking & systems integration than through face-to-face contact. • Organizational leadership skills differ from direct leadership skills in degree, but not in kind. That is, the skill domains are the same, but organizational leaders must deal with more complexity, more people, greater uncertainty, & a greater number of unintended consequences. • Organizational leaders include military leaders at the brigade thru corps levels: • They focus on planning & mission accomplishment over the next 2-10 years.

24. STRATEGIC Leadership • Strategic leaders include military & DA civilian leaders at the major command thru DoD levels. • Strategic leaders are responsible for large organizations & influence several thousand to hundreds of thousands of people. They establish force structure, allocate resources, communicate strategic vision, & prepare their commands & the Army as a whole for their future roles. • Strategic leaders work in an uncertain environment (volatile, uncertain, complex, & ambiguous (VUCA)) on highly complex problems that affect & are affected by events & organizations outside the Army. • Their actions may even have an impact on global politics. • Strategic leaders’ decisions affect more people, commit more resources, and have wider-ranging consequences in both space & time than do decisions of organizational and direct leaders. • Strategic leaders often do not see their ideas come to fruition during their "watch"; their initiatives may take years to plan, prepare, & execute. • Strategic leaders have very few opportunities to visit the lowest-level organizations of their commands; thus, their sense of when & where to visit is crucial.

25. Empowering Subordinates • Competent leaders know the best way to create a solid organization is to empower subordinates. • Give them a task, delegate the necessary authority, & let them do the work. • Empowering the team does not mean omitting checks & making corrections when necessary. • When mistakes happen, leaders ensure subordinates sort out what happened & why (A quality AAR will help them learn from their mistakes in a positive manner). • Because subordinates learn best by doing, leaders should be willing to take calculated risks & accept the possibility that less experienced subordinates will make mistakes. • If subordinate leaders are to grow & develop trust, it is best to let them learn through experience; good leaders allow space so subordinates can experiment within the bounds of intent-based orders and plans.

26. Empowering Subordinates • On the opposite end of the spectrum, weak leaderswho have not trained their subordinates sometimes insist, “They can’t do it without me.” Leaders, used to being the center of the attention, often feel indispensable, their battle cry being, “I can’t take a day off. I have to be here all the time. I must watch my subordinates’ every move, or who knows what will happen?” • The fact is that no Army leader is irreplaceable. The Army will not stop functioning just because one leader, no matter how senior or central, steps aside. • In combat, the loss of a leader can be a shock to a unit, but the unit must, and will, continue its mission.

27. CHAPTER 4 Leader Character Army Values Empathy The Warrior Ethos Character Development Character & Beliefs Character & Ethics

28. “Old” FM 22-100 Army VALUES Leadership starts here!

29. Army VALUES… Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage

30. LOYALTY Bear true faith and allegiance to the US Constitution, the Army, your unit, and other soldiers. Loyalty is the big thing, the greatest battle asset of all. But no man ever wins the loyalty of troops by preaching loyalty. It is given to him as he proves his possession of the other virtues. Brigadier General S. L. A. Marshall Men Against Fire

31. DUTY Fulfill your obligations. The essence of duty is acting in the absence of orders or direction from others, based on an inner sense of what is morally and professionally right.... General John A. Wickham, Jr. Former Army Chief of Staff

32. RESPECT Treat people as they should be treated. The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such manner and such a tone of voice to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against himself. Major General John M. Schofield Address to the United States Corps of Cadets 11 August 1879

33. SELFLESS SERVICE Put the welfare of the nation, the Army, and subordinates before your own. The nation today needs men who think in terms of service to their country and not in terms of their country’s debt to them. General of the Army Omar N. Bradley

34. HONOR Live up to all the Army values. What is life without honor? Degradation is worse than death. Lieutenant General Thomas J. "Stonewall" Jackson

35. INTEGRITY Do what’s right—legally and morally. The American people rightly look to their military leaders not only to be skilled in the technical aspects of the profession of arms, but also to be men of integrity. General J. Lawton Collins Former Army Chief of Staff

36. PERSONAL COURAGE Face fear, danger, or adversity (physical or moral). The concept of professional courage does not always mean being as tough as nails either. It also suggests a willingness to listen to the soldiers’ problems, to go to bat for them in a tough situation, and it means knowing just how far they can go. It also means being willing to tell the boss when he’s wrong. Former Sergeant Major of the Army William Connelly

37. EMPATHY in Leadership • Army leaders show a propensity to share experiences with the members of their organization. • When planning & deciding, try to envision the impact on Soldiers and other subordinates. • The ability to see something from another person’s point of view, to identify with & enter into another person’s feelings & emotions, enables the Army leader to better care for civilians, Soldiers, and their families. • Competent & empathetic leaders take care of Soldiers by giving them the training, equipment, & all the support they need to keep them alive in combat and accomplish the mission. • During wartime & difficult operations, empathetic Army leaders share the hardships with their people to gauge if their plans & decisions are realistic. • Competent & empathetic leaders also recognize the need to provide Soldiers with reasonable comforts and rest periods to maintain good morale and mission effectiveness • Modern Army leaders recognize that empathy also includes nourishing a close relationship between the Army and Army families. • To build a strong & ready force, leaders at all levels promote self-sufficient & healthy families. • Empathy for families includes allowing Soldiers recovery time from difficult missions, protecting leave periods, permitting critical appointments, as well as supporting events that allow information exchange and family teambuilding.

38. The WARRIOR ETHOS I am an American Soldier. I am a Warrior and a member of a team. I serve the people of the United States and live the Army Values. I will always place the mission first. I will never accept defeat. I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills. I always maintain my arms, my equipment and myself. I am an expert and I am a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.

39. Character & Ethics • Adhering to the principles that the Army Values embody is essential to upholding high ethical standards of behavior. • Unethical behavior quickly destroys organizational morale & cohesion—it undermines the trust & confidence essential to teamwork & mission accomplishment. • Consistently doing the right thing forges strong character in individuals and expands to create a culture of trust throughout the organization. • Ethicsare concerned with how a person should behave. • Values represent the beliefs that a person has. • The x7 Army Values represent a set of common beliefs that leaders are expected to uphold and reinforce by their actions. • Ethical conduct must reflect genuine values and beliefs. • Soldiers & Army civilians adhere to the Army Values because they want to live ethically & profess the values because they know what is right.

40. Character & Ethics In combat, ethical choices are not always easy. The right thing may not only be unpopular, but dangerous as well. Complex and dangerous situations often reveal who is a leader of character and who is not. Consider the actions of Warrant Officer Thompson at My Lai, Vietnam

41. CHAPTER 5 Leader Presence Military & Professional Bearing Health Fitness Physical Fitness Confidence Resilience

42. Military & Professional Bearing • Our quality soldiers should look as good as they are. • Julius W. Gates • Sergeant Major of the Army (1987-1991) • Pride in self starts with pride in appearance. • Army leaders are expected to look and act like professionals. • They must know how to wear the appropriate uniform or civilian attire and do so with pride. • Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and professionalism. • Meeting prescribed height and weight standards is another integral part of the professional role. • “I am proud of my uniform, my unit, and my country.”

43. Health & Physical Fitness • HEALTH FITNESS: • A Soldier is similar to a complex combat system. Just as a tank requires good maintenance and fuel at regular intervals, a Soldier needs exercise, sufficient sleep, and adequate food and water for peak performance. • PHYSICAL FITNESS: • …I am obliged to sweat them tonight, sir, so that I can save their blood tomorrow. • Thomas J. “Stonewall” Jackson • Unit readiness begins with physically fit Soldiers and leaders, for combat drains physically, mentally, and emotionally. • Physically fit people feel more competent and confident, handle stress better, work longer and harder, and recover faster.

44. Confidence & Resilience • CONFIDENCE: • Confidence is the faith that leaders place in their abilities to act properly in any situation, even under stress and with little information. • Leaders who know their own capabilities & believe in themselves are confident. • Self-confidence grows from professional competence. • RESILIENCE: • Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining their mission and organizational focus. • Their resilience rests on will, the inner drive that compels them to keep going, even when exhausted, hungry, afraid, cold, and wet. • Resilience helps leaders & their organizations to carry difficult missions to their conclusion.

45. CHAPTER 6 Leader Intelligence Mental Agility. Sound Judgment. Innovation. Interpersonal tact. Domain knowledge.

46. Leader Intelligence QUOTES MENTAL AGILITY It is not genius which reveals to me suddenly and secretly what I should do in circumstances unexpected by others; it is thought and meditation. Napoleon Bonaparte French general (1789-1804) and Emperor of France (1804-1814) SOUND JUDGMENT Judgment comes from experience and experience comes from bad judgments. General of the Army Omar N. Bradley Address at the U.S. Army War College (1971) SELF-CONTROL …[A]n officer or noncommissioned officer who loses his temper and flies into a tantrum has failed to obtain his first triumph in discipline. Noncommissioned Officer’s Manual (1917) EMOTIONAL FACTORS …[A]nyone can get angry—that is easy…but to [get angry with] the right person, to the right extent, at the right time, for the right reason, & in the right way is no longer something easy that anyone can do. Aristotle Greek philosopher and tutor to Alexander the Great

47. CHAPTER 7 Leading Leads Others. Extends Influence Beyond the Chain of Command. Leads by Example. Communicates.

48. Leading Others (by Example) The American soldier…demands professional competence in his leaders. In battle, he wants to know that the job is going to be done right, with no unnecessary casualties. The noncommissioned officer wearing the chevron is supposed to be the best soldier in the platoon and he is supposed to know how to perform all the duties expected of him. The American soldier expects his sergeant to be able to teach him how to do his job. And he expects even more from his officers. Omar N. Bradley General of the Army (1950-1953)

49. CHAPTER 8 Developing Creates a Positive Environment. Prepares Self. Develops Others.

50. Setting the Conditions • SETTING THE CONDITIONS FOR POSITIVE CLIMATE: • Fairness and Inclusiveness • Open and Candid Communications • Learning Environment • Assessing Climate • Dealing with Ethics and Climate • BUILDING TEAMWORK & COHESION • ENCOURAGING INITIATIVE • DEMONSTRATING CARE FOR PEOPLE