Leadership Training Day 05-02 10 Mar 05 Sqn Ldr Dave Keighley OC FDS

1. Leadership Training Day 05-0210 Mar 05Sqn Ldr Dave KeighleyOC FDS

2. Introductions

3. Background

4. AFBSC Study Recommendations ‘Developing Excellence in Leadership’ • Need for progressive, coherent and integrated approach to leadership development for all RAF personnel. • The establishment of an RAF Leadership Development Team at RAFC Cranwell to progress leadership work. • The introduction of the Force Development concept at RAF MOBs. Leadership Ethos Air Warfare Common Military Skills Deployed Ops Training

5. Training Objectives

6. Training Objectives By the end of this course you will be able to: • Define the term ‘Leadership’. • Explain the difference between Leadership, Command and Management. • List the qualities that a Leader should possess. • Describe the functional approach to leadership. • Demonstrate the practical application of leadership principles.

7. What is Leadership?

8. Defence Staff Definition ‘Leadership is visionary; it is the projection of personality and character to inspire people to achieve the desired outcome. There is no prescription of leadership and no prescribed style of leader. Leadership is a combination of example, persuasion and compulsion dependent on the situation. It should aim to transform and be underpinned by individual skills and an enabling philosophy. The successful leader is an individual who understands himself/herself, the organisation, the environment in which they operate and the people that they are privileged to lead.’ (Extract from – Defence Leadership Handbook)

9. Defence Staff Definition ‘Leadership is visionary; it is the projection of personality and character to inspire people to achieve the desired outcome. There is no prescription of leadership and no prescribed style of leader. Leadership is a combination of example, persuasion and compulsion dependent on the situation. It should aim to transform and be underpinned by individual skills and an enabling philosophy. The successful leader is an individual who understands himself/herself, the organisation, the environment in which they operate and the people that they are privileged to lead.’ (Extract from – Defence Leadership Handbook)

10. RAF Definition ‘Leadership is equally relevant in the air and on the ground, whether it is 2 or 3 personnel working together in a peer group or a large geographically dispersed organisation with its own hierarchical structure, such as a Main Operating Base.’

11. Leadership Trust’s Definition ‘Leadership is using our personal power to win the hearts and minds of people to achieve a common purpose.’

12. Is Leadership Everything? ‘… the RAF requires personnel with strong leadership attributes, excellent managerial skills and the confidence to exercise command.’

13. Leadership, Managementand Command

14. Leadership, Management and Command • Leadership – ‘is the projection of personality and character to achieve the desired outcome’ • Management– ‘is concerned with making the best use of resources’ • Command– ‘is a position of authority and responsibility to which individuals are legally appointed’

15. Qualities of a Leader

16. CommunicationIntegrityTenacityPhysical CourageMoral Courage InitiativeProfessional KnowledgeTact Mental Agility BearingLoyaltyJudgementDecisivenessCommon SenseSelf controlHumanity EnthusiasmEndurance Qualities of a Leader Cheerfulness? Success?

17. Attributes of the RAF Leader Courageous Warfighter Emotionally Intelligent Flexible and Responsive Willing to Take Risks Mentally Agile / Physically Robust Able to Handle Ambiguity Politically and Globally Astute Technologically Competent Able to Lead tomorrow’s Recruit

18. Leadership Styles

19. Times of Crisis Important Issues Routine Issues Use of Command by The Leader Area of Freedom For Subordinates Leadership Styles TELLS Makes decision Announces it SELLS Makes decision Explains it CONSULTS Gets/makes suggestions Makes decision JOINS Defines limits Lets group make decision DELEGATES Allows group to function within defined limits

20. A Personal Perspective on LeadershipMajor D W HubbardUnited States Liaison Officer, RAF Fylingdales

21. First Impressions count Accept the authority of your rank or position Followership as a form of leadership Some men you just can’t reach Maximize team effectiveness Leading from the front The four basic styles of leadership Don’t take it personally LEADERSHIP DISCUSSION Major D.W. Hubbard

22. Functional Approach to Leadership

23. Functional Approach to Leadership Task Needs Team Needs Individual Needs

24. Task Team Individual Functional Approach to Leadership Appreciating the situation Making/adjusting the plan Allocating work/resources Control of quality/tempo Communications Standards Discipline Building team spirit Motivating/giving sense of purpose Giving status Training Recognising/using individual abilities Attending to personal problems

25. Briefing Technique

26. Briefing Technique Situation Mission Execution Any Questions? Check Understanding

27. Practical Exercise Conduct

28. Practical Exercise Conduct • Safety. • Time management. • Effective use of resources. • Working within limitations. • Reappreciating the plan. • Motivation. • Success is not everything – “It’s not what you do but the way that you do it!” Bananarama/Fun Boy 3 • Make mistakes…have fun!

29. Questions?

30. Training Objectives By the end of this course you will be able to: • Define the term ‘Leadership’. • Explain the difference between Leadership, Command and Management. • List the qualities that a Leader should possess. • Describe the functional approach to leadership. • Demonstrate the practical application of leadership principles.

31. Leadership Training Day 05-01XX Feb 05Sqn Ldr Dave KeighleyOC FDS