slide 1 leadership professional military education basic nco course

Leadership

Professional Military EducationBasic NCO Course

Leadership

Reference:FM 7-22.7 NCO GuideChapters 1 - 6

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


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


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.


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.

Leadership: Definition

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


Influencing people by providing:• Purpose, • Direction, and • Motivation while • operating to accomplish the mission

and• improving the organization.


• 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

• 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.


• 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.



• 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.


• 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.

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


Competencies:

• Leads: leads others, extends influence, leads by example, communicates

• Develops: creates positive environment, prepares self, develops others

• Achieves: gets results


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


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


Achieves – Gets Results:

• Provide Direction, guidance and priorities

• Develops and executes plans

• Accomplishes tasks consistently

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

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.

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.

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

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)

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

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

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.

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.

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

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.

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

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.

Leadership: Attributes

Leader Attributes:

• Character

• Presence

• Intellect


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.

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



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


Warrior Ethos:

• Professional attitudes and beliefs

• Selfless commitment to Commonwealth, mission, unit, and fellow Soldiers

• Sustained through discipline

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.


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


Questions?

Leadership

slide 1 leadership professional military education basic nco course

Documents

leadership leadership

leaders values

leaders identity

leaders character

leadership knowledge

leaders actions

definition leadership

leadership reference