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Army leadership and developing others
 

Army leadership and developing others

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This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give ...

This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.

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    Army leadership and developing others Army leadership and developing others Presentation Transcript

    • Developing Others FM 6-22 doo, Granados, Templet on
    • Development • The process where everything begins • Got to have a goal
    • Developing on the Job • Leaders must encourage growth in current position • Feedback from leader on current assignment • Cross training is encouraged to provide subordinate with more knowledge • Challenging subordinates with new tasks is encouraged
    • Developing Professional and Personal Growth – Includes operational training for today and in future with continuous training • Soldiers learn best from their experiences • Learn from mistakes • Must remain confident in their own ability – Will allow new responsibilities and adapt to change – New opportunities provide new knowledge and skillset » French military theorist Ardant Du Picq: the instruments of battle are valuable only if one knows how to use them
    • Helping People Learn • Leaders responsibility to help subordinates learn • Leaders show how a subject is important for individual and organization while involving subordinates in the process – Lecture to minimum, hands on maximum • Some experience cannot be gained from training – Leaders must share their experiences with their subordinates
    • Counseling, Coaching, Mentoring Soldiers learn to be good leaders from good leaders Richard A Kidd (Sargent Major of Army) • all three parts vital to a soldier’s life
    • Coaching • Refers to helping someone through a task • Coach helps find what level subordinate is on and hot to get to next level • development technique that tends to be used for a skill and task-specific orientation. – Coach must have considerable knowledge in aspect of coaching • important aspect of coaching is identifying and planning for short- and long-term goals – focus goals, clarifying the leader’s self awareness, uncover potential, eliminate developmental barriers, develop action plan plus commitment, and follow up
    • Mentoring • relationship can occur between many levels of rank • supportive mentoring occurs between same rank but different experience • individual must seek mentor – Ask questions and pay attention to experts. – Read and study. – Watch those in leadership positions. – Find educational opportunities (civilian, military, and correspondence). – Seek and engage in new and varied opportunities. • Must be seeking feedback • Does not exclude spiritual dimensions
    • Counseling • Professional Growth Counseling – Planning for accomplishment of individual and professional goals – Develops orientation and assistance in achieving personal and organization goals – Focuses on strengths and weaknesses and how to overcome weaknesses with ADP – Developed to discuss “pathway to success” by long and short term goals
    • Building Team Skills and Processes The cohesion that matters on the battlefield is that which is developed at the company, platoon, and squad levels…. General Edward C. Meyer Chief of Staff, Army • Soldiers on battlefield do not get the whole picture – Do their job not to let their friends down – Warrior ethos • Developing close teams takes hard work, patience, and interpersonal skill on the part of the leader – Teams complete mission on time with resources available to them
    • Building Team Skills and Processes • The hallmarks of close teams include – Trusting each other and being able to predict what each other will do. – Working together to accomplish the mission. – Executing tasks thoroughly and quickly. – Meeting and exceeding the standard. – Thriving on demanding challenges. – Learning from their experiences and developing pride in their accomplishments. • Army also relies on civilians to get the job done • It takes a while to build a team – Teams are never formed by accident
    • 3 Stages of New Teams • 3 stages: Formation, Enrichment, Sustainment Formation Stage • New members must feel a part of the team- formation and orientation – Different in time of war than in time of peace – Need individual introduction and help learning the ropes – Unity can be difference between life and death – Discipline and hardship brink people together