Unify inspire horn - 15 sep

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  • THANK ORGANIZERS EXPLAIN CHOICE OF TITLE SLIDE – CDN MILITARY LEGACY & ROLE OF CADETS AND RESERVE IN THAT
  • CDN ADOPTED / ACCEPTED DOCTRINAL DEFINITION OF COMMAND ITS ABOUT MISSION ACCOMPLISHMENT – CONTROL OF RESOURCE QUICKLY WISH TO EXPLAIN THE CONCEPT WANT TO START WITH A COMMON STARTING POINT - COMMAND
  • COMMAND VERY PERSONALITY CENTRIC – BIG DIFFERENCES BETWEEN COMMANDERS NOT AN ARBITRARY ACTIVITY – MUST BE APPOINTED AMAZINGLY LOTS OF MISUNDERSTANDING PEOPLE USE COMMAND, LEADERSHIP, AUTHORITY, MANAGEMENT, SUPERVISION – INTERCHANGEABLY OFTEN CONFUSE ONE WITH THE OTHER THREE DISTINCT COMPONENTS TO COMMAND – AUTHORITY – MANAGEMENT – LEADERSHIP NO MISTAKE - ALL THREE ARE NEEDED – ESSENTIAL TO UNDERSTAND THAT BUT HOW ONE BALANCES THE THREE – EMPHASIS PLACED WILL DETERMINE STYLE
  • ALWAYS RELY ON AUTHORITY TO IMPOSE WILL NOT BEST METHOD RELIANCE ON RANK AND POSITION WILL NEVER BUILD A COHESIVE, EFFECTIVE UNIT THAT WILL WITHSTAND THE TEST OF CRISIS. VERY RARELY INSPIRES PEOPLE SOMETIMES HAVE TO USE IT – DON’T BE AFRAID TO USE. WHEN REQUIRED.
  • IT IS PRIMARILY CONCERNED WITH THE ALLOCATION AND CONTROL OF RESOURCES (I.E. HUMAN, FINANCIAL AND MATERIAL) TO ACHIEVE OBJECTIVES. ITS FOCUS IS STAFF ACTION SUCH AS: ALLOCATING RESOURCES, BUDGETING, COORDINATING, CONTROLLING, ORGANIZING, PLANNING, PRIORITISING, PROBLEM SOLVING, SUPERVISING AND ENSURING ADHERENCE TO POLICY AND TIMELINES.
  • HUMAN SIDE DEALS WITH THE PURPOSE OF THE ORGANIZATION – “DOING THE RIGHT THING” VERSUS “DOING IT RIGHT [MANAGEMENT]. LEADERSHIP – OLD UNDERSTANDING – INDUSTRIAL MODEL – COMPLETE TASK – GOOD LEADERSHIP LEADERSHIP – ONLY VALID IF THOSE FOLLOWING BESTOW LEADERSHIP ON YOU. ITS ABOUT INSPIRING, MOTIVATING – GETTING INDIVIDUALS TO FOLLOW YOU WILLINGLY ITS ABOUT INFLUENCING PEOPLE TO ACHIEVE A MUTUALLY BENEFICIAL OBJECTIVE
  • LEADERSHIP EXERCISED THROUGH A SPECTRUM OF INFLUENCE ACTIVITIES BASED ON SITUATION (E.G. INEXPERIENCED, TIRED, FRIGHTENED) / FOLLOWERS
  • A LEADER EXERCISES COMMAND THROUGH THE FORCE OF PERSONALITY AND LEADERSHIP TO INFLUENCE THE ATTITUDE, DIRECTION AND MOTIVATION OF SUBORDINATE S. A LEADER’S ABILITY TO CREATE AN EFFECTIVE AND POSITIVE COMMAND CLIMATE HAS A DIRECT IMPACT ON THE MORALE AND LEVEL OF PERFORMANCE OF THE PERSONNEL WITHIN THE ORGANIZATION. POSITIVE LEADERSHIP, SINCERITY AND COMPASSION BY THE LEADER STIMULATES SUBORDINATE CONFIDENCE, ENTHUSIASM, MUTUAL TRUST AND TEAMWORK. IN ADDITION, ENCOURAGEMENT TO THINK INDEPENDENTLY, USE INITIATIVE AND ACCEPT RISK, AS WELL AS INCLUSION OF STAFF AND SUBORDINATES IN THE DECISION MAKING PROCESS ALL ASSIST IN CREATING AN EFFECTIVE COMMAND CLIMATE.
  • DEFINITION IS CLEAR – IT’S THE EXECUTION THAT IS ALWAYS PROBLEMATIC BASICALLY – ASSIGN SUBORDINATES A MISSION PROVIDE CONSTRAINTS AND LIMITATIONS AND LET THEM GET ON WITH IT TELL THEM WHAT IS TO BE DONE – NOT HOW TO DO IT YOU WILL BE SURPRISED BY INITIATIVE AND CREATIVITY / INNOVATION EASIER SAID THAN DONE
  • CI IS THE COMMANDER’S PERSONAL EXPRESSION OF WHY AN OPERATION IS BEING CONDUCTED AND WHAT HE HOPES TO ACHIEVE BY IT. ITS STRENGTH IS THE FACT THAT IT ALLOWS SUBORDINATES TO EXERCISE INITIATIVE IN THE ABSENCE OF ORDERS, OR WHEN UNEXPECTED OPPORTUNITIES ARISE, OR WHEN THE ORIGINAL CONCEPT OF OPERATIONS NO LONGER APPLIES. IT MUST BE CLEAR TO SUBORDINATES (NOT JUST IN YOUR OWN MIND – CLARITY IS ALWAYS A PROBLEM). “ I NEED YOU TO TAKE CARE OF THE PROBLEM” - “NEED YOU TO GET RID OF THE ENEMY.”
  • mission command is situational. It does not apply to all people or situations. While micro-management and / or rigid superfluous direction may cause resentment and stagnation of creativity and initiative, a lack of direction can produce little effect. Subordinates must be well-trained and possess the ability and skill to be able to execute decentralized tasks. Junior, inexperienced or subordinates provided by some coalition forces may not be capable of exercising mission command. Equally, some situations, such as immediate crises, that demand decisive, quick action may also not lend themselves to mission command.
  • EVERY MILITARY PROFESSIONAL, AS AN INDIVIDUAL, IS RESPONSIBLE FOR THEIR ACTIONS AND THE DIRECT CONSEQUENCES OF THOSE ACTIONS. COMMANDERS ARE RESPONSIBLE TO MAKE DECISIONS, ISSUE ORDERS AND SUPERVISE THE CONDUCT OF THEIR PERSONNEL. THE LEGAL AUTHORITY VESTED IN COMMANDERS NECESSITATES SUBORDINATES TO ADHERE TO THE LAWFUL COMMANDS OF THEIR SUPERIORS. BUT THE COMMANDER WHO GIVES THE ORDERS MUST ACCEPT RESPONSIBILITY FOR THE CONSEQUENCES THAT FLOW FROM THE EXECUTION OF THEIR ORDERS..
  • Unify inspire horn - 15 sep

    1. 1. “UNIFY & INSPIRE” The Role of Command & LeadershipColonel Bernd Horn COS STEP, CDA 15 September 2012
    2. 2. DEFINITION - COMMAND“the authority vested in an individual of the armed forces for the direction, co-ordination, and control of military forces.” NATO DEFINITION
    3. 3. UNDERSTANDING COMMANDCOMMAND AUTHORITY MANAGEMENT LEADERSHIP
    4. 4. AUTHORITY NDHQAuthority, which encompasses a legal and constitutional component (e.g. National Defence Act), is always derived from a higher or superior entity.
    5. 5. MANAGEMENTManagement is designed to control complexity and increase group effectiveness and efficiency.It is also based on formal organizational authority and it is unequivocally results orientated.Its emphasis is on the correct and efficient execution of organizational processes.
    6. 6. LEADERSHIP“DIRECTING, MOTIVATING AND ENABLING OTHERS TOACCOMPLISH THE MISSION PROFESSIONALLY ANDETHICALLY, WHILE DEVELOPING OR IMPROVINGCAPABILITIES THAT CONTRIBUTE TO MISSION SUCCESS.” CF DOCTRINAL DEFINITION
    7. 7. Leadership Philosophy Situationally Appropriate Influence Effective Influence Behaviours Transformational Leadership an tive ted - t e re n ive on - iv ri ori eme tive i -a rita as pa a ti ort zf d se se rsu ec leg i tho pp v rtic en hie ba is D ir Pe Su DeAu Pa La Ac Total Zerocontrol control
    8. 8. ROLE OF UNIT LEADERSHIP1. ENSURE MISSION ACCOMPLISHMENT2. CONTROL / ALLOCATE RESOURCES3. CREATE POSITIVE UNIT / LEADERSHIP CLIMATE - TRUST - ENCOURAGE INITIATIVE - FAIRNESS - TEAMWORK - RISK ACCEPTANCE
    9. 9. WORKING WITH OTHERS – 10 PRINCIPLES1. Be Patient;2. Be adaptable and manage your expectations;3. Recognize that actions speak louder than words;4. Appreciate that perception is more important than reality;5. Remember that the message sent is not always the message that is Received and it is the message that is received that is acted on;
    10. 10. WORKING WITH OTHERS – 10 PRINCIPLES6. See the world through the eyes of those with whom you are interacting;7. Do not judge the behaviours of others and, instead, observe, learn and try to understand;8. Always be respectful;9. Deal with frustrations privately; and10. Do not adhere to unrealistic standards.
    11. 11. QUESTIONS ?
    12. 12. MISSION COMMANDMission Command is a command philosophy thatpromotes decentralized and timely decision-making,freedom and speed of action and initiative that isresponsive to superior direction.
    13. 13. MISSION COMMAND COMMANDER’S INTENTCOMMANDER’S INTENT IS A CLEAR AND CONCISE STATEMENT OF THE DESIRED END-STATE AND ACCEPTABLE RISK.
    14. 14. MISSION COMMANDTHREE ENDURING TENETS:1. the importance of understanding a superior commander’s intent;2. a clear responsibility to fulfil that intent; and3. timely decision-making.
    15. 15. MISSION COMMANDFUNDAMENTALS OF MISSION COMMAND:1. unity of effort;2. decentralized authority;3. trust;4. mutual understanding; and5. timely and effective decision making.
    16. 16. COMMAND ACCOUNTABILITYCOMMANDERS ARE RESPONSIBLE FOR THEACTIONS THAT THEY KNEW, OR OUGHT TO HAVEKNOWN, WERE CARRIED OUT IN RESPONSE TOTHEIR DIRECTION.

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