Today, let’s consider some input from General Colin Powell, as well as the classic list of Armed Forces Leadership Principles that most of us grew up with. There are clear overlaps, like “Set an example” and “Know your people and look out for their welfare.” But, how can we update and refine those principles to give leaders a more accurate picture what is necessary in today’s military? I welcome your thoughts and suggestions!
Are you gleaning the right lessons from your professional reading? Do you read military literature with an appropriate level of scrutiny? How do you know that an author is making assertions within the legitimate context of historical events? Maybe the more appropriate question is…“Are you reading at all?”
Today’s recommendation is an insightful post by fellow military leadership website host and talented writer, Army Major Joe Byerly. It’s a May 2014 article that also appeared in Small Wars Journal, entitled “Getting the Most Out of Professional Reading.”
Byerly challenges us to go beyond the block-check of professional reading and gives tips on how to engage with literature in a way that solidifies insight. He recommends:
You’ll also find some article and book recommendations in his post.
Thanks to a recent squadron commander for providing these comprehensive slides. He used them to introduce his leader development program to his officers and senior NCOs, which drove hours of educational discourse.
You can click through and download the slides below, but highlights include:
Download the PowerPoint version here: Battalion-Level Leader Development Overview.pptx
Download the PDF version here: Battalion-Level Leader Development Overview.pdf
View and download the slides on SlideShare here:
Counseling your team is a lot like creating a leader development program…if you overthink it, it’ll never get done. Plenty of leaders groan when we talk about counseling and typically cite any of the following reasons for not getting it done:
But most often, leaders don’t counsel because they’re uncomfortable with giving direct feedback. They also have difficulty telling subordinates that they’re doing an average job (it’s the best and the worst performers that are the easiest to give feedback to).
Leaders have to overcome these objections.
Sutton’s #9 from 12 Things Good Bosses Believe has significant, daily application for the military leader. You definitely need to read his expanded blog post on #9, which provides details on how successful companies become more effective at cultivating the right ideas. Here is #9:
“Innovation is crucial to every team and organization.
So my job is to encourage my people to generate and test all kinds of new ideas.
But it is also my job to help them kill off
all the bad ideas we generate, and most of the good ideas, too.”
You’re overthinking it! Leader development doesn’t have to be the big “thing” it sounds like when you say it.
When I became a platoon leader, I struggled with what type of development program to implement. Should I create a formal development plan with events and steps?…or should I simply model effective leadership and hope the Soldiers learn by example? I engaged a mentor on the topic, who gave me priceless advice that I remember to this day. She said, “Just look for teachable moments.”
Too often, leaders adopt the belief that leader development has to be a lengthy program that takes hours or weeks to develop. The “unit leader development program” sounds like a monstrous effort that integrates technical training, tactical education, lofty discussions, resource products, and lots of time. Most of us shudder when we think about having to create one.
Here’s the unfortunate result…our flawed perception of leader development consequently prevents us from doing ANYTHING.
