by Zachary Keeton 10 months ago
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strategic
Because they exert influence primarily through their senior staffs and subordinates, strategic leaders must have excellent judgment when selecting and developing subordinates for critical duty positions
Every strategic leader decision has the potential of affecting the entire Army
Strategic leaders include military and civilian leaders at the major command through DOD levels. Strategic leadership guides and integrates multiple organizational level units that perform a wide range of functions. It influences several thousand to hundreds of thousands of people. T
organizational
Organizational leaders regularly and personally interact with their subordinates. They make time to verify that reports and briefings match their own perceptions of the organization's progress toward mission accomplishment. Organizational leaders use personal observation and visits by designated personnel to assess how well subordinates understand the commander's intent and to determine if they need to reinforce or reassess the organization's priorities.
verify what they're telling you is true
Organizational leaders operate within commanders’ intent and communicate that intent to subordinates as a means of providing room for subordinate initiative and decreasing the number of decisions they must personally make to keep the organization operating effectively.
Organizational leaders, particularly commanders, are responsible for communicating intent two echelons down and understanding intent two echelons up
Organizational leaders exercise leadership through subordinate leaders responsible for leading the various organizations that make up the larger organization
direct
Direct leaders understand the mission of their higher headquarters two levels up and when applicable the tasks assigned one level down. This provides them with the context in which they perform their duties.
Direct leaders generally experience more certainty and less complexity than organizational and strategic leaders because of their close physical proximity to their subordinates.
Direct leaders develop others through coaching, counseling, mentoring, and setting the example. For instance, company grade officers and NCOs are close enough to Soldiers to exert direct influence when observing training or interacting with subordinates during other functions.
direct leadership is face-toface whre subordinates see their leaders all the time
Direct leaders are task oriented. Organizational leaders are both task and mission oriented and lead through subordinate leaders. Army organizations execute missions and tasks. Strategic leaders apply a global, regional, national, and societal perspective to the organizations they lead. Organizational and strategic leaders lead through others.
The model’s components center on what a leader is (attributes—BE and KNOW) and what a leader does (competencies—DO). A leader’s character, presence, and intellect enable them to apply the core leader competencies and enhance their proficiency. Leaders who gain expertise through operational assignments, institutional learning, and self-development will be versatile enough to adapt to most situations and grow into greater responsibilities. Figure 1-3 illustrates the framework. 1-85. A major distinction between the attributes and competencies of the leadership requirements model is that competencies are skills that can be trained and developed while attributes encompass enduring personal characteristics, which are molded through experience over time. A Soldier can be trained to be an effective machine gunner, but may not necessarily be a brave machine gunner without additional experience. Every educational, operational, and self-development event is an opportunity for observation, feedback, and reflection.
core competencies
The core leader competencies are actions that the Army expects leaders to do: lead, develop, and achieve. Competencies provide an enduring, clear, and consistent way of conveying expectations for Army leaders. The core competencies are universal for all Army leaders. The core competency categories are— Leads: provides purpose, direction, and motivation; builds trust; provides an example; communicates. Develops: develops themselves, creates a positive climate, develops subordinates, and stewards the profession. Achieves: executes, adjusts, and gets results to accomplish tasks and missions on time and to standard.
core attributes
Attributes are characteristics internal to a leader. These affect how an individual behaves, thinks, and learns within certain conditions. Strong character, solid presence, and keen intellect enable individuals to perform the core leader competencies with greater effect. The three categories of core attributes are— Character: the moral and ethical qualities of the leader. Presence: characteristics open to display by the leader and open to viewing by others. Intellect: the mental and social abilities the leader applies while leading.
Dynamics of Leadership
three consistent factors
the situation
High-risk or urgent situations often require immediate and decisive actions, particularly in combat. Low-risk or slowly developing situations allow leaders to spend more time with deliberate and collaborative approaches, coaching, and teaching subordinates as they go along. This fosters a higher level of commitment, develops subordinates, and creates the organizational cohesion essential for leading successfully in challenging situations
Leaders consider the unique characteristics of the task or mission at hand, the abilities of their subordinates, their familiarity with similar situations, and amount of time available. H
the led
followership
Serving as an officer differs from other forms of Army leadership by the measure of responsibility attached, and in the magnitude of the consequences of inaction or ineffectiveness. While officers depend on the counsel, technical skill, maturity, and experience of subordinates to translate their orders into action, they are ultimately responsible for mission success.
An officer's commission grants authority to direct subordinates and subsequently, an obligation to obey superiors.
There is a tendency to think of people as either a leader or subordinate, but leading and following are simultaneous responsibilities. This is particularly true in a hierarchical organization like the Army. Everyone charged with leading others has a responsibility to follow their superior in the chain of command.
This simple discipline of doing the right thing when no one is looking is fundamental to following.
Effective followership requires an ability to take the initiative to get things done when necessary
Every Army leader is a subordinate to someone, so all leaders are also followers.
Commitment varies with trust in the leader directing the mission.
Leaders, who consider their strengths along with subordinates’ capabilities and the situational demands of missions, create the best chance at accomplishing tasks and missions. Inexperienced subordinates and those with limited competence require greater oversight and control. Seasoned, competent subordinates require less oversight and control.
the leader
Informal networks arise both inside and outside organizations. Informal networks that operate in support of organizational goals are a force multiplier. Conversely, informal networks that operate at cross-purposes to the chain of command are destructive to an organization and intolerable
Informal leadership occurs when someone takes the initiative to assume responsibility for action in a situation, takes charge when no formal leader is present, or to make formal leaders aware of something they need to know. Informal leaders contribute to team success
Command is personal. In Army regulations and doctrine, an individual, not an institution or group, is given the authority to command... Those not in command must understand that the commander alone is responsible for what their command does or fails to do. Subordinates have the responsibility to support the commander’s intent for their command, unit, or organization.
Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment (JP 1). Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. Command also includes responsibility for health, welfare, morale, and discipline of assigned personnel.
The Army expects leaders selected for command to lead beyond mere exercise of formal authority. They lead by example and serve as role models. Their personal example and actions carry tremendous weight.
must rewared good performance and punish miscionduct
Authority to lead is either formally derived from rank or position or is informal, such as when influencing peers or coalition partners. Formal authority allows use of commitment and compliance through the methods of influence (see chapter 5). Informal authority primarily relies on obtaining commitment from others.
Leaders require self-awareness if they are to accurately assess their own experience and competence as well as earn the trust of those they influence. Being self-aware means seeing one’s self as viewed by others and understanding the levels of influence one is likely to have with followers. For instance, a newly assigned company commander understands that participating with Soldiers on a 12-mile ruck-march builds subordinates’ respect for the leader and builds the leader’s credibility with them. Awareness allows one to adjust one's leadership actions in the moment and know what areas to improve for the future.
Practice identifying as a leader—doing the right things in the right way—becomes habitual and helps junior personnel along the path to becoming seasoned, effective leaders.
Leaders who adapt their actions based on the dynamics of a situation achieve the best possible outcomes.
An Army leader influences others to accomplish missions
be adaptive
Constant change affects peacetime and combat operations. Personnel change out. Timelines move. Anticipated resources do not materialize. Adversaries do what was least expected. Weather keeps CAS assets grounded. Commanders, leaders, and staffs plan for possible changes and continually monitor progress to engage as needed. Leaders account for the important factors affecting the dynamics of leadership
The most effective leaders adapt their approach to the mission, the organization, and the situation
The Army experience over more than two centuries is that most people have leadership potential and can learn to be effective leaders. The ability to influence others is a central component of leadership
Discipline allows Army professionals to choose the harder right over the easier wrong in the face of temptation, obstacles, and adversity.
Esprit de corps denotes the Army’s winning spirit—a collective ethos of camaraderie, mutual trust, and cohesive teamwork
The military-technical field includes operations at all levels of the military art and science, from the tactical to the strategic.
honorable service
It is our responsibility to ensure that professional military advice is candidly and respectfully presented to civilian leaders
Soldiers are bound to obey the legal and moral orders of their superiors; but they must disobey an unlawful or immoral order. Soldiers are also legally bound to report violations of the law of war to their chain of command
trust
trust is shared confidence among commanders, subordinates, and partners in that all can be relied on and all are competent in performing their assigned tasks.
A calling or vocation means that the mission is more important than the individual is, which is the basis of sacrifice
Ch2: Roles and Levels of Leadership
collective leadership
levels of leadership
roles and relationships
Ch1: Fundamentals of leadership
core leader competencies
attributes
army leadership requirements model
formal and informal leadership
mission command
leadership and command authority
civilian-military linkage
foundations of army leadership
leadership defined
Accomplish the mission effectively, efficiently, and ethically.
LAD
develop
PESO (think 'investment')
DEVELOPS OTHERS
Underwriting risk and accepting honest mistakes in training makes subordinates more likely to develop and take initiative
Builds team skills and processes.
Facilitates ongoing development.
Counsels, coaches, and mentors.
Assesses developmental needs of others.
PREPARES SELF
Leaders ensure their subordinates know how to operate and maintain their equipment, which often requires setting an example with a hands-on approach. They understand and explain critical equipment capabilities, strengths, and weaknesses. They provide context for the employment of friendly technical capabilities to their subordinates, which means leaders must also understand the operational environments in which they are used
Maintains self-awareness.
Maintains relevant geopolitical awareness.
Maintains relevant cultural awareness.
Analyzes and organizes information to create knowledge.
Expands conceptual and interpersonal capabilities.
Expands knowledge of technical, technological, and tactical areas.
Maintains mental and physical health and well-being.
CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DE CORPS
Sets and maintains high expectations for individuals and teams.
Anticipates people’s duty needs.
Demonstrates care for follower well-being.
Encourages subordinates.
Creates a learning environment.
Encourages open and candid communications.
Encourages fairness and inclusiveness.
Fosters teamwork, cohesion, cooperation, and loyalty (esprit de corps).
STEWARDS THE PROFESSION
Bullfrog: maintain or advance the reputation of your institution
Improves the organization
Supports professional and personal growth
achieve
GETS RESULTS
purpose
A leader’s primary purpose is to accomplish the mission
Mission accomplishment takes priority over everything else, especially in combat where their unit may be at risk of destruction
ASSESSING, ADJUSTING, AND CONTINUING MISSION
reward good performance
Sharing credit has enormous payoffs in terms of building trust and teams
Leaders who recognize individual and team accomplishments promote positive motivation and actions for the future
Leaders periodically assess individual and organizational weaknesses to prevent mishaps and mission failure
Leaders take action based on their assessments to reset or keep tasks and missions on track.
The ability to assess a situation accurately and reliably against desired outcomes, established values, and ethical standards is a key way for leaders to achieve consistent results and mission success
PROVIDING DIRECTION, GUIDANCE, AND PRIORITIES
DELEGATION
guidelines
Leaders cannot adjust and expand their unit’s capabilities without delegating
Leaders cannot develop subordinates without delegating to them.
While completing daily, weekly, and monthly planning and reflection, leaders ask, “What am I doing that I should delegate?" “What do I delegate that I should not?”
A leader’s role is to ensure the task is accomplished, not to complete the task personally
Delegating improperly, or failing to delegate at all, leads to organizational failure
Many leaders struggle with delegation, from the newly promoted to the most experienced who simply take on too much.
When teams stress over high workloads, leaders should intervene to prioritize tasks and mitigate the causes or symptoms of seemingly insurmountable workloads. As a preventive step, planning aids even distribution of tasks—mission prioritization allows followers to know where to place effort or what to delay or suspend
All leaders have a responsibility to ensure resources are available and used wisely
Leaders need to deal openly and honestly with their allocation decisions and be prepared to handle reactions from those who feel the leader handled their requests unfairly or ineffectively
Getting resources can be a relatively straightforward process, such as putting in an ammunition request through established support channels for an upcoming range. Other times, a leader may need to be more creative and resourceful in securing resources for a complex task
Leaders focus their subordinates on what they need to do to accomplish the mission
If leaders are unable to deconflict the friction between taskings, they should seek relief by approaching superiors with the impact on their critical task and possible alternative courses of action
When communicating the mission, leaders provide clear guidance so subordinates and others understand the mission and their commander’s intent
Leaders are responsible to create conditions that enable subordinates to focus and accomplish critical tasks. They do this by minimizing distractions and prioritizing what they need to accomplish within the commander’s intent
Many matters consume a leader’s time and attention. Leaders have obligations that are far ranging and at times are contradictory. Leaders make these challenges transparent to their subordinates whenever possible
intro
purpose of leading is to accomplish tasks and missions on time and to standard
Assessing, adjusting, and continuing mission
Providing direction, guidance, and priorities
no matter what
The truly great leader overcomes all difficulties, and campaigns and battles are nothing but a long series of difficulties to overcome. The lack of equipment, the lack of food, the lack of this or that are only excuses; the real leader displays his quality in his triumphs over adversity, however great it may be. General of the Army George C Marshall Graduation address to the first Officer Candidate School class (1941)
Identifies and adjusts to external influences
Executes plans to accomplish the mission
Makes feedback part of work processes.
Seeks, recognizes, and takes advantage of opportunities
Recognizes and rewards good performance.
Removes work obstacles.
Identifies, contends for, allocates, and manages resources
Designates, clarifies, and deconflicts duties and responsibilities.
Identifies and accounts for capabilities and commitment to task.
Prioritizes, organizes, and coordinates taskings.
lead
The noncommissioned officer wearing the chevron is supposed to be the best soldier in the platoon and he is supposed to know how to perform all the duties expected of him. The American soldier expects his sergeant to be able to teach him how to do his job. And he expects even more from his officers.
ELECT
BUILDS TRUST
Failure to cultivate a climate of trust or a willingness to tolerate discrimination or harassment on any basis erodes unit cohesion and breaks the trust subordinates have for their leaders. Counterproductive leadership such as favoritism, personal biases, unethical behavior, and poor communication often creates suspicion, doubt, and distrust
Teams develop trust through cooperation, identification with other members, and contribution to the team effort. Leaders build trust with their followers and those outside the organization by practicing the leadership competencies and demonstrating character, presence, and intellect. Leaders need to be competent, of good character, and fair and reliable to generate trust.
Communication contributes to trust by keeping others informed, establishing expectations, providing feedback, and developing commitment. Sustaining trust depends on meeting expectations and commitments. Leaders and subordinates all contribute to the level of trust that occurs in a unit. Leaders and subordinates earn or lose trust through everyday actions and attitudes
Trust enables the ability of leaders to influence subordinates and effective command and control. Trust encompasses reliance upon others, confidence in their abilities, and consistency in behavior. People naturally accept the influence of people they trust.
Trust is essential to all effective relationships, particularly within the Army. Trust facilitates a bond between Soldiers, leaders, the Army, and the Nation that enables mission success. 7-15. Building trust forms on the bedrock of mutual respect, shared understanding, and common experiences. For teams and organizations to function at the highest level, a climate of trust needs to exist. Leaders create a climate oftrust by displaying consistency in their actions, and through relationship-building behaviors such as coaching, counseling, and mentoring.
Sustains a climate of trust.
Follows through on actions related to expectations of others
Keeps people informed of goals, actions, and results
Assesses factors or conditions that promote or hinder trust
Takes direct actions to build trust.
Corrects team members who undermine trust with their attitudes or actions
Engages other members in activities and objectives
Identifies areas of commonality (understanding, goals, and experiences).
Fosters positive relationship with others.
Sets personal example for trust.
Assesses degree of own trustworthiness.
Is firm, fair, and respectful to gain trust.
Demonstrates trust in others when encountering new or unfamiliar situations. Bases trust on a thorough understanding of trustworthiness of others and self. Understands how much trust to project and grant to others. No hesitation in addressing problems that undermine trust.
Establishes trust by demonstrating respect to others and treating others in a fair manner. Uses common experiences to relate to others and build positive rapport. Engages others in activities and sharing of information that contribute to trust.
Inconsistently demonstrates trust. Displays respect differently to some without justification. Takes no actions to build rapport or trust with others. Fails to address problems caused by team members who undermine trust. Fails to follow through on intentions, undermining the trust others would have in this leader.
Bullfrog, you can't surge trust.
COMMUNICATES
Sensitive to cultural factors in communication.
Employs engaging communication techniques.
Creates shared understanding.
Listens actively.
Uses verbal and nonverbal means to maintain listener interest. Adjusts information- sharing strategy based on operating conditions. Ensures prompt information dissemination to all levels. Avoids miscommunication through verifying a shared understanding.
Chooses appropriate information-sharing strategy before communicating. Conveys thoughts and ideas appropriately. Disseminates information promptly. Provides guidance and asks for a brief back or confirmation.
needs
Misunderstands or fails to perceive nonverbal cues. Ideas not well organized or easily understandable. Speaks without considering listener interest. Information dissemination is inconsistent or untimely.
EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND
Negotiates, builds consensus, and resolves conflict.
Understands sphere, means, and limits of influence.
Demonstrates effective use of indirect influence techniques. Establishes trust to extend influence outside the chain of command. Proactively builds positive relationships inside and outside the organization to support mission accomplishment.
Demonstrates understanding of conditions of indirect influence. Builds trust to extend influence outside the organization. Displays understanding of the importance of building alliances.
Inconsistently demonstrates understanding of indirect influence. Misses or passively acts on opportunities to build trusting relationships outside the organization.
LEADS OTHERS
BIDE
ENFORCEMENT: Enforces standards.
Instilling Discipline
An effective leader instills discipline by training to standard, using rewards and corrective actions judiciously, instilling confidence, building trust among team members, and ensuring they have the necessary technical and tactical expertise to perform their job
True discipline demands habitual and reasoned obedience
Leaders who consistently enforce standards instill discipline that will payoff in critical situations.
Performing Checks and Inspections
Checks and inspections are a fundamental part of caring for subordinates
Mission specific checks and inspections minimize the chances of neglect or oversight that result in mission failure or needless casualties
Upholding standards
When upholding standards, leaders must be sensitive to the reality that not everything can be a number one priority
Standards provide a mark for performance to assess execution of tasks, as well as compliance with established policy and law. Standards are formal, detailed instructions—observable, measurable, and achievable. Leaders must enforce Army standards, establish appropriate standards congruent with the Army Ethic where no standards currently exist, and ensure that subordinates understand and adhere to the standards.
To lead others and gauge correct performance ofduties, the Army has established standards for military activities. Standards are formal, detailed instructions to describe, measure, and achieve. To use standards effectively, leaders should explain the standards that apply to the organization and give subordinates the authority to enforce them
DIRECTION: Provides PURPOSE, DIRECTION, AND MOTIVATION
Motivation
Motivation is linked to the reason and level of enthusiasm for doing something. Army leaders use the knowledge of what motivates others to influence those they lead. Understanding how motivation works provides insight into why people may take action and how strongly they are driven to act.
Leaders assign responsibility, delegate authority, and allocate resources. Leaders empower subordinates by giving them the necessary resources, authority, and clear intent for success. Subordinates should dutifully accept assigned responsibility, take initiative and accept risk within the limits of their authority, and make disciplined use of the resources entrusted to their care. People value opportunities to be responsible for their own work, be creative, and be respected for their abilities. Leaders apply judgment about when to step aside to let subordinates accomplish a mission. Leaders continually develop subordinates so they are ready to accept ever increasing delegated responsibilities. Empowering others is a forceful statement of trust and one of the best ways of developing subordinates as leaders.
Leaders can use corrective measures when an immediate need arises to discontinue dangerous or undesirable behavior. By doing so, leaders send a clear message about expectations of behavior and the consequences of violating those expectations. Administer punishment fairly; otherwise, it leads to resentment.
Everyone wants their efforts to be appreciated by others. Leaders can use healthy competition to renew intensity, such as recognition for the most improved fitness test score or top crew gunnery score
Positive reinforcement such as tangible incentives (time off) as well as intangible rewards (praise or recognition) can enhance motivation.
framing performance goals positively produces better persistence and performance than negative framing
Setting achievable goals can shape motivation
Direction
Besides purpose, leaders provide direction. Direction deals with how to achieve a goal, task, or mission. Subordinates do not always need to receive guidance on the details of execution. A skilled leader will know when to provide detailed guidance or promote subordinate initiative by focusing primarily on purpose.
Purpose
the 'why'? the end goal
Commander’s intent is a concise expression of the purpose of an operation and the desired end state. Leaders communicate purpose with implied or explicit instructions so others may exercise initiative. This is important for situations when unanticipated opportunities arise or the original assigned tasks no longer achieve the desired end state
Leaders influence others to achieve some purpose. To be successful at exerting influence, Army leaders have an end or goal in mind. Sometimes the goal will be specific, and at other times, goals are more general, but in both cases, the goal should be valid and meaningful. Leaders should clearly define the ‘what’ and ‘why’. Subordinates should be able to start the mission or task with the end in mind by knowing what success looks like and how they can track their own progress. Motivation increases when subordinates understand how their roles relate to larger and more important outcomes.
Establishing and imparting a clear sense of intent and purpose serves as a catalyst to getting work done by providing a distinct path forward. Oftentimes, with a firm sense of purpose, the result is easier to reach. Defining a clear sense of purpose can be difficult, as it requires thinking about the objective or task from a macro-level before getting involved in implementing the details. However, developing clear intent and purpose can provide substantial benefits by clarifying required actions and resources as well as aligning the efforts of the team
INFLUENCE: Uses appropriate methods of influence to energize others.
resistance
repetition can overcome resistance
Repeated, consistent requests can signal that the leader is intent on overcoming resistance. For instance, if an Army leader wants local police to participate in patrols, the leader may ask the police to participate a dozen times on different occasions. Eventually the repeated requests may wear down resistance. Repetition could have the opposite effect of entrenching the opposition in their original negative position, which would signal the need for a different method. Embedding the desired outcome into stories can show how the actions are possible and how all sides can benefit. Regardless of approach taken, leaders must not risk their integrity nor wander from their mission for the sole purpose of others perceiving them as influential
confront it quickly. acknowledge it
Leaders should confront resistance quickly to determine the reasons why it exists and how to address the causes constructively. This may be enough to change negative mindsets and build or restore mutual trust within the organization. Leaders can lessen resistance by acknowledging concerns with their own position or requests.
find out why
When leaders experience resistance, the first response is to understand the nature of the relationship and reasons for opposition or non-compliance. Resistance may stem from a lack of trust, lack of understanding, or concerns about well-being. Leaders may need to clarify misperceptions or correct false beliefs. Unfounded rumors can hurt unit cohesiveness and create friction if not confronted at their source. Gossip and rumors reduce focus while increasing the amount of energy leaders must spend on activities other than the mission at hand
application of influence
assess the leader, the led, and the situation
The nature of the mission determines which influence method or combination of methods is appropriate. When a situation is urgent and greater risk is involved, eliciting follower compliance through more directive methods may be desirable. Direct-level leaders are often required to coordinate team activities in an expedient manner, meaning that they focus on explaining themselves before or after the activities, and not during execution. In comparison, organizational leaders typically use methods that draw out strong commitment from their subordinate leaders
Creating commitment among subordinates requires that they know their leaders are sincere. Committed subordinates trust their leaders to be doing what is right for the Army, the mission, the team, and each individual Soldier. Leaders who primarily focus on personal gain or recognition are seen by subordinates as self-serving, which undermines trust and erodes motivation. Honorable intentions wrongly perceived by followers as self-serving will yield mere compliance
Leaders influence others to perform their duties in service of a higher purpose, not personal gain or advantage
influence
9 methods
PAPERCLIP
participation
Participation increases the commitment of subordinates to execute whatever is decided and contributes to shared understanding of the commander’s intent. By involving subordinate leaders during planning, the senior leader is helping to ensure subordinates will later be able to pursue critical intermediate and long-term objectives on their own initiative
Participation occurs when leaders ask others to join them in determining how best to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition among subordinates that contributes to unit cohesion
inpsirational appeals
Inspirational appeals are best employed when the stakes are high, and subordinates or peers understand what those stakes are
Inspirational appeals occur when the leader creates enthusiasm for a request by arousing strong emotions
Legitimating
Legitimating occurs when leaders establish their authority as the basis for a request when it may not be obvious. Certain tasks must happen regardless of circumstances when subordinate leaders receive legitimate orders from higher headquarters. Reference to one’s position suggests to subordinates that there is potential for adverse action if the request is not completed
collaboration
A collaborative approach works well in many environments
Collaboration occurs when the leader engages with subordinates or peers to apply influence by contributing to the outcome. The leader is making commitment more attractive to followers by stepping in and resolving problems, offering additional resources, or sharing in the work
rational persuasion
Rational persuasion is often used in combination with other approaches, particularly collaboration
Rational persuasion requires providing a broader context, logical argument, or explanations showing how a request is relevant to the goal and why something should or must be done. This is often the first approach a leader takes to gain compliance or commitment from subordinates and is more effective when others recognize the leader as an expert
Exchange
Exchange is an influence method that leaders use when they offer to provide incentives for gaining a higher level of compliance with orders or instructions. A four-day pass as reward for excelling during a maintenance inspection is an example of exchange. The use of rewards should be impartial and as objective as possible
Personal appeals
The leader makes a special appeal by highlighting special talents the subordinate or team have, as well as the unique bonds they all share before taking on a tough mission
Personal appeals occur when the leader asks for a subordinate’s support based upon their personal or longstanding professional relationship, generally out of loyalty.
apprising
In contrast to the exchange approach, the benefits of apprising are generally beyond the direct control of the leader to provide (e.g. this will prep you for a promotion by someone else later)
Apprising happens when the leader explains why an order or request will benefit a subordinate or team, such as explaining how performing a task a certain way that will save time
Pressure
when to use
Pressure is a suitable choice when the stakes are high, time is short, or previous attempts to direct action have not been successful
When subordinates perceive that pressures originate from their leader’s attempt to please superiors for personal recognition, resentment can quickly undermine an organization’s morale, cohesion, and quality of performance
Leaders should use this method infrequently, particularly in garrison, since it tends to create subordinate resentment, especially if the pressure becomes severe
Pressure occurs when leaders use explicit demands to achieve compliance, such as establishing deadlines for the completion of tasks and communicating negative consequences for those not met
Influence is the essential activity of leadership and refers to how people affect the intentions, attitudes, and actions of another person or group of people
Positive rapport and a sense of mutual trust make subordinates more likely to respond positively to a leader’s influence
Leaders indirectly influence others by demonstrating integrity, empathy, judgment, expertise, and commitment
Examples of rapport building include having genuine interest in a subordinate’s well-being, offering praise for a job well done, and taking time to understand a subordinate’s position on an issue.
compliance vs commitment vs resistance
definitions
Compliance is the act of conforming to a requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Active opposition to influence denotes resistance.
commitment
Once a leader builds commitment among followers, they will likely demonstrate more initiative, personal involvement, and creativity.
Leaders can strengthen commitment by reinforcing followers’ identification with the Nation (loyalty), the Army (professionalism), the unit or organization (esprit de corps), the leadership in a unit (respect), and to the mission (duty)
The best leaders generate a sense of commitment that causes subordinates to go beyond achieving the bare minimum. Compliance to legal and ethical orders, directives, and instructions is always required. Willing and eager agreement is commitment.
Army leaders can draw on a variety of techniques to influence others ranging from obtaining compliance to building commitment to a cause or organization. Specific techniques for influence fall along a continuum including pressure, legitimate requests, exchange, personal appeals, collaboration, rational persuasion, apprising, inspiration, participation, and relationship building (see ADRP 6-22 for more information). To succeed in creating true commitment, leaders determine the proper influence technique based on the situation and individuals involved. Keep in mind that the effects of influence are not often instantaneous. It may take time before seeing positive, enduring results
BALANCE: Balances mission and welfare of followers.
Identifying High Risk Behavior
A commander’s primary responsibility is to ensure the readiness, health, morale, welfare, and discipline of the unit.
Misconduct represents a conscious decision to accept both the risk associated with a prohibited activity (such as riding a motorcycle without a helmet) and the risk of being caught while violating the standard (the Army’s helmet policy)
Leaders identify subordinates who exhibit high-risk behavior and take action to reduce it whenever possible. High-risk behavior is a behavioral pattern that intentionally or unintentionally increases an individual’s probability of negative consequences. Examples include driving under the influence, failing to wear proper protective equipment, criminal activity, or illegal use of drugs. Studies also suggest a direct link between increased life stressors and increased high-risk behavior, so knowing subordinates well enough to understand when they are under increased stress is important.
Taking Care of Subordinates
Many leaders connect at a personal level with their subordinates, which helps leaders to anticipate and understand individual circumstances and needs
Effective leaders also recognize the need to provide reasonable comforts to bolster morale and maintain long-term operational effectiveness.
care for them by preparing them
Having genuine concern for subordinate health and welfare generates motivation, inspiration, and influence—it is the right thing for leaders to do. Army members will be more willing to go the extra mile for leaders whom they respect, and they are more likely to respect leaders who respect them
Team welfare is vital to completing a mission while maintaining morale. Taking care of followers will allow creation of a closer working relationship. Leaders must be able to keep an eye on the mission while being cognizant of and caring for the people working for them
Demonstrates full range of influence techniques. Continually assesses and monitors mission accomplishment and Soldier welfare. Attends to subordinate morale, physical condition, and safety. Implements interventions to improve situations. Assesses and mitigates prudent risk to maximize potential for success.
Influences others effectively. Assesses and routinely monitors effects of task execution on subordinate welfare. Monitors conditions of subordinate morale and safety. Implements appropriate interventions when conditions jeopardize mission success. Assesses and manages risk.
Inconsistently demonstrates influence techniques. Fails to monitor risk factors affecting others. Allows mission priority to affect subordinate morale, physical condition, or safety adversely. Hesitates to act when risk factors escalate.
It is the duty of leaders to motivate others to accomplish missions in accordance with the Army Values
Leaders on same page: Subordinates who see consistency will sense shared purpose and be less prone to distraction by confusing or conflicting guidance from different leaders.
Whether serving in the role of leader or subordinate, all are honor bound to perform their duties to the best of their abilities.
All Army leaders are followers; each reports to someone higher in the chain of command, ultimately up to the Secretary of the Army who answers to the President
Army leaders draw upon their character, presence, and intellect while leading others. Direct leaders influence others person-to-person, such as a team leader who instructs, encourages hard work, and recognizes achievement. Organizational and strategic leaders guide organizations directly through their subordinate leaders, using both direct and indirect means of influence. A company commander directly leads the platoon leaders, who in turn know what the battalion commander wants done, because the lieutenants understand the commander’s intent two levels up
LEADS BY EXAMPLE
components
Seeks diverse ideas and points of view.
Understands and models conceptual skills.
Demonstrates tactical and technical competence.
Leads with confidence in adverse situations.
Applies discipline.
Exemplifies the Warrior Ethos/Service Ethos.
Displays empathy.
Displays Army Values.
Models sound leader attributes and competencies. Exemplifies the Warrior Ethos through actions regardless of situation. Demonstrates competence, confidence, commitment, and an expectation of such behavior in others.
Demonstrates an understanding of leader attributes and competencies. Recognizes the influence of personal behavior and the example being set. Displays confidence and commitment when leading others.
Demonstrates conduct inconsistent with the Army Values. Displays a lack of commitment and action. Remains unaware of or unconcerned about the example being set.
Effective leaders clearly communicate what needs to be done and why.
Leaders motivate, inspire, and influence others to take initiative, work toward a common purpose, accomplish critical tasks, and achieve organizational objectives. Influence focuses on motivating and inspiring others to go beyond their individual interests and focus on contributing to the mission and the common good of the team
Leaders set goals and establish a vision, motivate or influence others to pursue the goals, build trust to improve relationships, communicate and come to a shared understanding, serve as a role model by displaying character, confidence, and competence, and influence outside the chain of command
PIC
character (be)
WADE, deadpool is a 'character'
EMPATHY
Attentive to other’s views and concerns. Takes personal action to improve the situation of Soldiers, Army, Civilians, family members, local community, and even that of potential adversaries. Breaks into training, coaching, or counseling mode when needed and role models empathy for others.
Demonstrates an understanding of another person’s point of view. Identifies with others’ feelings and emotions. Displays a desire to care for Soldiers, Army Civilians, and others.
Exhibits resistance or limited perspective on the needs of others. Words and actions communicate lack of understanding or indifference. Unapproachable and disinterested in personally caring for Soldiers.
DISCIPLINE
z: get your chores done regularly
Demonstrates discipline in one’s own performance and encourages others to follow good practices of discipline as well. As situations call for it, enforces discipline when others fail to adhere to Army Values or to other standard practices.
Demonstrates control of one’s own behavior according to Army Values and adheres to the orderly practice of completing duties of an administrative, organizational, training,or operational nature.
Fails consistently to adhere to rules, regulations, or standard operating procedures.
ARMY VALUES
Inconsistently demonstrates: loyalty, duty, respect, selfless service, honor, integrity, and personal courage. Demonstrates these with more than occasional lapses in judgment.
Consistently demonstrates: loyalty, duty, respect, selfless service, honor, integrity, and personal courage.
Models loyalty, duty, respect, selfless service, honor, integrity, and personal courage. Promotes the associated principles, standards, and qualities in others.
LDRSHIP
The Army Values are— Loyalty: bear true faith and allegiance to the Constitution of the United States, the Army, your unit and other Soldiers. Duty: fulfill your obligations. Respect: treat people as they should be treated. Selfless service: put the welfare of the nation, the Army, and your subordinates before your own. Honor: live up to the Army Values. Integrity: do what is right, legally and morally. Personal courage: face fear, danger, or adversity.
West Point slogan: Don't lie's cheat, steal or tolerate those who do.
Bullfrog death before dishonor.
WARRIOR ETHOS/SERVICE ETHOS
The Warrior Ethos connects Soldiers of today with those whose sacrifices have sustained America’s existence. The Warrior Ethos is crucial but Soldier commitment may be perishable. Consequently, the Army must continually affirm, develop, and sustain its Warrior Ethos. The key to the Warrior Ethos is a mindset developed through purposeful mental preparation. Growth in character, confidence, composure, mental agility, and resilience are outcomes of internalizing the Warrior Ethos, as well as the service ethos of DA Civilians.
The Warrior Ethos creates a collective commitment to succeed with honor.
soldier's creed
The Soldier’s Creed I am an American Soldier. I am a warrior and a member of a team. I serve the people of the United States, and live the Army Values. I will always place the mission first. I will never accept defeat. I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills. I always maintain my arms, my equipment and myself. I am an expert and a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.
Models the spirit of the profession of arms. Instills this behavior in subordinates and others.
Demonstrates the spirit of the profession of arms and commitment to the mission, to never accept defeat, to persevere through difficulties, and to always support fellow Soldiers.
Inconsistently demonstrates the spirit of the profession of arms. Downplays the importance of this sentiment.
professional attitudes and beliefs. selfless commitment
Subtopic
Leaders of character adhere to the Army Values, display empathy and the Warrior Ethos/Service Ethos, and practice good discipline.
warrior ethos/service ethos
army values
mindset and moral foundation behind actions and decisions
intellect (know)
TIMES tables
SOUND JUDGMENT
Often, leaders must balance facts, question assumptions, and sense intangible factors like morale or the enemy’s intent. Judgment contributes to the ability to compare possible courses of action and decide what one to take. There are times, particularly in combat, where there are no good decisions, only the least bad decision possible in the moment. Sound judgment requires consideration of consequences. It also includes the ability to assess strengths and weaknesses of subordinates, peers, and the enemy. Like mental agility, sound judgment is a critical part of problem solving and decision making
Judgment requires the capacity to assess situations accurately, draw rational conclusions, and make decisions. Sound judgment enables leaders to make sensible decisions in a timely manner, a quality critical to building trust with subordinates and earning their confidence
Judgment comes from experience and experience comes from bad judgments. - General Bradley
z: quickly assess situation, weigh factors (plans and resources), and make the best decision possible
EXPERTISE
cultural and geopolitical knowledge
Consideration of partners’ customs, traditions, doctrinal principles, and operational methods.
Leaders require cultural and geopolitical awareness to properly prepare subordinates for the places they will work, the people with whom they will operate, and the adversaries or enemies they will face
Cultural and geopolitical knowledge is awareness of cultural, geographic, and political differences and sensitivities
joint knowledge
Army leaders must understand how to integrate Army capabilities with those of the other Services and unified action partners, particularly at the organizational and strategic levels.
Joint knowledge is an understanding of joint organizations, procedures, and roles in national defense
technical knowledge
Leaders ensure their subordinates know how to operate and maintain their equipment, which often requires setting an example with a hands-on approach. They understand and explain critical equipment capabilities, strengths, and weaknesses. They provide context for the employment of friendly technical capabilities to their subordinates, which means leaders must also understand the operational environments in which they are used
Technical knowledge relates to equipment, weapons, systems, and functional areas. Leaders need to know how the equipment for which they are responsible works and how to use it. Subordinates generally expect their organizational leaders to be technically competent, and their direct leaders to be technically expert
Technical knowledge consists of specialized information associated with a function or system
tactical knowledge
quarterbacking/techniques/playbook
Fieldcraft encompasses all of the techniques associated with operating and surviving in austere, hostile field conditions, like camouflage, noise and light discipline, and field sanitation. Leaders set a positive personal example in terms of fieldcraft and ensure subordinates adhere to prescribed standards in a disciplined manner.
Their tactical knowledge allows them to employ individuals, teams, and organizations properly to accomplish missions at least cost in lives and materiel. Competent readiness- focused leaders seek professional military education opportunities to develop tactical knowledge and demand realistic operational conditions during training
Tactical knowledge relates to accomplishing military objectives during operations.
Leaders have a moral obligation to those they lead to improve their expertise continuously
MENTAL AGILITY
need critical AND creative thinking
Critical and creative thinking provide the basis for understanding, visualizing, and describing complex, ill-structured problems and developing approaches to solve them. Critical thinking provides a basis for reflection and continual learning. Creative thinking involves thinking in innovative ways using imagination, insight, and novel ideas. Critical and innovative thought are abilities that enable adaptability.
z: be able to see problem and come up with new approaches (plan A, B, C, D (or PACE)
Critical thinking examines a problem in depth from multiple points of view. The first and most important step in finding an appropriate solution is to isolate the main problem
Mental agility keeps leaders from fixating on the wrong problems or getting stuck on poor solutions. Agility enables thinking when current decisions or actions are not producing the desired results and a new approach is necessary.
Mental agility relies upon curiosity and the ability to reason critically. Inquisitive or intellectually curious leaders are eager to understand a broad range of topics and keep an open mind to multiple possibilities before reaching decisions
A leader’s mental agility to quickly isolate a problem and identify solutions facilitates seizing initiative and adapting effectively during operations when many things occur simultaneously and in close succession.
INNOVATION
Innovative leaders reinforce team building by making everybody responsible for—and stakeholders in—innovation.
Innovative leaders prevent complacency by finding new ways to challenge subordinates with alternative approaches and ideas.
Innovation describes the ability to introduce or implement something new. Innovative problem solvers tend to be inquisitive, looking to understand why something is the way it is or questioning how something could work better. Being innovative requires creative thinking that uses both adaptive (drawing from expertise and prior knowledge) and innovative approaches (developing completely new ideas)
INTERPERSONAL TACT
'tact' vs 'professional candor'
Composure
Effective leaders possess emotional self-control, which enables them to make ethical decisions and remain composed in high-pressure situations. They focus their energy on things they can positively influence, understanding that their emotional state impacts their team. Leaders who maintain composure can motivate others, while extreme emotional displays can undermine confidence. In combat scenarios, self-control is crucial as negative emotions can spread. These leaders also excel at reading others' emotions, adapting their interpersonal approach accordingly, and conveying urgency without causing chaos. They model the emotions they expect from their team and avoid venting frustrations publicly, recognizing its potential to increase stress within the organization.
Effective leaders maintain emotional self-control, enabling them to make ethical decisions, motivate their team through composure, and adapt to others' emotions while avoiding public venting to foster a positive organizational atmosphere.
Effective leaders are steady, levelheaded when under pressure and tired, and calm when facing danger. They model the emotions they want their subordinates to display and resist temptation to do or say what personally feels justified. They remember that venting frustrations publicly may seem to release stress, but actually tends to increase stress across the organization when not done judiciously for sound reasons.
Balanced leaders know how to convey urgency without throwing the entire organization into chaos.
They possess a range of attitudes, from relaxed to intense, from which to choose appropriately for the circumstances they face
Effective leaders can read others’ emotional states to employ the right balance of interpersonal tact and candor in a particular situation.
Self-control in combat is especially important—emotions like rage, panic, or fear can be contagious. Leaders who lose their composure cannot expect subordinates to maintain theirs
Displaying panic or no emotion at all are opposite extremes
A leader’s emotional state influences subordinates’ emotions. Balancing the right level and mix of emotions for a situation provides confidence. Extreme, rash displays of emotion can threaten subordinate confidence in a leader’s judgment.
Leaders understand that emotional energy sparks motivation and endurance. Enthusiastic leaders, who are in control of their emotions, will be able to energize others to rise above difficult conditions
Leaders must remain calm under pressure and expend energy on things they can positively influence rather than those things they cannot affect.
Effective leaders control their emotions. Emotional self-control, balance, and stability enable leaders to make sound, ethical decisions.
Recognizing Diversity
Personal perspectives vary within every individual human being and societal groups. Understanding the different backgrounds, qualifications, experiences, and potential of each of the individuals in an organization is an important part of being an effective leader. It is fundamental to knowing your people and harnessing their diverse skills and perspectives to build cohesive teams. Good leaders create conditions where subordinates know they are valued for their individual talents, skills, and perspectives that contribute to mission accomplishment.
appreciate and respect different backgrounds and viewpoints
z: communication test => is what you're saying and how you're saying it good for the mission or for the unit?
effectively interacting with others
Candor and tact are important aspects of personal composure and an element for effectively leading diverse organizations
Tact should be balanced by professional candor, in terms of saying what needs to be said or done for the good of the mission or the unit
It can be distilled down to the idea of honestly stating one’s views about an idea or another person as diplomatically as possible to ensure it is understood without causing unnecessary offense.
Intellect is comprised of the mental tendencies or resources that shape a leader’s conceptual abilities and affect a leader’s duties and responsibilities. Leaders with high intellect are mentally agile, good at judgment, innovative, tactful around others, and expert in technical, tactical, cultural, geopolitical, and other relevant knowledge areas.
Intellect is fundamental to successful leadership. Intellect consists of one’s brainpower and knowledge. Intellect enables leaders to think creatively and critically to gain situational understanding, make sound judgments, solve problems, and take action. Intellect allows leaders to reason analytically, critically, ethically, and with cultural sensitivity. Intellect is involved in considering the intended and unintended consequences of the decisions a leader makes. Effective leaders must anticipate the second- and third-order effects of their decisions.
presence (be)
Leaders who routinely share in hardships and dangers have firsthand knowledge of what they are asking subordinates to do, and show their subordinates that they are not above putting themselves at the same level of risk or discomfort.
subordinates are always observing how leaders carry themselves,
Part of projecting a positive leadership presence is being comfortable in one’s own skin.
Presence represents who leaders are and what they stand for. Every leader has presence.
The actions, words, and the manner in which leaders carry themselves should convey confidence, competence, and a positive example for others to emulate.
Unfortunately, some lose the respect and confidence of their subordinates because their presence provides little or no positive effect on others.
VISIBLE, WALK THE TALK, ROLE MODEL Presence is how others perceive a leader based on the leader’s appearance, demeanor, actions, and words. Leaders with presence demonstrate military and professional bearing, fitness, confidence, and resilience. The actions, words, and the manner in which leaders carry themselves should convey confidence, competence, and a positive example for others to emulate Leaders able to do what they ask others to do, who can ‘walk the talk,’ generate a positive reputation that contributes to their effective presence around Soldiers.
Be Confident for Respect
summary
Military and professional bearing: projecting a commanding presence, a professional image of authority, calmness under pressure, and control over emotions. Fitness: looking like a fit, professional Soldier, having the strength, and endurance to lead others from the front, and being physically able to do what subordinates are expected to do. Confidence: projecting self-confidence and certainty in the unit’s ability to accomplish the mission, able to retain composure and demonstrate calm through steady control over emotion. Resilience: demonstrating the psychological and physical capacity to overcome failures, setbacks, and hardship.
RESILIENCE
Resilience enables leaders and their organizations to endure and ultimately prevail over hardship. Resilience and commitment to accomplish the mission is critical to overcoming adversity. Resilient Soldiers can recover quickly from setbacks, shock, and injuries while maintaining focus on their jobs and the mission. Resilient leaders learn and grow from experiencing difficult situations. Leaders instill resilience and a winning spirit in subordinates through personal example and tough, realistic training.
Resilience: demonstrating the psychological and physical capacity to overcome failures, setbacks, and hardship
Tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.
evalutation
Quickly recovers from setbacks. Focuses on the mission and objectives during shock, injuries, and stress. Maintains organizational focus despite adversity. Learns from adverse situations and grows in resilience.
Recovers from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.
Slowly recovers from adversity or stress. Inconsistently maintains a mission or organizational focus after a setback.
FITNESS
why
It is a leader’s duty to stay healthy and fit since the leader’s decisions affect the welfare of the entire organization. Fit and healthy leaders motivate and challenge subordinates to become like them. Staying healthy and physically fit enables Soldiers to cope with the psychological effects of extended operations.
Poor physical fitness multiples the effects of stress, eventually compromising mental and emotional fitness.
Physically fit people feel more competent and confident, handle stress better, can work longer more effectively, and recover faster from hardship. Physical fitness is the cornerstone of combat readiness.
dont
Health fitness includes avoiding things that can degrade personal health, such as, substance abuse, tobacco use, over-eating, as well as overuse of caffeine, energy drinks, and other stimulants
do
To maintain peak performance, leaders and Soldiers need exercise, sufficient sleep, nutritional food, and adequate hydration
Health fitness includes having routine physical exams and keeping immunizations current, as well as practicing dental hygiene, personal grooming, and cleanliness when in the field during training and operations.
goal is not buffness, but
Preparedness for operational missions should be the primary focus of the unit’s fitness program. The forward-looking leader develops a balanced fitness program that enables Soldiers to execute the unit’s most challenging missions.
not just physical fitness but also
physical, psychological, and behavioral health.
physical, spiritual, social, mental fitness
Fitness: looking like a fit, professional Soldier, having the strength, and endurance to lead others from the front, and being physically able to do what subordinates are expected to do
Having sound health, strength, and endurance that support one’s emotional health and conceptual abilities under prolonged stress.
Models physical health and fitness. Strength and endurance supports emotional health and conceptual abilities under prolonged stress. Energetic attitude conveys importance of fitness to others.
Displays sound health, strength, and endurance that support emotional health and conceptual abilities under prolonged stress.
Physical health, strength, or endurance is not sufficient to complete most missions. Fitness level unable to support emotional health and conceptual abilities under prolonged stress.
CONFIDENCE
Effective leaders temper confidence with humility—the understanding that no one is perfect, all knowing, or always correct and that human beings have limitations. Humility prevents overconfidence and arrogance.
Confidence is the faith leaders place in their abilities to make decisions and take appropriate action in any situation, no matter how stressful or ambiguous tempered with humility and sense of human limitations
Confidence: projecting self-confidence and certainty in the unit’s ability to accomplish the mission, able to retain composure and demonstrate calm through steady control over emotion.
Demonstrating composure and outward calm through control over one’s emotions.
Projecting self-confidence and certainty in the unit’s ability to succeed
Sense of ability to make right decisions and take right action, tempered with humility and sense of human limitations.
Projects self-confidence and inspires confidence in others. Models composure, an outward calm, and control over emotions in adverse situations. Manages personal stress, and remains supportive of stress in others.
Displays composure, confidence, and mission-focus under stress. Effectively manages own emotions and remains in control of own emotions when situations become adverse.
Inconsistently displays composure or a calm presence. Allows a setback to derail motivation. Displays a less than professional image of self or unit.
MILITARY AND PROFESSIONAL BEARING
The Army expects all Army members to look and act as professionals. Skillful use of professional bearing—fitness, courtesy, proper military appearance, appropriate civilian attire, and professionally correct behavior in accordance with established Army standards sets the professional tone with which a unit functions. A professional military demeanor establishes credibility, sets expectations, and reduces organizational ambiguity. Consistent professionalism strengthens mutual respect among members of the team.
Military and professional bearing: projecting a commanding presence, a professional image of authority, calmness under pressure, and control over emotions
Projecting a professional image of authority
Setting the example and upholding standards.
Demonstrating character, competence, and commitment.
The new commander quickly endeared himself to his subordinates as he patrolled daily, sharing risk and hardship.
evaluation
strength
Models a professional image of authority. Commanding presence energizes others. Exemplifies adherence to standards through appearance, demeanor, actions, and words.
standard
Possesses a commanding presence. Projects a professional image of authority. Demonstrates adherence to standards.
need
Inconsistently projects a professional image of authority. Actions lack a commanding presence. Allows professional standards to lapse in personal appearance, demeanor, actions, and words.
motivation
Motivation is the will and initiative to do what is necessary to accomplish a mission. While motivation comes from within, others’ actions and words affect it. A leader’s role in motivation is at times to understand others’ needs and desires, to align and elevate individual desires into team goals, and to inspire others to accomplish those larger goals, even if it means risking their lives. At other times, such as time constrained or dangerous situations, the leader gets subordinates to do things quickly and explain the reasons why later. 1-80. Indirect approaches to motivation can be as successful as direct approaches. Setting a personal example can sustain the drive in others. This becomes apparent when leaders share hardship and risk with subordinates. Leaders who personally share hardship and risk demonstrate to subordinates that they are invested in the outcome and willing and able to do what they ask subordinates to do. Indirect approaches such as these build confidence about the judgment, commitment, and attitude of the leader. 1-81. How leaders motivate others matters. There are practices that are always positive, while others are good or bad depending on the context of the situation. There are those who can inspire others to act because they respect the leader’s judgment, respect that the leader earned. Earning this type of personal respect takes time, so leaders may need to motivate others initially based upon the authorities and respect inherent in their duty position. In either case, leaders should be judicious about using pressure or threat of punishment when motivating others, because doing so too often or when unnecessary breeds resentment and low morale. Aspiring leaders observe many different methods others use to motivate subordinates, and should remember and practice those that were most effective while avoiding those that negatively affected an organization.
direction
The Army requires leaders who provide direction and subordinates who can execute without the need for continuous guidance. The Army needs leaders who understand, train, and employ mission command during the course of their duties. Mission command is the Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation (ADP 6-0). Mission command recognizes that no single person in an organization or unit can make every important decision at every critical moment, nor can a single person keep up with the number of simultaneous decisions organizations require during combat or other time-constrained environments. See ADP 6-0 for further discussion about mission command.
Direction is telling others what to do. Providing effective direction requires that leaders communicate the desired end state for the direction they provide. To accomplish a mission, leaders prioritize tasks, assign responsibility, supervise, and ensure subordinates perform to standard. They ensure subordinates clearly understand their guidance, while allowing subordinates the opportunity to demonstrate initiative within the overall commander's intent. Providing clear direction allows subordinate initiative to adapt their tasks within the commander’s intent when circumstances change.
influence
Influencing is persuading people do what is necessary. Influencing entails more than simply passing along orders
purpose
Leaders provide clear purpose for their subordinates. Purpose gives subordinates a reason to achieve a desired outcome. Leaders convey purpose through direct means such as requests, directives, or orders. Leaders inspire subordinates to do their best by instilling a higher purpose that rises above self-interest. They explain why something should or must be done and provide context whenever possible. Subordinates who understand why they are doing something difficult and discern the higher purpose are more likely to do the right thing when leaders are not present to direct their every action.
