Leadership Development Program

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Training Materials In Support of I-BCT COL Kent
Ervin, Director of Collective Training, TRADOC
DCST
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Agenda

• The Bottom Line
• What Are We Driven By?
• What Do We Want To Achieve?
• How Are We Getting There?
• Building Block Approach
• Nested Leadership Training
• Leadership Vignettes
• Endstate

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The Bottom Line

• We are about leadership it is our stock in
  trade, and it is what makes us different. We
  take soldiers who enter the force and grow them
  into leaders for the next generation of
  soldiers (CSA Vision Statement)
• A completely new and unique way of training
  leaders -- based on FM 22-100
• Strengthening the organizational pillar of
  leader development through a structured,
  comprehensive leader development program
• LEADERSHIP DEVELOPMENT PROGRAM
• NO MISSION MORE IMPORTANT!

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What Are We Driven By?

• The Operational Environment
• The CSAs Vision
• The BCT O O

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What Do We Want to Achieve?

• Adaptive Leaders
• Expand the leaders experience base
• Set conditions for structured leadership
  development
• Reinforce FM 22-100 and OO behavior
• Emphasize decentralized operations with leaders
  who use initiative within intent
• Set conditions for NCOs to run training

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3RD, 4TH ORDER EFFECTS
(3)
(9)
(27)
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What Do We Want to Achieve? Adaptive Leaders

• A leader who can influence peopleby providing
  purpose, direction, and motivationwhile
  operating in a complex, dynamic environment of
  uncertainty and ambiguity to accomplish the
  mission and improving the organization. (IBCT
  OO)

• Decisive
• Balance human leadership dimension with
  technology
• Comfortable with uncertainty (agile and
  flexible)
• Focused, quick learner
• Empowering decentralized leader - initiative
  with intent
• Build cohesive, trusting teams with candor
• Can use force across the full spectrum of
  conflict

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How Are We Getting There? FM 22-100s Leadership
Model
Values Attributes Skills Actions
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How Are We Getting There? Guiding Principles
for Ldr Development

• Understand that
• Leaders are the primary experts and trainers
• Leaders are essential to the adaptability and
  versatility of the BCT OO demands
• Distributive and decentralized operations of
  the OO requires leaders use initiative within
  intent
• High tempo and high dispersion of the OO
  demands high cohesion within and among units
• Initial leader training is conversion
  training
• Train leaders up front so that they execute
  training relative to OO, not their former
  experience
• Sustain leader training with periodic training
  to stay within the band of excellence

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Building Block ApproachTactical Senior Leaders
Courses

• PURPOSE TRAIN TACTICAL LEADERS HOW THE IBCT
  FIGHTS
• COURSE STRUCTURE
• AUDIENCE BN AND CO LEVEL LEADERSHIP
  ACROSS THE IBCT
• PHASE I SEVEN DAY PHASE
• -- THREE DAYS COMMON CORE ORGANIZATION,
  LEADERSHIP, SSC ENVIRONMENT AND TRAINING
• -- THREE DAYS OF FIGHTING TRAINING BY
  PROPONENTS
• -- ONE DAY SCHEDULED FOR RETRAINING
• -- FOCUS ON SQUAD, PLATOON AND CO LEVEL TNG
• PHASE II CRUCIBLE EVENT IN DEC 00
• -- TAUGHT IN FIVE ITERATIONS (THREE AT FT LEWIS,
  ONE EACH AT FT HUACHUCA AND FT GORDON)
  

Tactical Leaders Course

• PURPOSE TO TEACH THE SENIOR IBCT LEADERSHIP
  ON IBCT UNIQUENESS
• COURSE STRUCTURE
• AUDIENCE BN AND BDE CDRs, SELECTED
  STAFF AND SENIOR NCOs ACROSS THE IBCT
• -- TAUGHT AT SIX LOCATIONS LEWIS, LEE,
  HUACHUCA, KNOX, BENNING AND LEAVENWORTH INTRO
  AND OVERVIEW AT LEWISTHEN FIVE DAYS AT EACH
  PROPONENT CENTER
• -- FIRES EFFECTS AND CSS INTEGRATED INTO
  INSTRUCTION AT LEWIS, BENNING, KNOX AND
  LEAVENWORTH
• -- COURSE EXECUTED 15 JUN 00 THRU 25 AUG 00

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Building Block ApproachLeadership Sustainment
Training

• Leaders Training IAW FM 25-100 Model

• PURPOSE CONTINUED LEADERSHIP DEVELOPMENT
  THROUGH A STRUCTURED PROGRAM
• PROGRAM STRUCTURE
• -- EXECUTED QUARTERLY TRAINING AND EDUCATION
  IN THE UNIT FOR 5 DAYS
• -- NESTED LEADERSHIP EXPERIENCES AND
  ACTIVITIES
• GOALS ARE TWOFOLD
• -- EDUCATION TO UNDERSTAND THE HUMAN DIMENSION
  OF LEADERSHIP AND WAR AND THE COMPLEXITIES OF
  THE SSC ENVIRONMENT
• -- TRAINING TO EXPAND LEADERS EXPERIENCE
• BASE TRAIN TO USE INITIATIVE WITHIN INTENT

Leadership Sustainment Training
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Building Block ApproachNon Commissioned Officer
Education Program

• PURPOSE PROVIDE CIVILIAN EDUCATION THAT WILL
  ENHANCE NCO PROFESSIONAL DEVELOPMENT
• PROGRAM STRUCTURE
• -- PROVIDE TWO 3 CREDIT HOURS COLLEGE COURSES
• -- AUDIENCE PRIMARILY AT SSG-LEVEL
• -- HUMAN DIMENSIONS OF LEADERSHIP IN COMBAT
  FOCUS ON THE PRACTICAL APPLICATION OF THE
  PRINCIPLES AND CONCEPTS OF BEHAVIOR SCIENCE TO
  INTERPERSONAL RELATIONSHIPS IN A COMBAT
  ENVIRONMENT
• -- SMALL SCALE ENVIRONMENT INTRODUCES
  VARIOUS PERSPECTIVES ON GLOBAL ISSUES EMPHASIZING
  THE INCREASINGLY INTERDEPENENT NATURE OF THE
  WORLD. CASE STUDIES INCLUDE PANAMA, SOMALIA,
  HAITI, BOSNIA KOSOVO

Non- Commissioned Officer Education Program
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Building Block Approach Sustainment Training 5
Days Quarterly
Day 5
Day 4
Day 3
Day 2
Day 1
Individual Skills Sustainment
NCO Driven
Special Skills Sustainment
Low Density MOS Training
Officer Heavy
Nested Leadership Development
Selected NCOs
NCO Leadership Development
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• Nested Ldrship Tng Program

• CHARACTERISTICS
• DOCTRINE BASED LEADING FIGHTING
• HAS THREE LEVELS IN A NEST
• FOCUSED ON LEADERSHIP SKILLS
• USES A VARIETY OF TNG MEANS
• -- SEMINARS/DISCUSSIONS
• -- MAPEX
• -- VIDEO
• -- TEWT
• DEVELOPS A COMMON UNDERSTANDING AMONG LEADERS
• INCREASES LDRS EXPERIENCE LEVELS BY SOLVING
  VARIOUS PROBLEMS WITHIN THE MULTIPLE VIGNETTES

AS REQUIRED BY CDRs
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Leadership VignettesConcept

• Based on leadership skills Interpersonal,
  Conceptual, Technical, Tactical
• Two vignettes based on tactical skills particular
  to the IBCT OO using the Kosovo common scenario,
  other two on the other leadership skills
• Vignette drivers seminar/discussion, MAPEX,
  video, TEWT

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Leadership VignettesConcept

• Four daily 90 minute vignettes per nest level
• -- Two in AM
• -- Two in PM
• -- Other formats as required
• Leaders can conduct training without external
  assistance
• Vignettes have a band of acceptable correct
  solutions consistent with Army Doctrine
  (leading and fighting)

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Leadership VignettesFormat

• Problem introduction
• Problem solution
• -- Group
• -- Sub-nest
• -- Individual
• Back-brief
• Nested discussion and after action review
• Next vignette

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Ldrship Vignettes - Inf Co Conduct Area Presence

• FRIENDLY FORCES
• IBCT ASSUMES SECURITY OF KACANIC CORRIDOR FROM
  1/325 PIR OCCUPIES SECTOR GNJILANE ENGAGES
  GORDIAN SPF UNITS IN SECTOR
• MISSION O/O 2-3 IN CONDUCTS AREA PRESENCE TO
  ESTABLISH A STABLE ENVIRONMENT AND SECURE KEY
  HOST NATION FACILITIES. CONDUCTS AREA PRESENCE
• INTENT DENY THE ENEMY THE ABILITY TO INTERDICT
  OPERATIONS AT KEY FACILITIES AND ALLOW FREEDOM OF
  MOVEMENT
• KEY BN TASKS
• MAINTAIN SECURITY OF PRISTINA
• AIRFIELD
• SECURES PRISTINA (MOUT)
• MAINTAIN SITUATIONAL AWARENESS
• LIAISON WITH NGO/PVO CIVIL
• AUTHORITIES
• THREAT INCIDENTS
• ATTACKS AGAINST REFUGEES ALONG LOCS
• INCREASED CROSS BORDER COMMS WITH CONVENTIONAL
  GORDIAN UNITS
• SNIPER SMALL UNIT LEVEL ATTACKS AGAINST US
  FORCES
• ATTACK KAZARIANS TO DRIVE THEM OUT OF PRISTINA
• FACTS
• POWER STATION VITAL (TWO STORY BLDG)
• TWO SQD SIZE ATTACKS HAVE OCCURRED WITHIN PAST
  24 HRS

• TASKS
• T CONDUCT AREA PRESENCE
• P ESTABLISH STABLE ENVIRONMENT
• T DEFEAT SMALL UNIT ACTIONS
• P MAINTAIN FREEDOM OF ACTION IN ZONE
• T SECURE PRISTINA POWER STATION
• P MAINTAIN POWER SOURCE FOR LOCAL POPULACE

OBJ K

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Ldrship Vignettes - Inf Co Conduct Area Presence

• CONSTRAINTS
• USE OF DF WPNS IN POPULATED AREAS DELEGATED TO
  CO CDR
• USE OF LESS THAN DEADLY FORCE SHOULD BE EMPLOYED
  WHEN SUFFICIENT UNITS MAY DETAIN CIVILIANS WHO
  PHYSICALLY OPPOSE ACCOMPLISHMENT OF THE MISSION
• VIGNETTE REQUIREMENTS
• MAKE A TENTATIVE PLAN
• FBCB2 UPDATE PROVIDED

• TASKS
• T CONDUCT AREA PRESENCE
• P ESTABLISH STABLE ENVIRONMENT
• T DEFEAT SMALL UNIT ACTIONS
• P MAINTAIN FREEDOM OF ACTION IN ZONE
• T SECURE PRISTINA POWER STATION
• P MAINTAIN POWER SOURCE FOR LOCAL POPULACE

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Endstate

• Adaptive Leaders
• Expand the leaders experience base
• Set conditions for structured leadership
• development
• Reinforce FM 22-100 and OO behavior
• Emphasize decentralized operations with leaders
  who use initiative within intent
• Set conditions for NCOs to run training