Read-Ahead for CSA LDTF 5 Feb2013 Fitzgerald Version 29 JAN 13

7/29/2019 Read-Ahead for CSA LDTF 5 Feb2013 Fitzgerald Version 29 JAN 13

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Chief of Staff of the Army

Senior Leader Forum:

Leader Development Task Force (CSA LDTF)05 February 2013

Chair - LTG David H. Huntoon, Jr.

Co-Chair - GEN (R) Fred Franks

1For Official Use Only


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Participants will gain a better understanding of the

Chief of Staff of the Army Leader Development Task

Force Study

Participants will also learn how it fits into the

outline of the Leader Development Strategy and will

provide feedback to the proposed direction, whichwill allow the CSA to continue to gain a broader

consensus.

Objective

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Eight Installation visits:

Surveys/Focus groups

550 officersAC/USAR/ARNG

Three Commander's Forums:

21 Company Commanders

16 Battalion Commanders

11 Brigade Commanders

Mission Command Conference

Army-wide Survey:

12,022 respondents

AC/USAR/ARNG officers

(O-1 thru O-6)

Consulted with senior leaders:

TRADOC, FORSCOM, ARNG, CAR,

DAS, CAC, G1, G3/5/7, M&RA

Reviewed current leader develop-ment initiatives

Historical Review of previous

Leader Development studies:

Officer Personnel Management

System XXI Study (1997)

The ATLDP Report (Officer and

NCO) (ATLDP-2002)

Strategic Leadership

Competencies (SSI-2003)

Competency Based Future

Leadership Requirements

(ARI 2004)

RETAL 21-Pentathlete(AWC-2006)

Talent Implications

(OEMA-2009)

Division Commander Report

(2010)

CASAL 2011 Survey/Report

Four Senior Leader Panels:

M&RA

TRADOC (CAC,CAL)

Army G1, G3/5/7, HRC

USAR

ARNG

Cadet Command

Scholars

CC, BN, BCT CDRs

Chief of Staff, Army

Leader Development Task Force

Totality of Work

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Strategic Priorities

October 23, 2012 -- CSA Remarks at AUSA Eisenhower Luncheon

Decisive defeat of any enemy on land remains our top priority. The Army represents one of America's most

credible deterrents against future hostility.

The Army also plays a critical role in shaping the strategic environment. Our Force has honed its tremendous

skills not only in battle, but also quelling civil unrest, countering terror, demilitarizing former combat zones,

protecting vulnerable populations, and providing disaster relief.

As we face an uncertain future and declining operational demand, we must develop leaders with the breadth

and depth of experience necessary to meet tomorrow's demands.

First, this requires embedding Mission Command in our professional culture.

Second, our leaders must be the stewards of the Army Profession.

Mentorship of Soldiers is critical so that leaders help Soldiers grow.

Finally, we must evolve our leader development and talent management from the team and squad level

all the way to the very top.

2012 Army

Strategic Planning Guidance

Develop leaders to meet the

challenges of the 21st Century.

2012 Army Posture Statement

We must ensure that our Armyas

part of Joint Force 2020is adaptive,

innovative, flexible, agile, integrated,

synchronized, lethal and discriminate.

CSAs Marching Orders

Adapt leader development to meet our

future security challenges in an

increasingly uncertain and complex

strategic environment.

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Army Leader Development

Model

Source: Draft ALDS 2013

Peer and DevelopmentalRelationships

Peer and Developmental

Relationships

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Leader development occurs through the life-long synthesis of the training, education,

and experiences acquired through opportunities in the operational, institutional, and

self-development domains

SA and CSA issue the ALDS 2013 ARMY Wide

Develop leaders to meet the challenges of the 21st Century.

Army Leader Development

Strategy 2013

Intent

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Why do we need an ALDS?

To effectively align the components of training, education, and experience

across the three developmental domains of operational, institutional, and self-

development

To provide vision and guidance for developing leaders of all cohorts who

exercise mission command while executing unified land operations

ALDS Implementation & ACOM Involvement:

ALDS Implementation becomes an ATLDC agenda item

Supporting strategies for each LD component may need to be developed or

require adjustments: Army Training Strategy, Army Learning Model (EducationStrategy), Experience Strategy

Units/Orgs use these strategies as the basis for developing their unique LD

programs

ALDS Implementation

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Ends:

Vision: develop leaders to meet the challenges of the 21st Century

Leader Requirements Model (ADP 6-22)

Officer, Warrant Officer, NCO, Civilian Ends

Ways:

Set conditions for effective leader development Support a broad range of developmental opportunities

Develop subordinates as a leader responsibility

Provide conditions that optimize developmental opportunities

Officer, Warrant Officer, NCO, Civilian Timelines

Additional enablers (CASAL, MSAF, TSS, CTC, Schools, ACT, ALM)

Developing Strategic Leaders

Means:

Will, time, and funding

GO-level governance (ALDP, ALDF, ATLDC, HCEB, TGOSC, OPMS, CWT)

ALDS Ends, Ways, Means

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INPUT

Fear of retrograding to stifling and risk averse command environments. Sense a return to a zero-defect environment.

90% surveyed believe to a great extent or very great extent their success as an

officer depends upon their ability to practice mission command.

28% surveyed believe to a slight extent or not at all that higher headquarters

underwrites prudent risk in deployed operations.

Mission Command

Current Army initiatives Draft ALDS

ADP 6.0/ADRP 6.0

Chairmans White Paper

Chiefs Marching Orders

ADP 7.0

Army Training Strategy

Barriers

Return to metrics and

accountability /more selective

promotion rates may counter

mission command.

Officers natural desire to

control

ADP 6.0 difficult to apply to

institutional environment.

Recommend the Army embrace the

philosophy and warfighting functions of Mission Command

in all domains of the Army Profession.

OUTCOMEOfficers who grow faster, assume responsibilities quicker, are more capable as

senior officers, and able to create their own mission command environment.

The ability to achieve mission success in the disaggregated, decentralized,

operational scenarios of the future, and the ability to aggregate forces and

effects when required.

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The U.S. Army must embrace the philosophy and warfightingfunctions of Mission Command in all domains of the ArmyProfession. CSA directs a pre-existing organization to determine implementation plan for

the Army Training Strategy to fit into the framework of Mission Command.

Use the CTC Program to coach, mentor, train leaders regarding MissionCommand.

Educate raters and senior raters on how to use the OER to evaluate officersregarding Mission Command.

Initiate a writing campaign on how Mission Command should be implementedin todays environment.

Include in the annual CASAL study precise Mission Command questions to

determine which areas need emphasis and to allow officers to providefeedback.

Teach Mission Command case studies in officer PME using methods such asleader challenge.

Recommendations

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INPUT

59% of Army leaders are rated effective at developing their subordinates,

while only 45% are rated effective at creating or identifying opportunities for leaderdevelopment. (CASAL 2011)

53% of survey respondents are either neither satisfied/or dissatisfied, dissatisfied

or strongly dissatisfied with their understanding of how professional growth

counseling occurs.

41% believe to a slight extent or not at all that higher headquarters sets clear

priorities for their units leader development plan.

50% of survey participants said that a lack of time to a great extent or very great

extent interfered with an effective leader development plan in their current unit

or organization.

Develop Others

Current Army initiatives CGSC Interagency Exchange

Life-Long Learning Strategy

Structured/Guided Self-

Development Program

Culture and Foreign Language

Training

Redesign Captains Career

Course

Mid-Grade Learning Continuumfor 2015

CTLT, Cultural immersion

programs (Pre-Commissioning)

Competitive ILE

Branching Process for Officers

Barriers

Lack of emphasis on and

understanding of Leader

Development decreases its priority.

Variety of pre-commissioning

sources make it very difficult to set

and evaluate standards.

Strengthen the Focus on Development of others

in the Officer Leader Development System

OUTCOME A Leader Development System that is multidimensional, continuous,

progressive, and lifelong that occurs in the operational, institutional and self-

development domains.

Officer leaders committed to developing warriors so they are capable of

serving in todays dynamic and unpredictable operational environment.

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Army Leaders must commit to developing others. Define and enforce leaders developmental responsibilities.

Strengthen the focus on developing others in the Leader DevelopmentSystem.

Develop a program that provides reserve component officers the opportunityto serve on the staff within a variety of Army commands.

Develop a predictive training / operational model for active component andreserve units to train and then deploy together.

Incorporate social intelligence as a developmental objective in the ArmyLeader Development Strategy.

Require comments on OERs that speak directly to how effectively a leader isdeveloping subordinates.

Determine if mandatory OPDs are still a relevant construct for todays Army.

Require teaching in PME as a prerequisite for LTC and Colonel command.

Policy of no more than two years of KD time and no more than three yearstime on station for Majors so they can be afforded an appropriate broadeningexperience.

Recommendations

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INPUT

50% believe personnel evaluations and promotion decisions are accurate. 41%

percent believe duty assignments effectively balance force needs with individualneeds and capabilities. (CASAL 2011)

88% believe assigning officers who are most qualified to instruct as instructors in

PME courses would be either effective or very effective at improving officer leader

development.

75% believe an individual personnel management system that moves away from

year group decisions and broadens the window for completion of key developmental

assignments would either be effective or very effective at improving leader

development.

83% believe an increased number of broadening assignments would either beeffective or very effective at improving leader development.

Officer Career Management

Current Army initiativesEstablish Army Career

Tracker

MSAF

Broadening Experiences

Align PME to ARFORGEN

Optimize ILE Opportunities

Faculty Selection and

Assignment (HRC/OPMS)

Branch Talent Management

Barriers

The culturally engrained timeline

for a successful career.

Officers fear of blunt, honest

feedback (candor).

Defense Officer PersonnelManagement Act (DOPMA)

Transform Officer Career Management

OUTCOME

A force where human capital is being effectively utilized/retained given the

myriad of talents, experiences, and intellect that resulted from over a decade

of war.

An Army that makes better informed and precise personnel decisions to

ensure our readiness posture is best positioned to meet the security threats

Of a volatile and uncertain future.

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Transform Officer Career Management.

Develop a portfolio to capture officers assessments, experiences,psychometrics, special skills, and desires for consideration duringassignment/promotion process.

Implement Green Pages throughout the Force.

Implement new MSAF. Establish Assessment Center at CGSC.

Administer Graduate Record Exam (GRE) at Captains Career Course

Implement Leader Assignment and Development Panels (LADP).

Confirm in our culture the importance of Institutional assignments.

Improve the management of officers attendance at OES.

Review Pre-commissioning standards for scholarships/admission.

Ensure (leader) developmental quality of assignments.

Transition from cohort centric to individual centric personnel management.

Promote a continuum of service model for AC/RC/NG.

Recommendations

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Implementation

Create an implementation task force led by a General Officer (GO) to

champion the CSAs recommendations. Reports monthly to CSA.

Ensures body of work and directions proposed:

Remain the priority of all proponents for Army leader development.

Are synchronized with the Army Leader Development Strategy.

Are coordinated with all current leader development initiatives.

The scope and academic rigor of this study are historically

unprecedented!

We must maintain enthusiasm and support for implementation across the enterprise!

The recommendations that emerged are too important to gradually slip into institutional

irrelevancy.

Without a forcing function, we will not achieve transformational change.

M&RA

Rep

FORSCOM

Rep

TRADOC

Rep

G-3

Rep

G-1

Rep

GO

TF Lead

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Documents

Read-Ahead for CSA LDTF 5 Feb2013 Fitzgerald Version 29 JAN 13