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Welcome to Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters where we can create a culture of excellence, collaborate creativity, and celebrate success.
This week, because of your efforts, lives will be changed, legacies will be started and generations will be impacted. What you do matters…..you make a difference.
Leadership Lesson ADRP 6-22
PART ONE: THE BASIS OF LEADERSHIP
CHAPTER 1: FUNDAMENTALS OF LEADERSHIP
CHAPTER 2: ROLES AND LEVELS OF LEADERSHIP
PART TWO: THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE, AND INTELLECT
CHAPTER 3: CHARACTER
CHAPTER 4: Presence
CHAPTER 5: INTELLECT
PART THREE: COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEVELS
CHAPTER 6: LEADS Others
- BUILD TRUST
- EXTEND INFLUENCE BEYOND THE CHAIN OF COMMAND
- LEADS BY EXAMPLE
CHAPTER 7: DEVELOPS
- CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DE CORPS
- SETTING THE CONDITIONS FOR POSITIVE CLIMATE
- Fairness and Inclusiveness
- Learning Environment
- Assessing Climate
- Dealing with Ethics and Climate
- BUILDING COHESION AND TRUST
- ENCOURAGING INITIATIVE
- DEMONSTRATING CARE FOR PEOPLE
- PREPARES SELF
- BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
- EXPANDING KNOWLEDGE
- DEVELOPING SELF-AWARENESS
7-42. Self-awareness has the potential to help leaders become better adjusted and more effective. As a critical element of adaptability, self-awareness enables leaders to recognize their strengths and weaknesses across a range of environments and progressively employ strengths to correct these weaknesses. To be self aware, leaders must be able to formulate accurate self-perceptions, gather feedback on others’ perceptions, and change their self-concept as appropriate. Being self-aware ultimately requires leaders to develop a clear, honest picture of their capabilities and limitations.
7-43. To adapt, a leader’s assessment of abilities and limitations must change as a given situation changes. This makes having an accurate and realistic evaluation of one’s strengths and weaknesses essential to everything a leader does. Every leader has the ability to be self-aware. Competent leaders understand the importance of self-awareness—an on-going process whereby leaders take time to reflect upon their identity, values, goals and performance abilities. Self-aware leaders gain the trust of their subordinates by engaging in authentic actions that correspond to who they are and of what they are capable.
7-44. Subordinates see leaders who lack self-awareness as arrogant or disconnected. They may be technically competent but lack awareness as to how others see them. This may obstruct their readiness to learn and ability to adapt. Lacking awareness can keep them from creating a positive, learning work climate. Self-aware leaders sense how others react to their actions, decisions, and example.
7-45. Self-aware leaders are open to feedback and actively seek it. A leader’s goal in obtaining feedback is to develop an accurate self-perception by understanding other people’s perceptions. The Army provides the Multisource Assessment and Feedback program as a formal measure of peer, subordinate, superior, and self-impressions. It may provide critical feedback and insights that are not apparent otherwise. Another awareness tool is the AAR process to help units and individuals identify strengths and weaknesses. It is important to realize that feedback does not have to occur in formal counseling, surveys, or sensing sessions. Some of the best feedback comes from talking informally with Soldiers and Army Civilians.
7-46. Self-aware leaders analyze themselves and ask hard questions about experiences, events, and their actions. They examine their own behavior seriously. Competent and confident leaders make sense of their experience and use it to learn more about themselves. Journals and AARs are valuable tools to help gain an understanding of one’s past experiences and reactions to the changes in the environment. Self-critique can be as simple as posing questions about one’s own behavior, knowledge, or feelings or as formal as answering a structured set of questions about an event. Critical questions include—
How did I react?
How did others react and why?
What did I learn about myself based on what I did and how I felt?
How will I apply what I learned?
7-47. In rapidly changing environments, self-awareness is a critical factor in making accurate assessments of environmental changes and a leader’s personal capabilities and limitations to operate in that environment. Self-awareness helps leaders translate prior training to a new environment and seek new information. Self-aware leaders are more responsive to situational and interpersonal cues regarding actions to take in a given situation. They are better informed and able to determine what assistance to seek to handle a given situation.
7-48. Self-regulation adjusts one’s thoughts, feelings, and actions based on self-awareness. Proactive and logical, it follows self-awareness. When leaders determine a gap from actual to desired self, they should work to close the gap. Leaders can seek new perspectives and turn them into a leadership advantage.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP
King Solomon: If the iron is blunt, and one does not sharpen the edge, he must use more strength, but wisdom helps one to succeed. (Ecclesiastes 10:10 ESV)