This week: ADRP 6-22 Achieve; Who Moved My Cheese; Leadership Environment Which Promotes Creativity
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.
Book Recommendation: Who Moved My Cheese, An A-Mazing Way To Deal With Change In Your Work and In Your Life by Spencer Johnson, M.D.
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
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
Dealing with Ethics and Climate
BUILDING COHESION AND TRUST
DEMONSTRATING CARE FOR PEOPLE
BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
CHAPTER 8: ACHIEVES
PROVIDING DIRECTION, GUIDANCE, AND PRIORITIES
ADAPTING TO CHANGES
8-11. Competent and realistic leaders keep in mind that friction and uncertainty affect plans. The leader must be prepared to replace portions of the original plan with new ideas and initiatives. Leaders must have the confidence and resilience to fight through setbacks, staying focused on the mission and the intent two levels up. Leaders preserve freedom of action by adapting to changing situations. They should keep their people mission-focused, motivated, and able to react with agility to changes while influencing the team to accomplish the mission as envisioned in the plan.
8-12. Facing unanticipated obstacles requires adjustments. In increasingly busy times, leaders need to provide an environment in which subordinates can focus and accomplish critical tasks. Minimizing and preventing distractions allows subordinates to focus on mission accomplishment. Leaders must ensure additional taskings are within the capabilities of the organization. If not, the leader needs to seek relief by going to superiors and clarifying the additional workload impact. Experienced leaders anticipate cyclical workloads and schedule accordingly. Competent leaders will make good decisions about when to push or ease back and narrow focus on the one or two most important tasks if performance is in decline.
8-13. Leaders constantly monitor what is happening within the environment. With situational awareness, leaders recognize when the situation has changed or when the plan is not achieving the desired outcomes. If the situation changes significantly, leaders will consider options for proceeding, including the review of contingencies that were developed to address new circumstances.
COMPETENCIES APPLIED FOR SUCCESS
8-23. Army leaders pursue excellence whenever possible. They ensure that all members know the important roles they play every day. They look for everyday examples occurring under ordinary circumstances: how a Soldier digs a fighting position, prepares for guard duty, fixes a radio, or lays an artillery battery; or how an Army Civilian improves maintenance procedures, processes critical combat supplies, and supports the families of deploying servicemembers. Army leaders know each of these people contributes to the mission.
8-24. Competent leaders understand that excellence in leadership does not mean perfection. On the contrary, competent leaders allow subordinates room to learn from their mistakes as well as their successes. In an open and positive work climate, people excel to improve and accept risks to learn. It is the best way to improve the force and develop confident leaders. Competent and confident leaders tolerate honest mistakes that do not result from negligence. It involves trying, learning, trying again, and getting better each time. However, the best efforts and intentions do not negate an individual’s responsibility for their own actions.
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP