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Army Leadership “Be, Know, Do”  .

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Presentation on theme: "Army Leadership “Be, Know, Do”  ."— Presentation transcript:

1 Army Leadership “Be, Know, Do”

2 What is a perfect leader? Who is a perfect leader?

3 The six most important words: "I admit I made a mistake."
The five most important words: "You did a good job." The four most important words: "What is your opinion." The three most important words: "If you please." The two most important words: "Thank you," The one most important word: "We" The least most important word: "I"

4 Leadership Defined Leadership is influencing people by providing purpose, direction and motivation while operating to accomplish the mission and improving the organization.

5 Levels of Leadership NCOs like to make decisions right away and
move on to the next thing… so the higher up the flagpole you go, the more you have to learn a different style of leadership. Strategic Leadership Skills & Actions Global/Regional National/Societal Perspective Organizational Leadership Skills & Actions Organizational/Systems and Processes Perspectives Direct Leadership Skills & Actions Individual/Small Group Task Oriented Perspective Values and Attributes

6 Levels of Leadership -Three Levels-
Direct Leadership- Is face-to-face first line leadership. It takes place in those organizations where subordinates are used to seeing their leaders all the time. This consists of teams and squads, sections and platoons, companies and batteries. Organizational Leadership- Organizational leaders influences several hundred to several thousand people. They do this indirectly generally through more levels of subordinates than do direct leaders. Strategic Leadership- Strategic leaders include military and DA civilian leaders at the major command through Department of Defense levels. Strategic leaders are responsible for large organizations and influence several thousand to several hundreds of thousand people.

7 The Leader Must “BE” “KNOW” “DO” -Learning
Values Attributes Interpersonal Influencing skills communication -Loyalty - Mental Conceptual Decision making -Duty Physical skills motivating -Respect - Emotional Technical Operating -Selfless skills Plan/Prep Service Tactical Executing -Honor skills Assessing -Integrity Improving -Personal Developing Courage Building -Learning

8 What A Leader Must Be -Leaders Attributes-
Mental Attributes Emotional Attributes -Will Physical Attributes Self Control -Self Discipline Health Fitness Balance -Initiative Physical Fitness Stability -Judgment Military and Professional -Self- Confidence Bearing -Intelligence -Cultural Awareness

9 What A Leader Must Know -Leader Skills Categories-
Interpersonal Tactical Conceptual Technical

10 What A Leader Must Know -Individual or Small Group-
Interpersonal Skills Conceptual Skills -Communicating Critical Reasoning -Supervising -Creative Thinking -Counseling -Ethical Reasoning -Reflective Thinking Tactical Technical -Doctrine -Knowing Equipment -Field craft -Operating Equipment

11 Leaders of character and competence act to achieve excellence by developing a force that can fight and win the nation’s wars and serve the common defense of the United States.

12 What a Leader Must Do -Leaders Actions-
Influencing Improving -Communicating Operating Developing -Decision Making Planning and Preparing Building -Motivating –Executing –Learning -Assessing

13 What A Leader Must DO -”I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership.”- NCOs set the standard NCOs enforce the standard

14 Setting the Standard…

15 Enforcing the Standard…

16 Principles of Leadership
Know yourself and seek self-improvement. In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes, etc.

17 Principles of Leadership
Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs.

18 Principles of Leadership
Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, they will sooner or later, do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

19 Principles of Leadership
Make sound and timely decisions. Use good problem solving, decision making, and planning tools.

20 Principles of Leadership
Set the example. Be a good role model for you employees. They must not only hear what they are expected to do, but also see.

21 Principles of Leadership
Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers.

22 Principles of Leadership
Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization.

23 Principles of Leadership
Develop a sense of responsibility in your people. Develop good character traits within your people that will help them carry out their professional responsibilities.

24 Principles of Leadership
-”Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine.”-

25 Principles of Leadership
Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility.

26 Principles of Leadership
Train your people as a team. Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.

27 Principles of Leadership
Use the full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

28 Officer and NCO Relationships
Share the same goal - to accomplish the unit’s mission Responsibilities overlap and must be shared Officers must give NCOs the guidance, resources, assistance, and supervision necessary to do their duties. NCOs are responsible for assisting and advising officers

29 Officer and NCO Relationships
Communications One chain of command in the Army NCO support channel parallels and reeinforces it. Officer Responsibility Commands, establishes policy and manages the Army. Focuses on collective training leading to mission accomplishment. Is primarily involved with units and unit operations. Concentrates on unit effectiveness and readiness. Concentrates on the standards of performance, training and professional development of officers and NCOs.

30 Officer and NCO Relationships
NCO Responsibilities Conduct the daily business of the Army within established policy. Focuses on individual training that leads to mission capability. Is primarily involved with individual soldiers and team leading. Ensures subordinate NCOs and soldiers, with their personal equipment, are prepared to operate as effective unit members.

31 Officer and NCO Relationships
NCO Responsibilities (cont.) Concentrates on the standards of performance, training and professional development of subordinate NCOs and soldiers.

32 The Process of Great Leadership

33 The Process of Great Leadership
Challenge the process - First, find a process that you believe needs to be improved the most.

34 The Process of Great Leadership
Inspire a shared vision - Next, share you vision in words that can be understood by your followers.

35 The Process of Great Leadership
Enable others to act - Give them the tools and methods to solve the problem.

36 The Process of Great Leadership
Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done.

37 The Process of Great Leadership
Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart.

38 No one is more professional than I…

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