PREPARING STRATEGIC LEADERS AT THE U.S. ARMY WAR COLLEGE. CDR Traci Keegan Department of Command, Leadership, and Management

Transcription

1 PREPARING STRATEGIC LEADERS AT THE U.S. ARMY WAR COLLEGE CDR Traci Keegan Department of Command, Leadership, and Management

2 GUIDING PRINCIPLE UNITED STATES ARMY WAR COLLEGE Not to promote war but to preserve peace by intelligent and adequate preparation to repel aggression... To study and confer on the great problems of national defense, military science, and responsible command Elihu Root, 1903

3 USAWC MISSION UNITED STATES ARMY WAR COLLEGE USAWC develops, inspires and serves strategic leaders for the wise and effective application of national power, in a joint, interagency, intergovernmental, and multinational environment, emphasizing development and employment of land power. Educates select military, civilian, and international leaders Supports worldwide practitioners Conducts research, and publishes to inform thought Supports the Army s strategic communication efforts Provides comprehensive well-being education and support

4 USAWC VISION UNITED STATES ARMY WAR COLLEGE The world s best institution for developing strategic leaders and thought the international institution of choice.

5 WHY THEY COME HERE While the experiences in the fight are richly rewarding and are producing some of the most tactically proficient warfighters we ve ever had in our ranks, these experiences are also incomplete. The War College is an opportunity to pull our minds out of the tactical framework and draws us up to the strategic level of war. [For this reason,] the War College is immensely important. It alone provides us the means for developing and sharpening our ability to imagine especially disruptive challenges, and to think of ways of preparing leaders to confront these seemingly unthinkable events. ---GEN Martin E. Dempsey CSA

6 WHO ARE THEY Total 368 Army 210 Civilians 25 Air Force 32 Marine 18 3 Defense Senior Leadership & Development Program 13 Department of the Army 2 Department of State 3 Defense Intelligence Agency 2 National Security Agency 1 Department of Homeland Security 1 Veterans Affairs Navy 15 International 67 Coast Guard 1 6

7 International Fellows Afghanistan Algeria Australia Bangladesh Bosnia Botswana Brazil Bulgaria Burundi Canada Chile Colombia Croatia Czech Republic Denmark Egypt RESIDENT CLASS OF 2012 El Salvador Ethiopia Germany Honduras India Indonesia Israel Italy Japan Jordan Kenya Korea Kuwait Lebanon Lithuania Macedonia Malawi Malaysia Mali Mexico Mongolia Montenegro Morocco Nepal Netherlands Nigeria Norway Pakistan (2) Philippines Poland Romania Rwanda Saudi Arabia Senegal Serbia Slovenia South Africa Spain Sri Lanka Suriname Sweden Taiwan Thailand Turkey Uganda Ukraine United Arab Emirates United Kingdom Yemen Zambia 7

8 The USAWC Experience Focuses on Transforming an Incoming Professional Who Has Had relatively limited and well-defined responsibilities. Worked in a structured environment of tasks, conditions & standards. Dealt primarily with problems for which there was usually one best solution. (science) Been an executor of policy. Succeeded based on capacity to apply skills. Focused primarily on the present and near term. Set a strong personal example. Had primarily a single-service and unilateral orientation. Communicated both verbally and in writing in a concise and direct manner. Been physically, intellectually and morally fit. 8

9 Into a USAWC Graduate Who Will Hold positions of broad scope and great responsibility. Work in highly complex, ambiguous environments. Deal with problems which have no clear-cut solutions. (art) Be an executive who innovates and initiates policy. Succeed based on spirit of cooperation and capacity to conceptualize. Assess the future and envision for the long term while executing the present. Set an ethical climate. Be involved in joint, interagency, intergovernmental, and multinational organizations and issues. Communicate complex concepts effectively and persuasively, both verbally and in writing. Continue to be physically, intellectually and morally fit. 9

10 Strategic Leadership It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills. GEN George C. Marshall

11 So what is Strategic Leadership?

12 Strategic Leadership The process used by a leader to effect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.

13 Strategic Leader Competencies Conceptual: Critical thinking skills, visioning, problem management Technical: Systems understanding, Joint and Combined relationships; political and social competence; and professional competence in area of expertise Interpersonal: Communication, consensusbuilding, negotiation, and cross cultural competence

14 Strategic Leader Tasks Provide vision Shape organizational culture Build relationships Represent the organization Lead and manage change Stewardship

15 Essential Characteristics Keenly aware of a complex & changing environment Competent in consensus, team building, & peer leadership Transforms the political & conceptual into the practical & concrete Leverages technology, especially information Shapes the organizational / institutional culture Builds a values-based organization Provides for the future/vision; leads and manages change

16 How is it different?

17 Strategic Environment A Changing Landscape Political Military Ecological Economic Sociological Volatile Uncertain Complex Ambiguous Psychological the greater arena global marked by opportunities, possibilities, and threats

18 The Three Levels of Leadership Strategic Leadership Organizational Leadership Tactical Leadership

19 Tactical Leadership Face to face Direct leadership Unit and team work Action and task oriented Execution Motivation Unit Cohesion

20 Organizational Leadership Chain of command less direct leadership Focuses Internally Sustains and maintains Plans and gives direction Interprets and influences Climate

21 Strategic Leadership Indirect Leadership Influencing culture Representing the organization Leading change Stewarding the enterprise

22 The Army Leadership Framework Increased Uncertainty and Complexity Reduced Uncertainty and Complexity PRES & SEC DEF COMPANY Loyalty Duty Respect Selfless Service Honor Personal Courage Strategic Leadership Culture Values Purpose Organizational Leadership Climate Policies Direction Direct Leadership Cohesion Procedures Motivation Trust, Dignity and Respect for Others LEADS DEVELOPS ACHIEVES Army Values And Ethics Competencies Identity Presence Intellectual Attributes: Leads Others Extends Influence Leads by Example Communicates Global/Regional National/Societal Perspective Predominantly "Improving/ Building" in nature Actions Positive Climate Prepares Self Develops Others Gets Results Organizational/Systems and Processes Perspectives Predominantly "Operating/ Maintaining" in nature Individual/Small Group Task Oriented Perspective Predominantly "Influencing and Interpersonal" in nature FM 6-22 Army Leadership. App A

23 Operational Reality It s a Flat World, after all. Thomas Friedman 23

24 Developing Strategic Leaders How we do it Leader development roadmap is key Institutional: Schools Organizational: Assignments Self Development: Continuous Learning

25 How do we facilitate it here?

26 Guiding Philosophies Seminar-based, collaborative learning Adult learning focus Enabling Understanding Student focused, learning centric It s about thinking about how to think Inquiry driven Focus less on the what or how and more on the why? and so what? It s as much about asking the right questions, as it is knowing the right answers 26

27 Winter Recess Strategic Decision-Making Exercise Spring Recess National Security Seminar Resident Program O R I E N T A T I O N C O U R S E S CORE CURRICULUM Strategic Thinking Theory of War and Strategy Strategic Leadership Commandant s Lecture Series Eisenhower College Program National Security Policy and Strategy Theater Strategy and Campaigning SPECIAL PROGRAMS Defense Enterprise Management STRATEGY RESEARCH PROJECT Electives National Security Policy Program Advanced Strategic Art Program APFRI Executive Health and Leadership Feedback Program Military History Program Military Family Program COMPLEMENTARY PROGRAMS Student Social Activities Noontime Lectures Student Athletic Program Conversational Arabic 27

28 Institutional Learning Objectives Distinguish the uniqueness of strategic-level leadership and apply competencies required by strategic leaders. Use strategic thought processes to evaluate the national security challenges and opportunities facing the United States in the 21st Century. Evaluate the theory of war and strategy. Evaluate DoD, joint, interagency, intergovernmental, multinational, and NGO processes and relationships, including Army contributions to the nation in peace and war. Evaluate the role of landpower in joint, interagency, intergovernmental, and multinational operations. Synthesize theater strategies, estimates, and campaign plans to employ military power in a unified, joint, interagency, intergovernmental, and multinational environment. Synthesize critical elements, enablers, and processes that define the strategic environment in peace and war. Study and confer on the American military profession and guide its future direction.

29 Confirmation If I could relay one point that I have witnessed, felt, and experienced, it is that too many of us (I m talking the Colonels that literally run this place) can t think strategically.it slows down the processes or effective strategic operations and it gets in the way of the operational commander. Being able to think strategically is the currency of our trade. The simple fact is that those who can think strategic are carrying the water over here. Those that can t get in the way. --A recent graduate 29

30 What are your...