During my company command, my brigade commander routinely emphasized that a leader’s legacy is the time they invest in their subordinates’ development and future. There is a considerable amount of professional content beyond my simple blog that focus on leader development. Is leader development that important? ADRP 6-22 states that, “Army leader development creates competent and confident leaders capable of leading trained and ready units. The concept acknowledges an important interaction that trains Soldiers now and develops leaders for the future.” Developing your subordinate leaders increases their professional maturity, capacity, and understanding. That ultimately improves your entire organization’s capabilities, but more importantly, prepares your leaders to be successful in future positions of increased responsibility. By investing time and effort in developing your subordinates and team, you directly help in making the Army better.
If not familiar with the Army’s leader development concept, they structure it into three domains: institutional, operational, and self-development. Institutional domain development occurs at key military courses such as Basic Officer Leadership Course (BOLC) and Captains Career Course (CCC) for officers, and Advanced or Senior Leaders Course (ALC, SLC) for NCOs. Self-development includes the methods leaders personally pursue to learn and mature; they are not part of any formal program imposed on them. This often includes a personal reading program; reading this blog can even contribute to your self-development program. Leaders don’t direct self-development for their subordinates, but have a responsibility to emphasize to their subordinates why it is important, and encourage them to structure their own self-development program (addressed in a future post). Finally, the operational domain encompasses the learning that leaders achieve in their assigned operational units; it is what I address in this blog series. Continue reading → Leader Development Part I: Where to Start