AMSC LEADERSHIP WORKSHOP

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AMSC LEADERSHIP WORKSHOP

• Educating Leaders in Support of the Warfighter

Army Strong.. Developing Civilian
Leaders LEADERSHIP FOR LIFE
LESLIE H. CARROLL Director of Contracting Army
Contracting Agency Fort Campbell, Kentucky Home
of the 101st Airborne Division (Air Assault)
Screaming Eagles
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HOOAH!
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DO YOU SEE YOURSELF HERE?
CARE
EDUCATE
DEVELOP LEADERS
BUILD LEADERS
LEARN
LEAD
TRAIN
PRACTICE
TRANSFORM
SHARE
MENTOR
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LEADERSHIP FORT CAMPBELL

• Started in 2002
• 90 Graduates, each with a Mentor
• Eight-month Program, December July
• Primarily Civilians, but also Soldiers Others
• Aligns with Community Leadership Programs

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LEADERSHIP FORT CAMPBELL
MISSION
Provide and foster leadership development through
a continuously evolving cutting edge curriculum
centered on Army Communities of Excellence
(ACOE), Army Performance Improvement Criteria
(APIC) principles, and the Baldridge Criteria
while emphasizing Fort Campbells unique
functional operations and key customer-based
processes, products and services.
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LEADERSHIP FORT CAMPBELL
VISION
Be the Armys benchmark program for developing
Installation civilian employees who are
recognized as visionary and strategic-minded
graduates prepared to provide versatile
leadership through inevitable and perpetual
change.
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LEADERSHIP FORT CAMPBELL
GOALS

• Identify and develop highly motivated civilian
  leaders for Fort Campbell.
• Provide a forum for LFC participants and current
  leaders to exchange ideas and develop a better
  understanding and greater appreciation for
  various functions and services at Fort Campbell
  and within the local community.
• Develop universal awareness of the vision,
  strategic initiatives and values of current
  leaders at Fort Campbell and within the local
  community.
• Assist LFC participants in identifying and
  modifying their own leadership strengths,
  weaknesses and values, while teaching core
  leadership competencies.

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LEADERSHIP FORT CAMPBELL
GOALS (continued)

• Provide an installation-wide focus on total
  quality principles and methods as standards of
  competence for the purpose of improving the
  quality of service rendered to Soldiers and their
  Families.
• Increase awareness of the culture and protocol of
  Fort Campbell.
• Foster positive group dynamics among LFC
  participants and key local community leaders in
  order to improve communication within Fort
  Campbell across organizational lines and
  throughout the local community.
• Provide career enhancement through increased
  self-awareness, improved skills and a broadened
  understanding of Fort Campbell activities.

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LEADERSHIP FORT CAMPBELL
GOALS (continued)

• Optimize use of training funds set aside for
  leadership development.
• Incorporate participation of community leaders
  and Soldiers to achieve a broadened perspective
  of leadership dynamics affecting Fort Campbell.
• Foster and compliment the standards of the Fort
  Campbells Equal Employment Opportunity Program
  and the local labor union.

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LEADERSHIP FORT CAMPBELL
Program Management Support Curriculum A Day in
the Life of a Fort Campbell Soldier Individual
Needs Assessment Project Team Development and
Presentation
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LEADERSHIP FORT CAMPBELL
Mentoring Activity Shadowing Experience Executive
Leader Interview Management Reading LFC Program
Impact Paper Graduation Requirement
HOOAH!
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Dates subject to change pending Commanders
final review and approval LEADERSHIP FORT
CAMPBELL 2007-2008 Schedule of Activities
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Dates subject to change pending Commanders
final review and approval LEADERSHIP FORT
CAMPBELL 2007-2008 Schedule of Activities
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Dates subject to change pending Commanders
final review and approval LEADERSHIP FORT
CAMPBELL 2007-2008 Schedule of Activities
LFC GRADUATION JULY 17th
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WHY SHOULD ANYONE BE LED BY YOU?
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LEADERSHIP THOUGHTS

• BFO 1 Everything is a function of Leadership
• - Formal and Informal Leaders
• - Positional and Personal Power
• - Task-Oriented and Relationship
• Everything rises and falls on Leadership. J.
  Maxwell

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LEADERSHIP THOUGHTS

• BFO 2 The Leadership function consists of the
  leader, follower and the situation.
• - Leader Autocratic, Democratic, Non-involved
• - Follower Commitment and Competence
• - Situation Favorable or Unfavorable
• Standing still means stagnation. Anon

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LEADERSHIP THOUGHTS

• BFO 3 All things are relational!
• - Conceptually Related Theories of public
  administration, business, leadership
• - Organizationally Related Executive,
  Judicial, Industrial organizations, institutional
  groups
• - Interpersonally Related Superiors,
  subordinates, colleagues, peers
• All of Life is Meeting.

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TRANSFORMATIONAL LEADERSHIP

• Transformation The act of changing in form,
  nature or function
• Leadership Any action or behavior of one person
  that influences the action or behavior of another
  person
• Transformational Leadership Changing or
  renewing individual or organizational spirit and
  performance to a significant degree
• Insanity is doing the same thing over and over
  expecting different results.

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TRANSFORMATIONAL LEADERSHIP
ROLES OF THE TRANSFORMATIONAL LEADER 1.
Visionary - What will we look like when the dream
is realized? A vision speaks to the future where
the grasp exceeds the reach. The vision sets the
journey in place. Same sky - Different
horizons The art of seeing things invisible
Jonathan Swift 2. Strategist - Based on
assessment of internal strengths and weaknesses,
and opportunities and threats, sets a course of
action to mobilize resources. Communication is
open, honest and candid. Map Makers -
Architects of the Future.
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TRANSFORMATIONAL LEADERSHIP
ROLES OF THE TRANSFORMATIONAL LEADER 3.
Champion - Champions have the highest belief and
conviction in a concept or idea. The lead from
the front with strong grasp of the motivating
theme. They generally have emotional
intelligence. They watch your feet, not your
lips. Tom Peters 4. Coach - The goal is to
help individuals perform to their full human and
performance potential. Coaching relationships
are built on commitment, trust, respect and
dialogue. Skill and Will of the Soldier. GEN
Jack Keane
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TRANSFORMATIONAL LEADERSHIP
ROLES OF THE TRANSFORMATIONAL LEADER 5. Systems
Thinker - Systems include people, technology,
infrastructure, property, customers, logistics,
and even leadership. We work at the confluence
of these systems. You and your problems are
part of a single system. Peter Senge 6.
Learner - True growth is the result of trial and
error, failure and success, and understanding
meaning and context. The gem comes in teaching
others HOW TO LEARN. Humans have only
learned through mistakes. Buckminister Fuller
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TRANSFORMATIONAL LEADERSHIP
CHARACTERISTICS OF TRANSFORMATIONAL LEADERS 1.
Passion for Truth and Doing the Right Thing -
Principled people with high degree of
integrity - Operate from both sides of the
brain Man is a stubborn seeker of meaning.
John Gardner 2. High Tolerance for Uncertainty
or Chaos - Order grows out of chaos - Life is
messy in and out of organizations Life is
attracted to order, but it uses messes to get
there. Meg Wheatley
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TRANSFORMATIONAL LEADERSHIP
CHARACTERISTICS OF TRANSFORMATIONAL LEADERS 3.
Self-Mastery - Ability to manage emotions,
especially anger - Strong inner core values and
principles - Compassion, empathy and acceptance
are keys They know themselves. 4.
Credibility - Perceived level of trust by
others - Knowledgeable, reliable, skilled and
able - Personify organizational values Our
people are our credentials.
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TRANSFORMATIONAL LEADERSHIP

• Transformational Leaders are Valued by
  Organizations Because They are
• - PROCESS-ORIENTED
• - TEAM-BASED
• - CUSTOMER FOCUSED
• - DATA-DRIVEN

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TRANSFORMATIONAL LEADERSHIP

• THE MAGNIFICENT SEVEN BEHAVIORS
• Walk the Talk
• - Be a walking advertisement for the cause
  you serve
• - They would rather watch a leader than
  listen to one
• - Develop consistency in the message
• 2. Build the Team
• A team is a small group of people with
  skills, committed to a common purpose and a set
  of specific goals. Its members are committed to
  working with each other to achieve the teams
  purpose and hold each other fully and jointly
  responsible. Katzebach and Smith

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TRANSFORMATIONAL LEADERSHIP
THE MAGNIFICENT SEVEN BEHAVIORS 3. Design Some
Structure - Roles and responsibilities -
Goals, objectives, timelines, and progress -
Measurement and accountability 4. Connect with
People - They dont care how much you know,
until they know how much you care - Preserve
human value, dignity and worth - Attack the
issue and spare the individual - Show care,
concern, compassion sensitivity You Win with
People. Woody Hayes
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TRANSFORMATIONAL LEADERSHIP
THE MAGNIFICENT SEVEN BEHAVIORS 5. Empower
People - Power down and authorize people to
take action - Give people the power to Decide
and Do - Create a sense of ownership in the
outcome 6. Solve Problems - Recognize a
problem before it becomes an emergency - Define
the REAL PROBLEM, and dont move until it is
accurately defined A problem well-defined
is a problem half-solved. Anon - Search for
the root cause beneath the surface - Problems
are best viewed as opportunities Life is a
continual problem-solving process. Hostani
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TRANSFORMATIONAL LEADERSHIP
THE MAGNIFICENT SEVEN BEHAVIORS 7. Celebrate
Success - Need for recognition, validation,
affirmation - Brings closure - Its about
rituals and rites of passage - Its about.. B
A L A N C E
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LEADERSHIP FOR LIFE
TRANSFORM CARE SEEK HELP BE A LEADER BECOME A
BETTER LEADER BE A HUMAN-DOING, NOT JUST A
HUMAN-BEING BE ARMY STRONG!
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LEADERSHIP FOR LIFE
LESLIE H. CARROLL DIRECTOR OF CONTRACTING FORT
CAMPBELL, KY leslie.carroll1_at_us.army.mil Phone
270-798-7126 VAN STOKES CHIEF, RECREATION
DIVISION FORT CAMPBELL, KY van.stokes_at_us.army.mil
Phone [phone]