2. Introduction

3. DEFENITIONS
Influencing- getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. There is more to influencing than passing orders along. The example you set is as important as your words you speak.
Direction- this gives people a reason to do things. You do not have to explain every decision to your subordinates satisfaction. It does mean you must earn their trust; They must know that you as the leader would not ask them to do anything dangerous -unless there was a good reason, or it is an essential task to accomplish the mission.
Motivation- this gives subordinates the will to do everything they can to accomplish a mission. It results in their own initiative when they see something needs to be done. To motivate your people, give them challenging missions.
Operating- actions taken to influence others serve to accomplish operating actions, those actions you take to achieve the short-term goal of accomplishing the mission.
Improving- leaders also strive to improve everything entrusted to them: their people,facilities, equipment, training, and resources. There will always be a new mission, of course, but part of the old one is improving the organization.

4. Strategic Leadership Skills & Actions Global/Regional
National/Societal
Perspective
Organizational Leadership
Skills & Actions
Organizational/Systems
and Processes
Perspectives
FURTHER DEFINED
Direct Leadership- this is face-to-face, first-line leadership. It takes place in those organizations where subordinates are used to seeing their leaders all the time: teams, squads, sections, platoons, companies, batteries, and troops-even squadrons and battalions.
Organizational Leadership- this leadership level influences several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders.
Strategic Leadership- These 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 thousands of people. They establish force structure, allocate resources, communicate strategic vision, and prepare their commands and the Army as a whole for their future roles.
Also Defined on next slide
Direct Leadership Skills
&
Actions
Individual/Small
Group Task Oriented
Perspective
Values and Attributes

5. NO FURTHER INFORMATION NECESSARY

6. WILL BE FURTHER BROKE DOWN AND DEFINED WITH SLIDES
THE LEADER MUST
WILL BE FURTHER BROKE DOWN AND DEFINED WITH SLIDES

7. WILL BE FURTHER BROKE DOWN AND DEFINED WITH SLIDES

8. SLIDE DEFINES LOYALTY AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

9. SLIDE DEFINES DUTY AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

10. SLIDE DEFINES RESPECT AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

11. SLIDE DEFINES SELFLESS SERVICE AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

12. SLIDE DEFINES HONOR AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

13. SLIDE DEFINES INTEGRITY AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

14. SLIDE DEFINES PERSONAL COURAGE AND PROVIDES AN EXAMPLE
NO FURTHER DEFENITION NEEDED
MAYBE SOME ADDITION PERSONAL EXAMPLES FROM THE RCSM

15. DEFINE EACH SUB-ATTRIBUTE

16. WILL BE FURTHER BROKE DOWN AND DEFINED WITH SLIDES

17. DEFINE EACH SUB-SKILLS AT THE DIRECT LEVEL

18. DEFINE EACH SUB-SKILLS AT THE ORGANIZATIONAL LEVEL

19. DEFINE EACH SUB-SKILLS AT THE STRATEGIC LEVEL

20. Communicating- involves displaying good oral, written, and listening skills for individuals and groups.
Decision Making- involves selecting the line of action intended to be followed as the one most favorable to the mission. This involves using sound judgement, reasoning logically, and managing resources wisely.
Motivating- involves inspiring and guiding others toward mission accomplishment.
Planning and Preparing- involves developing detailed, executable plans that are feasible, acceptable, and suitable; arranging unit support for the exercise or operation; and conducting rehearsals.
Executing- involves meeting mission standards, taking care of people, and efficiently managing resources.
Assessing- involves evaluating the efficiency and effectiveness of any system or plan in terms of its purpose and mission.
Developing- involves investing adequate time and effort to develop individual subordinates as leaders. It includes mentoring.
Building- involves spending time and resources to improve teams, groups, and units and to foster an ethical climate.
Learning- involves seeking self-improvements and organizational growth. It includes envisioning, adapting, and leading change.

21. SELF EXPLANITORY

22. Discipline- this doesn’t just mean barking orders and demanding an instant response. You build discipline by training to standard, using rewards and punishment judiciously, instilling confidence in and building trust among the team members, and creating a knowledgeable collective will. The confidence, trust, and collective will of a disciplined, cohesive unit is crucial in combat.
Morale- is the most important intangible element of the human dimension’s.
It’s a measure of how people feel about themselves, their team, and their leaders. High morale comes from good leadership, shared hardship, and mutual respect. High morale results in a cohesive team that enthusiastically strives to achieve common goals.
Taking Care of Soldiers- creating a disciplined environment where they can learn to grow. It means holding them to high standards, training them to do so they function in peace and in war. You take care of soldiers when you treat them fairly, refuse to cut corners, share their hardships, and set the example. Taking care of soldiers encompasses everything from making sure a soldier has time for an annual dental exam to visiting off-post housing to make sure it’s adequate. It also means providing the family support that assures soldiers and their families will be taken care of, whether the soldier is home or deployed.

23. Will and Winning in Battle- All soldiers are warriors: all need to develop and display the will to win-the desire to do their job well-to preserve, no matter what the circumstances.
Stress in Training- leaders must inject stress into training to prepare soldiers for stress in combat.
Technology and Leadership- Technology is here to stay and you, as the leader, need to continually learn how to manage it and make it work for you.
Leadership and the Changing Threat- America no longer defines its security interests in terms of a single, major threat. Instead, it faces numerous smaller threats and situations, any of which can quickly mushroom into a major security challenge.
Climate- how soldiers feel about their organization right now. As an Army leader, you establish the climate of your organization, no matter how small or large.
Culture- consists of the shared attitudes, values, goals, and practices that characterize the larger institution. It’s deeply rooted in long-held beliefs, customs, and practices.

24. Directing- is leader centered
Directing- is leader centered. Leaders using this style don’t solicit input from subordinates and give detailed instructions on how, when, and where they want a task performed.
Participating- centers on both the leader and the team. Given a mission, leaders ask subordinates for input, information, and recommendations but make the final decisions on what to do themselves. This style is especially appropriate for leaders who have the time for such cosultation or who are dealing with experienced subordinates.
Delegating- involves giving subordinates the authority to solve problems and make decisions without clearing them through the leader. Leaders with mature and experienced subordinates or who want to create a learning experience for subordinates often need only to give them the authority to make decisions , the necessary resources, and a clear understanding of the mission’s purpose. As always the leader is ultimately responsible for what does or does not happen, but in the delegating leadership style, the leader holds the subordinate leaders responsible for their actions.
Transformational- allows you to take advantage of the skills and knowledge of experienced subordinates who may have better ideas on how to accomplish a mission.
Transactional- “this style sounds like it uses a little of all the styles.”
Intended Consequences- are the anticipated results of a leader’s decisions and actions.
Unintended Consequences- are the results of things a leader does that have an unplanned impact on the organization or accomplishment of the mission.

29. JUST SOMETHING TO THINK ABOUT

31. AT THE END OF THE BRIEF, HAVE EVERYONE STAND AND RECITE THE CREED