1. Professional Military Education
Basic NCO Course
Leadership

2. Reference: FM 7-22.7 NCO Guide Chapters 1 - 6
Leadership
Reference:
FM NCO Guide
Chapters 1 - 6

3. Leadership: Enduring Expression
BE: values and attributes that shape a leader's character.
KNOW: your competence in everything from the technical side of your job to the people skills a leader requires.
DO: act and apply what you know

4. Leadership: Enduring Expression
BE:
The values and attributes that shape character.
Internal and defining qualities
Make up the identity of the leader
Values and attributes are the same for all leaders
Refined through experience and assumption of positions of greater responsibility

5. Leadership: Enduring Expression
KNOW:
Knowledge that leaders should use in leadership
Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people.
Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.

6. Leadership: Enduring Expression
DO:
Leaders cannot be effective until they apply what they know.
What leaders DO is directly related to the influence they have on others
Leaders will learn more about leadership as they serve in different positions.

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

8. Leadership: Definition
Influencing people by providing:
Purpose,
Direction, and
Motivation
while
operating to accomplish the mission and
improving the organization.

9. Leadership: Definition
Influencing is getting people to do what is necessary.
Influencing entails more than simply passing along orders.
Personal examples are as important as spoken words.
Leaders example with every action taken and word spoken, on or off duty

10. Leadership: Definition
Purpose: gives subordinates the reason to act in order to achieve a desired outcome.
Direction: communicating how to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates understand the standard.
Motivation: supplies the will to do what is necessary to accomplish a mission.

11. Leadership: Definition
Operating encompasses the actions taken to influence others to accomplish missions and to set the stage for future operations.
Planning, preparing, executing, and assessing
Leads by personal example to achieve mission accomplishment.
All leaders execute these types of actions which become more complex as they assume positions of increasing responsibility.

12. Leadership: Definition
Improving means capturing and acting on important lessons of ongoing and completed projects and missions.
After-action review (AAR) is a discussion of an event, focused on performance standards.
What happened, why it happened, how to sustain strengths, and how to improve on weaknesses.

13. Leadership: Definition
Improving people through counseling
Counseling should address strong areas as well as weak ones.
Stressing team effort and focused learning
Improving the organization is everyone’s responsibility
The team effort to do something about its shortcomings is more powerful than any lecture.

14. Leadership: Requirements
Attributes:
Character: Army values, empathy, warrior ethos
Presence: military bearing, physically fit, confident, resilient
Intellectual Capacity: mental agility, sound judgment, innovation, interpersonal tact, domain knowledge

15. Leadership: Requirements
Competencies:
Leads: leads others, extends influence, leads by example, communicates
Develops: creates positive environment, prepares self, develops others
Achieves: gets results

16. Leadership: Requirements
Leads
Others: purpose, motivation, inspiration; enforce standards, balance mission and welfare
Influence: builds trust outside chain of command, understands means and limits of influence; build consensus and resolves conflict
Example: character; confident; competent
Communicates: active listening; states goals ofr action; ensures shared understanding

17. Leadership: Requirements
Develops:
Positive Environment: build teamwork and cohesion; encourage initiative; care for people
Prepare Self: prepare for expected and unexpected; expand knowledge; maintain self- awareness
Develop Leaders: support personal and professional growth; help people learn; counsel, coach and mentor; build team skills

18. Leadership: Requirements
Achieves – Gets Results:
Provide Direction, guidance and priorities
Develops and executes plans
Accomplishes tasks consistently

19. Leadership: Levels Direct: face-to-face, first-line leadership
Organizational: indirectly influencing several hundred to several thousand people through levels of subordinates
Strategic: military and DA civilian leaders at the major command, responsible for large organizations and influence several thousand to hundreds of thousands of people

20. Leadership: Levels Direct leadership:
Face-to-face or first-line leadership
Span of influence may range from a handful to several hundred people
Develop subordinates one-on-one and influence organization indirectly through subordinates.
Experience more certainty and less complexity than organizational and strategic leaders.

21. Leadership: Levels Organizational leadership:
Influence hundreds or thousands of people
More levels of subordinates than direct leaders
Additional levels more difficult to judge results.
Planning and mission from two to ten years
Setting policy and managing multiple priorities
More complexity, greater uncertainty, and a greater number of unintended consequences.

22. Leadership: Levels Strategic leadership:
Responsible for large organizations and influence thousands to hundreds of thousands
Establish force structure, allocate resources, and communicate strategic vision
Long-term planning, preparing, and executing
Uncertain environments, complex problems

23. Leadership: Teams VDF is a team and a team of teams
Develop mutual trust and respect
Recognize existing talents
Willingly contribute talents and abilities for the common good of the organization.
Two forms of teams: Legitimate (formal) and Influential (informal)

24. Leadership: Teams Formal leadership:
Granted by assignment to positions of responsibility
Function of rank and experience
Bring the duty to recommend disciplinary actions and advancement or promotion
Possess right to impose will on subordinates, using legal orders and directives

25. Leadership: Teams Informal leadership:
Important role in mission accomplishment
Should never undermine legitimate authority
Not based on rank or position
From knowledge gained from experience and sometimes requires initiative
Formal leader responsible for legitimizing an informal leader’s course of action

26. Leadership: Teams
Horizontal leader teams can be either formal (headquarters staffs, major commands) or informal (task forces, advisory boards).
Vertical leader teams can be both formal (commanders and subordinates) and informal (members of a career field or functional area).
Vertical leader teams often share a common background and function, such as intelligenc analysis or logistical support.

27. Leadership: Teams
Informal networks include people who share experiences to collaborate to solve a problem by sharing information
Shared leadership occurs when multiple leaders contribute combined knowledge and individual authority to lead an organization toward a common goal or mission.
Share authority and responsibility for decision making, planning, and executing.

28. Leadership: Teams Leaders as Subordinates:
All members of VDF are part of a larger team
Leader’s team is part of a larger organization
Subordinate leaders support chain of command and ensure teams supports larger organization and purpose
Disagreement can lead to better solutions, if leader maintains positive attitude and offers workable alternatives

29. Leadership: Teams Leadership without Authority:
Take charge to get task completed in the absence of clear guidance from superiors
New situations develop for which the leader has not provided guidance or orders
May originate from expertise in technical area or civilian’s expertise
Need to exhibit a leader’s image, that of self- confidence and humility.

30. Leadership: Teams Empowering Subordinates:
Give a task, delegate necessary authority, and let them do the work
Does not mean omitting checks and making corrections when necessary
When mistakes happen, leaders ensure subordinates sort out what happened and why

31. Leadership: Teams Empowering Subordinates:
Subordinates learn best by doing
Leaders take calculated risks and accept the possibility that less experienced subordinates will make mistakes
Weak leaders who have not trained their subordinates feel they can’t do without them
No leader is irreplaceable.

32. Leader Attributes: Character Presence Intellect
Leadership: Attributes
Leader Attributes:
Character
Presence
Intellect

33. Leadership: Attributes
Character
A person’s moral and ethical qualities
Gives motivation to do what is right, regardless of consequences
Connection between character and actions
Essential to successful leadership
VDF Values, Empathy, and Warrior Ethos.

34. Leadership: Attributes
VDF Values:
Loyalty: bear true faith and allegiance
Duty: fulfill your obligations
Respect: treat people as should be treated
Selfless Service: put others ahead of yourself
Honor: live up to the VDF values
Integrity: do what’s right, legally and morally
Personal Courage: face fear, danger or adversity

35. Leadership: Attributes
Empathy
Propensity to share experiences
Envision the impact on Soldiers
Ability to see from another point of view
Identify with another person’s feelings
Share hardships with their people to gauge if their plans and decisions are realistic

36. Leadership: Attributes
Warrior Ethos:
Professional attitudes and beliefs
Selfless commitment to Commonwealth, mission, unit, and fellow Soldiers
Sustained through discipline

37. Leadership: Attributes
Warrior Ethos:
Professional attitudes and beliefs
Selfless commitment to Commonwealth, mission, unit, and fellow Soldiers
Sustained through discipline

38. Leadership: Attributes
Presence:
Military Bearing: Projecting a commanding presence, a professional image of authority.
Physical Fitness: Having sound health, strength, and endurance, which sustain emotional health and conceptual abilities under prolonged stress.
Confidence: Projecting self-confidence and certainty in the unit's ability to succeed in whatever it does
Resilience: Recovering quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.

39. Leadership: Attributes
Intellectual Capacity or Intelligence:
Agility: flexibility of mind, a tendency to anticipate or adapt to uncertain or changing situations.
Judgment: capacity to assess situations shrewdly and to draw feasible conclusions.
Innovation: introduce something new for the first time when needed or an opportunity exists.
Interpersonal tact: knowing what others perceive; recognizing diversity; self-control; balance
Domain knowledge: tactical knowledge; doctrine

40. Leadership
Questions?