1. APPLYING MILITARY HISTORY TO LEADER DEVELOPMENT PREPARED FOR LLF CHICAGO BY HAL NELSON

2. LEARNING LEADER LESSONS ON OLD BATTLEFIELDS A PERMANENT “JUMP” Improvement In leadership capacity— For Anyone, at any level

3. What can this guy tell us?? The Army Dimension—Fixing the Army after Vietnam; Advising Senior Army Leaders for 30 years [Ongoing] The Academic Dimension—Stepping back from the job to learn and grow Bottom Line: Leader skills can be learned

4. What We Are NOT Doing Equating corporate challenges to battlefield situations Trying to learn military history for its own sake

5. What we ARE doing Trying to learn FROM military history Focusing on leaders who acted in battles that shaped our nation, with special emphasis on the 1 st Infantry Division Applying a model that fits most leaders in large, complex organizations

6. The Three Domains of the Leader Manage Complex Processes Build Teams Shape the Future

7. The Most Common Variant Excessive Emphasis on managing operations Insularity and competition Today’s imperatives overshadow tomorrow’s possibilities

8. GENERAL EISENHOWER MANAGED COMPLEXITY SIMULTANEOUS AIRBORNE AND AMPHIBIOUS OPERATIONS FORCES FROM MANY NATIONS AMBIGUOUS FRENCH “GOVERNMENT” SITUATION COMPETITION FOR SCARCE RESOURCES

9. IKE BUILT TEAMS HE MADE THE MOST OF THE HAND HE HAD BEEN DEALT HE TRANSCENDED PAROCHIALISM HE UNDERSTOOD “TEAM OF TEAMS” HE WAS A GREAT COACH

10. IKE SHAPED THE FUTURE HE INSPIRED TOP PERFORMANCE HE INFLUENCED STRATEGIC DECISIONS HE SET APPROPRIATE GOALS HE PRIORITIZED TO ACHIEVE GOALS

11. The “Levels” of War Strategic—Determines ends, develops ways to achieve those ends, generates needed means [President Roosevelt, GEN Marshall] Operational—Selects military objectives, devises campaigns, applies resources [GEN Eisenhower] Tactical—Battle captains develop and execute detailed plans [GEN Montgomery, Bradley]

12. What is Strategy? ‘Ends’: Objectives ‘Ways’: Courses of Action ‘Means’: Resources ($$, Manpower, Industrial Capacity, Raw Materials) ‘Strategists’ identify, maximize, prioritize, and allocate means to implement courses of action to achieve ends.

13. Echelons of Action Strategic—Wars Operational—Campaigns Tactical--Battles

14. Basic Approach to Leadership Learning On the “Staff Ride” The settings have enormous power Preparatory materials are appealing All learning capabilities [senses] are used Leader decisions—and consequences-- are clear Leader energies and interactions are addressed Emphasis on learning: What does it mean?

15. The “Staff Ride” has deep roots in our history The Armed Forces began to use staff rides to develop leaders around 1900 The Army rediscovered the method in the 1980’s Staff rides for corporate leaders have been popular for more than 20 years

16. Seminars and classroom work Improve dialog about leader challenges Historians can discuss topics ranging beyond the battlefield Other experts can introduce new material Everyone can share their efforts to apply what they learn

17. Surveying an actual battlefield from a Leader’s perspective is evocative We examine the flow of events, the interaction of competitors, and the quality of decisions We ponder our own abilities to lead, decide, command, communicate, and build trust

18. Studying maps, plans, after-action reports helps us examine decisions and consequences

19. Walking “sacred ground” leaves indelible impressions We can think about commitment, courage and values We can analyze communication and decisions in stressful conditions We can challenge our own pre-conceived notions

20. Other key sites provide additional Insights into Leader Decisions Being in the same position (landing on the beach, climbing Little Round top) and applying some imagination puts leader decisions and options into context. Vivid proximity sets the conditions for transporting lessons to today.

21. The Army continues to work Leader Issues Recent study of Division Commanders in Iraq War “Behaviors that create a command climate that supports operational excellence and motivates competent people to continue military service”

22. What Makes a Good Leader? Adapts quickly to new situations Keeps cool under pressure Clearly explains missions, standards, priorities Sees the big picture; gives context Can handle “bad news” Gets out--visits troops Sets high ethical tone Knows how to delegate Makes tough, sound decisions on time Builds and supports teamwork Reasonably optimistic, positive and encouraging

23. Today’s Military Leaders Face Tough Challenges Continuing Struggle in Afghanistan Gridlock in Washington Isolation from the People Ill-Defined Threat Dwindling Resources

24. Key Considerations for the Leader Anticipate Obstacles Optimize Opportunities Compensate for Vulnerabilities Transform Advantages into Accomplishments

25. Suggestions for Further Reading William G. Robertson, The Staff Ride (Washington, DC,1988) M.J. Luvaas, Len Fullenkamp & Harold Nelson, The US Army War College Guide to the Battle of Gettysburg (Lawrence, 2012) Michael Shaara, The Killer Angels (NY, 1974) James Scott Wheeler, The Big Red One: America’s Legendary 1 st Infantry Division from World War I to Desert Storm (Lawrence, 2007)