Colonel Bernd HornCOS STEP, CDA

15 September 2012

“UNIFY & INSPIRE” The Role of Command & Leadership

DEFINITION - COMMANDDEFINITION - COMMAND

““the authority vested in an individual of the armed forces the authority vested in an individual of the armed forces for the direction, co-ordination, and control of military for the direction, co-ordination, and control of military forces.”forces.”

NATO DEFINITIONNATO DEFINITION

UNDERSTANDING COMMAND

COMMANDCOMMAND

AUTHORITYAUTHORITY

MANAGEMENTMANAGEMENT

LEADERSHIPLEADERSHIP

AUTHORITYAUTHORITY

Authority, which encompasses a legal and constitutional Authority, which encompasses a legal and constitutional component (e.g. component (e.g. National Defence ActNational Defence Act), is always derived from ), is always derived from a higher or superior entity. a higher or superior entity.

NDHQ

MANAGEMENTMANAGEMENT

Management is designed to control complexity and increase group Management is designed to control complexity and increase group effectiveness and efficiency. effectiveness and efficiency.

It is also based on formal organizational authority and it is It is also based on formal organizational authority and it is unequivocally results orientated. unequivocally results orientated.

Its emphasis is on the correct and efficient execution of organizational Its emphasis is on the correct and efficient execution of organizational processes. processes.

LEADERSHIPLEADERSHIP

““DIRECTING, MOTIVATING AND ENABLING OTHERS TO DIRECTING, MOTIVATING AND ENABLING OTHERS TO ACCOMPLISH THE MISSION PROFESSIONALLY AND ACCOMPLISH THE MISSION PROFESSIONALLY AND ETHICALLY, WHILE DEVELOPING OR IMPROVING ETHICALLY, WHILE DEVELOPING OR IMPROVING CAPABILITIES THAT CONTRIBUTE TO MISSION SUCCESS.”CAPABILITIES THAT CONTRIBUTE TO MISSION SUCCESS.”

CF DOCTRINAL DEFINITIONCF DOCTRINAL DEFINITION

Leadership PhilosophyLeadership PhilosophySituationally Appropriate InfluenceSituationally Appropriate Influence

Total Zerocontrol control

Effective Influence Behaviours

TransformationalLeadership

ROLE OF UNIT LEADERSHIPROLE OF UNIT LEADERSHIP

1.1. ENSURE MISSION ACCOMPLISHMENTENSURE MISSION ACCOMPLISHMENT

2. 2. CONTROL / ALLOCATE RESOURCESCONTROL / ALLOCATE RESOURCES

3. 3. CREATE POSITIVE UNIT / LEADERSHIP CLIMATE CREATE POSITIVE UNIT / LEADERSHIP CLIMATE

- TRUSTTRUST

- ENCOURAGE INITIATIVEENCOURAGE INITIATIVE

- FAIRNESSFAIRNESS

- TEAMWORKTEAMWORK

- RISK ACCEPTANCERISK ACCEPTANCE

WORKING WITH OTHERS – 10 PRINCIPLES

1. Be Patient;

2. Be adaptable and manage your expectations;

3. Recognize that actions speak louder than words;

4. Appreciate that perception is more important than reality;

5. Remember that the message sent is not always the message that is Received and it is the message that is received that is acted on;

WORKING WITH OTHERS – 10 PRINCIPLES

6. See the world through the eyes of those with whom you are interacting;

7. Do not judge the behaviours of others and, instead, observe, learn and try to understand;

8. Always be respectful;

9. Deal with frustrations privately; and

10. Do not adhere to unrealistic standards.

QUESTIONS ?

MISSION COMMAND

Mission Command is a command philosophy that Mission Command is a command philosophy that promotes decentralized and timely decision-making, promotes decentralized and timely decision-making, freedom and speed of action and initiative that is freedom and speed of action and initiative that is responsive to superior direction. responsive to superior direction.

MISSION COMMAND MISSION COMMAND

COMMANDER’S INTENT IS A CLEAR AND CONCISE COMMANDER’S INTENT IS A CLEAR AND CONCISE STATEMENT OF THE DESIRED END-STATE AND STATEMENT OF THE DESIRED END-STATE AND ACCEPTABLE RISK. ACCEPTABLE RISK.

COMMANDER’S INTENT

MISSION COMMANDMISSION COMMAND

THREE ENDURING TENETS:

1. the importance of understanding a superior commander’s intent;

2. a clear responsibility to fulfil that intent; and

3. timely decision-making.

MISSION COMMANDMISSION COMMAND

FUNDAMENTALS OF MISSION COMMAND:

1. unity of effort;

2. decentralized authority;

3. trust;

4. mutual understanding; and

5. timely and effective decision making.

COMMAND ACCOUNTABILITYCOMMAND ACCOUNTABILITY

COMMANDERS ARE RESPONSIBLE FOR THE ACTIONS THAT THEY KNEW, OR OUGHT TO HAVE KNOWN, WERE CARRIED OUT IN RESPONSE TO THEIR DIRECTION.