DEVELOPMENT – TRAINING SOLDIERS AND CIVILIANS, AND GROWING
The Army is a profession – the Profession of Arms. Conducting
decisive ground combat operations in defense of the United States
and its interests is a core competency of this profession. The development
of each member of The Army is the foundation of lifelong devotion
to duty – while in uniform and upon returning to the civilian
Air Defense Artillery Brigade,
Giebelstadt Army Airfield, Germany
By its nature, our profession is extraordinarily complex and dangerous.
The American people entrust The Army with the sacred responsibility
to apply lethal force in defense of U.S interests. As such, the
Profession of Arms must remain firmly grounded in constitutional
values and must constantly change and grow to preserve its competitive
advantage in an evolving strategic environment. At all levels, our
leaders – military and civilian – must apply their professional
knowledge in increasingly varied and unique situations that are
characteristic of today’s strategic environment. Ultimately,
we must grow professional Army leaders who provide wise and discerning
military judgments founded on long experience and proven professional
expertise. This capacity is developed only through a lifetime of
education and dedicated service – in peace and in war.
Soldiers serve the Nation with the full realization that their duty
may require them to make the supreme sacrifice for others among
their ranks. Soldiers fighting the war on terrorism today, those
who will fight our future wars, and those who have fought in our
past wars are professional warfighters and a precious national asset.
To ensure we remain the greatest landpower in the world defending
the greatest country in the world, The Army and the Nation rely
upon their unique and hard-earned experiences and skills. To develop
the operational skills required to defend the Nation, training must
remain our number one priority.
The evolving strategic environment, the gravity of our responsibilities,
and the broad range of tasks The Army performs require us to review
and periodically update the way we educate, train, and grow professional
warfighters. The Army’s strategic responsibilities to the
Nation and Combatant Commanders now embrace a wider range of missions.
Those missions present our leaders with even greater challenges
than previously experienced. Therefore, leader development is the
lifeblood of the profession. It is the deliberate, progressive,
and continuous process that trains and grows Soldiers and civilians
into competent, confident, self-aware, and decisive leaders prepared
for the challenges of the 21st Century in combined arms, joint,
multinational, and interagency operations.
In June 2000, we convened the Army Training and Leader Development
Panel (ATLDP). The ATLDP’s purpose is to identify skill sets
required of Objective Force Soldier and civilian leaders. Further,
ATLDP assesses the ability of current training and leader development
systems and policies to enhance these required skills. In May 2001,
The Army Training and Leader Development Panel Phase I (Officer
Study) identified seven strategic imperatives and generated 89 recommendations.
With those, we validated the requirement to transform our Officer
Education System (OES) – from the Officer Basic Course through
the Command and General Staff Officer Course. Additionally, the
panel reconfirmed the value of Joint Professional Military Education
II (JPME II) in preparing our leaders for joint assignments. The
most significant product of the officer ATLDP is our OES Transformation.
Phase I (Officer Study) identified three high-payoff institutional
training and education initiatives for lieutenants, captains, and
majors. The first of these is the Basic Officer Leader Course (BOLC).
BOLC will provide a tough, standardized, graduate-level, small-unit
leadership experience for newly commissioned officers. The second
of these initiatives is the Combined Arms Staff Course (CASC) for
staff officers, and the Combined Arms Battle Command Course (CABCC)
for company commanders. Both courses will capitalize on advanced
distributed learning and intensive resident training methods. The
third initiative, Intermediate Level Education (ILE), will provide
all majors with the same common core of operational instruction,
and it will provide additional educational opportunities that are
tailored to the officer’s specific career field, branch, or
functional area. Beyond ILE, Army officers continue to attend Joint
or Senior Service Colleges to develop leader skills and knowledge
appropriate to the operational and strategic levels of the profession.
Completed in May 2002, the
ATLDP Phase II (NCO Study) resulted in 78 findings and recommendations
extending across six imperatives – Army culture, NCO Education
Systems (NCOES), training, systems approach to training, training
and leader development model, and lifelong learning. Among others,
the ATLDP Phase II recommended building new training and leader
development tools for NCOs to replace current methods, as required.
Phase III (Warrant Officer Study) culminated with 63 recommendations
extending across four crucial imperatives. Recommendations included
clarifying the warrant officer’s unique role in The Army and
improving the Warrant Officer Education System (WOES) to ensure
timely training and promotion. The Civilian Training and Leader
Development Panel (Phase IV) study results are complete, and we
are forming the Implementation Process Action Team (I-PAT). I-PAT
will identify actions The Army must take to increase the professional
development of our civilian workforce. At the senior leader level,
The Army initiated the Army Strategic Leadership Course (ASLC).
The program is aimed at teaching principles of strategic leadership,
with emphasis on visioning, campaign planning, leading change, and
Transformation. To date, we have completed twelve of the foundation
courses and three alumni courses, training the majority of The Army’s