FORT JACKSON, SC -- Four battalion commanders find themselves caught in a snowstorm with about 15 items, such as a blanket and a map, a van and a decision to make - should they stay in the van, or should they go for help'
Though it sounds like the start of a bad joke (How many commanders does it take ...), the above scenario was actually one of several leader-building exercises Fort Jackson's 14 battalion commanders took as part of a four-month commander leadership course. The course, which was taught by staff from the Center for Creative Leadership, is part of a larger, 12-month program instituted by Fort Jackson's commanding general, Brig. Gen. Bradley May.
"It kind of started 12 to 15 months ago," said Mike Ryan, the fort's strategic planner.
Ryan explained that in the Army, leaders are routinely trained to supervise those within two levels of subordinacy. For example, he said, battalion commanders' leadership training should focus on company commanders. In May's case, said Ryan, his leadership focus is on the post's battalion commanders, all of whom are lieutenant colonels.
"Gen. May is probably one of the rare commanding generals who is taking time to prepare a formal leadership program like this," said Ryan. "As you get above brigade level, you don't really see a formalized leadership program."
Lt. Col. Michael Bineham, 120th Adjutant General Battalion (Reception), said the program shows the importance May places on leadership training.
"Having the CG take time out of his busy schedule to impart his knowledge and share his thoughts on a wide range of topics demonstrated how deeply he is committed to the welfare of his subordinates, their organizations and their families," Bineham said. "He continually stresses what is truly important, which is taking care of Soldiers and their families. He also never lets us forget what a vital role each of us does here, which is providing well-trained Soldiers."
The two main components of the program are monthly commanding general-led programs, and a formal program provided by the Center for Creative Leadership. The latter ended last month with the battalion commanders presenting May their group projects.
Which brings us back to the snowstorm.
The 14 battalion commanders took a trip to Greensboro, N.C. to the Center for Creative Leadership campus. Lt. Col. Alan Deogracias, 3rd Battalion, 60th Infantry Regiment, along with the other commanders, had been divided into three groups. Their task was to decide as a team whether they should seek help or try to wait out the storm. The exercise, among others, was to identify the commanders' leadership style.
Prior to arriving on campus, each of the veteran Soldiers filled out a self-assessment and had a few assessments completed by peers, subordinates and leaders. CCL staff then reviewed those assessments, along with the results of personality and conflict resolution indicators, to determine their strengths and weaknesses as leaders.
The conflict resolution portion, said Deogracias, was extremely helpful because it taught "the best way to deal with other personalities."
And though the commanders are already leaders, Deogracias said that training is an essential part of furthering their careers.
"If we're going to go on ... then we need to know about ourselves and how we deal with people," he said. "You can't stagnate if you're going to stay in the Army and be a senior leader. I think this type of training is going to help (leaders) succeed."
Lt. Col. Bryan Hernandez, 3rd Battalion, 34th Infantry Regiment, shared a similar sentiment.
"The whole (program) is really for us to learn about our leadership ... so we can be more effective as leaders," he said. "It was a good opportunity to spend some time with our peers, to watch the way they lead their organizations, to share ideas (and) share some of our challenges."
Deogracias said he also appreciated the opportunity to work with his peers, something it is often difficult to find time for with their demanding schedules. The program allowed the BCT commanders to get some insight into what those other commanders deal with on a daily basis, and vice versa, said Deogracias.
Bineham agreed that the information sharing was invaluable.
"It forced the battalion commanders to break from the daily grind and pressures of command in order to get together to learn from one another and share experiences," he said. "It was extremely beneficial because it allowed us to take the focus off of our own organizations and look at how sister battalions operate. This information sharing - good and bad - of best practices and things to avoid helped all the battalion commanders become better leaders."
The CCL also provided mentors for each of the three teams as they worked on group projects in which the commanders addressed issues faced by Fort Jackson's commanders on a regular basis.
Ryan said having the different commanders represented, was part of the plan. "It adds to the dynamic mix of learning," he said.
Ryan said the program also forced commanders to set aside time to focus on leadership.
"It was tough because it's such a demanding job being a battalion commander," he said. "They had to take time away from their real jobs to do this. They're busy, but (they) have to make time."
That time equals to nearly nine hours each quarter for CG-led programs, which include physical training with the CG, followed by breakfast and a leadership seminar; a half-day training event hosted by a battalion commander at one of his training areas; and lunch with the CG, followed by a leadership seminar. Each event takes place once a month.
Most of the commanders agreed that the entire process shows that regardless of rank, it is important that Soldiers never stop learning.
"Our environment is one of increasing complexity which requires leaders who are confident, versatile, adaptive, and innovative," Bineham said. "As leaders we must counsel, coach and mentor to develop subordinate leaders, identify future leaders and inspire our junior officers, NCOs, civilians and Soldiers to a lifelong career of service."
Hernandez added, "I think at this level, we've got to understand that (we) don't have it all right; (we're) still learning as we go," he said. "Leadership is a core element of what we do in the Army. In the military ... we ask men and women to put their lives in harm's way, and they can only do that if they've been led well. What drives success in the military is that we have capable men and women who can get the job done.
"Good leadership is a matter of life or death."
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