By Scott Gibson, U.S. Army Combined Arms CenterDecember 9, 2009
FORT LEAVENWORTH, Kan. (Dec. 10, 2009) Aca,!" Gen. George Casey, the Chief of Staff of the Army, has approved the new Aca,!A"Leader Development Strategy for a 21st Century ArmyAca,!A? that accounts for the effects of eight years of war on the development of Army leaders.
This strategy is the outcome of a campaign of learning over the past year and has been produced by an extensive enterprise of stakeholders both inside and outside the Army. It is informed by the lessons learned from our ongoing conflicts, assessments of the future operational environment, the CSAAca,!a,,cs Green Book article Aca,!A"The Army of the 21st Century,Aca,!A? and FM 3-0 (Operations). The strategy is an integral part of the Army Capstone Concept and provides the foundational basis for the direction and formulation of future leader development concepts.
Aca,!A"The Army Leader Development Strategy is a document that articulates the characteristics we desire in our Army leaders as they progress through their careers,Aca,!A? said Col. Daniel Shanahan, Director of the Combined Arms CenterAca,!a,,cs Center for Army Leadership at Fort Leavenworth, where much of the document was drafted.
Aca,!A"It establishes eight imperatives for the integration of policies, programs and initiatives to produce Army leaders, and it provides guidance for the career-long development of Army leaders through education, training, and experience,Aca,!A? he said.
The Army will adhere to eight leader development imperatives that will guide policy and development actions and activities that provide the conditions to develop leaders of character with the required abilities to conduct successful Full Spectrum Operations in diverse environments characterized by increasing complexity and uncertainty. These imperatives are:
Aca,!Ac Encourage an equal commitment by the institution, by leaders, and by individual members of the profession to life-long learning and development.
Aca,!Ac Balance our commitment to the Training, Education, and Experience pillars of development.
Aca,!Ac Prepare leaders for hybrid threats and full spectrum operations through outcomes-based training and education.
Aca,!Ac Achieve balance and predictability in personnel policies and professional military education in support of ARFORGEN.
Aca,!Ac Manage the ArmyAca,!a,,cs military and civilian talent to benefit both the institution and the individual.
Aca,!Ac Prepare our leaders by replicating the complexity of the operational environment in the classroom and at home station.
Aca,!Ac Produce leaders who are mentors and who are committed to developing their subordinates.
Aca,!Ac Prepare select leaders for responsibility at the national level.
Aca,!A"An uncertain and complex future security environment demands that Army leader development prepare leaders to operate with competence and confidence in ambiguous, frequently changing circumstances,Aca,!A? Shanahan said.
Aca,!A"Our leaders deserve the best possible leader development process to enable them to effectively lead our Soldiers and protect and promote our national interests, and this new strategy helps us ensure our Soldiers remain agile, adaptive and innovative,Aca,!A? he said.