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In this episode, Ready 6 brings us an in-depth look at the Critical Path of Leadership. READY FIRST!
The Critical Path of Leader Development
The CRITICAL PATH theory of leader development indicates that effectiveness emerges with five steps:
1) Standards
2) Trust
3) Candor
4) Purpose
5) Communication
This post builds upon our previous exploration in http://www.prodev2go.wordpress.com, of these steps individually, and presents their sum as an overall guide to leadership.
Unlike a typical PERT diagram, traveling along the critical path of leadership is not a linear process that, if followed, leads to perfection. It is a problem-solving model that leaders can use repeatedly and holistically. Additionally, each step is not a rigid requirement. A proficiency goal of 80% or higher in each step will allow you to deal effectively with most challenges: Standards- A leader must understand the expectations of his or her organization. Then, live, set, and enforce them.
Trust- Simply put, it is the foundation that distinguishes leading from managing.
Candor - Being straightforward with oneself and others ensures a common level of situational understanding and allows the growth of trust within the organization. Purpose- Leaders that provide clear intent and reasoning to their units enable mission command and mission accomplishment.
Communication- The frank and effective exchange of information between leaders, subordinates, peers, and superiors is a critical element in both day-to-day operations and responses to crisis. The five steps of the critical path of leadership are not easy to master.
However, when you, or your organization, face significant challenges, it provides a solid foundation to walk upon. It is along the critical path, of Standards, Trust, Candor, Purpose, and Communication, that problems are solved or created.
Follow us at http://www.prodev2go.wordpress.com
For More on the Critical Path Watch the PODCAST at: https://www.youtube.com/watch?v=Xtf7aqASxhQ
Image by : http://globalpublicsquare.blogs.cnn.com/2013/01/11/u-s-needs-significant-military-presence-in-Afghanistan/
The CRITICAL PATH theory of leader development indicates that effectiveness emerges with five steps:
1) Standards
2) Trust
3) Candor
4) Purpose
5) Communication
This post builds upon our previous exploration in http://www.prodev2go.wordpress.com, of these steps individually, and presents their sum as an overall guide to leadership.
Unlike a typical PERT diagram, traveling along the critical path of leadership is not a linear process that, if followed, leads to perfection. It is a problem-solving model that leaders can use repeatedly and holistically. Additionally, each step is not a rigid requirement. A proficiency goal of 80% or higher in each step will allow you to deal effectively with most challenges: Standards- A leader must understand the expectations of his or her organization. Then, live, set, and enforce them.
Trust- Simply put, it is the foundation that distinguishes leading from managing.
Candor - Being straightforward with oneself and others ensures a common level of situational understanding and allows the growth of trust within the organization. Purpose- Leaders that provide clear intent and reasoning to their units enable mission command and mission accomplishment.
Communication- The frank and effective exchange of information between leaders, subordinates, peers, and superiors is a critical element in both day-to-day operations and responses to crisis. The five steps of the critical path of leadership are not easy to master.
However, when you, or your organization, face significant challenges, it provides a solid foundation to walk upon. It is along the critical path, of Standards, Trust, Candor, Purpose, and Communication, that problems are solved or created.
Follow us at http://www.prodev2go.wordpress.com
For More on the Critical Path Watch the PODCAST at: https://www.youtube.com/watch?v=Xtf7aqASxhQ
Image by : http://globalpublicsquare.blogs.cnn.com/2013/01/11/u-s-needs-significant-military-presence-in-Afghanistan/
Posted in these groups: 
Leadership
Platoon Leader
Leadership Development
Professional Development1st AD
Leadership Platoon Leader Leadership Development Professional Development1st AD
Edited 10 y ago
Posted 10 y ago
Responses: 6
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COL (Join to see) I whole heartily agree! I basically lived the 7 Army Values to coincide with the 5 steps as previously mentioned with leadership!
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It’s interesting for me to see how times have changed. I just hit my 37th year in service and can remember when “why” was never emphasized – you just did what you were told. Since then, Soldiers entering the service are smarter and simply different than those in the 70’s and 80’s. Now when you explain the “why” I’ve seen Soldiers actually improve the overall objective by making suggestions because they thought of something the planner(s) didn’t. Obviously, there’s a time and a place for allowing explanation of a plan – the middle of a firefight isn’t usually within those parameters.
On a side note, I am also a strong believer in visualization practice – as a leader I have used this technique for certain kinds of missions and have encouraged my junior leaders to do the same. This is more on the execution portion of an OPORD and not so much a part of the five steps. Regardless, I’ve found it adds more to the SOPs and contingency plans and provides a little more “insight” than discussion, maps, photos and sand tables. If you ever get a chance, watch how the Blue Angels or the Thunderbirds do this before they put on a show. This technique is also used by Olympic athletes and other professionals to hone their performance. Obviously, there’s a time and a place for this as well. The point of this is to make you a better leader, which then relates to Trust. Back to the topic - The five mentioned steps are spot on, thank you for sharing sir! I'll use this in my next WOPD class.
On a side note, I am also a strong believer in visualization practice – as a leader I have used this technique for certain kinds of missions and have encouraged my junior leaders to do the same. This is more on the execution portion of an OPORD and not so much a part of the five steps. Regardless, I’ve found it adds more to the SOPs and contingency plans and provides a little more “insight” than discussion, maps, photos and sand tables. If you ever get a chance, watch how the Blue Angels or the Thunderbirds do this before they put on a show. This technique is also used by Olympic athletes and other professionals to hone their performance. Obviously, there’s a time and a place for this as well. The point of this is to make you a better leader, which then relates to Trust. Back to the topic - The five mentioned steps are spot on, thank you for sharing sir! I'll use this in my next WOPD class.
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COL (Join to see)
Chief- 37 Years is impressive --Thanks for your insights. Concur once the decision is made we all need to move out together ! Love the visualization too !
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COL (Join to see), just watched this podcast and really enjoyed it. Can't say enough about how important purpose is. When things get hard for the team, it's sometimes the only thing there keeping everyone on track and together. How do you personally ensure your Soldiers get this message often enough?
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COL (Join to see)
Thanks for the note and the like Brandon- As a Leader I believe you constantly message on the "why" or the purpose of your collective efforts. Weave the why into each engagement with your men and women and everyone will understand not only the purpose of their efforts but also how they fit into the master plan.
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I can not say enough how great this is. I was enlisted and felt I knew what leadership was. I did to a point but as an officer things are a bit different. It is great to see such lessons from a experienced officer. I am learning from your podcasts and hope to see you on RP more often.
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COL (Join to see)
Thanks Eric- You are a part of the greatest profession in the world. Relish every moment. I plan on posting weekly to Command Post ! If you have a topic of interest let me know !
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Sir, unfortunately it does not always match up with those who get promoted. That sends a mixed signal to the rest of the Army as to what they need to do to get promoted or avoid. It is harsh but reality.
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COL (Join to see)
Thanks for the note Brian! Our promotion system is the best example of fairness and a true meritocracy. People are promoted or not promoted based on their file. Where we struggle sometimes, in my opinion, is when leaders are not candid with their subordinates. We must look our subordinates in the eye and honestly rate their performance and potential. Our Soldiers deserve the best !
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MAJ (Join to see)
In my short time in the military... (well, it FEELS like it's been a short while!) I'm afraid ai have seen examples on both sides. I whole-heartedly agree with COL Coffman that we often fail as leaders by not being willing to address issues or face them head-on. That said, if you are a leader, you aren't serving for the goal of being promoted. It's something you should be preparing for, but not something to determine how you perform. Is that a little niave? perhaps, but it has served me at well over the years. Consistancy and integrity are some of the most valuable qualities I think leaders can have. Will you be the next Chairman of the Joint Chiefs that way? eh.. maybe, maybe not. But you'll earn the trust and respect of others, and gain their support in getting the mission done in the process, and that is a large degree of what you should be there to do.
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LTC (Join to see)
COL (Join to see) - Sir, I agree it is all board. However, it makes you wonder what the board is looking for sometimes when you see someone deploy, have command, higher degree not get picked up but someone who did none of those make it below the zone. Granted it may be they are looking for a specific degree that year or they had better evaluations. However, it makes you wonder. Is there favoritism also to those who served as a General's aide? Just makes you wonder as they do not really tell you what the board is looking for. And that keeps changing.
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CPT (Join to see)
COL (Join to see) - Being candid with our subordinates and leadership is something that cripples us. I have seen what the good CPT say. I often look to what CSM Purdy said when he wrote about leadership. Sometimes Commanders don't want to hear it or they develop a climate NCOs don't want to say the truth so they fluff it. Either way it is bad and some of these officers will move up.
http://www.hackworth.com/purdy.html
http://www.hackworth.com/purdy.html
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