“To lead is not to influence others to do something they are not committed to, but rather to nurture a culture that motivates and even excites individuals to do what is required for the benefit of all.”- Arthur F Carmazzi, in The Colored Brain Communication Field Manual (2009), page 76.
I subscribe to the idea that all professional Army leaders consistently prepare themselves for greater responsibilities while mastering core leader competencies. To become organizational and strategic leaders, they should be multiskilled leaders who can comfortably operate at all levels of leadership to apply their vast experiences and knowledge for success across the spectrum of conflicts. They must develop programs and plans and synchronize the appropriate systems allowing soldiers in small unit to turn tactical and operational models into action.
In organizational and strategic leadership, leadership by example must exude wide ranging competency and knowledge. Organizational leaders must build teams of teams with discipline, cohesion, trust, and proficiency. However, they say that modern organizational leaders now are multiskilled and multipurpose leaders. They have to develop a strong background in doctrine, tactics, techniques, and procedures, as well as an appreciation for the geopolitical consequences of their application.
In my experience, as an organizational leader, I rely heavily on developing my subordinates and empowering them to execute their assigned responsibilities and missions. More so, soldiers and subordinate leaders, in turn, look to organizational leaders to set achievable standards, to provide clear intent, and to provide necessary resources.
In one point of my career, there are times that conflicts arise in work. I do deem that leaders often must leverage negotiating skills to obtain cooperation and support necessary to accomplish a mission beyond the traditional chain of command. A successful negotiating involves communicating a clear position on relevant issues and integrating understanding of motives while conveying a willingness to bargain on other issues. Thus, good negotiators visualize several possible end states while maintaining a clear idea of the optimal end state.
It is true, as General Gordon Sullivan has opined that, if you are a leader, your people expect you to create their future. They look into your eyes, and they expect to see strength and vision. To be successful, you must inspire and motivate those who are following you. When they look into your eyes, they must see that you are with them.
This happens in large organizations, especially that most of Army’s organizational leaders play critical part when it comes to maintaining focus on fighting the enemy; and your men look up to you as their strength and inspiration. With this kind of situation, organizational leaders represent the critical link to collecting, recording, and exploring the tactical and operational lessons learned. They ultimately direct the integration of critical experiences and new concepts into doctrine and future training.
Seasoned strategic and organizational leaders know themselves - the mission and the message. They own it to their organization and men to share much information as possible. Thusly, they must take a long-term approach to developing the entire organization. They prepare their organizations to boost the spirit and morale in order to achieve victory in any endeavors.
Aside from the motivations and right values and conduct shown toward organizational leadership, I believe that in order to foster the culture of systemic organizational leadership, one must also prepare his self. Leadership begins at the top, and so does developing. They keep a focus on where the organization needs to go and what all leaders must be capable of accomplishing.
Also, one important organizational leader responsibility is to create an environment that enables and supports people within the organization to learn from the experiences of others. To strengthen learning in organizations, organizational leaders can make interdependent avenues available for lifelong learning on assignment oriented training, simulations, learning centers, and virtual training.
To foster building team skills and processes, according to the article, organizational leaders recognize that their respective organization is a ‘team’ – that has to learn confidence and excellence that will be translated into reality. He must empower his team within a larger organization and must exploit the value of a creative staff composed of competent and trustworthy subordinates.
In my mind, I admire strategic and organizational leaders who achieve consistent results and are competent in planning, preparing, executing, and assessing. While leaders can continuously emphasize teamwork and cooperation, they also understand healthy competition as an effective motivator. They must provide clear focus with their intent so their subordinates may accomplish the mission, no matter what happens to the original.
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