Table Of Content

U. S . A R MY J o u r n a l o f I n s t a l l a t i o n M a n a g e m e n t Summer 2010 E e M h t O e H r A S e ’ Y W M R A n Y i T s I r N e n U t M r a M P O C 6 .US. ARMY ENVIRONMENTAL COMMAND U.S. ARMY SUSTAINABILITYREADINESS WELL-BEING Leadership Pot Luck by COL Dan Thomas, GC, Fort Meade INSTALLATIONS AND ENVIRONMENT 16 Garrison Leadership: Enlisting Others by COL Charles Allen (Ret), Army War College 30 Workforce Development: The Foundation for Sustained Success by COL Wayne A. Green, GC, Fort Leavenworth and Jennifer Mootz Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2010 2. REPORT TYPE 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Garrison Leadership: Enlisting Others 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION U.S. Army War College,Department of Command, Leadership & REPORT NUMBER Management,Carlisle Barracks,PA,17013 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 7 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 their experiences, from assignment to COL Thomas D. Macdonald was commissioned Garrison Leadership: assignment, in a structured environ- as an Infantry Lieutenant with a Bachelor Leading the Organization ment. Additionally, these progression of Business degree from Columbus College Officers selected for garrison com- Enlisting Others ladders should be focused on various in Columbus, Georgia. He has served in sev- mand understand and have been very career paths that appeal to emerging eral command and staff positions in CONUS and successful in applying the basics of leaders across the Army. overseas, including as a task force commander by COL Charles Allen (Ret.), U.S. Army War College leadership as captured in our Army during Operation Iraqi Freedom II and as a regi- doctrine. Field Manual 6-22 Army Civilian professional development in mental tactical officer for the Corps of Cadets at Leadership (2006) provides a concise the Army has not received the same the U.S. Military Academy. Command of a garrison requires a two or three years. Therefore, upon definition of leadership as “a process emphasis as our OES/NCOES pro- leader who understands it is unlike any assuming command, the garrison of providing purpose, motivation, grams. This stems largely from a lack of References: other assignment. Writing for an earli- commander should develop strong and direction to accomplish the mis- emphasis on professional development i“A Leader Development Strategy for a 21st er edition of the Journal of Installation relationships with the garrison staff sion and improve the organization.” Century Army” (2009), 1. due to competing requirements and iiIbid, 1. Management (JIM), I offered a per- iiiOri Brafman and Rod A. Beckstrom, “The Starfish spective to those officers about to as- Some Commanders had not worked with a predominantly Civilian limited resources. IMCOM Regulation and the Spider” (United States of America: sume garrison command and provided workforce...add to that stakeholders—customers (family members, 350-1 begins to address these issues Penguin Group, 2006), 88 ivGeorge Labovitz and Victor Rosansky, “The recommendations to help an incom- Host Nation politicians, US politicians, etc.). Suddenly you are forced with the appointing of the Garrison Power of Alignment” (Canada: John Wiley & Sons, Training Program Manager and initia- 1997), 27 ing garrison leader make the most of to think (strategically) across several spectrums...the kinds and depth vLee Cockerell, “Creating Magic” (New York: The the first 90 days in command (Allen, of tasks are also challenging - the GC has to know a little bit about tion of the Army Centralized Individual Doubleday Publishing Group, 2008), 54 Training Solicitation (TACITS) survey. viIbid, 32-55 Journal of Installation Management a lot of things. -Region Director viiIbid, 50 online, Summer 2009). The key com- However, this program is new and will viiiIbid, 139 take time to develop. Until the funding ponents of the leader transition were and community members who are the Our officers have demonstrated stream matures, I recommend a dedi- to prepare for command, to learn the constituents and key stakeholders, but great competence with direct leader- cated line of accounting for IMCOM command, and to establish a personal also important mentors. One could ship while in a variety of  command employees, fenced exclusively for pro- network of installation professionals. say this is  the paradox of leader and and staff positions. Officers selected fessional development. Additionally, workforce development. In this case, for garrison command have “made a Common Level of Support must be The new garrison command- the workforce contributes significantly the cut” with successful company- established and dedicated to perform- er (GC) prepares by internaliz- to  developing the leader. level commands  of tactical Modified ing the Training Program Manager ing the Installation Management Table of Organization and Equipment tasks. To create adaptive leaders, either Campaign Plan and other Installation Each GC receives missions from (MTOE) units and high performance through 350-1 or another program, Management Command (IMCOM) IMCOM and the Senior Commanders in field grade assignments such as exec- the Army must make professional de- policies and strategies, while learning of their installations. Through the ap- utive officer and operations officer  for velopment a cornerstone over the next directly from those with garrison ex- plication of strategic planning, the GC battalions and brigades. Many GC se- decade to effectively transform Line perience. This edition of the Journal sets the direction for the garrison and lectees have served as staff officers on of Effort 3--Leader and Workforce includes articles from garrison com- begins to move forward to  execute the division and higher-level staffs of such Development--from paper to program. manders that discuss the many facets strategy to achieve the assigned mis- large and  complex organizations. of leadership and workforce develop- sion set. For success, the GC has to With constrained budgets and growing mission requirements, training courses ment that the typical garrison makes be  the leader, but must understand As these officers transition to garrison are typically the first to suffer. Leader available to its community—Soldiers, that leadership is different from previ- command, the same leadership prin- and workforce development must be Civilians and Family members. The ously held command assignments. The ciples from operational units apply to sustained through dedicated resourc- complexity of garrison operations is framework for this article builds upon leading the installation workforce and ing. Fencing these resources demon- well established and there is the neces- the Kouzes and Posner (2008) concept its staff. This garrison team consists strates the Army’s commitment to the sity to collaborate at multiple levels. of enlisting others. This framework of the directors and supervisors, the individual and demonstrates inspira- But another, often overlooked, aspect includes the traditional leading of the workforce, and the contractors who tional leadership from the top down. of leadership development is the pro- organization, the unfamiliar leading provide essential services for base sup- cess by which the community receives without authority, and the potentially port operations under the Common and acculturates its new leader every uncomfortable leading up. Levels of Support (CLS). The mem- 15 U.S. Army Journal of Installation Management We are the Army’s Home 16 bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo- motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community. The direction for the workforce is the context may be different with a municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de- provided not only by the strategic plan predominately Civilian and contrac- ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing for the garrison, but also with policies tor workforce, the underlying leader- people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to and implementing guidance from the ship principles are the same. Successful to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds parent command, IMCOM. The key commanders get out of the office and and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence. function of the commander is to assign lead (not manage!) by walking around for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and priorities aligned with the core capabil- and talking to people at all levels— culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army ities required from the garrison by its from the clerks and childcare providers such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE) customers. This is especially important to the range control specialists—in the an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de- in an environment of scarce resources, organization. These leaders also use sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed competing requirements, and uncer- proven communication and recogni- Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis- tainty. Hence, the strategic direction tion events such as workforce town hall 90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in provided by the garrison commander meetings, annual “state of the commu- organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE with the vision and mission statement nity” briefs, and award ceremonies. culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that must be consistent with the daily reali- The enduring leadership principles are the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm ties faced by the workforce. to inform, engage, and demonstrate ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award appreciation to the most essential ele- The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work Leading an organization is probably ment of the garrison—its people. the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities the most natural and comfortable role Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value for the garrison commander. While Leading without Authority to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv- The more unfamiliar territory is lead- Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the Figure 1: Spectrum of Enlisting Others. ing  either those who are not under as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families. the commander’s direct authority but units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi- to whom they have the responsibil- partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team Spectrum of ity to serve, or those who can assist tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement. Enlisting Others in providing service to customers in civic organizations (e.g, Chamber of This can be accomplished through the garrison. Jim Collins (2007) ac- Commerce) in the local community. representatives in the process or by so- Leading Up knowledged the essential leadership liciting input from focus groups. The The most uncomfortable aspect of requirements for public and civic or- We have all experienced the good work garrison leadership may be the neces- ganizations. Collins holds that lead- Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess- influence, finding common purpose, the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the and building consensus than about organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy giving direction. The GC provides man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec- leadership for peers that are the tenant hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the 17 U.S. Army Journal of Installation Management We are the Army’s Home 18 bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo- motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community. The direction for the workforce is the context may be different with a municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de- provided not only by the strategic plan predominately Civilian and contrac- ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing for the garrison, but also with policies tor workforce, the underlying leader- people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to and implementing guidance from the ship principles are the same. Successful to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds parent command, IMCOM. The key commanders get out of the office and and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence. function of the commander is to assign lead (not manage!) by walking around for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and priorities aligned with the core capabil- and talking to people at all levels— culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army ities required from the garrison by its from the clerks and childcare providers such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE) customers. This is especially important to the range control specialists—in the an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de- in an environment of scarce resources, organization. These leaders also use sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed competing requirements, and uncer- proven communication and recogni- Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis- tainty. Hence, the strategic direction tion events such as workforce town hall 90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in provided by the garrison commander meetings, annual “state of the commu- organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE with the vision and mission statement nity” briefs, and award ceremonies. culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that must be consistent with the daily reali- The enduring leadership principles are the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm ties faced by the workforce. to inform, engage, and demonstrate ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award appreciation to the most essential ele- The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work Leading an organization is probably ment of the garrison—its people. the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities the most natural and comfortable role Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value for the garrison commander. While Leading without Authority to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv- The more unfamiliar territory is lead- Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the Figure 1: Spectrum of Enlisting Others. ing  either those who are not under as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families. the commander’s direct authority but units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi- to whom they have the responsibil- partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team Spectrum of ity to serve, or those who can assist tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement. Enlisting Others in providing service to customers in civic organizations (e.g, Chamber of This can be accomplished through the garrison. Jim Collins (2007) ac- Commerce) in the local community. representatives in the process or by so- Leading Up knowledged the essential leadership liciting input from focus groups. The The most uncomfortable aspect of requirements for public and civic or- We have all experienced the good work garrison leadership may be the neces- ganizations. Collins holds that lead- Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess- influence, finding common purpose, the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the and building consensus than about organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy giving direction. The GC provides man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec- leadership for peers that are the tenant hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the 17 U.S. Army Journal of Installation Management We are the Army’s Home 18 essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga- in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author- into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture” those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership. up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called. the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999 Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a (ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede- resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and “ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround- tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there be executed in a decentralized man- tions based upon an were challenges and stressful times. ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award commanders are the first-line provid- standing of their winners in the 21st Century, the ers of common levels of support to local installations diversity of Army garrisons is appar- their installations and must work with and personally ent. Successful accomplishment of their Senior Commanders to identify experiencing the their mission in support of training how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed places the garrison commander in an implementing forces (Japan and Germany), and awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and funding do not appear to meet the Fort Stewart and Hunter Army needs of the installation. Airfield) enables the Army mission. The IMCOM mission requires excep- 19 U.S. Army Journal of Installation Management We are the Army’s Home 20 essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga- in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author- into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture” those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership. up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called. the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999 Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a (ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede- resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and “ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround- tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there be executed in a decentralized man- tions based upon an were challenges and stressful times. ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award commanders are the first-line provid- standing of their winners in the 21st Century, the ers of common levels of support to local installations diversity of Army garrisons is appar- their installations and must work with and personally ent. Successful accomplishment of their Senior Commanders to identify experiencing the their mission in support of training how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed places the garrison commander in an implementing forces (Japan and Germany), and awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and funding do not appear to meet the Fort Stewart and Hunter Army needs of the installation. Airfield) enables the Army mission. The IMCOM mission requires excep- 19 U.S. Army Journal of Installation Management We are the Army’s Home 20 tional leaders who have the capability Warner, R. K. (July 2002). Leading Without Leader and Workforce adaptive, that can drive efficiency, and Authority: Ways to Build Influence and Power. to lead at several levels (Allen, 2007) that can solve difficult problems is the Pharmaceutical Representative. and across traditional organizational Development: Maintaining only way to achieve mission success. Wilson, R. (2007, May 31). “Army Communities of boundaries to “support expeditionary Excellence (ACOE) Program Policy.” Memorandum Emphasis on innovation and manag- operations…and to provide a quality for Deputy Commanding General Installation the Fort Knox Heart and ing change is essential. The Fort Knox Management Command. Washington, D.C. of life for Soldiers & Families com- https://www.us.army.mil/suite/collaboration/ garrison recognizes the importance of GetDocument.do?doid=7855062 (accessed mensurate with their service.” Soul in Good Times and Bad leadership development and has pub- March 31, 2009). lished our “Human Capital Resource and Successor Workforce Plan.” This by COL Eric Schwartz, Garrison Commander, Ft. Knox plan sets our course for developing COL (Ret.) Charles D. Allen is the director of Leader and retaining leaders through fis- Development in the Department of Command, cal year 2014. Succession planning is Our workforce is the heart and soul novatively accomplish the installation Leadership and Management at the U.S. Army the strategy used to identify successor of the garrison organization. It is management mission, we must focus War College, Carlisle Barracks, Pa. Assignments workforce competencies, occupations the conduit through which the on activities that: during his 29 years of service with the Army in- and characteristics. It takes into ac- Installation Management Command clude Germany, Honduras and South Korea. He count environmental influences such provides all the programs and services • Develop and retain multi-skilled commanded the 417th Nase Support Battalion as other organizations recruiting for needed to support our Soldiers and and adaptive leaders; in Kitzingen, Germany, from 1997 to 1999 for an leadership positions, present and fu- Families, Retirees and Survivors – to • Provide for constant communica- area that included six military installations. He ture organizational competencies/oc- make the installation their home. An tion and continuous workforce also served as chief of inspections, Office of the cupations requirements, recruitment educated and dedicated workforce can feedback; Inspector General, U.S. Army Europe. influences such as labor pool and overcome almost any challenge an or- • Ensure teamwork, professionalism population trends, and occupational/ ganization faces. In today’s era of per- and selfless service in all things; References competency gaps in the workforce. sistent conflict, it is critical that Army • Ensure we have a sustainable, em- Allen, C. (Winter 2009). Garrison Command: The Plan objectives are included in our First 90 Days. Journal of Installation Management, garrisons maintain a professional powered workforce focused on 8-13. semi-annual strategic planning session workforce team that is agile, educated, collaboration and innovation; reviews. Objectives are reviewed twice Allen, C. (Summer 2007). Garrison Command: motivated, and has a common under- • Provide continuing education and Leading at Several Levels. Journal of Installation a year and modified to meet the needs standing of the overarching mission, training opportunities; and Management, 6-9. of a changing command. goals and objectives. They must seize • Inculcate a culture of safety, Collins, J. (2005). Good to Great and the Social Sectors. New York: HarperCollins. every opportunity to achieve efficien- sustainability and a healthy work Training and education are essential to cies and improvements and must be environment. “The Enterprise Approach to Managing the development of leaders. Military Installations in Support of Institutional Army good stewards of all resources – the Adaptation and the Expeditionary Army.” (March 2009). IMCOM Transformation White Paper. Washington, D.C.: Installation Management In today’s era of persistent conflict, it is critical that Army garrisons maintain a Command. agile educated motivated professional workforce team that is , , , and has a Kouzes, , J. K. and Posner B. Z. (2008). The Leadership Challenge, 4th edition. New York: mission goals objectives common understanding of the overarching , and Jossey-Bass. Useem, M. (2002). Leading Up., from Center for Leadership and Change, Wharton University of Pennsylvania: http://leadership.wharton.upenn. environment, taxpayer money, and Leadership Development leaders are well trained in leadership as edu/l_change/up_lead/Exec_Excellence.shtml When available resources decline, or- part of their military training. Civilian (accessed March 15, 2009). time. In order to achieve our objective ganizations will often trim or eliminate supervisors and senior leaders take ad- to develop and retain a multi-skilled Useem, M. (2001). Leading Up: How to lead your training and development programs vantage of courses available through boss so you both win. New York: Crown Press. workforce comprising military and first. However, while identifying and the Civilian Education System. Civilian leaders and personnel with U.S Department of Army (October 2006). Field training leaders is important at all Individual development plans are used Manual 6-22 Army Leadership. Washington D.C.: the knowledge, capabilities, skills, and Department of the Army. times, it is vital in lean times. Ensuring to determine what training is needed opportunities to successfully and in- the organization has leadership that is and desired. Many of our leaders can 21 U.S. Army Journal of Installation Management We are the Army’s Home 22

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U. S . A R MY J o u r n a l o f I n s t a l l a t i o n M a n a g e m e n t Summer 2010 E e M h t O e H r A S e ’ Y W M R A n Y i T s I r N e n U t M r a M P O C 6 .US. ARMY ENVIRONMENTAL COMMAND U.S. ARMY SUSTAINABILITYREADINESS WELL-BEING Leadership Pot Luck by COL Dan Thomas, GC, Fort Meade INSTALLATIONS AND ENVIRONMENT 16 Garrison Leadership: Enlisting Others by COL Charles Allen (Ret), Army War College 30 Workforce Development: The Foundation for Sustained Success by COL Wayne A. Green, GC, Fort Leavenworth and Jennifer Mootz Report Documentation Page Form Approved OMB No. 0704-0188 Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 3. DATES COVERED 2010 2. REPORT TYPE 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER Garrison Leadership: Enlisting Others 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION U.S. Army War College,Department of Command, Leadership & REPORT NUMBER Management,Carlisle Barracks,PA,17013 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF ABSTRACT OF PAGES RESPONSIBLE PERSON a. REPORT b. ABSTRACT c. THIS PAGE Same as 7 unclassified unclassified unclassified Report (SAR) Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18 their experiences, from assignment to COL Thomas D. Macdonald was commissioned Garrison Leadership: assignment, in a structured environ- as an Infantry Lieutenant with a Bachelor Leading the Organization ment. Additionally, these progression of Business degree from Columbus College Officers selected for garrison com- Enlisting Others ladders should be focused on various in Columbus, Georgia. He has served in sev- mand understand and have been very career paths that appeal to emerging eral command and staff positions in CONUS and successful in applying the basics of leaders across the Army. overseas, including as a task force commander by COL Charles Allen (Ret.), U.S. Army War College leadership as captured in our Army during Operation Iraqi Freedom II and as a regi- doctrine. Field Manual 6-22 Army Civilian professional development in mental tactical officer for the Corps of Cadets at Leadership (2006) provides a concise the Army has not received the same the U.S. Military Academy. Command of a garrison requires a two or three years. Therefore, upon definition of leadership as “a process emphasis as our OES/NCOES pro- leader who understands it is unlike any assuming command, the garrison of providing purpose, motivation, grams. This stems largely from a lack of References: other assignment. Writing for an earli- commander should develop strong and direction to accomplish the mis- emphasis on professional development i“A Leader Development Strategy for a 21st er edition of the Journal of Installation relationships with the garrison staff sion and improve the organization.” Century Army” (2009), 1. due to competing requirements and iiIbid, 1. Management (JIM), I offered a per- iiiOri Brafman and Rod A. Beckstrom, “The Starfish spective to those officers about to as- Some Commanders had not worked with a predominantly Civilian limited resources. IMCOM Regulation and the Spider” (United States of America: sume garrison command and provided workforce...add to that stakeholders—customers (family members, 350-1 begins to address these issues Penguin Group, 2006), 88 ivGeorge Labovitz and Victor Rosansky, “The recommendations to help an incom- Host Nation politicians, US politicians, etc.). Suddenly you are forced with the appointing of the Garrison Power of Alignment” (Canada: John Wiley & Sons, Training Program Manager and initia- 1997), 27 ing garrison leader make the most of to think (strategically) across several spectrums...the kinds and depth vLee Cockerell, “Creating Magic” (New York: The the first 90 days in command (Allen, of tasks are also challenging - the GC has to know a little bit about tion of the Army Centralized Individual Doubleday Publishing Group, 2008), 54 Training Solicitation (TACITS) survey. viIbid, 32-55 Journal of Installation Management a lot of things. -Region Director viiIbid, 50 online, Summer 2009). The key com- However, this program is new and will viiiIbid, 139 take time to develop. Until the funding ponents of the leader transition were and community members who are the Our officers have demonstrated stream matures, I recommend a dedi- to prepare for command, to learn the constituents and key stakeholders, but great competence with direct leader- cated line of accounting for IMCOM command, and to establish a personal also important mentors. One could ship while in a variety of  command employees, fenced exclusively for pro- network of installation professionals. say this is  the paradox of leader and and staff positions. Officers selected fessional development. Additionally, workforce development. In this case, for garrison command have “made a Common Level of Support must be The new garrison command- the workforce contributes significantly the cut” with successful company- established and dedicated to perform- er (GC) prepares by internaliz- to  developing the leader. level commands  of tactical Modified ing the Training Program Manager ing the Installation Management Table of Organization and Equipment tasks. To create adaptive leaders, either Campaign Plan and other Installation Each GC receives missions from (MTOE) units and high performance through 350-1 or another program, Management Command (IMCOM) IMCOM and the Senior Commanders in field grade assignments such as exec- the Army must make professional de- policies and strategies, while learning of their installations. Through the ap- utive officer and operations officer  for velopment a cornerstone over the next directly from those with garrison ex- plication of strategic planning, the GC battalions and brigades. Many GC se- decade to effectively transform Line perience. This edition of the Journal sets the direction for the garrison and lectees have served as staff officers on of Effort 3--Leader and Workforce includes articles from garrison com- begins to move forward to  execute the division and higher-level staffs of such Development--from paper to program. manders that discuss the many facets strategy to achieve the assigned mis- large and  complex organizations. of leadership and workforce develop- sion set. For success, the GC has to With constrained budgets and growing mission requirements, training courses ment that the typical garrison makes be  the leader, but must understand As these officers transition to garrison are typically the first to suffer. Leader available to its community—Soldiers, that leadership is different from previ- command, the same leadership prin- and workforce development must be Civilians and Family members. The ously held command assignments. The ciples from operational units apply to sustained through dedicated resourc- complexity of garrison operations is framework for this article builds upon leading the installation workforce and ing. Fencing these resources demon- well established and there is the neces- the Kouzes and Posner (2008) concept its staff. This garrison team consists strates the Army’s commitment to the sity to collaborate at multiple levels. of enlisting others. This framework of the directors and supervisors, the individual and demonstrates inspira- But another, often overlooked, aspect includes the traditional leading of the workforce, and the contractors who tional leadership from the top down. of leadership development is the pro- organization, the unfamiliar leading provide essential services for base sup- cess by which the community receives without authority, and the potentially port operations under the Common and acculturates its new leader every uncomfortable leading up. Levels of Support (CLS). The mem- 15 U.S. Army Journal of Installation Management We are the Army’s Home 16 bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo- motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community. The direction for the workforce is the context may be different with a municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de- provided not only by the strategic plan predominately Civilian and contrac- ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing for the garrison, but also with policies tor workforce, the underlying leader- people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to and implementing guidance from the ship principles are the same. Successful to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds parent command, IMCOM. The key commanders get out of the office and and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence. function of the commander is to assign lead (not manage!) by walking around for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and priorities aligned with the core capabil- and talking to people at all levels— culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army ities required from the garrison by its from the clerks and childcare providers such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE) customers. This is especially important to the range control specialists—in the an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de- in an environment of scarce resources, organization. These leaders also use sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed competing requirements, and uncer- proven communication and recogni- Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis- tainty. Hence, the strategic direction tion events such as workforce town hall 90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in provided by the garrison commander meetings, annual “state of the commu- organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE with the vision and mission statement nity” briefs, and award ceremonies. culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that must be consistent with the daily reali- The enduring leadership principles are the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm ties faced by the workforce. to inform, engage, and demonstrate ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award appreciation to the most essential ele- The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work Leading an organization is probably ment of the garrison—its people. the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities the most natural and comfortable role Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value for the garrison commander. While Leading without Authority to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv- The more unfamiliar territory is lead- Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the Figure 1: Spectrum of Enlisting Others. ing  either those who are not under as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families. the commander’s direct authority but units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi- to whom they have the responsibil- partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team Spectrum of ity to serve, or those who can assist tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement. Enlisting Others in providing service to customers in civic organizations (e.g, Chamber of This can be accomplished through the garrison. Jim Collins (2007) ac- Commerce) in the local community. representatives in the process or by so- Leading Up knowledged the essential leadership liciting input from focus groups. The The most uncomfortable aspect of requirements for public and civic or- We have all experienced the good work garrison leadership may be the neces- ganizations. Collins holds that lead- Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess- influence, finding common purpose, the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the and building consensus than about organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy giving direction. The GC provides man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec- leadership for peers that are the tenant hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the 17 U.S. Army Journal of Installation Management We are the Army’s Home 18 bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo- motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community. The direction for the workforce is the context may be different with a municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de- provided not only by the strategic plan predominately Civilian and contrac- ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing for the garrison, but also with policies tor workforce, the underlying leader- people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to and implementing guidance from the ship principles are the same. Successful to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds parent command, IMCOM. The key commanders get out of the office and and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence. function of the commander is to assign lead (not manage!) by walking around for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and priorities aligned with the core capabil- and talking to people at all levels— culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army ities required from the garrison by its from the clerks and childcare providers such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE) customers. This is especially important to the range control specialists—in the an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de- in an environment of scarce resources, organization. These leaders also use sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed competing requirements, and uncer- proven communication and recogni- Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis- tainty. Hence, the strategic direction tion events such as workforce town hall 90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in provided by the garrison commander meetings, annual “state of the commu- organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE with the vision and mission statement nity” briefs, and award ceremonies. culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that must be consistent with the daily reali- The enduring leadership principles are the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm ties faced by the workforce. to inform, engage, and demonstrate ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award appreciation to the most essential ele- The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work Leading an organization is probably ment of the garrison—its people. the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities the most natural and comfortable role Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value for the garrison commander. While Leading without Authority to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv- The more unfamiliar territory is lead- Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the Figure 1: Spectrum of Enlisting Others. ing  either those who are not under as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families. the commander’s direct authority but units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi- to whom they have the responsibil- partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team Spectrum of ity to serve, or those who can assist tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement. Enlisting Others in providing service to customers in civic organizations (e.g, Chamber of This can be accomplished through the garrison. Jim Collins (2007) ac- Commerce) in the local community. representatives in the process or by so- Leading Up knowledged the essential leadership liciting input from focus groups. The The most uncomfortable aspect of requirements for public and civic or- We have all experienced the good work garrison leadership may be the neces- ganizations. Collins holds that lead- Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess- influence, finding common purpose, the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the and building consensus than about organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy giving direction. The GC provides man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec- leadership for peers that are the tenant hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the 17 U.S. Army Journal of Installation Management We are the Army’s Home 18 essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga- in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author- into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture” those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership. up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called. the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999 Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a (ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede- resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and “ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround- tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there be executed in a decentralized man- tions based upon an were challenges and stressful times. ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award commanders are the first-line provid- standing of their winners in the 21st Century, the ers of common levels of support to local installations diversity of Army garrisons is appar- their installations and must work with and personally ent. Successful accomplishment of their Senior Commanders to identify experiencing the their mission in support of training how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed places the garrison commander in an implementing forces (Japan and Germany), and awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and funding do not appear to meet the Fort Stewart and Hunter Army needs of the installation. Airfield) enables the Army mission. The IMCOM mission requires excep- 19 U.S. Army Journal of Installation Management We are the Army’s Home 20 essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga- in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author- into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture” those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership. up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called. the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999 Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a (ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede- resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and “ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround- tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there be executed in a decentralized man- tions based upon an were challenges and stressful times. ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award commanders are the first-line provid- standing of their winners in the 21st Century, the ers of common levels of support to local installations diversity of Army garrisons is appar- their installations and must work with and personally ent. Successful accomplishment of their Senior Commanders to identify experiencing the their mission in support of training how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed places the garrison commander in an implementing forces (Japan and Germany), and awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and funding do not appear to meet the Fort Stewart and Hunter Army needs of the installation. Airfield) enables the Army mission. The IMCOM mission requires excep- 19 U.S. Army Journal of Installation Management We are the Army’s Home 20 tional leaders who have the capability Warner, R. K. (July 2002). Leading Without Leader and Workforce adaptive, that can drive efficiency, and Authority: Ways to Build Influence and Power. to lead at several levels (Allen, 2007) that can solve difficult problems is the Pharmaceutical Representative. and across traditional organizational Development: Maintaining only way to achieve mission success. Wilson, R. (2007, May 31). “Army Communities of boundaries to “support expeditionary Excellence (ACOE) Program Policy.” Memorandum Emphasis on innovation and manag- operations…and to provide a quality for Deputy Commanding General Installation the Fort Knox Heart and ing change is essential. The Fort Knox Management Command. Washington, D.C. of life for Soldiers & Families com- https://www.us.army.mil/suite/collaboration/ garrison recognizes the importance of GetDocument.do?doid=7855062 (accessed mensurate with their service.” Soul in Good Times and Bad leadership development and has pub- March 31, 2009). lished our “Human Capital Resource and Successor Workforce Plan.” This by COL Eric Schwartz, Garrison Commander, Ft. Knox plan sets our course for developing COL (Ret.) Charles D. Allen is the director of Leader and retaining leaders through fis- Development in the Department of Command, cal year 2014. Succession planning is Our workforce is the heart and soul novatively accomplish the installation Leadership and Management at the U.S. Army the strategy used to identify successor of the garrison organization. It is management mission, we must focus War College, Carlisle Barracks, Pa. Assignments workforce competencies, occupations the conduit through which the on activities that: during his 29 years of service with the Army in- and characteristics. It takes into ac- Installation Management Command clude Germany, Honduras and South Korea. He count environmental influences such provides all the programs and services • Develop and retain multi-skilled commanded the 417th Nase Support Battalion as other organizations recruiting for needed to support our Soldiers and and adaptive leaders; in Kitzingen, Germany, from 1997 to 1999 for an leadership positions, present and fu- Families, Retirees and Survivors – to • Provide for constant communica- area that included six military installations. He ture organizational competencies/oc- make the installation their home. An tion and continuous workforce also served as chief of inspections, Office of the cupations requirements, recruitment educated and dedicated workforce can feedback; Inspector General, U.S. Army Europe. influences such as labor pool and overcome almost any challenge an or- • Ensure teamwork, professionalism population trends, and occupational/ ganization faces. In today’s era of per- and selfless service in all things; References competency gaps in the workforce. sistent conflict, it is critical that Army • Ensure we have a sustainable, em- Allen, C. (Winter 2009). Garrison Command: The Plan objectives are included in our First 90 Days. Journal of Installation Management, garrisons maintain a professional powered workforce focused on 8-13. semi-annual strategic planning session workforce team that is agile, educated, collaboration and innovation; reviews. Objectives are reviewed twice Allen, C. (Summer 2007). Garrison Command: motivated, and has a common under- • Provide continuing education and Leading at Several Levels. Journal of Installation a year and modified to meet the needs standing of the overarching mission, training opportunities; and Management, 6-9. of a changing command. goals and objectives. They must seize • Inculcate a culture of safety, Collins, J. (2005). Good to Great and the Social Sectors. New York: HarperCollins. every opportunity to achieve efficien- sustainability and a healthy work Training and education are essential to cies and improvements and must be environment. “The Enterprise Approach to Managing the development of leaders. Military Installations in Support of Institutional Army good stewards of all resources – the Adaptation and the Expeditionary Army.” (March 2009). IMCOM Transformation White Paper. Washington, D.C.: Installation Management In today’s era of persistent conflict, it is critical that Army garrisons maintain a Command. agile educated motivated professional workforce team that is , , , and has a Kouzes, , J. K. and Posner B. Z. (2008). The Leadership Challenge, 4th edition. New York: mission goals objectives common understanding of the overarching , and Jossey-Bass. Useem, M. (2002). Leading Up., from Center for Leadership and Change, Wharton University of Pennsylvania: http://leadership.wharton.upenn. environment, taxpayer money, and Leadership Development leaders are well trained in leadership as edu/l_change/up_lead/Exec_Excellence.shtml When available resources decline, or- part of their military training. Civilian (accessed March 15, 2009). time. In order to achieve our objective ganizations will often trim or eliminate supervisors and senior leaders take ad- to develop and retain a multi-skilled Useem, M. (2001). Leading Up: How to lead your training and development programs vantage of courses available through boss so you both win. New York: Crown Press. workforce comprising military and first. However, while identifying and the Civilian Education System. Civilian leaders and personnel with U.S Department of Army (October 2006). Field training leaders is important at all Individual development plans are used Manual 6-22 Army Leadership. Washington D.C.: the knowledge, capabilities, skills, and Department of the Army. times, it is vital in lean times. Ensuring to determine what training is needed opportunities to successfully and in- the organization has leadership that is and desired. Many of our leaders can 21 U.S. Army Journal of Installation Management We are the Army’s Home 22

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