Develop Subordinate Leaders in a Platoon

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Develop Subordinate Leaders in a Platoon
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Purpose

• To provide information on the importance of
  ensuring that your subordinates are properly
  trained.
• This will play a vital role in your units
  mission accomplishment.

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References

• FM 22-100

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Outline

• Learn how to develop subordinates according to
  the dimensions that define effective leadership
• Improve skills for using the observe, assess,
  coach, counsel model
• Inspire ourselves to become committed to leader
  development

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HOW WE ARE GOING TO ACCOMPLISH IT

• Apply the observe, assess, coach, and counsel
  model to classroom exercises
• Develop an assessment summary by combining
  multiple assessments and determining overall
  strengths and weaknesses, potential causes, and
  potential actions
• Role-play developmental counseling sessions

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THE LEADER
of Character and Competence ACTS...
Be Know Do
VALUES
ACTIONS
SKILLS
ATTRIBUTES
to Achieve Excellence
Loyalty Mental Duty Physical Respect Emotion
al Selfless Service Honor Integrity Personal
Courage
Interpersonal Influencing Conceptual
Operating Technical
Improving Tactical
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Army Values
Loyalty Bear true faith and allegiance to the
U.S. Constitution, the Army, your unit and other
soldiers. Duty Fulfill your obligations. Respe
ct Treat people as they should be
treated. Selfless Service Put the welfare of
the nation, the Army, and your subordinates
before your own. Honor Live up to all the Army
values. Integrity Do whats right, legally and
morally. Personal Courage Face fear, danger,
or adversity (Physical or Moral)
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Attributes
Will Self-Discipline Initiative
Judgment Confidence Intelligence Cultural
Awareness
Mental
BE
Health Fitness Physical Fitness Military
Bearing Professional Bearing
Physical
Self-control Balance Stability
Emotional
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CULTURAL AWARENESS

• Mental attribute of a leader
• Leaders should focus on the similarities and
  differences between individuals
• Leaders need to make use of the different talents
  individuals with different backgrounds bring to
  the team

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Skills
KNOW
Technical
Interpersonal
Conceptual
Tactical
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Leader Actions
Improving Developing Building Learning
DO
Influencing Communicating Decision
Making Motivating
Operating Planning Executing Assessing
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LEADERSHIP CORE DIMENSIONS
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TRANSLATING DIMENSIONS TO OBSERVATIONS

• () (-)
• VALUES (INTEGRITY)
• HE'S TRUTHFUL, EVEN IF IN TROUBLE HE LIES UNDER
  PRESSURE
• ATTRIBUTES (MIL BEARING)
• APPEARANCE ALONE INSPIRES BAD UNIFORM, NO
  ENERGY
• SKILLS (TECHNICAL)
• STICKS TO AND USES TLPS CAN'T LAY HIS MORTAR
• ACTIONS (DEVELOPING)
• WENT TO COLLEGE CLASSES BLEW OFF THE HOMEWORK

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LEADERSHIP DIMENSIONS IN THE MOTOR POOL
Absent any other guidance and on his own
initiative, one of your platoon leaders, 1LT
Monte, presented you with a request to do a much
needed maintenance inspection for his platoon.
He wanted all assigned company TOE equipment
laid out for an inspection, vehicle and commo
mechanics present, and the squad leaders leading
the conduct of each step in the training manual,
step-by-step. You approved the inspection,
scheduled it, and resourced it. Five weeks
later, you observed the maintenance inspection
being conducted. The vehicles were getting the
close attention they needed. You could hear 1LT
Monte and the platoon sergeant quizzing and then
coaching the squad leaders about the special
checks needed to ensure equipment serviceability.

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Which skills are demonstrated?
Conceptual, Interpersonal and technical.
Which attributes are implied by these
observations?
Really only mental, good desire, will and
initiative.
Any values implied here?
Perhaps duty by ensuring the readiness of his
equipment.
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SESSION I, SUMMARY

• Why is subordinate development such an
  important leader responsibility and who benefits?
• What do the 23 core leadership dimensions have
  to do with leadership development?
• How do we go about developing our subordinates
  to achieve their full leadership potential?

Because todays soldiers are tomorrows NCOs.
Everyone!
It provides the foundation for leadership
development.
The observe, assess, coach and counsel model.
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DEVELOPING SUBORDINATES
Step 1 - Observe and record leadership
actions
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OBSERVATIONS

• All acts (verbal and nonverbal), appearances, and
  actions are valid opportunities for assessment
• Ensure observations are complete
• Observations must be objective

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OBSERVATION (Cont)

• Note and record elapsed time
• Note actions NOT taken. They are equally
  important
• Use direct quotes when possible
• Use bullet comments rather than complete
  sentences
• Record behaviors in chronological sequence
• Do not allow winning, losing, or mission
  accomplishment to influence recorded behaviors
• Use START format

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START ACRONYM
S - SITUATION Record the situation in which
the leader is involved T - TASK
Describe the task assigned to the leader A -
ACTION As accurately as possible, record all
actions taken by the leader during the
accomplishment of the task R - RESULT What
resulted from the leaders actions? T - TIME
Include the date, time and duration of the
event
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EXAMPLESUsing START Format
RIGHT
WRONG

• S
• T
• A
• R
• T

RAINY, COLD, NO SLEEP HARD PHYSICAL AND MENTAL
TASK SQD FAILED TO ACCOMPLISH TASK IN
ALLOTTED TIME. SQUAD HAD TO RE-DO THE TASK
TWICE. NIGHT TIME.
FTX AT THE LDR REACTION Course EXECUTE LEADER
REACTION Course SGT SMITH ANALYZED THE REQTS,
DEVELOPED A PLAN, AND BRIEFED IT TO SQD
MEMBERS PLAN WAS ISSUED USING 5 PARA. FORMAT.
SQUAD MEMBERS HAD CLEAR TASKS TO DO. SQUAD
EXECUTED 3 STATIONS TO STANDARD. 12 SEPT 98
2200-2300 HRS.
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CLASSIFY BEHAVIORS

• Use all written, verbal, and nonverbal
  information
• Use leadership dimension definitions and
  associated behaviors
• Though a behavior may fit more than one
  dimension, list it under the most appropriate one
  (best fit)

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RATING BEHAVIORS

• E EXCELLENT EXCEEDS REQUIREMENTS FOR
  SUCCESSFUL TASK ACCOMPLISHMENT.
• S SATISFACTORY MEETS REQUIREMENTS FOR
  SUCCESSFUL TASK ACCOMPLISHMENT.
• NI NEEDS IMPROVEMENT DOES NOT MEET
  REQUIREMENTS FOR SUCCESSFUL TASK
  ACCOMPLISHMENT.

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COACHING AND PROVIDING FEEDBACK

• Be knowledgeable of the leadership dimensions
• Be able to communicate your thoughts
• Be trustworthy
• Be positive
• You are a facilitator you may not have all the
  right answers

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SESSION II, SUMMARY

• Plan where and when to OBSERVE subordinate
  performance
• RECORD performance using the START format
• CLASSIFY behaviors by applying leadership
  doctrine
• RATE behaviors guided by performance indications
• Provide FEEDBACK along the way - COACH!

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DEVELOPING SUBORDINATES
Step 1 - Observe and record leadership
actions Step 2 - Assess and compare what you see
to performance indicators classify the
observations to determine if the behavior
exceeds, meets, or fails to meet the standard
Step 3 - Coach the subordinates - tell the
subordinates what you saw and give them a chance
to assess themselves Step 4 - Conduct
developmental counseling
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COUNSELING
Subordinate-centered communication that outlines
actions necessary for subordinates to achieve
individual and organizational goals.
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SUBORDINATE-CENTERED (TWO-WAY) COMMUNICATION
Subordinates assume an active role in the
counseling session and maintain responsibility
for their actions. The following skills assist
leaders in subordinate-centered counseling -
Active Listening - Responding - Questioning

• Why should the subordinate be active in the
  session?

So he/she will take responsibility for the
issue.
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LEADER ATTITUDES FOR EFFECTIVE ACTIVE LISTENING

• Stop talking
• Look and act interested
• Remove distractions
• Be patient
• Hold your temper or opinions
• Use non-verbal skills

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FACTORS THAT LIMIT OUR ABILITY TO FULLY LISTEN

• Doing something while the subordinate is talking
• Inability to stay quiet
• Selective listening
• Ignoring non-verbal message(s)
• Biases

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THE LEADER AS A COUNSELOR
Leaders have a responsibility to develop their
subordinates. During counseling, the leader acts
primarily as a helper, not a judge.

• When should a leader counsel to develop
  subordinates?
• How can a leader be both an evaluator/judge and
  a helper/counselor?

Whenever there is a need for
two-way communication to develop subordinate
leaders.
Be open and honest.
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THE LEADER AS A COUNSELOR (Cont)
The following qualities help the leader to assume
an effective role during counseling - Respect
for subordinates - Self and Cultural Awareness -
Credibility - Empathy

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APPROACHES TO COUNSELING
Directive Non-directive Combined
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COUNSELING TECHNIQUES

• Suggesting alternatives
• Recommending
• Persuading

• Advising
• Corrective training
• Commanding

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Counseling Cycle Continuous Process
EXIT INTERVIEW
ARRIVE AT UNIT
OER / NCOER
- Sponsorship
- Reception and Integration
Initial OER / NCOER Counseling (30 days)
PATHWAY TO SUCCESS
JODSF / NCOER Checklist
JODSF / NCOER Checklist
Personal Issues
Event Non-select for school / promotion
Periodic Review of OER Support Form (Rater/ SR
Rater)
JODSF/NCOER Checklist
MIDPOINT 6 MONTHS
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THE STAGES OF A COUNSELING SESSION
1. OPEN THE SESSION Identify the purpose and
establish a constructive and subordinate-centered
tone. 2. DISCUSS THE ISSUE Help the
subordinate develop an understanding of the
issues and viable goals to effectively deal with
them. 3. DEVELOP A PLAN Develop an action
plan with subordinate. The plan that evolves
from the counseling process must be
action-focused, and facilitate both leader and
subordinate attention toward resolving the
identified developmental needs. 4. CLOSE THE
SESSION Discuss the implementation, including
the leaders role in supporting the subordinates
effort. Gain the subordinates commitment to the
plan. Ensure plan is specific enough to drive
behaviors needed to affect the developmental
needs.
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PREPARATION FOR COUNSELING
1. Select a suitable place 2. Schedule the
time 3. Notify the subordinate well in
advance 4. Organize the information 5.
Outline the components of the counseling
session 6. Plan a counseling strategy 7.
Establish the right atmosphere

• Can counseling occur spontaneously without formal
  preparation?

Yes, but free from distractions.
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PREPARATION FOR COUNSELING
1. Select a suitable place 2. Schedule the
time 3. Notify the subordinate well in
advance 4. Organize the information 5.
Outline the components of the counseling
session 6. Plan a counseling strategy 7.
Establish the right atmosphere

• Why should a leader prepare an outline?

It forces you to think about the counseling.
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• What is a counseling strategy?

Its how the leader plans to develop the
counseling session to achieve the intended
results.
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OER SUPPORT FORM COUNSELING REQUIREMENTS
Rater Initial 30 day counseling session Periodic
follow-up performance counseling to make needed
adjustments to objectives Senior Rater Must
initial after each periodic follow-up counseling
session Raters are required to articulate
developmental counseling responsibilities as a
performance objective on their 67-9-1
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JODSF COUNSELING REQUIREMENTS
Supplements the OER support form requirements
both are needed for WO1 and LTs Requires an
initial counseling (within the first 30 days) and
follow-up quarterly developmental
counseling Supervisor and rated officer
formulate a set of developmental task - each task
must be tied to a specific leader action and to
one or more performance objectives on the
officer's OER Support Form.
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MAJOR PERFORMANCE OBJECTIVE CHECKLIST
IS THE PERFORMANCE OBJECTIVE Supportive of unit
goals? Relevant to an important aspect of the
duty position? Measurable with qualitative or
quantitative criteria? Results oriented and
achievable? Specific and clearly worded? Set in a
reasonable time? Supported by authority and
resources? Backed by an action plan?
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NCOER COUNSELING CHECKLIST/RECORD
Goal of counseling Set NCOs up for
success Look forward dont dwell on the
past Performance counseling Initial within
first 30 days At least quarterly
thereafter Mandatory for CPL thru SFC and is
optional for counseling other senior NCOs A
working copy of the NCOER must be utilized also
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Outline

• Learn how to develop subordinates according to
  the dimensions that define effective leadership
• Improve skills for using the observe, assess,
  coach, counsel model
• Inspire ourselves to become committed to leader
  development

53
What are your Questions?
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Conclusion

• This overview should provide you with enough
  information so you will be able to develop
  subordinate leaders in your unit. Again, this
  will play a vital role in your units mission
  accomplishment.