LEADER TRAINING IN THE FINNISH DEFENCE FORCES

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LEADER TRAINING IN THE FINNISH DEFENCE FORCES

• 1. Structure of leader training
• 2. Ongoing changes
• 3. Main principles of leader training
• 4. Implementation of training on different
  levels
• 5. Training conscript leaders and trainers
• 6. Certificate of service and personal appraisal

Defence Staff
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Structure of leader training

CONSCRIPT LEADERS 12 months 10000/year
OFFICERS EXAMINATION 4 years 100/year
SENIOR STAFF OFFICER COURSE 1 year 150/year
WARRANT OFFICERS 2.5 years 200/year
GENERAL STAFF OFFICER COURSE 1 year 70/year
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Ongoing changes

• Prior to 1995, the focus was on being in command
  of matters and the military decision-making
  process
• in 1995 the new curriculum for the officers
  examination (cadets) - - intense development of
  leader training the focus on being in
  command of people
• in 1997-1998 renewing the training system of
  conscripts
• in 1998 renewing the curricula of cadets and
  warrant officers
• in 1998 renewing the curriculum of the senior
  staff officer course

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Main principles of leader training

• Life-long learning process
• Constructive view of learning
• Proceeding from personal readiness and maturity
  to leader behaviour
• Principle of self-direction
• Main tool of development feedback system
• Regular assessment of leadership behaviour (using
  various methods)
• Model of deep leadership

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Implementation of training on different levels
conscript training

• Transformational Leadership model connected with
  war experiences
• Constructive view of learning
• Squad and platoon level
• 6 months practical training with the own wartime
  troop
• Many-sided feedback system
• Assessment of leadership given prior to
  discharging and a development plan, which is then
  drawn up, support personal development also in
  the reserve

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Training conscript leaderships and trainers

Systematic approach
Feedback
Leadership behaviour
Self-direction
STRUCTURE
METHODS
CONTENTS
Model of deep leadership
Based on own experience, transformational
Paradigm of transformational leadership
Source Kolb 1984 Mezirow 1991 Bass 1998
Constructivism
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Implementation of training and education on
different levels Officers basic training

• Progressive 4-year curriculum with practical
  training periods
• Transformational Leadership model connected with
  war experiences
• Constructive view of learning
• Training in basics supports individual
  development values . . . self-directiveness
• Many-sided feedback system

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Implementation of training on different levels
Officers advanced training

• 5-6 years after graduation
• Starting by analysing the received feedback
  (subordinates, equals, superiors)
• Analysis to be documented as memos
• after 6 months assessment both with equals and
  superiors
• Discussion with the instructor of leadership
  skills ? career planning

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Training conscript leaders and trainers
Why the change?
Change of service times to the system of 6-9-12
months was just the most visible part. The core
was about the contents of training. Training
conscript leaders and trainers is the most
important renewed entity. Now the leader
behaviour of the trainees is really being
developed. The training start by analysing the
leaderhip performances The goal to change the
entire leadership culture in the Defence
Forces. The main issue is about changing
attitudes. This requires developing the knowhow
and activity of the organisation. This is a long
process...
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Training conscript leaders and trainers
What the Defence Forces require of the leaders
Versatility in acting as leaders and trainers of
their subordinates Will to develop as a person
and leader Ability to adapt, flexibility and
creativity, which are the prerequisites for
success both on personal and organisational
level. The goal of training conscript leaders and
trainers is to train the wartime squad and
platoon leaders (equivalent) to lead the
soldiers, whom they have trained, to win a
battle This goal sets very high requirements on
training leaders and trainers. A wartime
situation is likely to be the most demanding
challenge to a leader
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Training conscript leaders and trainers

• The goal to understand the principles of deep
  leadership and apply these principles to ones
  own leading both as a peacetime and wartime
  leader.
• Contents
• 20 study weeks (sw), of which 7 sw consist of
  training courses and 13 sw are practical training
  with a many-sided feedback system
• How this is to be implemented
• Mapping and analysing the experiences of an
  individual as a leader
• Briefing on the model of deep leadership
• Teaching the basics of leadership and training
  skills
• Learning to analyse a leaders behaviour in
  connection with practical leadership and training
  ? development as a leader

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Training conscript leaders and trainers

Implementation of leader and instructor training
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Training conscript leaders and trainers

• Contents of training Courses and practical
  training 20 sw

Leader period (prior to basic training/basic tr
period) 0.5 sw 4. Planning and execution of
weapon handling and shooting exercises 20
h Leader period (Basic tr period and special tr
period) 0.5 sw 5. Planning and execution of
combat shooting (20 h) Leader period (Special tr
and Training in units) 4.0 sw 6. Continuation
course in trainer skills, training in the
use of ordnance in the training branch (20 h) 7.
Follow-up and guidance in the development of
leading people (100 h) 8. Advanced course in
leadership skills, military leading process
and tactical leadership (40h)
NCO C I (0.25 sw) 1. Introduction to leading and
training people 10 h NCO C II Reserve
Officer C (1.75 sw) 2. Leading people in battle
35 h 3. Introduction to training skills,
planning and executing physical exercise 35 h
Guided training of leader and trainer skills 13
sw
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Training conscript leaders and trainers
We train leaders, who can take on
responsibility...
am I capable of trusting my subordinates have I
shown that I trust them am I capable of setting
an example to my subordinates have I underlined
the importance of mutual trust as the
prerequisite for efficient activities doI make
clear the goals of activities do I convey to my
subordinates a positive image of the future do I
have the energy of being enthusiastic about and
having interest in my work do my subordinates
have a clear division of work and a clear job
description do I give my time to thinking about
new ways to encourage and motivate my
subordinates
Do I use feedback for positive purposes can I
handle criticism and learn from it can I make my
subordinates think and reflect on matters do I
want to develop matters and have contributions
from other people in the process do I immediately
reject new ideas or do I pay attention to
them can I listen to other people do I care about
the other peoples problems and try to help them
to solve them have I shown that I appreciate
other people irrespective of their educational
background or status will I be on the side of my
subordinates, do I take responsibility for them
Ans am I willing, ready and capable of
developing my leadership behaviour towards the
right direction, on the basis of the answers I
receive to the above questions ...
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Training conscript leaders and trainers

• The frame of reference of
• leadership behaviour

Results
Leader behaviour
Feedback
Readiness/ maturity
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Training conscript leaders and trainers
The model was developed on the basis of practical
experiences
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Training conscript leaders and trainers
Model of deep leadership
A training tool suitable to Finnish culture Based
on transformational leadership model The model
has been studied, researched and
implemented Fiat Group (220 top managers , 4000
middle managers and 20 000 supervisors) training
of cadets in the ground, naval and air forces in
the U.S.A (6000 cadets) 198 senior officers in
the army of the U.S.A. Implemented in the Israeli
army since 1990 top level results over 4000
Finnish military leaders from conscripts to
personnel In addition, the following research
work has been carried out study on war veterans
by the Finnish Reserve Officers
Association degree papers at the National Defence
College a doctoral thesis
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Training conscript leaders and trainers
Model of deep leadership
It is generally thought that leading a battle is
completely different from what we are used to
when acting as peacetime leaders. This may be
misleading because in the extreme situations of a
battle people most deeply need support from each
other A young 2nd lieutenant and his unit were
capable of an incredibly tough performance
during the Winter War, at river Taipale, in
February 1940 The order may be tough but the
leader must not be tough. Only complete trust
makes the subordinates stay at their leaders
side in the toughest of places. This trust,
which has to be built before a battle, cannot be
built by being unnaturally hard. Efficient and
effective leadership under all circumstances is
based on this principle.
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Training conscript leaders and trainers
Effect of leadership
Model of deep leadership
Leadership behaviour
8. 9. 10.
2. 3. 4. 5. 6. 7.
Readiness/ maturity
1.
Dimensions 1. Professional skill (PS) 2.
Building trust (BT) 8. Efficiency (E) 3.
Inspirational way to motivate (IWM) 9.
Satisfaction (S) 4. Intellectual stimulation
(IS) 10. Will to try (WT) 5. Encountering
people as individuals (EPI) 6. Controlling
leadership (CL) 7. Passive leadership (PL)
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Training conscript leaders and trainers

Cornerstones of the model of deep leadership
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Training conscript leaders and trainers
Principle of training
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Training conscript leaders and trainers
Approach in training
Practical skills - the importance of practical
skills (mastering details and the competence
to lead a battle on a low level of echelon)
decreases further ahead of the
career Leadership behaviour - is part of all the
leaders activities - highly important in the
course of the entire career - changing of tasks
sets high requirements Conceptual thinking -
importance grows as the career progresses -
ability to understand entities and practise
visionary leadership - the visions should be
based on a concept and understanding the
nature of constant change - the basis for
anticipating leadership
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Training conscript leaders and trainers
Feedback
- Feedback is an essential part of developing as
a leader - to be received from oneself,
subordinates, equals, superiors - It should be
understandable and clear and given in such a way
that the trainee can accept it - It should
support the model of deep leadership and the
training given in accordance with the frame of
reference of leadership behaviour - A tool for
the feedback SET OF QUESTIONS ABOUT DEEP
LEADERSHIP
Readiness
Leadership behaviour
Effect of leadership
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Training conscript leaders and trainers
The conceptual model of a leader with deep
leadership qualities
The leader sets the model for those to be led The
leader can develop I want to develop as a
leader People tend to do their best if they
understand the goals of the activity in
question Many people have abilities and skills,
which I do not have I get the result through an
individual subordinate - it is possible to
influence the result through the subordinate. The
effect is achieved through deep leadership. As
human beings we all are of the same value The
leader can develop the professional skills and
readiness of his/her subordinates through an
encouraging and appreciating approach
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Training conscript leaders and trainers
What the training is in practice for conscript
leaders
Almost 600 hours (20 sw) of leader and trainer
training The trainees lead for 5 to 6 months at
least about 10 subordinates More training and
leading responsibility than before. The training
model is used to guide the trainee to take on
more and more responsibility. The leaders plan,
train/lead and do an overall follow-up of
training events. In addition to this, they draw
up under the guidance of a trainer their own
wartime plans, shooting exercises, battle
exercises The leaders learn the importance of
physical condition for the performance of the
soldiers The leaders learn to receive and give
many-sided feedback. The feedback will be from
superiors, equals, subordinates and a personal
appraisal. Development discussions and making of
development plans are part of the whole. The
leaders are part of the training personnel of the
company-level unit (equivalent) - co-operation
with the personnel will be closer and on a
sounder basis A theory as a training method
practical training Real leading of ones own
soldiers. The leader will meet the same
subordinates he/she has trained also during
refresher training. The material from the leader
period will be compiled in a portfolio (The
Leaders Diary) In connection with discharging,
the leaders will be given a detailed certificate
of service and a personal appraisal Where else
would a leader practise training and leading for
5 to 6 months in a real environment ...
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Training conscript leaders and trainers
The result of training...
The ability to make overall analysis will be
developed Self-confidence will improve Positive
thinking will develop Stress management can be
reached internal motivation to develop oneself
will increase and many other things... The goal
is that a person who will be able to achieve
personal growth so that he/she can, through
his/her own example, have a positive effect on
other people and make them want to learn new
things and improve what already exists. This will
eventually lead to a more effective organisation.
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Training conscript leaders and trainers
The leaders will possess this after conscript
service
The diary contains - training material -
appraisals - development plans The diary will
improve the users knowledge of his/her own
experiences, learning methods, results and the
values, which have effect on various choises.
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Certificate of service and personal appraisal

• Will be given to all
• The contents of the training is shown
• For leaders, the focus is on the training of
  leaders and trainers
• For soldiers, the focus is on special courses
• Personal appraisal
• has the same contents for all
• Appraisal of the leader
• contents in accordance with the model of
  deep leadership

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Training conscript leaders and trainers
What does all this result in and who does it
benefit...
The leadership model will give to all of us a
possibility and tools to develop as a superior
and a successful leader Where else would a young
leader practise training and leadership for 5 to
6 months in a real environment The importance is
considerable also for society! It is a life-long
process to grow to become a leader we will have
good leaders for the reserve we will be able to
develop and improve leadership behaviour in view
of the entire society we will influence the
social behaviour of the individual Academic
universities and art academies as well as
universities and polytechnics decide
independently on giving credit for leader and
trainer training in their study programmes or the
application procedure. The same applies to other
educational establishments. Would be strange if
genuine, practical leader and trainer training
was in no way taken into account in our society!
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