Why?
Leaders use Mission Analysis and Intelligence Preparation of the Battlespace to synthesize the advantages and disadvantages afforded by terrain, materiel and morale. This anchors creative thinking in reality and allows the leader to develop a theory of victory which is expressed as an intent. Similarly, leaders must develop a unique theory of leadership for their organisations. The word theory is used in preference to philosophy to emphasise careful and deliberate explanation of cause and effect. A generic leadership philosophy based "Army values and mission command" is overly simplistic and akin to using two up one back to solve every tactical problem.
Developing Understanding
The first step to develop a theory of leadership is to understand the human terrain in an organisation. This can be done by:
- Soldiers hours, or as B Squadron 2nd Cavalry Regiment occasionally conducted - "DiFlo hours" named after an influential soldier who would solicit opinion and present a summary to the Squadron leadership.
- PME designed to understand the group. For example ask questions like -"How would we know if we were using mission command ?"
- Surveys that ask questions that can be statistically collated to understand trends. For example: "Do you think enough responsibility is delegated to you?"
- Demographics analysis - is the organisation young? inexperienced?
- Individual interviews
- Introspection.
These activities take time; leaders do not need to rush to develop a leadership theory. As is commonly used in industry, the 100 day assessment recognises that leaders learn through working with their organisation. Regardless of the techniques used, it is critical to produce a written record, like a mission analysis brief, to focus discussion and maintain transparency. The narrative of this report can be enhanced by graphs, vignettes and quotes from team members. For example the chart below shows how long the drivers of two different armoured vehicles have been in a unit since their basic training and illustrates a potential leadership and experience gap.
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| Length of time a Soldier has been out of Initial Employment Training |
A leadership theory explains cause and effect, is simple enough to be understood by the whole organisation and provides a check and balance for action. A leadership theory should leverage the commanders natural strengths - and stating these explicitly can help subordinates know what gaps need to be filled. It can include decisive leadership events; some examples being "improve the technical and tactical skills of newly promoted Corporals," or "establishing and maintaining continuous and open dialogue between the Platoon Commanders and Company Commanders." The leadership theory can also articulate the type of communication, meetings and directives that will be used to practice command leadership and management.
A leadership theory of around 100 words can be remembered and delivered widely. It won't and deson't need to cover every eventuality. An example theory for a Squadron Leader might be:
"I lead by doing and by personal example; I am not a details person and expect that you act independently without direction. I know that we need to take risks in governance, infrastructure to achieve collective training. We should talk continuously and in small bites to manage the tension inherent in this and multiple competing objectives. Our CPL, LT and CAPT are all good people but lack the experience to operate independently; this means that we must front load them with the opportunities to lead, organise and do - and walk side by side with them in these tasks. Our Wounded Ill and Injured soldiers have lost confidence in us, we must restore this by addressing the deficiencies they perceive and talking more to them. Your own leadership techniques should generally comply with, but not slavishly mimic, this approach."
An Army doctor or School Instructor might have a completely different theory for their organisation. The theory provides the logic for all other activities and behaviours. For example, Tactical Exercises Without Troops are not solely tactical training but are also used to foster effective communication and set expectations regarding risk, freedoms and constraints; physical training is used systematically to build teams and develop individuals and the design of field training serves the same theory. Absent a theory of leadership, these activities serve only their own ends or are conducted in ways that work against the leader.