Military Review English Edition July-August 2014 - Page 26

Twelve Strategic Leadership Principles to Make Leaders Successful All Army leaders must succeed at two practical tasks. The first is to make explicit that which is implicit. This means they must understand vision or intent and put it into definable, measurable, positive action. The second is to do what the boss needs them to do, whatever that is and whether or not they understand or agree with it. Both tasks address how we support our civil and military leaders, equip them to make the right decisions, and assist them with their strategic responsibilities. We offer these 12 principles to help Army leaders understand the strategic perspective and enhance their leadership competency. 24 DOD photo by U.S. Navy Petty Officer 1st Class Chad J. McNeeley United States. The principal players in the application of strategic landpower are the Army, the Marine Corps, and Special Operations Command. Each is designed for a different purpose, but those purposes intersect on the land where people live and interact. Our discussion here focuses specifically on the Army. The Army is applying the strategic landpower concept across the “prevent, shape, and win” construct. This means in the absence of a crisis, the Army will employ landpower in key areas to maintain stability, build awareness, and establish relationships that prevent or resolve conflict before it becomes a bigger problem. Regionally aligned forces are an example of how the Army does this now. We maneuver forces worldwide to maintain strategic balance and prevent conflict, deterring aggressors and assuring our friends. Maneuvering strategically means engaging partners with mission-tailored forces to advance shared interests and maintain a relative positional advantage over time. Once a crisis occurs, the Army will use landpower via expeditionary maneuver to restore strategic balance. Because of the time and effort invested during pre-crisis activities among the people of a particular region, the force will be better prepared to apply landpower responsibly and effectively during decisive operations. When conflict escalates to war, our Army will compel changes in enemy behavior through the ethical application of violence. All the Army’s efforts at the tactical and operational levels should be focused on achieving the desired national strategic end state. From his office at the Pentagon, Defense Secretary Leon E. Panetta receives an update from Army Gen. Charles H. Jacoby, Jr., commander, U.S. Northern Command, about the wildfires threatening Colorado Springs and the U.S. Air Force Academy, 28 June 2012. Vision—take the time to get it right. Strategic leaders must clearly articulate what needs to be done and, in a general sense, the acceptable ways their organizations conduct business. Crafting a vision is no easy task, and it takes time to get one right. An effective vision helps subordinates establish the campaign objectives that produce desired strategic outcomes. It should be supported by thorough research that stands up to close scrutiny. To ensure your vision is clearly understood by your intended audience, get the perspective of those in the organization with experience and credibility. Your vision should be simple, relevant at each subordinate echelon, and easy to communicate to others. Make mission command reality. The Army’s mission command philosophy advocates the use of mission orders to enable disciplined initiative within July-August 2014  MILITARY REVIEW