Military Review English Edition July-August 2016 | Page 11

LEADING AND MANAGING

(Photo by Master Sgt. Hector Garcia, U.S. Army)

Katherine Hammack, assistant secretary of the Army for installations, energy, and environment, and Maj. Gen. Gwen Bingham, commanding general of TACOM (formerly Tank-automotive and Armaments Command) Life Cycle Management Command, tour Anniston Army
Depot 28 September 2015 in Anniston, Alabama. The visit provided a forum for discussion of numerous topics of interest, to include
infrastructure, environmental challenges and concerns, and renewable energy, as well as community leadership and outreach. Maj. Gen.
Bingham exemplifies how Army leaders must employ exceptional management skills to succeed in more complex assignments.

me adequately to hold this job. And I’m
trying to straighten out a lot of pretty bad
situations left me by some great guys who
preceded me but who, like me, really hadn’t
been trained for the job.2
The gaps in our leaders’ knowledge of management are not limited to military officers. In a 2016
survey conducted at the Army’s civilian professional
MILITARY REVIEW  July-August 2016

development school, the Army Management Staff
College, General Schedule 14- and 15-level students
surveyed reported their number one professional
gap was in business acumen.3 The significance of this
shortfall in business and managerial acumen is growing
as the Army must adapt to reduced funding and the accompanying requirement to make the most of available
resources to maintain readiness. Moreover, additional
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