Military Review English Edition July-August 2016 | Page 121

SUSTAINABLE READINESS

can tailor their approaches to meet the unique needs of
their formations in accordance with the broad intent
established by higher headquarters. In short, sustainable readiness is a chance to infuse initiative and
adaptability throughout the Army’s organizational culture. According to Army Doctrine Publication 6-22,

“big picture,” to adjust actions to fit changing circumstances, and to get the most out of every training
opportunity. Additionally, there was an emphasis on
building an understanding of the technical systems,
processes, and policies that are at the leader’s disposal
to manage unit readiness.

(Photo by Pfc. Craig Philbrick, U.S. Army Africa)

Spanish legionnaires and soldiers from the 4th battalion, 6th Infantry Regiment, 3rd Brigade, 1st Armored Division discuss tactical movements 8 June 2015 in Almeria, Spain, during African Readiness Training 15.

Army Leadership, “difficult and complex situations are
the proving grounds of leaders.”9 If that is so, sustaining unit readiness within the current environment of
global instability, strategic transition, and budgetary
constraints is exactly what our leaders at the battalion
level and below need.
Figure 1 summarizes one cavalry squadron’s guidance for leader development. This guidance specified
the desired outcomes for both officers and NCOs
that were developed collaboratively by the troop and
squadron command teams with the assistance of key
staff. The outcomes circled are those that most directly
contributed to the unit’s (and the Army’s) long-term
sustainable readiness. Among the common themes
were developing the ability to think ahead, to see the
MILITARY REVIEW   July-August 2016

In order to implement a more holistic leader development program, the squadron sought to go beyond
merely scheduling events on the training calendar. The
unit integrated leader development into every aspect of
organizational activity. In addition to periodic leader professional development sessions, plans for each
training event (regardless of echelon) included those
outcomes from figure 1 that the event would address, as
well as how the trainers expected to observe and assess
the results of their efforts. Outside of specific training
events, the squadron chain of command had to discipline
itself to provide effective, minimal guidance for missions
in order to allow troop commanders and subordinate
leaders the maximum latitude to exercise initiative and
to leverage creative thinking at the lowest levels possible.
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