Military Review English Edition March-April 2016 - Page 109

HIGH-PERFORMING UNIT desired outcome.8 This is where the CCL’s expertise was essential. The CCL is a world-class leadership development organization. It facilitated achieving the vision of our organization’s leadership (illustrated in the image) through application of academia, intellect, and other resources. Using established assessment instruments—the Myers-Briggs Type Indicator (MBTI), the Fundamental Interpersonal Relations Orientation–Behavior (FIRO–B) tool, and the Change Style Indicator (CSI)—the CCL provided empirical analysis for each leader, focused along the three pillars of growth.9 The comprehensive program not only put the growth spotlight on the individual leaders and their teams, but it also broke the CCL’s usual paradigm for leadership training. Typical CCL programs are offered to leaders at the same experience and responsibility level. The 519th flipped that around, putting second lieutenants in the same training as company commanders and field grade officers. This vertically aligned cohort was unique. The varying levels of experience in the training created friction, and the challenge was to get the entire group to operate on one level while learning each other’s strengths and weaknesses. So what did the CCL provide that was unique? It provided— Immediate immersion of the leaders in a creative learning environment where risk is accepted and rewarded An environment to think and act “outside the box” and “outside the military framework and culture” A mix of classroom instruction, experiential interaction, and practical application Feedback through assessments and interaction with others Extensive time for networking, reflection, and greater learning from others Team building through exercises aimed at the individual, team, and unit The training occurred during multiple sessions over the course of one year and coincided with predeployment stages developed by the unit. The leadership training was synchronized with deployment preparation phasing: Build the foundation (nine months prior to deployment). • • • • • • • MILITARY REVIEW  March-April 2016 (Image courtesy of Capt. Lindsay Roman, U.S. Army) Vision statement of the 519th Military Intelligence Battalion. • Employ the techniques (six months prior to deployment). • Reinforce the principles (three months prior to 10 deployment). Build the Foundation The 519th started its leadership journey with the CCL in May 2012, eight months before its early 2013 deployment to Afghanistan. Over three days at the Greensboro campus in North Carolina, attendees focused on individual growth, team development, and uni X