Military Review English Edition March-April 2016 - Page 113

HIGH-PERFORMING UNIT Reinforce the Principles Because new teammates were arriving to the 519th prior to deployment, the unit needed a way to train them as well. In November 2012, two months after training at the NTC, and before the deployment, fifty-five leaders went to Greensboro for a one-day “leadership tune-up.” The CCL team facilitated the session, which was focused on the fundamentals of the three pillars of growth. Each attendee received MBTI, FIRO-B, and CSI assessments, and learning groups were created with the now task-organized company teams. The battalion staff and leadership, which included two new members, also participated. This session reinforced individual development while also allowing teams to work on their goals and communication. Soon after their trip to observe the unit at the NTC, the CCL facilitators provided observations and feedback that helped unit members also understand the boundaries limiting their effectiveness. To overcome these boundaries, the facilitators then armed each leader with tools to span them. They introduced ChrobotMason and Ernst’s six practices for solving problems: buffering, reflecting, connecting, mobilizing, weaving, and transforming.23 Though only lasting one day, and touching only the surface of those key principles, the training nevertheless provided useful context for leaders to take forward to Afghanistan. Writing from Afghanistan later, Capt. Nick Keipper, a 519th company commander, put it best: Direction, Alignment, and Commitment are common practice here. We may use dif