Military Review English Edition March-April 2016 - Page 114

Col. Kevin A. McAninch, U.S. Army, is a student in the Carlisle Scholars Program, U.S. Army War College, Carlisle, Pennsylvania. He holds a BS from the U.S. Military Academy at West Point, New York; an MA from Central Michigan University, Mount Pleasant, Michigan; and an MMAS from the School of Advanced Military Studies, Fort Leavenworth, Kansas. He formerly commanded the 519th Military Intelligence Battalion, Fort Bragg, North Carolina. Notes Epigraph. Kevin McAninch (the author) during a speech to his unit given at the beginning of the leadership development program established in conjunction with the Center for Creative Leadership. 1. Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership (Washington, DC: U.S. Government Printing Office [GPO], 2012), 1-2. 2. Ibid., 1-1. 3. “Professional Development that Platoon Leaders Value,” Army Magazine, March 2013, 65. This article provides examples of routine tasks often taught during leader professional development sessions. 4. Donna Chrobot-Mason and Chris Ernst, Boundary Spanning Leadership: Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations (New York: McGraw Hill, 2011), 6. 5. Task Force Thunder companies operated from four different locations. There were up to sixty teams operating at over twenty-five locations consistently during the deployment. 6. ADRP 5-0, The Operations Process (Washington, DC: U.S. GPO, May 2012), 2-15 . Task organization is defined as “a temporary grouping of forces designed to accomplish a particular mission.” 7. Joseph Grenny, “The Best Teams Hold Themselves Accountable,” Harvard Business Review, 30 May 2014, accessed 14 January 2016, https://hbr.org/2014/05/the-best-teams-hold-themselvesaccountable/. High-performing teams are often categorized as being (1) accountable to each other and (2) committed to each other’s success. 8. Chrobot-Mason and Ernst, Boundary Spanning Leadership, 191. 9. It is important to highlight that the commander removed all 360-degree-type instruments to ensure the focus of the feedback was on the assessment of the individual and not any evaluative data that could be misperceived as being used in evaluation reports. This was a deliberate decision to ensure a positive learning environment. 10. This phase happened to coincide with high-intensity training at the U.S. Army National Training Center, Fort Irwin, California. Two Center for Creative Leadership facilitators, Clemson Turregano and Tom Gaffney, joined the 519th Military 112 Intelligence Battalion for four days during that training to observe leaders in action and reinforce principles learned during foundation building in Greensboro, North Carolina. 11. The Myers & Briggs Foundation, “MBTI [Myers-Briggs Type Indicator] Basics,” The Myers & Briggs Foundation website, accessed 12 January 2016, http://www.myersbriggs.org/ my-mbti-personality-type/mbti-basics/. 12. Ibid. 13. Center for Creative Leadership “Change Style Indicator (CSI),” [developed by W. Christopher Musselwhite and Robyn P. Ingram], in More on the Changing Nature of Leadership, 2007, slide presentation, 11–20, Center for Creative Leadership