Leaders intent statement
How do you create a command-ER's intent & concept of Operation?
The commander and staff must create the command-er’s intent and concept of operation through the operations process. The remaining elements—tasks to subordinate units, coordinating instruc-tions, and control measures—should follow naturally from well-developed commander’s intent and concept of the operation paragraphs.
What happens if a senior officer misinterprets a Commander's intent?
For those that repeatedly misinterpret or fail to achieve the commander’s intent, the senior officer will hold those individuals accountable and continue to develop as required to instill understanding of intent and the ability to operate with mission orders.
Do leaders take responsibility for their actions?
Leaders take responsibility for their actions and those of their subordinates; it is inherent in their duty to the larger organization, the Army, and the Nation. Conscientious leaders and subordinates possess a sense of responsibility to apply their best efforts to accomplish the mission.
How can a leader create shared understanding?
To create shared understanding, a leader must acknowledge two critical factors: A leader is responsible for making sure the team understands what is communicated. A leader must consider informing elements outside the formal chain of command. 5-76.
[PDF File]Leadership, Leader and Command Philosophies: What’s the ...
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stakeholders to ensure intent is clear and descriptions resonate • • • Write compelling intent statement for use by leaders in communicating the need for change • • • Get input on compelling future state language from OE Communications Lead • • • • • Activity
[PDF File]Mission Command: A Senior Enlisted Leader’s Perspective
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enlisted leaders have the power to redirect the focus away from the inefficient structures of overcontrol and its abun-dance of policies, rules, and regulations that detract from the strategy,...
[PDF File]Commanders Intent and Concept of Operations
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Dec 31, 2013 ·
[PDF File]ADP 6-22 - U.S. Army Talent Management
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intent to empower agile and adaptive leaders in the conduct of unified land operations.”6 To exercise authority and direction using mission orders, leaders must understand what a doctrinally correct mission order looks like. Holder stated, “Because tight centralized control of operations isn’t possible or desirable . . . all
[PDF File]MISSION COMMAND IN THE 21ST CENTURY - Army University Press
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All leaders should consider reflecting on and rewriting this “living” philosophy during transitions in their careers. The reflection and mental work required to write a philosophy will improve self-awareness. The act of writing also makes a better leader by forcing refinement of his or her thoughts to help make ideas
[PDF File]CHANGE MANAGEMENT PLAN - University of California, Berkeley
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leaders’ intent and purpose, and in the organization’s best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army profession, military or civilian, is part of a team and functions in the role of leader and subordinate.
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