Brock,

This is a great topic for discussion – thanks for sharing.

We want to lead organizations that are filled to capacity with leaders and Soldiers, to include ourselves, that are subject matter experts in their craft. Yet the reality is that wherever we go, leaders and Soldiers require development and training to achieve that mastery.  We will never cap out, hitting a point where we can put the books down, hop off our tank, or put away the map and rest on our laurels. But no matter where we start from, we travel the same path – towards mastery of our profession.

What we’ve just described is a vision of a unit hellbent on professional growth and development, wherein you are teaching and coaching  platoon leaders and XO, the non-commissioned officers are committed to the growth and development of their Soldiers, and training build’s the team’s capabilities. But let’s get detailed – what does this look like? Below are some ideas for metrics of success in promoting this culture in your formation.

Potential Metric of Performance #1 – Perhaps everyone in the formation has an individual development plan on paper and aggressively pursue both professional and personal goals.It sounds like you and the PSG did a really good assessment of his strengths and weaknesses. Now, together we can identify what skills and capabilities he needs to develop or refine over the short-, mid-, and long-term and develop a plan with SMART (Specific, measurable, action-oriented, realistic, time-based) goals to get him there. As Joe said, no Solider can fail if a leader is training and coaching them along the way.

Potential Metric of Performance #2 – To build the culture and ensure leaders at echelon know how to train and coach their subordinates, perhaps we conduct X number of LPDs on coaching, training, goal-setting, etc. Ken Blanchard’s <span style=”text-decoration: underline;”>The One-Minute Manager Builds High-performing Teams</span> is a great, short read that can help leaders visualize the relationship between supporting and directive behavior. Discussions like this help solve the very real issue you that you identified – we don’t know how to develop leaders.

Additionally, I think there is value in cultivating the spirit of the professional or warrior-scholar.

We need to approach the profession as insatiable learners, always preparing ourselves for that future day of battle. We should expect the same of our Soldiers as well. Yet we struggle with how to best approach self-study. So let’s encourage Soldiers to learn how to learn, get them involved in a community of practice, and set an example as a life-long learner.

Potential Metric of Performance #3 – Perhaps we encourage everyone to join a community of practice (Junior Officer, MilSuite, a DEFAgora, RallyPoint forums, etc.) or create your own.

Potential Metric Performance #4 – Challenge your leaders and Soldiers to read, discuss, and write. Host a unit writing competition or provide incentives for participating in one.

As both you and Joe point out, regardless of the experience our team had before, it starts with us. I can’t fathom the excuse by the ‘leader’ who says he has no time to develop or train subordinates – who or what he is really leading? He has reduced himself to being just some guy giving out instructions – a manager, not a leader. In reading your post, it’s clear that you are passionate about professional development. Pour your time and effort into it and not only will your formation grow and experience success, but also you will might inspire others to provide for their Soldiers an experience they never had, as well as the tools to do so.