LESSONS IN LEADERSHIP


EARLY LEADERSHIP TRAINING


As President of Berglund Associates Inc. and Executive Instructor for the Leadership Foundry, Barry Berglund presents the annual Robert T. Ste- vens Leadership Program for the five U.S. service academies: the USMA, United States Naval Academy, U.S. Air Force Academy, United States Coast Guard Academy, and U.S. Merchant Marine Academy. The top


Q. You have extensive experience lead- ership training in both the military and civilian worlds. What are some cor- relations between the two? Do those commonalities influence the way you approach your leadership teaching?


A. I’m always cautious when someone uses the word “correlation,” as that implies a scientific study that validates causality. Having said that, my experience after 30 years of studying and teaching leadership is that absolutely, there are commonali- ties. I’d also broaden this work outside the United States, based on three years doing leadership program work in Europe back in the mid-’90s with non-U.S. organiza- tions. Te similarities include that what


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eight cadets and midshipmen from their respective service academies at- tend the program, which is similar to the Acquisition Leadership Challenge Program (ALCP). Pictured is the class from the 31st program in September 2012 at USMA, West Point, NY.


people want most from their leaders is an opportunity to learn, to be valued, to make meaningful contributions, and to be respected for who they are and what they bring to an organization.


Frankly, I think the military services set a very high standard for leadership. Tat’s not to say you ever get it com- pletely right. At this moment in time, I believe more work is being done to ferret out toxic leaders from the military than at any other time. My old boss and men- tor (and prior CCL President and CEO) LTG Walt Ulmer (USA, Ret.), has stud- ied this subject intensively through both his work and studies done at the Army War College.


What it really boils down to is the answer to this question: “Should those who are led have some say in the success of their leaders and their selection for higher positions?” I think we all agree that they should. And if


they did, I think we’d


have the potential to eliminate the self- serving leaders a lot earlier, before they could do substantial damage to people or their organizations. Frankly, it’s pretty discouraging to ask a class of 24 civil- ian and military folks, “Have you ever worked for a toxic leader?” and see almost all the hands go up.


It’s the mechanics that bedevil the deci- sion-makers. Te Navy is absolutely committed to this in its command


Army AL&T Magazine


January–March 2013


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