USAMMDA divisions had been experi- encing ongoing stress from a joint work problem for which they could not agree on a solution.


DIRECT INTERACTION


Amy Brown, USAMMDA senior acquisition management liaison officer, receives feedback and guidance from Riordan on an in-class assignment for the Leadership Development Cohort Program. The complex, multifunctional nature of the organization’s work calls for leadership development at all levels.


Tey decided to use this real-life situa- tion as their case study for class, and they wrote the assignment together. Bringing the paper to class, they allowed the course instructor to act as facilitator, along with the other participants, to work through their conflict. Te result was successful: Te two students reached a positive reso- lution that carried over into their daily business interactions, to the ultimate benefit of USAMMDA’s mission, which enlightened not only the two students but the entire class and the instructor.


Heightening participants’ engagement is the interaction of the group with the program coach, John Riordan. As a pro- fessional leadership instructor for nearly two decades, Riordan has been involved with


the Excellence in Government


Fellows and other government-based leadership programs. He connects with his clients quickly and guides each group by presenting real-world scenarios based on the specific work of the organization. His mantra, “Be yourself with more skill,” is one of the reasons USAMMDA chose to contract him for this program.


USAMMDA’s training council designed and structured the coursework to develop leadership capacity, starting with branch chiefs, deputy directors, product manag- ers and selected nonmanagement staff members. Te ultimate goal is to help everyone realize that they can contribute meaningfully on a daily basis, regardless of their pay grade, because the bottom line is that you do not have to be a senior


staff member or a commander to be a leader.


With this emphasis on “leading at all levels,” the cohort


learns that when a


problem arises, it needs to be resolved, whether the person confronting it is the most junior member of the staff or the one in charge. As the coach advocates, you cannot just walk by a problem; it has to be addressed—and that is the point of this program.


TANGIBLE RESULTS USAMMDA has seen the results of its leadership training in practical ways. In one case, the positive effect was evident almost immediately in the work of two participants during a classroom exercise.


As part of their prework during a recent executive training course, Strategies for Conflict Resolution, students were asked to provide a case study to discuss in class. As it happened, two people from different


As one of the two students involved said, “I really feel that the group setting was very beneficial in this case, because the other students—our peers—could remain neutral and objective, and they were able to offer helpful comments and suggestions. Te conflict was not magi- cally resolved, but we received some very valuable feedback that certainly helped to improve the situation.”


Even the Leadership Development


Cohort Program, as valuable as it is to the growth of USAMMDA’s workforce, by itself may not be enough to fully cul- tivate the talents of the team within the organization’s unique space. Terefore, USAMMDA augments


the program


with invited guests, who speak on a variety of pertinent topics, and continu- ously looks for opportunities to send staff members on details and developmental assignments to broaden their skills and knowledge base in other areas of


the


organization, both internal and external to USAMMDA.


Mentorship remains a valuable compo- nent of USAMMDA’s training as well.


ASC.ARMY.MIL 141


WORKFORCE


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