TAILORED TRAINING
Once the members of this current cohort, made up of senior staff, complete the program, they will be asked to serve as men- tors to the junior staff during the next program offering.
USAMMDA plans to rotate each year between a Leadership Development Cohort Program geared toward senior staff and one geared to junior staff. Tus the training will help to develop the leadership skills of junior staff so they can progress eventu- ally into senior roles, which will help strengthen USAMMDA’s bench and provide in-house candidates with the necessary skills for senior management positions.
CONCLUSION USAMMDA understands the importance of talent manage- ment, and workforce development is a critical component of its strategic plan. Te organization continues to formalize its train- ing structure while building upon it.
Te nature of the work requires multifunctional teams that must lead through influence, communicate effectively, and prevent, manage and resolve conflict. What USAMMDA does on a daily basis is so complicated that it requires many people to make that happen—it truly is a team effort. Terefore, ongoing leadership development at all levels is both beneficial and necessary.
Although it is important to make training opportunities avail- able to staff members, it is equally imperative to have support at all levels of the command for this endeavor. Te USAMMDA leadership team fully encourages the professional development of staff members, which helps put them at ease when they must take time away from their daily work to complete assigned training.
Col. William E. Geesey, USAMMDA’s commander, remains a faithful advocate of the Leadership Development Cohort Pro- gram and has addressed the group at multiple sessions.
“Te primary mission of USAMMDA is to support our war- fighters with whatever they need, whenever they need it, so they can complete their assigned missions successfully,” Geesey said. “Tis specific leadership training that we are providing to our USAMMDA team members will help us to accomplish our goal of protecting and preserving our military forces, which will benefit our entire nation in the end. It is certainly a win-win situation for all involved.”
With the implementation of a thoughtfully crafted training pro- gram, USAMMDA has already realized benefits as participants
142 Army AL&T Magazine July-September 2017 FOR A BETTER UNDERSTANDING
USAMMDA’s Leadership Development Cohort Program involves extensive reading and study between scheduled classes, and participants tackle many of the assignments as a group.
practice their skills in leading through influence and in prevent- ing and managing conflict. Te leadership remains dedicated to attracting, developing and aligning talent within this unique acquisition workforce to improve our ability to protect and pre- serve the lives of those defending our nation.
For more information on the work and mission of USAMMDA, go to
http://www.usammda.army.mil.
MS. KATHLEEN L. BERST is acquisition at USAMMDA,
deputy commander for responsible for oversight of five
project management offices, one division and program support. She is currently completing an MBA from Hood College and holds a B.S. in molecular biology from Clarkson University. A member of the Army Acquisition Corps (AAC), she is Level III certified in program management. Additionally, Berst has achieved Project Management Professional certification and holds a Regulatory Affairs Certificate.
MS. JUDY L. HOLIAN is chief of USAMMDA’s Office of Research and Technology Applications, responsible for establish- ing technology transfer and interagency agreements to enable the advancement of biomedical research in support of medical solutions for the war fighter. She holds a B.S. in microbiology from Te Pennsylvania State University. She is Level II certi- fied in program management and a Project Management Professional, as well as a member of the AAC.
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