WORKFORCE
Our Leadership Excellence and Acquisition Development (LEAD) program is for our GS-13s (or high-performing GS-12s) and is the next opportunity for civilians to expand their learning through a series of education, leader development and broadening assignments to prepare them for positions of greater responsibility, including leading others.
Senior Service College is the pinnacle of formal leader develop- ment training. Te Defense Acquisition University Senior Service College program is for those on track to become our most senior leaders, such as product and project managers and program execu- tive officers, and further develops critical thinking skills, broadens perspectives and exposes participants to innovative initiatives.
KEEP AT IT
As leaders, we have to give folks the breadth and depth of experience necessary to meet the increasing demands of our profession. (Image by Gerd Altmann, Pixabay)
As leaders, we must model good leadership to our subordinates, live the Army values and ethics and establish a benchmark that our future leaders desire to work toward. We must hire people into leadership positions who demonstrate those desired characteris- tics and set and maintain the positive tone and commitment to the mission we need in our organizations. We must walk the talk.
FORMAL TRAINING I’m proud that my office, as well as big Army, provides a wide range of formal leader development opportunities for our AAW, across all components throughout the various stages on one’s career.
While our military personnel often come into the AAW with leadership experience and a more defined plan for leadership development, civilians have flexibility to determine their path. Participation in formal leader development training requires desire and commitment from both the individual and the organization.
For our emerging civilian leaders, the Army DACM Office spon- sors the Inspiring and Developing Excellence in Acquisition Leaders (IDEAL) program for GS-12 and GS-13 (or broadband equivalent) workforce members who are interested in a supervi- sory or leadership position. IDEAL focuses on basic leadership skills such as self-development, interpersonal relationships and strategic management to set the foundation for further learning.
INFORMAL DEVELOPMENT Much of leader development comes from experience. Organiza- tions should look for opportunities to move emerging leaders into detail positions or developmental assignments or assign them to lead special projects.
Current leaders can also inspire subordinates through counseling sessions and professional development discussions, such as those that take place as part of an individual development plan (IDP) planning session or through the Senior Rater Potential Evalua- tion (SRPE). Te SRPE gives leaders a sense of an individual’s potential and helps them to identify leadership strengths that can be entered as part of their career path in the IDP.
CONCLUSION For me, nothing’s been better than my career in the Army Acquisi- tion Workforce and having the opportunity to work with leaders, peers and subordinates to support our Soldiers. What I now look most forward to is the opportunity to empower those on my team and build up the leaders that will replace me. I give my team the freedom to fail and learn from mistakes; I allow people to take risks and give them flexibility; I give as much guidance as needed and enjoy watching them go out and do great things for my orga- nization, the Army acquisition community and the Army.
As leaders, we can’t just check the box of formal learning; we have to build teams and give folks the breadth and depth of experi- ence necessary to meet the increasing demands of our profession. To ensure our future Soldiers are never in a fair fight, we must strive now to build a strong acquisition profession led by leaders of character.
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