Trust: A variable you can change 11/17/2017

Trust: A variable you can change* Trust must be earned. This is a true statement but there is much more to know about how trust works. Character is the most obvious factor in trust since personal integrity is foundational to establishing trust with anyone. Less obvious is the factor of competence. You may trust a fellow Soldier with your life but that doesn't mean that you would trust them to perform surgery on your brain. Surgery requires expertise and experience; in other words, competence. So we trust our surgeon to operate on our body but that does not mean we would necessarily trust him or her to pilot our next cross country flight (unless they are a flight surgeon). Character and competence are the two halves of the "coin" of trust. If we toss this "coin" of trust into the "fountain" of our environment it "ripples" outward in every direction. The five "waves" of trust are: Self Trust, Relationship Trust, Organizational Trust, Market Trust and Societal Trust (in our context the last two are essentially the same). In this book Covey teaches building trust by ensuring that our perspective, actions and words all work together to create an atmosphere of trust; what he calls see, speak, behave. One of the things I like the most about Covey's book is the emphasis on building trust from the inside out, first yourself, then others. You CAN impact your trust level by taking positive steps. In the weeks ahead we will cover many of those steps. ** Army Leadership Doctrine: We noted last week that ADRP 6-22 6-48 to 6-52 Builds Trust, and table 6-2 (summary of the competency 'Builds Trust') outline trust for Army leaders and the steps to build it. The new FM 3.0 is nested with Army Mission Command and Leadership doctrine, as 1-15 states, "mission command requires mutual trust and shared understanding." These principals are vital throughout the Army, from initial military training through every phase of combat operations. *This is a reflection on chapter 2 of the book "The Speed of Trust" by Steven M.R. Covey and is the basis of the Strong Bonds curriculum The Speed of Trust for Families/Marriages/Soldiers. I highly recommend this book and this training.

Leadership in the Valley 11/8/16

The Valley of the Shadow of Death* The suicide of MG John Rossi two days before he was due to pin on his third star is a troubling event that raises concerns for both the Army and all concerned with leadership. A USA Today report ** indicates that General Rossi was troubled by the deaths of Soldiers under his command, particularly those who had committed suicide, and by the pressure of his responsibilities. Our competitive military HR system delivers the finest leaders anywhere; but it also creates tremendous pressure that can lead to behaviors that seem completely out of character. Having talked to hundreds of Soldiers and Family members about suicide I know that one of the key factors is loneliness, which one can feel even when surrounded by others.*** In the Shepherd's Psalm, written by the legendary warrior King David, he gives us the key to walking through the Valley of the Shadow of Death. He says, even though I am walking through this dark valley, "I fear no evil" and he tells us why, "for thou art with me" and "your rod and staff" (the weapon of a shepherd) "they comfort me." The Great Shepherd wants to help us through life's deep valleys and he has sent His people (us) to help anyone who is facing life's fears. This is a sacred duty/responsibility that we all have; the opportunity to walk with someone during life's most difficult hour. When you see someone struggling will you take up that challenge? *Psalm 23: 4 **Tom Vanden Brook, General is Most Senior Army Officer to Kill Self, USA Today 28 October 2016. ***Personal notes from Menninger Clinic Suicide Prevention Training 1996.

Leaders and Relationship 11/10/16

Leaders and Relationships* Leadership is about relationships. Yet, relationships are hard and, as we know, today relationships are colored by so many cultural issues; gender, race, financial status, family background. Often it is much easier, and safer, to either avoid relationships or to keep them very superficial. Indeed, in our popular culture models of relationships are often dysfunctional, either sexualized or self-seeking. One model that has been lost, except perhaps in rural America, is of neighbors chatting over the back fence who have deep, respectful, lifelong relationships that give assurance of unconditional support. As a leader being a good neighbor is foundational because people will not follow you if they don’t trust you and followers will not trust you if you do not invest the time to get to know them. Some may dismiss this as a Pollyanna (or perhaps Fred Rodgers) thinking and instead put their faith management systems. However people, like sheep-as opposed to cattle, want to be led not driven and will follow a leader even in a dark valley.** *This is a personal reflection on chapter 1 of the book, The Way of the Shepherd by Leman and Pentak – The main points of chapter one are, Know the status of your people as well as the status of the work Get to know your flock, one sheep at a time Engage your people on a regular basis Keep your eyes and ears open, question, and follow through. In the weeks ahead I plan to reflect on concepts from each chapter in this book. If you want to follow along by reading the chapters I think you will find it very helpful. The next chapter offers some suggestions on how to put chapter one into action. ** For a spiritual thought on this reflection you may consider Luke 10: 25-37

Leaders and Identity 11/23/16

Leaders and Identity* Before people will follow you they first must identify with you. Marketers understand the power of identity and leverage, the psychological power of branding. Indeed, every school where USACC has a program has a distinct identity that the students, faculty and alumni own, perpetuate and jealously guard (Does the term Blue Nation mean anything). In the same way the team you lead, big or small, must form an identity to truly become a team, and you as their leader must model that identity. People will follow a person who is genuine, consistent and caring; someone they trust. People will also strive for excellence if they believe in the mission and the leadership. But they must sense that their effort has value and that you as the leader value their effort. Creating an identity (brand) is difficult, and in the case of livestock even painful, but it does not matter if the organization you lead is big like the United States, the Army or a small section people (even your own family) if they feel that they are on a great team with leaders they can trust they will accomplish great things.** *This is a personal reflection on chapter 3 of the book, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Leman and Pentak – The main points of chapter are: -Build trust by modeling authenticity, integrity and compassion -Set high standards -Relentlessly communicate your values/mission -Tell followers where they fit -Leadership isn’t just professional it’s personal ** For a spiritual thought on this reflection you may consider John 10: 14-18

Leaders and Followers: Finding a Safe Place 12/7/16

Leaders and Followers: Finding a Safe Place* For followers to do their best work they must feel safe. Near the foundation of Maslow’s hierarchy is safety. People will never accomplish great things if they are always on guard. To keep them from feeling this way they have to feel that they know what’s happening around them. A good leader gives followers constant feedback so they are not surprised. Professional counseling, progress updates, and clearly identified goals are just some of the ways followers learn about what is going on and how they are doing. People who are situationally aware and know where they stand among their peers will work hard to belong and gain the esteem of others. Another thing that can make people feel unsafe is when instigators create drama. Leaders must deal with this quickly and effectively to maintain the safety of the group. Smart leaders also make people feel safe by helping the whole team succeed. For people to be effective they must not only be safe they must be shielded from minor distractions. It does not take an existential threat to keep a group from doing their best, even flies or ants (so to speak) can be enough to keep your team from their goals. For followers to feel safe they need to see their leader and trust that he/she knows what’s going on. They also need to believe that their leader will take action when anything threatens the team. Leaders who manage the internal and external environment will make people feel safe and see their team accomplish great things. *This is a personal reflection on chapter 4 of the book, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Leman and Pentak – The main points of chapter are...Make your pasture a safe place: -Keep your people well informed -Infuse every position with importance -Cull chronic instigators from the flock -Regularly rotate the sheep to fresh pastures -Reassure the sheep by staying visible -Don’t give problems time to fester ** For a spiritual thought on this reflection you may consider John 10: 11-13

Leaders: Giving Direction 1/11/17

Leaders: Giving Direction* Giving direction is vital to the leadership enterprise: but how you guide will determine the results. The staff of a shepherd is a tool that can serve as an object which demonstrates this role. The shepherd carries the staff and leads, which requires personal investment and cannot be delegated. The shepherd uses the staff to establish boundaries, gently guide and even rescue (that is the reason for the crook at the top). Leaders keep their eye on the horizon beyond where their followers can see. They also keep everyone together and maintain boundaries. They guide by persuasion and influence always setting the example for others to follow. When necessary they even rescue, if someone gets in trouble, and in doing so build a trust and loyalty that nothing else ever could. They use the power of encouragement to shape the direction of their team and underwrite risk, even temporary failures (which can lead to failing forward). The shepherd’s staff represents power, in fact the scepter carried by ancient kings was modeled on the shepherd’s staff. But with the power to direct goes the responsibility; to guide with prudence, to maintain boundaries and to care for the whole team, even one who may stray. *This is a personal reflection on chapter 5 of the book, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Leman and Pentak – The main points of chapter are: -Know where you are going, Lead and keep your team moving. -Direct through persuasion not coercion. -Empower freedom but within boundaries. -Remember that failure isn't fatal. ** For a religious thought on this reflection you may consider John 10: 1-6 or you may consult beliefnet for a spiritual one.

Leaders and Correction 1/20/17

Leaders and Correction* We discipline our children so that they can learn self-discipline. The rod of correction is a small throwing stick that the shepherd uses to protect the sheep from predators but can also be used to get the attention of the sheep when they begin to stray. The purpose is not to hurt but to jolt the sheep into paying attention to danger. The shepherd also will use the rod to step in between their sheep and a predator. A great leader will defend their people to others and will discipline them privately. Correcting is the most important thing to get right as a leader. If followers trust you then they will accept your correction, and even appreciate it, and others will also learn from the example. Finally, good leaders constantly check on their people. Just saying that people can come to you if they have a problem is not enough. Good leaders know because they check.** *This is a personal reflection on chapter 6 of the book, The Way of the Shepherd: 7 Ancient Secrets to Managing Productive People by Leman and Pentak - The main points of chapter are: -Protect: Stand up and fight for your people -Correct: Approach discipline as a teaching opportunity -Inspect: Regularly inquire about your people's progress ** For a religious thought on this reflection you may consider John 10: 1-5 or for a spiritual one you can consult beliefnet.com

Leaders and Emotional Intelligence 2/8/17

Emotional Intelligence – The Big Picture* Despite a focus on EI (Emotional Intelligence) today only 36% of those tested can accurately identify their emotions while they are happening. There are 5 core feelings which combine to account for all the feelings we have; happiness, sadness, anger, fear and shame. An emotional hijacking is when an emotion is so strong that you react without thinking. A trigger event is when something generates an emotional reaction. EI is the ability to recognize and understand an emotional reaction and manage it. EI is different from IQ (intelligence quotient) or personality preference, and of the three is the easiest to change. EI is the greatest predictor of professional success because it impacts virtually every other professional skill. Emotional Intelligence is an important skill for leaders who must deal with conflict, inspire under stress and speak into the lives of those they coach and mentor. ** One quick note on last week’s reflection. One of our USACC medical doctors educated me on one of the statements from chapter 1. Not all sensory information passes from the brain stem through the limbic system. I can only assume that the authors here have over-simplified for the sake of brevity but please let me know if you do not think the basic assumptions are valid. One new addition, also from your feedback, I add some connections with Army leadership doctrine to this discussion. Consider ADRP 6-22, 3-26 to 3-32 or FM 6-22, chart 6-1, empathy. Please suggest others. *This is a personal reflection on chapter 2 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard this speaker at an event called the Global Leadership Summit held in late summer each year. ** For a religious thought on this reflection you may consider Proverbs 16:32 or for a spiritual one consult www.belief.net

Leaders and Emotional Intelligence: Self-awareness and Self-management 2/15/17

Emotional Intelligence – The Four Skills (part 1: Self-Awareness and Self-Management)* Personal competence is both self-awareness and self-management; aware of, and in control of, your emotions. Social competence is both social awareness and relationship management; understanding the moods and behaviors of others and knowing how to improve your relationships. This requires reflection on your own emotions in order to understand their origin. Understanding yourself is the foundation to all other emotional intelligence skills. People with poor self-awareness often come across as self-centered or even toxic. Knowing yourself, strengths and weaknesses, can help you keep your composure when everyone else is losing theirs. Self-management is applying that ability to make good choices despite circumstances; not just in the moment but over time. Learning and applying these skills will make you a more successful leader but also has the benefit of making you a happier person.** Next week, in part 2, we will cover the rest of chapter 3, social awareness and relationship management. Continuing our discussions on the connections of this subject with Army leadership doctrine the new ADRP 6-22, out in draft for Army wide staffing, includes a paragraph on Emotional Factors (read 5-15 to 5-18). This is a huge improvement over the current version but does not begin to cover this subject. Please continue to offer input. *This is a personal reflection on chapter 3 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard this speaker at an event called the Global Leadership Summit held in late summer each year. The next summit will be Aug 10-11 at 600 locations nationwide. ** For a religious thought on this reflection you may consider Romans 12:3 or for a spiritual one consult www.belief.net (Search for the term mindfulness)

Emotional Intelligence: Social Awareness and Relationship Management 2/16/17

Emotional Intelligence – The Four Skills (part 2: Social-Awareness and Relationship-Management)* Social competence is both social awareness and relationship management; understanding the moods and behaviors of others and knowing how to improve your relationships. Social awareness is the ability to read other people’s mood which requires close observation and close listening. Relationship management is the ability to use your understanding of your own emotions and of others to create successful interactions. Some people seem to do handle relationships with ease while others seem oblivious to their struggle with these skills. The goal of EI is to improve these skills regardless of your starting point. These skills can make you a more successful leader and, indeed, more successful in all your relationships.** Continuing our discussions on the connections of this subject with Army leadership doctrine, one model offered by the U.S. Army War College includes 10 Roles of a Strategic Leader including: Figurehead, Leader, and Liaison, Monitor, Disseminator, Spokesperson, Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator. (Bullis, Hill, Yuengert, The Roles of a Strategic Leader: Mintzberg’s Framework, USAWC, Carlisle, 2012). I believe many of these roles would be greatly enhanced by EI. *This is a personal reflection on chapter 3 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard this speaker at an event called the Global Leadership Summit held in late summer each year. The next summit will be Aug 10-11 at 600 locations nationwide. ** For a religious thought on this reflection you may consider Proverbs 14:30 or for a spiritual one consult www.belief.net (Search for the term mindfulness) I also invite comment on my article for the post newspaper from this week at this link. http://www.fkgoldstandard.com/content/instead-becoming-angry-after-trauma-use-it-become-better-person

Emotional Intelligence – Self Management Strategies 3/14/17

Emotional Intelligence – Self Management Strategies* Controlling your emotions and saying and doing what is best in any situation only comes from constant practice. Getting control of yourself is the most difficult part for many people. They know how they feel but keeping their feelings in check is the challenge. If you react emotionally you can get in the way of your own best interest. The strategies for self-management are: Breathe Right, Create an Emotion vs. a Reason List, Make your Goals Public, Count to Ten, Sleep On It, Talk to a Skilled Self-Manager, Smile and Laugh More, Set Aside Some Time in Your Day for Problem Solving, Take Control of Your Self Talk, Visualize Yourself Succeeding, Clean Up your Sleep Hygiene, Focus Your Attention on Your Freedoms Rather than Your Limitations, Stay Synchronized, Speak to Someone Who is NOT Emotionally Invested in Your Problem, Learn a Valuable Lesson from Everyone You Encounter, Put a Mental Recharge into Your Schedule, Accept that Change is Just around the Corner. If you say that these strategies sound similar to those found in Resiliency Training you would be right. The book Emotional Intelligence 2.0 covers each of these in great detail. ** Army Leadership Doctrine: ADRP 6-0 (Mission Command) paragraph 2-4 to 2-8 discusses building teams through interpersonal relationships based on trust. Leaders who handle the “two-way communication and interaction” between the led and the leader will be successful. Army doctrine states the obvious (but not always recognized) truth that Emotionally Intelligent leaders are generally more successful. Please let me know if you have further ideas/comments on this subject. *This is a personal reflection on chapter 6 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard this speaker at an event called the Global Leadership Summit held in late summer each year. The next summit will be Aug 10-11 at 600 locations nationwide. ** For a religious thought on this reflection you may consider 2 Timothy 1:7 or for a spiritual one consult www.belief.net (search the term self-control).

Emotional Intelligence – Social Awareness Strategies 4/12/17

Emotional Intelligence – Social Awareness Strategies* Unlike looking inward, social awareness is looking outward to learn about and appreciate others; it is your ability to recognize and appreciate the emotions of others. The skill has many components including: listening, reading body language (particularly facial expressions) tone of voice and many other less tangible cues. To do this you will use your five senses and your “sixth” sense, your own emotions. The seventeen social awareness strategies are: Greet People by Name, Watch Body Language, Make Timing Everything, Develop a Back-pocket Question, Don’t Take notes at Meetings, Plan Ahead for Social Gatherings, Clear Away the Clutter, Live in the Moment, Go on a 15-minute tour, Watch EQ at the Movies, Practice the Art of Listening, Go People Watching, Understand the Rules of the Culture Game, Test for Accuracy, Step into Their Shoes, Seek the Whole Picture and Catch the Mood in the Room. Of course most of these are not new, indeed Dale Carnegie and Emily Post both made careers out of teaching these principals. The book Emotional Intelligence 2.0 since it covers each of these in detail. ** Army Leadership Doctrine: From George Washington’s Rules of Civility to FM 7-21-13. DA PAM 600-60 and JPM-1 all these manuals are designed to guide leaders in the art of social awareness. These disciplines should be practiced (lived) at the lowest level so that they are not foreign to leaders when they reach senior levels. Please let me know if you have further ideas/comments on this subject. *This is a personal reflection on chapter 7 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard Bradberry speak at an event called the Global Leadership Summit held in late summer each year. The next summit will be Aug 10-11 at 600 locations nationwide. ** For a religious thought on this reflection you may consider Proverbs 11:17 or for a spiritual one consult www.belief.net (search the term kindness). Thanks to all for thoughts and prayers during my emergency leave. My Mother-in-Law was promoted to heaven...Amen.

Emotional Intelligence – Relationship Management Strategies 4/18/17

Emotional Intelligence – Relationship Management Strategies* Managing relationships, over time, takes thoughtful effort. Everyone knows that relationships take work but we seldom think about what that really means. Relationships take three things; time, effort and knowledge. If any of these three things are cut the relationship will suffer. Time and effort are self-explanatory but knowledge requires thought and attention. Dr. Bradberry* lists 17 strategies for Relationship Management including: Be Open and Curious, Enhance Your Natural Communication Style, Avoid Giving Mixed Signals, Remember the Little Things That Pack a Punch, Take Feedback Well, Build Trust, Have an "Open-door" Policy, Only Get Mad on Purpose, Don't Avoid the Inevitable, Acknowledge the Other Persons Feelings, Complement the Person's Emotions or Situation, When you Care...Show it, Explain Your Decisions...Don't Just Make Them, Make Your Feedback Direct and Constructive, Align Your Intention with Your Impact, Offer a "Fix-it" Statement during a Broken Conversation, Tackle a Tough Conversation. As I said last week, most of these ideas are "common sense" and have been offered by relationship coaches for years. The book Emotional Intelligence 2.0 since it covers each of these in great detail. ** Army Leadership Doctrine: As an Army Chaplain I have used many of these ideas in my counseling for years. When I studied Marriage and Family Therapy these were a big part of teaching people how to get along better with their family and others. I think there has been an assumption on the part of many that these techniques are fine but not really important in the scope of Army Leadership Doctrine. However, I would argue that good people skills are an important characteristic of all great leaders. As we consider near peer competitors and we focus more on Human Terrain and the Human Dimension, I believe leaders who ignore relationship principals do so at their own peril (my opinion). Please let me know if you have further ideas/comments on this subject. *This is a personal reflection on chapter 8 of the book, Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves – I heard Bradberry speak at an event called the Global Leadership Summit held in late summer each year. The next summit will be Aug 10-11 at 600 locations nationwide. Google it for more info. ** For a religious thought on this reflection you may consider Galatians 5:22-23 or for a spiritual one consult www.belief.net (consider the article 5 ways to deal with difficult people). Unhappy people: Love things, use people. Happy people: Use things, love people.

Thucydides: On Leadership (Brasidas) 6/29/17

Brasidas: Creative thinker, powerful speaker, brave warrior, brilliant tactician.* The seminal study on war, politics and strategy is the book by Thucydides on the Peloponnesian war of 431-404 BCE. In addition to teaching important lessons on the civil military nexus, joint and combined operations and many other valuable concepts Thucydides teaches about leadership. He does this using a case history approach highlighting the strengths, weaknesses and challenges of numerous individuals throughout his history of the war. One of the key leaders highlighted in the Peloponnesian War is Brasidas the Spartan General (greek: strategos) who was not only a brave leader in battle but a diplomat and orator. Brasidas raised his own army and challenged his fellow Spartans to fund it. He cobbled together a rag-tag group of misfits and outcasts who then succeeded beyond everyone's expectations. In fact, Brasidas was often able to succeed without fighting, (such as with the Acanthians) through his persuasive speeches, and was also able to rally his troops to great feats of courage (as his speech to his troops at the Thracian Gates). Despite fighting with inferior numbers Brasidas often won the day with speed, audacity and cunning. The fact that Brasidas was one of only six Spartans killed in the pivotal battle of Amphipolis clearly indicates that he was a model of personal courage. Brasidas’ actions changed the strategic balance of the war which helped lead the Spartans to their ultimate victory.** Army Leadership Doctrine: Personal courage is one of the Army values that Brasidas modeled. Brasidas also teaches many other values including initiative and motivation (ADRP 6-22, 11-13). *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. ** Charismatic leadership from a religious perspective can be either a power for good or ill. Consider both Saul and David (1 Samuel 15-1 Kings 2:12). For a spiritual view, belief net has an article titled The Pros and Dangers of a Charismatic Religious Leader

Thucydides: On Leadership (Cleon) 7/6/17

Cleon: Brave Warrior, populist, brilliant strategist, hawk, orator.* The seminal study on war, politics and strategy is the book by Thucydides on the Peloponnesian war of 431-404 BCE. In addition to teaching important lessons on the civil military nexus, joint and combined operations and many other valuable concepts Thucydides teaches about leadership using a case history approach highlighting the challenges of numerous individuals throughout his history of the war. Last week we looked at Brasidas who died at the battle of Amphipolis. The opposing general in that battle was Cleon who was also killed. Thucydides, another general (Greek: strategos) who was involved in that battle, was from Athens but seems to admire his enemy Brasidas yet have little regard for his countryman Cleon. This was probably because Cleon was what some today might call a demagogue but it may also relate to his morality. Cleon was a hawk who always advocated harsh policies (for example his push to kill the men and enslave the women and children of Mytilene. We will see this carried to even greater extreme later when we look at how Athens dealt with Melos, a neutral power). In the action that led to Amphipolis, Cleon, as a leader of the Athenian Assembly, had boldly supported and financed a move to take Pylos (right in the heart of Sparta). This action succeeded far beyond expectations when 120 elite Spartan warriors, from important families, were stranded and captured. Sparta immediately sued for peace, on excellent terms, but Cleon, no doubt puffed up with success, swayed the Assembly to push for even greater concessions. Unfortunately for Cleon, since he had convinced the Athenians to continue the war, he was now elected general with the expectation that he would force even greater concessions from the Spartans. Thucydides implies that this was the last great opportunity for Athens to have ended the war on favorable terms. In the end Athens not only lost the war but ended as slaves themselves.** (We will consider the moral dimensions when we look at the Melian dialogue). Army Leadership Doctrine: Cleon reminds us of the tendency to overreach in moments of victory. Colon Powell is said to have had the quote from Thucydides in his office both as JCS Chairman and Sec State, "Of all manifestations of power, restraint impresses men most." As it turns out this is not an exact quote but does contain the same sentiment of Nicias' speech on the wisdom of attacking Sicily, the decision that eventually led to Athens defeat. Military leaders must know when pushing harder will lead to victory but also know when pushing too hard may lead to defeat. See ADRP 6-22, 6-5 to 6-11 for thoughts on how this may apply at the individual leader level. *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. ** For a religious thought consider Colossians 4:5-6. From a human and spiritual perspective the issue of war itself is important, consider the subject at http://www.benning.army.mil/MSSP/MEPDOW/ including the psychological dimensions. There are many other links on this page worth considering.

Thucydides: On Leadership (Pericles) 7/12/17

Pericles: Politician, statesman, diplomat, strategist, orator.* The seminal study on war, politics and strategy is the book by Thucydides on the Peloponnesian war, 431-404 BCE. It teaches: the civil military nexus, joint and combined operations and other valuable concepts. Thucydides also teaches about leadership using a case history approach throughout his history of the war. In the last two weeks we looked at Brasidas and Cleon who both died at the battle of Amphipolis. Perhaps the hero who most typifies the triumph and tragedy of Athens is Pericles. For over 30 years he dominated Athenian politics during Athens "golden age." Born from an aristocratic family he was a patron of Greek art and culture and perhaps his greatest achievement still stands today; the Parthenon. Though a noble he nevertheless helped move Athens toward a democratic form of government that still influences democracies today, including our own. Pericles saw Athens dominate the known world of his day as it became a great sea power; what Andrew Wilson of the Naval War College calls "a whale" (fast & dynamic but a limited land power). Thucydides implies that the real reason for the war, that would ultimately destroy Greek civilization, was the constant expansion of Athens power and influence and the fear that generated in Sparta. (Some international affairs wonks today refer to this as the "Thucydides Trap.") Pericles, who was a child when the Persians nearly destroyed Greece, never came to trust Sparta and took numerous actions to protect Athens from the Spartans (Wilson calls them an elephant -lumbering, slow but powerful). The action that triggered the Spartan invasion was the building of a "long wall" that protected Athens and allowed them to withstand any siege since they could be supplied by sea. Unfortunately for Athens this strategy protected them from Sparta but not the plague that killed over a third of the city population and sickened their leader Pericles. Ironically the democratic institutions that Pericles helped create worked against him as the people tried him in the courts for Athens' situation. Though later reinstated as leader, Pericles was a "broken man." Thucydides writes, "the mastermind of Athenian glory, died." It seems that Pericles greatest weakness was his hatred for his fellow Greeks, the Spartans. His lack of trust clouded his judgement and led to an inability to see a way he could allow for Athenian expansion without triggering suspicion in Sparta. This is the first of many times that Thucydides seems to ponder a key decision point where war, and the destruction of Athens, could have been avoided. ** Army Leadership Doctrine: Pericles example could be seen as an argument for various points of view in the decision making process. Pericles so dominated the assembly and Athenian strategy that his mental block became Athens tragedy. Decision makers today also need a variety of diverse thinkers to avoid group think and free COA development to seek out creative solutions to wicked problems. ADRP 6-22, 5-12 recommends diversity in Army teams and 7-15 suggests inclusiveness to help create a positive climate. *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. ** For a religious thought consider the Apostle Paul's description of the Church as a "body" 1 Corinthians 12: 12-27. From a human and spiritual perspective (non-theistic) consider the concepts of unity found in the teaching of the Dali Lama including his book "The Universe in a Single Atom. I will be TDY to Carlisle for a couple of weeks but will look at King Archidamus when I return.

Thucydides: On Leadership (King Archidamus) 8/9/17

King Archidamus: ruler, strategist, statesman, orator.* The seminal book by Thucydides on the Peloponnesian war, 431-404 BCE, teaches: the civil military nexus, joint and combined operations and other valuable concepts. Thucydides also teaches about leadership throughout his history of the war. In the last few weeks we looked at Brasidas, Cleon, and Pericles. The two central figures at the start of the conflict are Pericles the "Strategos" of Athens and King Archidamus of Sparta. Thucydides record of the pre-conflict speeches of these two rulers frame the history of the war that follows, what Wilson (see below) calls "net assessment." Today King Archidamus would be considered a realist since he warns the Spartans that, should they choose to go to war, they would "bequeath this to their children." He warns that, as a Soldier who has participated in many wars, that wars cause tremendous suffering and are unpredictable. He also cautions the Spartans about their strategic limitations; a weak naval force and uncertain allies, and about the dynamism of the Athenian empire, and the difficulty in ending a war, once begun. Alas, King Archidamus is unable to persuade the Spartans to postpone the war, and though against it, as king he would nevertheless lead the invasion. So the elephant (lumbering but powerful on land) went to war with the whale (dynamic and powerful on the water, and along its coastal provinces, but helpless on land).* The result was a war that would last for 27 years and ultimately destroy both Athens and Sparta. Of the leaders we learn about from Thucydides, King Archidamus is one of the most brilliant yet troubled. The king warns the Spartans of danger, nevertheless "fear, honor and self-interest" lead them to tactical/operational victory followed by strategic defeat. Thucydides explains that his history is intended as a "possession for all time" and implies that the lessons learned from his history can help strategic leaders make better decisions. The lesson of King Archidamus seems to be that careful assessment and wise judgement must precede a decision to risk war since the seeds of destruction can be found even in success.** Army Leadership Doctrine: Net assessment is important to decision making. ADRP 6-22 5-6, 7, 8 describe the qualities of sound judgement. It is instructive that 6-22 says that this comes from experience (trial and error) and by observing others. Thucydides is an excellent teacher who can still teach leaders today. * See Wilson below. **This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., The Peloponnesian War by Donald Kagan; The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. *** For a religious thought consider Luke 14:25-34. From a human and spiritual perspective (non-theistic) consider self-knowledge as taught by the Dali Lama including his book "How to See Yourself as You Really Are."

Thucydides: On Leadership (Alcibiades) 8/14/17

Alcibiades: bold warrior, brilliant naval leader, ambitious politician, turncoat.* The seminal book by Thucydides on the Peloponnesian war, 431-404 BCE, teaches about leadership through his history of the war. In the last few weeks we looked at Brasidas, Cleon, Pericles and King Archidamus. Today we consider Alcibiades. Alcibiades was a brilliant tactician and scholar but was also an unscrupulous egomaniac. Though brought up by his guardian Pericles and tutored by Socrates he rejected the integrity of these two men. He became a leader in the national assembly and was responsible for leading Athens into the ill-fated decision to open a second front in their conflict with Sparta. The new front in Sicily, boldly planned by Alcibiades but poorly executed by Nicias, turned into a disaster. Alcibiades, who had connections with Sparta, defected when the campaign went poorly and he was condemned to death. He defected and became an advisor to the Spartans, helping ensure Athens defeat. While in Sparta Alcibiades also found time to seduce the wife of the king who was away with his army. The Spartans now turned against Alcibiades as he stirred up an attempted coup in Athens with the assistance of Persia. However, Alcibiades ended on the winning side and was then asked to lead the Athenian fleet. He led Athens to a stunning victory over Sparta at the Hellespont but eventually his political enemies had him banished. His political maneuvering finally caught up with him after the destruction of the Athenian fleet, which he warned against, yet even in exile he had a disturbing impact on politics so the Spartans paid the Persians to have him murdered. Of the leaders found in Thucydides history, Alcibiades is arguably the most appalling. Though he was the most admired and gifted of his generation he was also the most vain, deceitful and utterly ruthless both in his personal and professional life. His brilliance and charisma led to dazzling exploits, but his narcissism and malevolence created enemies who were bent on his destruction. The story of Alcibiades is a reminder that brilliance alone does not guarantee success and that vanity and pride are often the enemies of self-awareness and relationship management (two pillars of emotional intelligence).** Army Leadership Doctrine: Humility and self-awareness are important keys to effective leadership. The latest draft of ADRP 6-22, 4-10 (Feb 2017) warns against the danger between lack of confidence or, the other extreme, overconfidence. "Even the most humble can experience an increase in feelings of self-importance when exposed to extra attention and special opportunities." 4-10 also adds the line, "An attitude of humility is a metering process to check overconfidence and arrogance." The story of Alcibiades teaches of the danger of an extremely talented person who, indulged by parental figures (Pericles) and teachers (Socrates), became a dangerous person whose talents served only himself and the plaudits of others. *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, by Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan; or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. Much more about Alcibides is also found in the book by Plutarch by the same title. ** For a religious thought consider Phillippians 2:1-11. From a human and spiritual perspective (non-theistic) consider the Dali Lama: "How to See Yourself as You Really Are" which captures the Buddhist concept of compassion to guard against the misguided thinking of desire and competitiveness.

Thucydides: On Leadership (The Melian Dialogue) 8/22/17

Thucydides: warrior, strategist, scholar, ethicist, political scientist* The seminal book by Thucydides on the Peloponnesian war, 431-404 BCE, teaches about leadership through his history of the war. In the last few weeks we looked at Brasidas, Cleon, Pericles, King Archidamus and Alcibiades. Today we look at Thucydides himself. Thucydides' work is still relevant to us, over two thousand years later, because he pioneered two important fields, historical analysis and the "realist" approach to political science. Thucydides intended his work to be "a possession for all time" so he crafts his narrative of the war in such a way to teach principals that can be drawn from the story. One of the most important is the Melian dialogue where he tells the story of a small island community located on key terrain and in a strategic part of the conflict area. Though this community was neutral in the war the Athenians invaded and gave them this ultimatum; either join us and pay tribute or we will kill the men and enslave the women and children. The Melians responded that they are not a threat to Athens so why should they not remain friends, neither allies of Athens or Sparta? The Athenians responded that Melian weakness is a threat because if Melos did not yield others would think Athens weak. They concluded the dialogue with these famous words "the strong do what they will, and the weak suffer what they must."* This is cited as the basis of the "structural realist" position in political theory. During the Cold War many advanced this theory and it even became the basis for American foreign policy in the post WWII bipolar world. Thucydides is a "master" of strategic thought because he makes his readers think deeply about both the practical and the ethical sides of the use of power.** More than just telling a "war story" he challenges leaders to consider the actions and interactions of the participants and how various decisions led to the decline (and after his death, downfall) of the Greek world. *This is only a thumbnail summary/paraphrase of the dialogue which run several pages. ** Wilson relates how the study of Thucydides became a stand in for Vietnam during the 60/70s at the Naval War College since it mirrors the stand-off of two great powers and what happened when one opened a new front in that conflict. (See Wilson below) Army Leadership Doctrine: ADRP 6-22, 11-71 says, "Strategic leaders...are responsible for developing well-reasoned positions and provide advice to the nation's highest leaders." The civil-military dialogue is the pinnacle of military leadership and leaders such as George Marshall and Colin Powell have cited Thucydides as important to understanding the modern geo-political world. Tomorrow's senior leaders are today's Cadets and Lieutenants; it's never too soon to prepare minds for the challenges ahead. *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, by Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan; or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. Much more about Alcibides is also found in the book by Plutarch by the same title. ** For a religious thought consider Leviticus 19:33-35 and Galatians 6:10. From a human and spiritual perspective (non-theistic) consider http://www.existentialbuddhist.com/tag/melian-dialogue/

Thucycices: On Leadership (Nicias) 8/30/17

Nicias: diplomat, strategos, politician, warrior, * Thucydides, on the "Peloponnesian War," 431-404 BCE, teaches leadership throughout his history. So far we have looked at Brasidas, Cleon, Pericles, King Archidamus, Alcibiades, Thucydides himself and now Nicias. Nicias, like most of the leaders of his time, was from an aristocratic family; part of the cultural elite, but unlike his political opponents he usually favored peace (which is interesting since his name means "nike" victory). He first opposed Pericles action of ending the treaty that triggered the war and later opposed Alcibiades who argued to continue the war following the death of Pericles. Perhaps the most important moment of the war was when Nicias, hoping to thwart the decision to send troops to Sicily, suggested a "poison pill," in order to kill the idea. Instead of opposing the plan outright he recommended the Athenians send a huge amount of troops, believing this would cause the Athenians to reject the idea. Instead, to quote Wilson, "His opposition to Alcibiades's ambitious plans for the Sicilian expedition backfired; he became a victim of his own rhetorical sleight-of-hand and ended up as commander of the expedition."* Far more than a reluctant warrior; Nicias was now the leader of a whole new front in a war he opposed from the beginning. Things went from bad to worse in their attack, siege and attempted escape from Syracuse, the Sicilian capital, including a lunar eclipse just as the Athenians attempted to make their escape (which Nicias believed to be a bad omen). In the end, Nicias' entire force was either killed or captured and enslaved. The Athenians never recovered from this loss and it signaled the beginning of the decline in Greek power. The story of Nicias is one of a leader who fought in a war he did not believe in, who took on a great responsibility without believing it could succeed. Nicias wished for peace but attempted to manipulate the emotions of the crowd. His duplicity cost him his life and cost Athens their place in the world. Army Leadership Doctrine: ADRP 6-22, 11-15 says, "The ability to provide clear vision is vital to the strategic leader...the strategic leader must personally commit to it, gain commitment from the organization as a whole, and persistently pursue the goals and objectives that will spread the vision throughout the organization. Pursuing a goal or vision that you do not believe in will likely end in failure. Self-awareness and self-management can help you control your reactions to various events but you cannot "manage" a values conflict. Each leader must know their values and stand for their beliefs. Volunteering to lead something you oppose is both cynical and self-serving. *This reflection is based on my own personal reading of Thucydides, see The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War, by Robert B. Strassler ed. or The Peloponnesian War: Oxford World's Classics, Rhodes and Hammon Trans., or The Peloponnesian War by Donald Kagan; or The Great Courses, Masters of War: History's Greatest Strategic Thinkers by Andrew R. Wilson, lecture 2 and 3. I highly recommend Wilsons' lectures that really explain and illustrate strategic thinking. ** For a religious thought consider Romans 1:18-25 and the conversation with Pilate about truth in the Gospels (a fascinating conversation with a cynical politician). From a human and spiritual perspective (non-theistic) consider The Four Noble Truths by the Dalai Lama which all center on suffering.

Suicide Prevention 9/6/17

Suicide Prevention: A Leadership Issue* September is suicide prevention month. USACC has about a dozen serious incident reports every week that are related to suicide. During my last 22 years I have taught suicide prevention hundreds of times and have always used a "buddy care" approach based on the theory that the Soldier closest is in the best position to spot the symptoms and intervene. Though this is true, suicide prevention is also a leadership issue. Just this last spring (remember before CST) America's attention was drawn to a hit Netflix show called "13 Reasons Why" that dramatizes, some say glamorizes, the suicide issue. One criticism of the show is that the focus is primarily on the teenagers, who bullied, abused and even violated the heroine, but not on the adults (with the exception of the school guidance counselor). Though "13 Reasons Why" leaves lots of room for criticism it reopens the discussion about suicide in America. So what role do leaders (adults) play in confronting this problem? First, leaders need to demand an environment of dignity and respect. In an environment where people are not valued, and appropriately protected, bad behavior grows and people get hurt (both words and actions matter). Second, leaders need to know their team. This includes taking the time to get to know each member, assessing their needs and developing them as a person. It should never be a surprise to a leader when one of their team is struggling, however, getting past the façade often only happens when you invest the time to show you actually care. Third, leaders need to get to know the background (including the family) of their team members. Most suicides are related to relationship issues so leaders need to ask, and keep asking, in a way that shows genuine interest and invites open communication. Fourth, be human. If you always present a façade to your team they will not feel comfortable sharing their struggles with you. This is a bit tricky since some people don't know where to draw boundaries with others much less stay inside them. The best advice may be to confine your transparency to past experiences until you know how others will respond. One of the best examples I know of is my friend Dave Roever who, in giving his Vietnam War testimony to thousands of audiences over the last 30+ years, relates his own suicide attempt after being horribly disfigured in combat. His honesty, and even self-deprecating humor, on this issue is a great example. I don't know anyone who has not been affected in some way by suicide and there is no single element that will diminish it. However, to quote John Maxwell, "Everything stands or falls on leadership."** Army Leadership Doctrine: ADRP 6-22, 7-5 through 7-31 describes a proper command environment (climate), 7-49 through 7-90 describes building teams, 6-42 discusses balancing mission and welfare, 6-43/44 emphasizes taking care of Soldiers and Army Civilians, 6-45 through 6-47 provides tips on identifying high risk behavior. Basically, building teams and caring for members is woven through the warp and woof of the entire document. *This is a personal reflection based on my own experience. Please feel free to respond to with your own observations. ** For a religious thought consider Matthew 27: 3-5. Even one of Jesus' disciples (Judas) chose suicide after betraying Jesus to be tortured and crucified. Also, consider Peter who also betrayed Jesus yet was forgiven Luke 22-54-62. From a human and spiritual perspective (non-theistic) consider the article "Meditation isn't enough: A Buddhist Perspective on Suicide" (google search) where Rinzler argues for traditional therapeutic methods.

Leadership Styles 9/14/17

Leadership Styles* The Mission Command Workshop is on the 26th. Part of that material will be Daniel Goleman's book; Leadership that Gets Results. Goleman describes 6 styles of leadership including: visionary, coaching, affiliative, democratic, pacesetting and commanding. Visionary is the most positive and in many ways the most powerful. Perhaps you have heard the words of King Solomon "Where there is no vision, the people perish" (Proverbs 29:18). Unlike visualization, where you manipulate something in your mind that already exists, visioning is imagining something that does not exist. Steven Covey says, "everything is created twice," first in the mind and then in the corporeal world. Visioning is the first step of creation. The leader determines the vision, "casts" the vision (communication), then works to bring the organization into alignment with the vision. As Goleman notes, visionary leadership is very powerful since the leader can give feedback, without offending followers, because it's about the vision not the individual. Visionary leadership is powerful approach in many settings including the workplace the community and the family. Any group of people who have a clear idea of their purpose, mission and goals will be happier, more fulfilled and more willing to cooperate. Army Leadership Doctrine: ADRP 6-22, 1-19 the Mission Command philosophy is designed to "enable disciplined initiative" and empower "critical and creative problem solvers." 6-5 through 6-21 bears some similarities to Goleman's 6 styles and 6-22 to 41 describes some methods to achieve mission success. However, these paragraphs do demonstrate the difference between Goleman and Army doctrine. The Army model is generally more authoritative (perhaps what Goleman would call commanding). For a quick overview of the 6 styles see the video with Goleman at https://www.youtube.com/watch?v=vkadAhDnPYk For a fascinating essay on the creative process by Isaac Asimov go to https://www.technologyreview.com/s/531911/isaac-asimov-asks-how-do-people-get-new-ideas/ The quote above by Covey is from his book, "The 7 Habits of Highly Effective People." *This is a personal reflection based on my own experience. Please feel free to respond to with your own observations. ** For a religious thought consider Acts 2:17. From a human and spiritual perspective (non-theistic) consider "A Force for Good: The Dalai Lama's Vision for Our World" by Daniel Goleman.

Leadership Styles 10/4/17

Leadership Styles* During the Mission Command Workshop next week attendees will see excerpts from the film "12'O Clock High." Many of you know that MG Hughes is a fan of the film because it portrays many of the styles of leadership Daniel Goleman describes in his book "Leadership that Gets Results." The last two weeks we covered visionary and coaching but the others are; affiliative, democratic, pacesetting and coercive. In the film the protagonist BG Savage, played by Gregory Peck, primarily uses the coercive style to "shock" the 918th Bomber Group away from a focus on themselves and back to the mission; fighting the Luftwaffe. However, he also affectively uses the pacesetting, authoritative and visionary styles to win over many of the formal and informal leaders within the organization. Many of you may remember the film from CGSCOC or ILE, it was part of the leadership block, however that instruction stopped short of all the lessons the film can teach. The film effectively portrays how a leader can use many different styles of leadership to powerfully influence followers and achieve stunning results. Though much in this old B&W film is from another time/place the lessons it teaches are just as vital to leaders today. The ability to use a variety of styles can empower leaders to accomplish great things. Army Leadership Doctrine: ADRP 6-22, Mission Command Philosophy is an extension of the Army Operating Concept and is focused on the leader. Leadership is key to all the Army does. Paragraphs 1-1 to 1-31 describe the elements of leadership that form the foundation of the Army model. This model is only unique in the sense that it is specifically focused on the Army context, however the principals of good leadership apply in all settings. The movie "12 O'clock High" is available on youtube, itunes, Amazon and many other sources. *This is a personal reflection based on my own experience. Please feel free to respond to with your own observations. ** For a religious thought consider Matthew 20:25 (a short article about this verse is at http://www.lifeway.com/pastors/2016/05/11/3-essential-leadership-lessons-from-jesus/). For a human/spiritual perspective (non-theistic) once more let me mention "A Force for Good: The Dalai Lama's Vision for Our World" by Daniel Goleman.

Emotional Intelligence and Army Doctrine 10/12/17

Emotional Intelligence and Army Doctrine* At the Mission Command Workshop Dr. Greg Ruark recommended the paper by Major Taylor-Clark "Emotional Intelligence Competencies and the Army Leadership Requirements Model." In that document she details sample leadership actions with emotional intelligence competencies and lists Army leader attributes and competencies for each.** It is interesting to see how the Army values, leadership competencies and emotional intelligence skills complement each other. In reality great leaders have always embodied these attributes yet no one is born with great interpersonal skills. Some folks grow up in environments where they learn from family, friends or in school but many leaders in the past have had to learn their emotional and social skills in the crucible of life. Today we have many resources to develop skills at our own pace. Books such as "Emotional Intelligence 2.0" and "Emotional Intelligence: The Power of Leadership," are great starters, but to master the skills leaders must constantly work to apply them and assess their performance. The best way to do this is to have a "battle buddy." Great leaders find people who can speak truth and help them see themselves. Army Leadership Doctrine: Taylor-Clark's paper crosswalks ADRP 6-22,with emotional intelligence competencies. The key words that connect them include character, empathy, presence and intellect (pages 32-55 are particularly worth study). *This is a personal reflection based on my own experience. Please feel free to respond to with your own observations. **The paper by Taylor-Clark can be found at www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA623911 For a religious thought consider John 21: 15-19 (a short devotional on this verse is at https://odb.org/2008/08/14/feed-my-sheep/ ). For a human/spiritual perspective (non-theistic) consider (http://www.the-philosophy.com/socrates-know-yourself) as from the Oracle at Delphi (and Ancient Egypt) and is echoed by Plato, Pythagoras, Socrates, Thales and Aristophanes and picked up by Hobbes, Rousseau, Emerson and others.

The Art of Discipline 10/12/17

The Art of Discipline* “We discipline our children so that they will learn self-discipline.” If you look at the synonyms for the word discipline you will see the words; punishment, chastisement and castigation. These negative connotations are often what people think about when they consider discipline. However, other synonyms for discipline include; self-control and self-restraint. Because people usually focus on the negative aspect of discipline they often forget the real goal of discipline, self-mastery. A quick review of great leaders shows self-discipline as a defining characteristic. Powerful leaders can influence others because they have first learned to lead themselves. One reason children, and other followers, don’t respond to discipline is because they don’t see self-discipline in their parent or leader. This kind of person is trying to give/teach something they don’t have themselves and will undoubtedly fail. Great leaders inspire others to self-discipline, often accomplishing unimagined feats. Many who experience this process become great leaders themselves. Learning self-discipline is hard but the rewards are great. Some learn self-discipline as children but most people struggle with developing mature skills. Most books on the subject teach following goals rather than feelings. Like an athlete who is focused on achievement, self-disciplined people always have habits they want to maintain or improve. You can learn self-discipline alone but the most effective way is with a coach or mentor. This is primarily true because it’s almost impossible to be entirely objective about our own performance; our feelings often get in the way of our resolution. In the Christian tradition, discipleship is a core concept. The founder of Christianity, Jesus, spent his three brief years of ministry primarily teaching only twelve disciples. Though he occasionally preached to multitudes, it was these twelve who transmitted his message to the next generation. From that dozen leaders, today’s church numbers over 2.4 billion. For people with courage and discipline there are few limits to what they can accomplish. Discipline has changed the world and we too have the power to strain toward our goals. My prayer is that you have the courage and discipline to reach for, and fulfill, your destiny.** Army Leadership Doctrine: ADRP 6-22, 3-24 says, "Discipline at the individual level is primarily self-discipline, the ability to control one's own behavior. Discipline expresses what the Army Values require - willingly doing what is right." 3-26 says, "Leaders of character develop through continual study, reflection, experience, and feedback." *This is an article I wrote for the Gold Standard paper at Fort Knox in August 2017. Please feel free to respond to with your own observations. **For a religious though on this topic consider http://www.christianitytoday.com/edstetzer/2015/january/god-involves-us-in-our-own-discipleship-why-how.html For a spiritual (non-theistic) one consider http://www.thedailymind.com/how-to/the-guide-to-developing-self-discipline-that-lasts/ that recommends practices for self-discipline. Next week I will be out for the Speed of Trust training for Strong Bonds. I expect to have some new leadership thoughts from that source in the weeks to come.