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Show t.r Tf.;'"9 ' ' Features y-- fJfZlJS2L!!?areVMoreover' threat between superpowers t, any major our fscounted-1must be able to fight outnumbered and win. It is truly a Period of challenge that must be met with resolve " con-flic- and strong leadership. Army leadership stems from traditions that were forged by citizens who served the nation in times of great challenge. At the birth of our nation, citizens stepped forward to create an army which overcame hardship and suffering to win independence. Twenty-thre- e of the thirty-nin- e signers of the constituperform distinguished service in our government and are examples for today's army. These leaders not only won freedom for the nation, but also shape its institutions and values. army theme is "Leader-sniWe undertake this theme to ex--tend our understanding of leadership, improve our programs to develop leaders, and assess how we, as army leaders, measure up to our own standards. We must imbue in all leaders the traits of leadership and character so that our army has the means in abundance to assure deterrence of war, victory in battle, and success in the work place. If we are successful, we will fulfill the goal that we have established for ourselves: NA total army whose leaders at all levels possess the highest ethical and professional standards, committed to mission accomplishment and the g p. .5' personnel, both officer and enlisted, who will become the army's future leaders. We must bend every effort to retain good soldiers and civilians as we develop them as future leaders. . Organizational Practices and Policies Practices and policies must be consis-- tent with the command philosophy and not barriers to mission accomplishment or obstacles to innovation. We need to review our formal and informal leadership policies and processes that affect the practice of leadership. Leadership practices must be consistent with what the battlefield or workplace demands. These practices must ensure that realistic training and safety are complementary and an integral part of readiness. Leaders to whom the responsibility has been delegated must have the requisite authority, responsibility, and resources to accomplish the mission. .' . Decentralization and flexibility are essential to ensuring that the organizational structure does not stifle leader- ship initiatives. Our organizationalstructure must encourage decision making and focus responsibility at the ap- . propriate level. We must make certain that leaders are not doing what is pro- perly the duty of their subordinates. . "Power down to those who measure up" is the point. Promotion and awards The manner in which soldiers and civilians are rewarded and promoted influences how they will perform. We must ensure that awards and advance- ments support our leadership philosophy. Policies and practices must be . Soldiers and civilian employees are supported by a host of structures and organizations which are part of our to-tal army. Leaders must provide support to these individuals and organizations. T . Human communication systems Effective interpersonal communication is a critical ingredient of effective leadership. Leaders must remember that communication occurs only when A framework for organizational action The success of the theme "leader- appropriated fund employees. We also include our family members and retirees in the total Army. These individuals vary in personality, character, intelligence, and personal motivation. They serve for different reasons. They have different needs, values, aspirations, and goals. If the army is to realize Its full potential; we must create the intended message is received. The leader also bears the responsibility for listening accurately to subordinates, understanding what is said, and then doing something about what is heard. ship" will be determined by the coordinated actions taken by leaders at every level and in every organization in the army. Individual effort is not enough, we must also focus attention on those . Integration of technology . Technology enhances the human cap-ability to perform in support of the organizational elements which impact1 on our ability to exercise leadership .1985- - -- ;:.. .'... CUTLASS SUPREME 2DHT 1985 CUTLASS CIERA 4 DRS. consistent with the concepts of selfless service and job satisfaction. Personnel support' systems ' lf Organization and structure ' dards, achieve them, create and innovate, inspire and develop excellence in leaders and organizations. Make history, make a difference, you can either rise and meet the challenges, or stand pat and let them pass you by. Make your service count. These eight precepts form a framework that we can use for individual action. It's, a conceptual framework, not an exhaustive checklist: lis purpsoe1' " is to stimulate the dialogue, not stifle. However, if we use it as a guide for our daily actions, we will begin to achieve our fullest potential. army comprises over 780,000 duty soldiers, over a miland national guard reserve lion army million desoldiers, and almost one-hapartment of the army civilians and non- V6, auto, tilt, We must continue to identify and attract high quality civilian and military actions. "Grow" yourself, your leaders, your organizations and your family. Set stan- The total active 5 cruise, air, many extras V8, . Recruitment, assignment, and retention - its absence. The framework for individuaTaction : army mission - from the 'office to the battlefield. Because technology is the driving force behind change, our leadership philosophy must accommodate the pace and complexity of constant technological advancement. Leaders must identify opportunities for the use of technology to improve human perfor- proved to develop better leaders and foster a healthier leadership cliamte. and demand that they be met. Foster strict individual and organizational discipline. Be "on parade" 24 hours a day. Listen to subordinates, and then act upon what you hear. Listening is an art which requires effort work at hearing what is being said around you and to and you. Take notes on things said. p follow-ucan so take observed you things must prepare for this challenge. There is nothing mysterious about leadership. The simple truth is that good leaders are made, not born. Good leaders are easy to spot, hard to grow, and impossible to produce on command. We see examples of solid leadership occurring all around us. We also see the impact of ' 5 " ask each leader to examine the following elements in his organization to determine how and where each can be im- wrong. Be accountable. Set tough, but achievable, standards of associates." As General Patton once said, "Wars may be fought by weapons, but they are won by men. It is the spirit of the men who follow and the man who leads that gains the victory." Our army leadership . v-v'- Create a climate in which you can teach subordinates how to take responsibility for their actions. Be responsible for the good, the bad, the right, and the well-bein- : : non-commission- ed tion served in the army during the American revolution. All went on to J11-1??- : an institutional environment where all of us identity our own ambitions with the goals of the army, sharing a sense of common purpsoe and belonging. Only leadership of the highest quality can create such an environment. The opportunity is now for developing leaders at every level in the army. The quality of young soldiers and civilians that we have recruited creates 'a rich source of future leaders. They will lead the army of the 1990s as its senior officers, and officers, civilian managers. They, in the event of mobilization, will be the ones that make the difference. To miss the opportunity to develop the leadership capacity of these young people would be an indictment to our own leadership. Therefore, I challenge every leader to: Be a teacher and a mentor to the officers, nco's and soldiers and civilians entrusted .to you, sharing your knowledge and experience is the greatest legacy you can leave your subordinates. Develop technical and tactical proficiency in yourself and your subordinates, and instill in them a spirit to achieve and win. Care deeply and sincerely for your subordinates and use your leadership tc serve them. interests and Terrorism has become ina - Life style of service Since the colonial period, soldiers and civilians together have served our army, often interchangeably. Upon assuming the responsibilities of military or civilian service, we share a common pledge: . . .support and defend the constitution of the United States against all enemies, foreign or domestic. . ." Whether in uniform or not, all army personnel must be dedicated to the support of the soldier and accepts an unli-- . mited liability contract, he or she is called to a lifetime demandingf the ultimate committment the willingness to lay own one's life in service to country. Leaders serve that commitment. General Maxwell Taylor said "the badge of rank Headers where). . . is a symbol of servitude servitude to (soldiers)." Leaders must make certain that the needs of their people are met. We must demand that soldiers "be all that they can be," from their personal appearance to their professional skills; and that civilians demonstrate excellence of performance in their support. Leaders must show genuine concern g for the individual's and his ability to survive on the battlefield or succeed in the workplace. It is essential for a leader to care. Caring means , much more than a cursory interest in . others. It means sincere involvement in sodlutions to problems helping and improving welfare. Caring means setting examples of moral and professional excellence in order to inspire the subordinate to new heights. It means talking with and listening to subordinates, not simply talking at them; doing something about hardships or problems, not paying lip service to them; teaching individuals by counseling, not by abusing them; caring means fostering a command climate where people are challenged, where they feel good about themselves and the army they serve. Caring and leading go together. You can't have one without the other. The soldier is a man; he expects to be treated as an adult, not a schoolboy He has rights; they must be made known to him and thereafter respected.1' He has ambition; it must be stirred. He has a belief in fair play; it must be honored. He has a need of comradship; it must be supplied. He has imagination, it must be stimulated. He has a sense of personal dignity; it must be sustained. He has PRIDE! It can be satisfied and made the bedrock of character once he has been assured that he is playing a useful and respected role. To give a man this is the acme of inspired leadership. He has become loyal because loyalty has been given to him." -- George . 7 i l : - . well-bein- to-fin- d r I - I . -- i C. Marshall (ARNEWS) i 5464 loaded ;,. . PRICE: M 7, 975" 71 ' ' KJ L l CI - n WIN! ' JT I 9 A O U III T sf CHEVROLET i 11 ....... .v. r. i'KftT VV'S!"'"" " ; i RETAIL... THIS WEEK ' - w - auto, air, tilt, cruise, many extras - WE'RE IN A SALES CONTEST THAT WE WANT TO EVERY OLDS PRICED TO SELL - ' - - . f ;,' 1985 NINETY EIGHT REGENCY BROUGHAM RETAIL PRICE: 14,395" . 3 - V8, auto, air, tilt, cruise, RETAIL 1 -- mance. I PRICE: 11,784" 1.'"' The 1985 white paper by CSA Gen. John A. Wickham Jr. Today, our nation exists in a hostile I5lll,g - TT...- L:!::-r- .i ' ! |