Argumentative_Essay

ARGUMENTATIVE ESSAY Subject: “Leader Development and Assessment” The concept of continuous Leader Development is not only important to Field Grade officers but all leaders alike at each level of the career spectrum to further develop their character, presence and intellect. I oppose the notion that “great leaders are born”, they are developed. Great leaders must possess the quality to convert shortfalls into renewed inspiration and challenge others to seek self-betterment. It is through visionary planning that leadership success is gauged measureable by the overall effectiveness of the organization. Having a clear understanding of today’s technological advancements, leaders must stay progressively abreast of the latest institutional knowledge and current doctrine. Establishing a well thought out 10 year career plan that focuses on self-studies will analysis “where you want to be” over that time frame. A 10 year career plan will assist in your success by reinforcing a commitment to lifelong learning and leadership skills. Self-development is a personal endeavor that should be decided solely on your experiences, weakness, strengths and goals you deem achievable in your military career. The Army in general has always been overly concerned with leader development programs and career management embedding several regulations, policies and resources to make certain that devoted leaders could set a glide-path to success with limited constraints. Individually, officers or senior NCO’s will need to make a serious conscious decision in their professional growth. A large percentage of Senior Leadership in today’s service components not only commit to self improvement but clearly understands exactly what it’s needed to move further in their careers. While challenged with developing a 10 year career plan, adoptable becomes keen to achieve specific professional objectives. “Such changes at the institutional level have required individual Army officers to adopt a wide variety of roles and operate in increasingly complex and ambiguous environments.” Over the course of 10 years, leaders will experience distracters that could possibly slow or halt a well establish plan. That’s why it’s imperative to have a support net of individuals who can provide coaching, counseling and share past experiences in order to get you back on track. Personally, I’ve had the liberty to surround myself with super subordinates that were subject matter experts in their own functional area that helped me along my career. Great leaders not only understands their own strengthens and weakness but those of their subordinates and how to apply it for the betterment of the organization. Also, there’s no substitute for discipline. A plan is only as good as the execution and results. Set measureable milestones within the plan to help guide you in the right direction and shows your progress. Too many milestones could lead to unattainable objectives that wastes time and resources setting you back with unforeseeable delays. Properly identifying right milestone indicators increases motivated efforts that helps maintain momentum. In conclusion, Leaders at all levels have an obligation to purse lifelong Self-development and assessment throughout their entire career while mentoring peers and subordinates to ensure relevant achievable goals. To avoid pitfalls a well balance strategy plan should incorporate the Army Leadership Requirements Model along with senior leader feedback as a compass to follow but always remember that the needs of the Army will always outweigh your needs. Education, training and experiences are the core building blocks for leaders to develop not to mention discipline. Without discipline there will not be a desire for that officer to move forward towards objectives. My command has done a good job establishing a climate that career management planning is as important. I’ve taken this thinking and have implemented within my battalion’s Officer Development Program.