Transcript The Pathway to Enlightened Leadership

The Pathway to Enlightened
Leadership
NCO Management and Leadership
Training
Sqn Ldr P Andrew Vaughton
WO Bob Allen
Airmen’s Command Squadron
RAF Halton
Introduction
Squadron Leader PA Vaughton
 PTI/PEdO – Adventurous Trg
Instructor
 15 years working in development
Trg
 Experience of Phase 1/2/3
Warrant Officer RG Allen
 A Eng Tech
 25 years working on FJ and SH
 6 years working in development
Trg
Commander’s Intent
Provide a World-class flying and ground
training system and improve through-life
education and training to produce wellmotivated, highly trained, agile and
adaptable warfighters
It is no use having the best kit in the
world, unless we continue to have
world-class personnel to field it in the
future.
ACS Courses
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Junior Management & Leadership Courses JMLC
(On promotion to Corporal) 2-weeks
Intermediate Management & Leadership Course
IMLC (On promotion to Sergeant) 3-weeks
Advanced Management & Leadership Course
AMLC (On promotion to Flight Sergeant) 2weeks
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Under development – Warrant Officer Study Period
WOSP (On promotion to Warrant Officer) 1-week
High/Low Ropes Leadership Tasks & Exercises
Coaching & Mentoring
Team Building
Leadership
Followership
Mission Command
The Estimate
Air Power
Communication Welfare Interviews Public Speaking
Briefings Defence Writing
The Aim of ACS
“To provide effective leadership training for
NCOs, shaping their behaviour, skills,
attitudes and values to meet the future
needs of the Royal Air Force”
The Aim of ACS
“To provide effective leadership training for
NCOs, shaping their behaviour, skills,
attitudes and values to meet the future
needs of the Royal Air Force”
ACS Ethos and Principles
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Positive Psychology
Success criteria
Choose your attitude
Create opportunities for connections to be
developed in a martially spirited environment
Engage the student intellectually, emotionally,
spiritually and physically
Reflective Analysis
Reframing
Attributes for RAF Leaders
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Warfighter, Courageous
Emotionally Intelligent
Flexible and Responsive
Willing to Take Risks
Able to Handle Ambiguity
Mentally Agile - Physically Robust
Politically and Globally Astute
 Air Warfare Minded
Technologically Competent
Able to Lead Tomorrow’s Recruit
Capacity
Potential
RTS
JMLC
IMLC
Progression
AMLC
Realising the Potential of the
Airman
Valued
48
Developed
52
Given
78
0
20
40
60
Percentage
80
100
Myers Briggs Type Indicator
(MBTI)
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Self-reporting questionnaire
Helping understand Personality Types in self &
others in everyday life
Help you appreciate people who differ from you
Used to appreciate differences in:
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Teams, leadership styles,approaches to problem
solving, relationships, diversity, communicating etc…
Reflective Comment
‘Nearly all these self-assessments that we
have carried out so far I was totally
unaware of. But it does give you the
opportunity to discover the true you. These
sessions have made me realise that a lot of
people do not have failings they are just
completely different to me’.
MBTI
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We have captured the spread of personality
type from 30 AMLC courses (609 students)
Significant variation between Western Norms
and AMLC
Is this a true reflection of their personality type?
Does this meet the need of the RAF
Does our working and training environment truly
recognise diversity
MBTI Western Norms
ISTJ
ISFJ
INFJ
INTJ
13.7%
12.7%
1.7%
1.4%
ISTP
ISFP
INFP
INTP
6.4%
6.1%
3.2%
2.4%
ESTP
ESFP
ENFP
ENTP
5.8%
8.7%
6.3%
2.8%
ESTJ
ESFJ
ENFJ
ENTJ
10.4%
12.6%
2.8%
2.9%
AMLC versus Western Norms
ISTJ
ISFJ
INFJ
INTJ
129 (21.2%) –
13.7%
62 (10.2%) – 12.7%
10 (1.6%) – 1.7%
13 (2.1%) – 1.4%
ISTP
ISFP
INFP
INTP
37 (6.0%) – 6.4%
24 (3.9%) – 6.1%
12 (2.0%) – 3.2%
13 (2.1%) – 2.4%
ESTP
ESFP
ENFP
ENTP
13 (2.1%) – 5.8%
23 (3.8%) – 8.7%
27 (4.4%) – 6.3%
21 (3.4%) – 2.8%
ESTJ
ESFJ
ENFJ
ENTJ
132 (21.7%) –
10.4%
59 (9.7%) – 12.6%
19 (3.1%) – 2.8%
15 (2.5%) – 2.9%
Increasing
uncertainty about
solution to problem
WICKED
LEADERSHIP:
Ask Questions
MANAGEMENT:
Organize Process
TAME
CRITICAL
COMMAND:
Provide
answer
NORMATIVE/
EMOTIONAL
CACULATIVE/
RATIONAL
COERCION/
PHYSICAL
Increasing
requirement for
collaborative
resolution
Ever Changing Environment
Ever Changing Environment
What does the RAF want
The Aspire/Reward
Dichotomy…
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Aspire to…
Teamwork
Innovative thinking &
risk
Development of
people skills
Mission Command
Empowerment
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Reward…
The best individual
Proven methods &
not making mistakes
Technical/mechanical
accomplishments
Conformist behaviour
Control
People make the Difference
The RAF is not successful it is the people in
the RAF that are successful, it is they who
drive the organisation forward, slow it down
or even put it in reverse. Conflict, stress,
misunderstanding, poor communication,
demotivation, resistance, low morale, poor
productivity all have their origins in people
and relationship issues.
AMLC Course Content
ACS Course Content
The ACS Approach
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Specialist work
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Transformational
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Staff development training
Creating the Environment
Followership
Coaching
Mentoring
Rewards
Coaching Principles
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Coaching is the art of releasing the
potential in another in order to improve
performance. The coach believes in the
potential of the coachee to reach that
superior performance.
 DLMC
Why have we taken this
pathway
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Leadership at all levels
Higher expectation of NCOs
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From the Service
From the individual
Better educated NCOs
Choosing career path
Help realise potential
Genuinely engage the student
Emotional Intelligence
Summary
Provide a World-class flying and ground
training system and improve through-life
education and training to produce wellmotivated, highly trained, agile and
adaptable warfighters
It is no use having the best kit in the
world, unless we continue to have
world-class personnel to field it in the
future.
People Focus
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Technical know-how without an awareness of
the workings of the human mind is worth next
to nothing.
It is only the combination of human
development skills and the ability to use the
latest technology that will enable you to stand a
remote chance of succeeding in the world.
Sue Knight