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GEN Gordon R. Sullivan, USA Ret. February 2012

LEADERSHIP. GEN Gordon R. Sullivan, USA Ret. February 2012. Reflections on my Experiences 1959-1995. Whatever you plan to do ultimately you must motivate your People to do it!. Remember. Innovation & Change. Leadership. Leaders…make a difference!. Building Teams. Managing Complexity

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GEN Gordon R. Sullivan, USA Ret. February 2012

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  1. LEADERSHIP GEN Gordon R. Sullivan, USA Ret. February 2012

  2. Reflections on my Experiences 1959-1995

  3. Whatever you plan to do ultimately you must motivate yourPeopleto do it! Remember

  4. Innovation & Change Leadership Leaders…make a difference!

  5. Building Teams Managing Complexity /Process Creating a Future Domains of a Leader

  6. Leader's Reconnaissance • What is happening? • What is not happening? • What can I do to influence the action?

  7. What Goes Around Comes Around Pre Vietnam Post Vietnam Post Cold War Post “Today?”

  8. Forces of Change 1963-1973 • Escalation of conflict in Vietnam • No mobilization of National Guard/USAR • Domino Theory (Cold War) • Wars of National Liberation

  9. Forces of Change 1973-1991 • Cold War • All Volunteer Force • Social issues • Role of Doctrine • NCOES-Leader Development • Task-conditions – Standards

  10. Forces of Change 1989-1991 Proliferation &Variety of Threats Information AgeTechnology Economics More & VariedMissions

  11. TRAINEDAND READY EFFECTIVENESS TIME QUALITYPEOPLE LEADERDEVELOPMENT TRAINING MODERNEQUIPMENT FORCEMIX DOCTRINE What We Knew 1990 Make it Smaller;Trained and Ready Break the Mold 88 89 90 91 92 93 94 95 Protect the Essence TRAINEDANDREADY

  12. Army Budget 1989 - 1995 * In Billions of Dollars

  13. What we know 2012 • 21st century wars are complex • Soldiers are enabled by technology • Full spectrum • General purpose forces and SOF • Trained and ready

  14. Army Budget 2001-2018

  15. Today is not 1991 • Can’t make big reductions in forward-deployed forces (Europe) • Can’t divest capabilities (Nuclear Weapons) • Can’t build simple teams with other Services (C-17, Ro/Ro ships) • Can’t count on a strong economy • Can’t build bi-partisan support • DoD spending • Soldier • Active – Guard – Reserve • Entitlements

  16. Current Army Transition • New boss [SecDef] • Draw down in war efforts • Constrained resources • No support from a bi-partisan ‘center’

  17. QUALITYPEOPLE LEADERDEVELOPMENT TRAINING TRAINEDANDREADY MODERNEQUIPMENT FORCEMIX DOCTRINE Always Protect the Essence The essence is people willing to serve selflessly

  18. Confront the Challenge Reshape Reinvent SimultaneousNotSequential Re-engineer Ready . . . and keep the Army

  19. CSA Priorities • Win the current fight(s) • Develop versatile mix of capabilities • agile, adaptive, deployable, joint • Preserve AVF • Strength through Army as a profession • Revitalize leader development programs

  20. 2012 Optimize Opportunities • Keep recruiting strong • Embrace indigenous Force Development • Maintain cooperation with Guard and Reserve • Strengthen schools

  21. Values and Vision Provide Leverage for Change

  22. Army Values • Loyalty • Duty • Respect • Selfless Service • Honor • Integrity • Personal Courage

  23. Values • Beliefs we honor and respect • “Context” for change • Limit what will change • Create human dimension • Give meaning to “unmeasurables” • Provide a foundation Your values are what you take with you into the future!

  24. Shared Values... Provide a Foundation… • A self ordering quality • A sense of purpose • Continuity Your values are your keel.

  25. Vision • Statement of Being • Guides Thought • Guides Planning • Guides Investment • Pulls the Organization Into the Future “Where there is no vision,thePeopleperish.”

  26. Shared Vision • Provides a corporate sense of being • Provides a sense of enduring purpose • Incorporates a sense of success • Transcends day to day issues • Has meaning in the present and future Your vision is your rudder.

  27. “Ultimately, this Army must provide depth and versatility to the Joint Force, be effective when employed, and provide an array of options to our national leaders. The Army is -- and must remain -- the force of decisive action for our Nation.” - GEN Raymond T. Odierno, Chief of Staff, Army 11 October 2011

  28. THINKING Out loud about leadership

  29. Things I've Learned • There Are No Universal Truths • “We” Are “They!” • Communicate…but Listen • Take Time to Reflect • Be Flexible and Resilient • Your Organization Will Reflect You • You Must Have a Propensity to Act • Things Generally Come Down to People

  30. rules (with a small “r”) • Change Is Hard Work • Leadership Begins With Values and Vision • Intellectual Leads Physical • Real Change Takes Real Change • Leadership Is a Team Sport • Expect to Be Surprised

  31. rules (with a small “r”) • Today Competes With Tomorrow • Better Is Better • Focus on the Future • Learn From Doing • Grow People • Act

  32. Key Considerations for the Leader • Compensate for vulnerabilities • Anticipate obstacles • Optimize opportunities • Transform advantages into accomplishments

  33. When All Else Fails • Rule 14: When in charge be in charge • HOPE is not a METHOD • Character • Sherman to Grant • FOCUS

  34. Strength in History • Values & Continuity • Change & Growth • Winning Tradition • Transformation

  35. Our Strength

  36. Some of our Heroes

  37. The Army is Families

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