DTIC ADA590625: Garrison Leadership: Enlisting Others

8 Pages·2.1 MB·English

by  Defense Technical Information Center

U. S . A R MY
J
o u r n a l
o f I n s t a l l a t i o n M a n a g e m e n t
Summer 2010
E
e
M
h
t O

e H
r

A
S

e ’
Y
W
M
R
A

n
Y
i
T
s
I
r N
e
n U
t M
r
a M
P
O
C
6 .US. ARMY ENVIRONMENTAL COMMAND
U.S. ARMY SUSTAINABILITYREADINESS WELL-BEING
Leadership Pot Luck
by COL Dan Thomas, GC, Fort Meade
INSTALLATIONS AND ENVIRONMENT
16
Garrison Leadership: Enlisting Others
by COL Charles Allen (Ret), Army War College
30
Workforce Development:
The Foundation for Sustained Success
by COL Wayne A. Green, GC, Fort Leavenworth
and Jennifer Mootz
Report Documentation Page Form Approved
OMB No. 0704-0188
Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and
maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information,
including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington
VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it

does not display a currently valid OMB control number.
1. REPORT DATE 3. DATES COVERED
2010 2. REPORT TYPE 00-00-2010 to 00-00-2010
4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER
Garrison Leadership: Enlisting Others
5b. GRANT NUMBER
5c. PROGRAM ELEMENT NUMBER
6. AUTHOR(S) 5d. PROJECT NUMBER
5e. TASK NUMBER
5f. WORK UNIT NUMBER
7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION
U.S. Army War College,Department of Command, Leadership & REPORT NUMBER
Management,Carlisle Barracks,PA,17013
9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S)
11. SPONSOR/MONITOR’S REPORT
NUMBER(S)
12. DISTRIBUTION/AVAILABILITY STATEMENT
Approved for public release; distribution unlimited
13. SUPPLEMENTARY NOTES
14. ABSTRACT

15. SUBJECT TERMS
16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF
ABSTRACT OF PAGES RESPONSIBLE PERSON
a. REPORT b. ABSTRACT c. THIS PAGE Same as 7
unclassified unclassified unclassified Report (SAR)
Standard Form 298 (Rev. 8-98)
Prescribed by ANSI Std Z39-18
their experiences, from assignment to COL Thomas D. Macdonald was commissioned Garrison Leadership:
assignment, in a structured environ- as an Infantry Lieutenant with a Bachelor Leading the Organization
ment. Additionally, these progression of Business degree from Columbus College Officers selected for garrison com-
Enlisting Others
ladders should be focused on various in Columbus, Georgia. He has served in sev- mand understand and have been very
career paths that appeal to emerging eral command and staff positions in CONUS and successful in applying the basics of
leaders across the Army. overseas, including as a task force commander by COL Charles Allen (Ret.), U.S. Army War College leadership as captured in our Army
during Operation Iraqi Freedom II and as a regi- doctrine. Field Manual 6-22 Army
Civilian professional development in mental tactical officer for the Corps of Cadets at Leadership (2006) provides a concise
the Army has not received the same the U.S. Military Academy. Command of a garrison requires a two or three years. Therefore, upon definition of leadership as “a process
emphasis as our OES/NCOES pro- leader who understands it is unlike any assuming command, the garrison of providing purpose, motivation,
grams. This stems largely from a lack of References: other assignment. Writing for an earli- commander should develop strong and direction to accomplish the mis-
emphasis on professional development i“A Leader Development Strategy for a 21st er edition of the Journal of Installation relationships with the garrison staff sion and improve the organization.”
Century Army” (2009), 1.
due to competing requirements and iiIbid, 1. Management (JIM), I offered a per-
iiiOri Brafman and Rod A. Beckstrom, “The Starfish spective to those officers about to as- Some Commanders had not worked with a predominantly Civilian
limited resources. IMCOM Regulation
and the Spider” (United States of America:
sume garrison command and provided workforce...add to that stakeholders—customers (family members,
350-1 begins to address these issues Penguin Group, 2006), 88
ivGeorge Labovitz and Victor Rosansky, “The recommendations to help an incom- Host Nation politicians, US politicians, etc.). Suddenly you are forced
with the appointing of the Garrison
Power of Alignment” (Canada: John Wiley & Sons,
Training Program Manager and initia- 1997), 27 ing garrison leader make the most of to think (strategically) across several spectrums...the kinds and depth
vLee Cockerell, “Creating Magic” (New York: The the first 90 days in command (Allen, of tasks are also challenging - the GC has to know a little bit about
tion of the Army Centralized Individual Doubleday Publishing Group, 2008), 54
Training Solicitation (TACITS) survey. viIbid, 32-55 Journal of Installation Management a lot of things. -Region Director
viiIbid, 50 online, Summer 2009). The key com-
However, this program is new and will viiiIbid, 139
take time to develop. Until the funding ponents of the leader transition were and community members who are the Our officers have demonstrated
stream matures, I recommend a dedi- to prepare for command, to learn the constituents and key stakeholders, but great competence with direct leader-
cated line of accounting for IMCOM command, and to establish a personal also important mentors. One could ship while in a variety of  command
employees, fenced exclusively for pro- network of installation professionals. say this is  the paradox of leader and and staff positions. Officers selected
fessional development. Additionally, workforce development. In this case, for garrison command have “made
a Common Level of Support must be The new garrison command- the workforce contributes significantly the cut” with successful company-
established and dedicated to perform- er (GC) prepares by internaliz- to  developing the leader. level commands  of tactical Modified
ing the Training Program Manager ing the Installation Management Table of Organization and Equipment
tasks. To create adaptive leaders, either Campaign Plan and other Installation Each GC receives missions from (MTOE) units and high performance
through 350-1 or another program, Management Command (IMCOM) IMCOM and the Senior Commanders in field grade assignments such as exec-
the Army must make professional de- policies and strategies, while learning of their installations. Through the ap- utive officer and operations officer  for
velopment a cornerstone over the next directly from those with garrison ex- plication of strategic planning, the GC battalions and brigades. Many GC se-
decade to effectively transform Line perience. This edition of the Journal sets the direction for the garrison and lectees have served as staff officers on
of Effort 3--Leader and Workforce includes articles from garrison com- begins to move forward to  execute the division and higher-level staffs of such
Development--from paper to program. manders that discuss the many facets strategy to achieve the assigned mis- large and  complex organizations.
of leadership and workforce develop- sion set. For success, the GC has to
With constrained budgets and growing
mission requirements, training courses ment that the typical garrison makes be  the leader, but must understand As these officers transition to garrison
are typically the first to suffer. Leader available to its community—Soldiers, that leadership is different from previ- command, the same leadership prin-
and workforce development must be Civilians and Family members. The ously held command assignments. The ciples from operational units apply to
sustained through dedicated resourc- complexity of garrison operations is framework for this article builds upon leading the installation workforce and
ing. Fencing these resources demon- well established and there is the neces- the Kouzes and Posner (2008) concept its staff. This garrison team consists
strates the Army’s commitment to the sity to collaborate at multiple levels. of enlisting others. This framework of the directors and supervisors, the
individual and demonstrates inspira- But another, often overlooked, aspect includes the traditional leading of the workforce, and the contractors who
tional leadership from the top down. of leadership development is the pro- organization, the unfamiliar leading provide essential services for base sup-
cess by which the community receives without authority, and the potentially port operations under the Common
and acculturates its new leader every uncomfortable leading up. Levels of Support (CLS). The mem-
15 U.S. Army Journal of Installation Management We are the Army’s Home 16
bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan
purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared
they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed
value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution
meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo-
motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the
son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community.
The direction for the workforce is the context may be different with a
municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de-
provided not only by the strategic plan predominately Civilian and contrac-
ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing
for the garrison, but also with policies tor workforce, the underlying leader-
people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to
and implementing guidance from the ship principles are the same. Successful
to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds
parent command, IMCOM. The key commanders get out of the office and
and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence.
function of the commander is to assign lead (not manage!) by walking around
for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and
priorities aligned with the core capabil- and talking to people at all levels—
culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army
ities required from the garrison by its from the clerks and childcare providers
such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE)
customers. This is especially important to the range control specialists—in the
an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de-
in an environment of scarce resources, organization. These leaders also use
sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed
competing requirements, and uncer- proven communication and recogni-
Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis-
tainty. Hence, the strategic direction tion events such as workforce town hall
90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in
provided by the garrison commander meetings, annual “state of the commu-
organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE
with the vision and mission statement nity” briefs, and award ceremonies.
culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that
must be consistent with the daily reali- The enduring leadership principles are
the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm
ties faced by the workforce. to inform, engage, and demonstrate
ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award
appreciation to the most essential ele-
The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work
Leading an organization is probably ment of the garrison—its people.
the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities
the most natural and comfortable role
Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value
for the garrison commander. While Leading without Authority
to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv-
The more unfamiliar territory is lead-
Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the
Figure 1: Spectrum of Enlisting Others. ing  either those who are not under
as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families.
the commander’s direct authority but
units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi-
to whom they have the responsibil-
partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team
Spectrum of ity to serve, or those who can assist
tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement.
Enlisting Others in providing service to customers in
civic organizations (e.g, Chamber of This can be accomplished through
the garrison. Jim Collins (2007) ac-
Commerce) in the local community. representatives in the process or by so- Leading Up
knowledged the essential leadership
liciting input from focus groups. The The most uncomfortable aspect of
requirements for public and civic or-
We have all experienced the good work garrison leadership may be the neces-
ganizations. Collins holds that lead-
Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess-
influence, finding common purpose,
the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the
and building consensus than about
organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy
giving direction. The GC provides
man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec-
leadership for peers that are the tenant
hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor
commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the
17 U.S. Army Journal of Installation Management We are the Army’s Home 18
bers of this team must have a sense of Every visit I make impresses me with the dedication of Civilian em- and residents, for the members of the experiences, celebrating the contribu- resulting installation strategic plan
purpose and understand what value ployees to Soldiers and Families. The folks at Ft Xxxx tell story after local community, and for the volun- tions and successes of those who of- should have a vision that is shared
they bring to the organization. That story of how deployments and redeployments run well because of the all teers that support the installation. fer their time and energy is a worth- among all, along with well-developed
value is tied to the perception of doing the work they do to support.... No [extra] pay, no compensation, no big while investment for the garrison and goals and strategies. The execution
meaningful work, which is powerful front-page story. But, day in and day out they want to do what’s right. For each of these groups, the policies a primary purpose for annual renew- of the strategic plan requires collabo-
motivation for employees. The garri- -A Senior ACSIM Civilian of the garrison directly or indirectly als of the Community Covenant. The ration and cooperation among the
son command team should also com- affect the operation of the units and GC actions offered below provide an groups that make up the community.
The direction for the workforce is the context may be different with a
municate that it cares for the employ- the quality of life of those associated equivalency of purpose, motivation, Feedback from these groups helps de-
provided not only by the strategic plan predominately Civilian and contrac-
ees by providing the resources (e.g., with the installation. There are sev- and direction when leading without termine how well the garrison is doing
for the garrison, but also with policies tor workforce, the underlying leader-
people, funding, equipment, and time) eral examples that come to mind. For authority (Warner, 2002). and provides information on how to
and implementing guidance from the ship principles are the same. Successful
to do the job, the training  to do it well, tenant units, access to quality ranges • Communicate a desired future. improve its operation. Success breeds
parent command, IMCOM. The key commanders get out of the office and
and the developmental opportunities and facilities is critical to training • Create a common goal. success on the way to excellence.
function of the commander is to assign lead (not manage!) by walking around
for self-improvement. The climate and for readiness in Core and Directed • Enhance relationships inside and
priorities aligned with the core capabil- and talking to people at all levels—
culture of the organization should be Mission Essential Task Lists (CMETL, outside the command. Recognition through the Army
ities required from the garrison by its from the clerks and childcare providers
such that each member sees himself as DMETL). Soldiers and their Families • Embrace new opportunities. Communities of Excellence (ACOE)
customers. This is especially important to the range control specialists—in the
an integral part of a team that is neces- are directly affected by the availabil- • Build teams, create trust and program is the culmination of well-de-
in an environment of scarce resources, organization. These leaders also use
sary for the success of the organization. ity of child and youth services that manage conflict. veloped goals and successfully executed
competing requirements, and uncer- proven communication and recogni-
Early in the command (within the first are of immense importance with • Negotiate agreement and commit- strategies. Customer service and satis-
tainty. Hence, the strategic direction tion events such as workforce town hall
90 days), the GC should conduct an our Army’s pace and frequency of ment among stakeholders. faction is the hallmark of excellence in
provided by the garrison commander meetings, annual “state of the commu-
organizational diagnosis to assess the deployments. The quality of life for • Strive for continuous improve- installation management. The ACOE
with the vision and mission statement nity” briefs, and award ceremonies.
culture and command climate using installation users is indirectly influ- ment and excellence. program is an annual competition that
must be consistent with the daily reali- The enduring leadership principles are
the existing IMCOM tools of the or- enced by the partnership the GC • Demonstrate conviction to values. uses a modification of the Malcolm
ties faced by the workforce. to inform, engage, and demonstrate
ganizational self-assessment (OSA). has with several tenant activities • Recognize others’ success. Baldrige National Quality Award
appreciation to the most essential ele-
The OSA is a framework developed by outside of the chain of command. Criteria and showcases the good work
Leading an organization is probably ment of the garrison—its people.
the National Council for Performance These activities include Army and The GC should recognize that groups garrisons do within their communities
the most natural and comfortable role
Excellence that IMCOM has adopted Air Force Exchange System, Defense that are “outside chain of command” (Wilson, 2007). It illustrates the value
for the garrison commander. While Leading without Authority
to provide a holistic view of garrisons. Commissary Agency, Department of and volunteers are important stake- of partnership among those who deliv-
The more unfamiliar territory is lead-
Defense Dependant Schools, as well holders in the successful operation of er essential services and provide for the
Figure 1: Spectrum of Enlisting Others. ing  either those who are not under
as the Medical and Dental Command the installation and, in turn, the greater quality of life for Soldiers and Families.
the commander’s direct authority but
units. The GC must also develop community. As such, these stakehold- Participation in the ACOE competi-
to whom they have the responsibil-
partnership with public administra- ers and their interests should be cap- tion makes the garrison a better team
Spectrum of ity to serve, or those who can assist
tion (county and city officials) and tured in the strategic planning process. and enables continuous improvement.
Enlisting Others in providing service to customers in
civic organizations (e.g, Chamber of This can be accomplished through
the garrison. Jim Collins (2007) ac-
Commerce) in the local community. representatives in the process or by so- Leading Up
knowledged the essential leadership
liciting input from focus groups. The The most uncomfortable aspect of
requirements for public and civic or-
We have all experienced the good work garrison leadership may be the neces-
ganizations. Collins holds that lead-
Garrison Commander CSiFvtaHaiUmlkoi.esiaSl tnyH. N oWPMaloodetliremioktrbnfiscoe Pirracsonelisticians eqltehruasiadhs leiicptroas hntoiitvfpe exh lytir,e e drqlaeiuraffciderheeriedrcsn ahtlfi opforr r oigsgm aamn ritrozhisareoet i nloaasnbt.e osr Iuainstl otecgheorf asem,mv olpovsll.euce tamneWltr eeachnenoertsms r, e emf axrwnouismdonti uin tclbygdi vo mitwIchM ee mg oCrbnboOe-eu prpMwsos si)( tt r hpetaohtrniuoard--tt CefsGiunroCrgsnetas f geIerG hmeanhCevacn eedt Cwmtosoitnyt rfh aeg “troeteaog nn yc .tde oi,o n A”t/tfeI”htn teeotr mi osGanemdaeC”yel s“tgthhibateeryorr sieStss oeeoasn nr.l”iee o acra dh F Cantiohonuromm sogmebfa erwacrrn oihsodmoofe n mr“a broaceonfo scdmtsoh emnsien. s”aici dnnl uesTdtdreaheerldess-
influence, finding common purpose,
the volunteers who coach youth teams, list for every other one I went lation, the Region Director, and the
and building consensus than about
organize chapel support programs, to. I also took every oppor- IMCOM Commander and Deputy
giving direction. The GC provides
man information desks at clinics and tunity to talk to any ACSIM/ Commander as well as their respec-
leadership for peers that are the tenant
hospitals, lead scouting activities, and IMCOM SES that visited here. tive staffs. Wharton School Professor
commanders, for the Family members raise funds for scholarships? From my -Garrison Commander Michael Useem (2001) captured the
17 U.S. Army Journal of Installation Management We are the Army’s Home 18
essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core
Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging
you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing
of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most
or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned
tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga-
in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author-
into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their
you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture”
those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that
to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership.
up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called.
the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three
ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative
were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How
relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support
was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support
In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for
may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of
ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999
Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the
risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a
(ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that
and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion
ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede-
resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and
“ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and
unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice
lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the
Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the
Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind
cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our
strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround-
tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there
be executed in a decentralized man- tions based upon an were challenges and stressful times.
ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award
commanders are the first-line provid- standing of their winners in the 21st Century, the
ers of common levels of support to local installations diversity of Army garrisons is appar-
their installations and must work with and personally ent. Successful accomplishment of
their Senior Commanders to identify experiencing the their mission in support of training
how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed
places the garrison commander in an implementing forces (Japan and Germany), and
awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and
funding do not appear to meet the Fort Stewart and Hunter Army
needs of the installation. Airfield) enables the Army mission.
The IMCOM mission requires excep-
19 U.S. Army Journal of Installation Management We are the Army’s Home 20
essence of this leadership challenge in The garrison commander’s first re- To lead up requires that the GC estab- portant for senior leaders to know and charged with supporting an Army demonstrated ability to fulfill core
Leading Up: How to lead your boss so sponsibility in leading up is to inform lish a relationship of trust and credibil- consider as the leaders strive to accom- that had rotational deployments mission requirements in challenging
you both win. Leading up is “a matter and educate the Senior Commander. ity with those higher in the chain of plish their respective missions. The and were subject to short-notice environments (resourcing, competing
of offering a boss your strategic insights The Senior Commander must un- command. As Useem (2002) offered, commander should have good appre- missions. We in USAREUR were priorities, and uncertainty). The most
or persuading a superior to alter direc- derstand and be part of the strategic “upward leadership is not about seiz- ciation of the issues, have completed “On Point for the Nation.” The base successful commanders transitioned
tions….It requires an ability to work planning process for the garrison so ing power, undermining your boss, a thorough assessment of the perceived operations mission was the same— from the focus on leading the orga-
in two directions at once, of stepping that visions and strategies are aligned ingratiating yourself, or otherwise aug- problem, and offer viable solutions. to provide bases to house and train nization to leading without author-
into the breach when nobody above and complementary. For success, it menting your stature at the expense of Garrison commanders should be aware combat-ready units, to provide qual- ity and leading up to influence their
you is doing so – and of listening to is critical that divergent goals are ad- others. It is about serving the organiza- that competence is presumed by virtue ity of life for the Soldiers, Families, bosses to accomplish the “Big Picture”
those below you when they have much dressed and resolved early. When there tion and the people it serves – whether of the command position, but con- Civilians, and retirees in the commu- goals. Garrison command requires that
to offer you.” (Useem, 2002). Leading is a conflict, the garrison commander customers, owners, or constituents.” fidence in one’s judgment is earned nity, and to enable the deployment of total package of leadership.
up requires a potential shift in how should engage the Region Director  to The First Principle of service to oth- in the relationship. the units when called.
the officer has operated in past assign- make the case for flexibility in execut- ers goes back to the Army definition The synergy of combining the three
ments where the mission and priorities ing the IMCOM programs, to gain where leadership is about accomplish- The Synergy of Enlisting Others The commanders and their command leadership foci results in a qualitative
were well defined, the resources were additional resources, or to   suggest ing the mission and improving the After my base support battalion com- team built upon their fundamental increase in mission performance. How
relatively fixed, and the organization changes in policy and priorities. The organization. The engagement with mand tour, I became the Chief of leadership skills to lead the workforce can one know? The four base support
was inherently responsive to direction. garrison commander recognizes the senior leaders should never be self- Inspections, United States Army of Civilians and local national employ- battalions in our 98th Area Support
In garrisons, each of these conditions same responsibility to lead   up occurs serving or overly parochial. Garrison Europe (USAREUR). As an Inspector ees. The commanders realized that the Group all placed in the top five for
may be challenged. with the leadership of IMCOM and commanders are expected to advocate General, I had the opportunity to success of their military communities the USAREUR Army Community of
ACSIM. Garrison commanders have for their installations and their work- visit each base support battalion was inextricably linked to partnering Excellence (ACOE) Program in 1999
Several external factors affect gar- the opportunity and the obligation force. To be effective advocates, com- (BSB) and area support group (ASG) with tenant units, with the volunteer and, in 2002, Department of the
risons. Army Force Generation to engage these senior leaders to ad- manders must interact with those lead- (both are now designated as US Army activities led by spouses and retirees, Army recognized as the 417th BSB as a
(ARFORGEN), Base Realignment vocate for their installations. In addi- ers who provide strategic direction and Garrisons) and every installation in the and with the members and leaders of “Best ACOE” installation. During that
and Closure (BRAC), result in chang- tion, commanders point out systemic have access to resources. command. With few exceptions, the the local German communities. The timeframe, the base support battalion
ing missions, priorities and, ultimately, issues that can hurt the performance commanders of those O-5 and O-6 commanders established relationships supported the deployments and rede-
resourcing. garrison commanders have of the Services and Infrastructure ele- In developing the relationship, there is level garrisons did not have prior expe- of trust with the Senior Commanders ployments of 1st Infantry Division and
“ground-truth” appreciation of the ments of the Army Core Enterprise balance with the frequency of contact, rience with installation management. that were developed by the garrisons’ V Corps units to Bosnia, Kosovo, and
unique requirements and the chal- Concept. We have  all commented the amount and type of information They were, however, like Macedonia. It enabled the short-notice
lenges of their garrisons. While the that the ubiquitous “they” from higher provided, and discretion in when to en- the garrison com- deployments of Corps assets out of the
Assistant Chief of Staff for Installation headquarters do not understand what gage. Knowing the personalities, pref- manders of today, European theater. It provided for the
Management (ACSIM) develops poli- is needed at  our level and that “they” erences, and decision-making styles well-being of the Families left behind
cy and IMCOM builds the supporting are disconnected from reality. Garrison of the senior leaders is essential. The and had a healthy relationship with our
strategies from the corporate perspec- commanders also have the opportuni- commander should understand what German hosts in the many surround-
tive, that centralized planning has to ty to provide insights and offer solu- is im- ing communities. Then, as now, there
be executed in a decentralized man- tions based upon an were challenges and stressful times.
ner at the garrisons. The garrison intimate under- As one reviews the list of ACOE Award
commanders are the first-line provid- standing of their winners in the 21st Century, the
ers of common levels of support to local installations diversity of Army garrisons is appar-
their installations and must work with and personally ent. Successful accomplishment of
their Senior Commanders to identify experiencing the their mission in support of training
how that is accomplished locally. This challenges of (Fort A.P. Hill), forward-deployed
places the garrison commander in an implementing forces (Japan and Germany), and
awkward position when the policy and IMCOM strategies. power projection (Fort Bragg and
funding do not appear to meet the Fort Stewart and Hunter Army
needs of the installation. Airfield) enables the Army mission.
The IMCOM mission requires excep-
19 U.S. Army Journal of Installation Management We are the Army’s Home 20
tional leaders who have the capability Warner, R. K. (July 2002). Leading Without Leader and Workforce adaptive, that can drive efficiency, and
Authority: Ways to Build Influence and Power.
to lead at several levels (Allen, 2007) that can solve difficult problems is the
Pharmaceutical Representative.
and across traditional organizational Development: Maintaining only way to achieve mission success.
Wilson, R. (2007, May 31). “Army Communities of
boundaries to “support expeditionary Excellence (ACOE) Program Policy.” Memorandum Emphasis on innovation and manag-
operations…and to provide a quality for Deputy Commanding General Installation the Fort Knox Heart and ing change is essential. The Fort Knox
Management Command. Washington, D.C.
of life for Soldiers & Families com- https://www.us.army.mil/suite/collaboration/ garrison recognizes the importance of
GetDocument.do?doid=7855062 (accessed
mensurate with their service.” Soul in Good Times and Bad leadership development and has pub-
March 31, 2009).
lished our “Human Capital Resource
and Successor Workforce Plan.” This
by COL Eric Schwartz, Garrison Commander, Ft. Knox
plan sets our course for developing
COL (Ret.) Charles D. Allen is the director of Leader and retaining leaders through fis-
Development in the Department of Command, cal year 2014. Succession planning is
Our workforce is the heart and soul novatively accomplish the installation
Leadership and Management at the U.S. Army the strategy used to identify successor
of the garrison organization. It is management mission, we must focus
War College, Carlisle Barracks, Pa. Assignments workforce competencies, occupations
the conduit through which the on activities that:
during his 29 years of service with the Army in- and characteristics. It takes into ac-
Installation Management Command
clude Germany, Honduras and South Korea. He count environmental influences such
provides all the programs and services • Develop and retain multi-skilled
commanded the 417th Nase Support Battalion as other organizations recruiting for
needed to support our Soldiers and and adaptive leaders;
in Kitzingen, Germany, from 1997 to 1999 for an leadership positions, present and fu-
Families, Retirees and Survivors – to • Provide for constant communica-
area that included six military installations. He ture organizational competencies/oc-
make the installation their home. An tion and continuous workforce
also served as chief of inspections, Office of the cupations requirements, recruitment
educated and dedicated workforce can feedback;
Inspector General, U.S. Army Europe. influences such as labor pool and
overcome almost any challenge an or- • Ensure teamwork, professionalism
population trends, and occupational/
ganization faces. In today’s era of per- and selfless service in all things;
References competency gaps in the workforce.
sistent conflict, it is critical that Army • Ensure we have a sustainable, em-
Allen, C. (Winter 2009). Garrison Command: The
Plan objectives are included in our
First 90 Days. Journal of Installation Management, garrisons maintain a professional powered workforce focused on
8-13. semi-annual strategic planning session
workforce team that is agile, educated, collaboration and innovation;
reviews. Objectives are reviewed twice
Allen, C. (Summer 2007). Garrison Command: motivated, and has a common under- • Provide continuing education and
Leading at Several Levels. Journal of Installation a year and modified to meet the needs
standing of the overarching mission, training opportunities; and
Management, 6-9.
of a changing command.
goals and objectives. They must seize • Inculcate a culture of safety,
Collins, J. (2005). Good to Great and the Social
Sectors. New York: HarperCollins. every opportunity to achieve efficien- sustainability and a healthy work
Training and education are essential to
cies and improvements and must be environment.
“The Enterprise Approach to Managing the development of leaders. Military
Installations in Support of Institutional Army good stewards of all resources – the
Adaptation and the Expeditionary Army.” (March
2009). IMCOM Transformation White Paper.
Washington, D.C.: Installation Management In today’s era of persistent conflict, it is critical that Army garrisons maintain a
Command.
agile educated motivated
professional workforce team that is , , , and has a
Kouzes, , J. K. and Posner B. Z. (2008). The
Leadership Challenge, 4th edition. New York: mission goals objectives
common understanding of the overarching , and
Jossey-Bass.
Useem, M. (2002). Leading Up., from Center for
Leadership and Change, Wharton University of
Pennsylvania: http://leadership.wharton.upenn. environment, taxpayer money, and Leadership Development leaders are well trained in leadership as
edu/l_change/up_lead/Exec_Excellence.shtml When available resources decline, or- part of their military training. Civilian
(accessed March 15, 2009). time. In order to achieve our objective
ganizations will often trim or eliminate supervisors and senior leaders take ad-
to develop and retain a multi-skilled
Useem, M. (2001). Leading Up: How to lead your training and development programs vantage of courses available through
boss so you both win. New York: Crown Press. workforce comprising military and
first. However, while identifying and the Civilian Education System.
Civilian leaders and personnel with
U.S Department of Army (October 2006). Field training leaders is important at all Individual development plans are used
Manual 6-22 Army Leadership. Washington D.C.: the knowledge, capabilities, skills, and
Department of the Army. times, it is vital in lean times. Ensuring to determine what training is needed
opportunities to successfully and in-
the organization has leadership that is and desired. Many of our leaders can
21 U.S. Army Journal of Installation Management We are the Army’s Home 22