text: Leadership During Operations
  8-52. Different levels of training and cultures among organizations can pose challenges to building teams.
  Army leaders apply their understanding of different cultures and agencies to place military efforts in context
  and to serve on civil-military teams. To help build partnerships, commanders strive to have partners—
  (cid:122) Represented, integrated, and actively involved in planning and coordinating activities.
  (cid:122) Share an understanding of the situation and problems to solve.
  (cid:122) Collectively determine the resources, capabilities, and activities necessary to achieve their goals.
  (cid:122) Work for unity of effort toward achieving common goals.
  8-53. Successful operations require leaders working with partners to develop a shared understanding of the
  environment and a common commitment to solutions. Achieving unity of effort requires Army leaders to
  have a high degree of cultural understanding and social skills. Without such understanding and skills, leaders
  may fail to collaborate with diverse partners.
  8-54. Quality leader development and training is required to grow and develop leaders capable of success
  during operations. Deliberate investment in the abilities of individual leaders, teams, and units is foundational
  to prosecuting those operations successfully across the competition continuum. (See FM 6-0 for more
  information on C2, FM 6-22 for more information on leader development, FM 7-0 for more information on
  training, and ATP 6-22.6 for more information on Army team building.)