But most importantly, leaders must be competent in human and leader development, i.e., interpersonal relationships, developing their subordinates, and building cohesive teams. (c) Commitment resolve to contribute honorable service to the Nation and accomplish the – mission despite adversity, obstacles, and challenges. Commitment is closely related to resilience. (4) Standards. Standards must be clearly demonstrated, communicated, achievable, and enforced consistently and fairly to establish and maintain order. Standards based on skill sets must be appropriate to the level of professional certification; they are adjusted to ensure achievability and show progression throughout the training and education process of professional development. Standards based on the Army Ethic do not change and are applied consistently in IMT and throughout a leader’s career. (5) Mentor/Cadre. Knowledge, skills, discipline, and leadership development require education, training, experience, coaching, counseling, and mentoring. Some of the most influential aspects in the professional development of leaders are the relationship. “mentor/cadre" BOLC instructors, staff and faculty, tactical officers, and leaders at all levels must be exemplary professional role models, always setting the example and living by the Army Ethic. Institutional Commandants and Professors of Military Science, as the senior stewards, do this by establishing and maintaining an organizational culture of trust and positive learning climate. f. The desired end state of professional development for all graduates includes the following outcomes: (1) Understand, adhere to, uphold in others, and to live by the Army Ethic. (2) An Army officer or warrant officer is a leader, steward of the profession, and proud team member possessing a character consistent with the Army Ethic committed to the Army and the welfare of its Soldiers and Army Civilians. (3) Possess self-discipline, and be adaptable, resilient and innovative. (4) Be capable of identifying and solving problems appropriate to their position and responsibility. (5) Be able to operate effectively stress. (6) Be physically fit. (7) Demonstrate competency in Army traditions, customs and courtesies, and fundamental Soldier skills and responsibilities. g. The principles of leader and professional development combine to foster an environment conducive to creating lasting change, while facilitating training, education, self-development, and character development. In this way, the officer or warrant officer will be prepared to ethically, effectively, and efficiently lead a cohesive team upon arrival at their FUA.
But most importantly, leaders must be competent in human and leader development, i.e., interpersonal relationships, developing their subordinates, and building cohesive teams. (c) Commitment – resolve to contribute honorable service to the Nation and accomplish the mission despite adversity, obstacles, and challenges. Commitment is closely related to resilience. (4) Standards. Standards must be clearly demonstrated, communicated, achievable, and enforced consistently and fairly to establish and maintain order. Standards based on skill sets must be appropriate to the level of professional certification; they are adjusted to ensure achievability and show progression throughout the training and education process of professional development. Standards based on the Army Ethic do not change and are applied consistently in IMT and throughout a leader’s career. (5) Mentor/Cadre. Knowledge, skills, discipline, and leadership development require education, training, experience, coaching, counseling, and mentoring. Some of the most influential aspects in the professional development of leaders are the “mentor/cadre" relationship. BOLC instructors, staff and faculty, tactical officers, and leaders at all levels must be exemplary professional role models, always setting the example and living by the Army Ethic. Institutional Commandants and Professors of Military Science, as the senior stewards, do this by establishing and maintaining an organizational culture of trust and positive learning climate. f. The desired end state of professional development for all graduates includes the following outcomes: (1) Understand, adhere to, uphold in others, and to live by the Army Ethic. (2) An Army officer or warrant officer is a leader, steward of the profession, and proud team member possessing a character consistent with the Army Ethic committed to the Army and the welfare of its Soldiers and Army Civilians. (3) Possess self-discipline, and be adaptable, resilient and innovative. (4) Be capable of identifying and solving problems appropriate to their position and responsibility. (5) Be able to operate effectively stress. (6) Be physically fit. (7) Demonstrate competency in Army traditions, customs and courtesies, and fundamental Soldier skills and responsibilities. g. The principles of leader and professional development combine to foster an environment conducive to creating lasting change, while facilitating training, education, self-development, and character development. In this way, the officer or warrant officer will be prepared to ethically, effectively, and efficiently lead a cohesive team upon arrival at their FUA.
TR350-36.docx