Director Leadership The Army Leadership Code An .

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Director LeadershipThe Army Leadership CodeAn Introductory GuideFirst Edition

2 The Army Leadership CodeCGS’s IntentOur Army needs to move with the times. The operating environmentis increasingly uncertain, complex and dispersed. Leadership has neverbeen more challenging. This intent explains how we will meet thischallenge in war and in peace, with our approach to both being assimilar as possible. It is to be read and practised by all soldiers at everylevel.Our war fighting doctrine is based on mission command. This is basedon mutual trust between leaders and those they lead. Leaders havea duty to provide the guidance, including resources and constraintsthat allow subordinates to use their initiative and judgment. In returnsubordinates have a duty to act with loyalty and discipline. Trust is atwo-way process that is guaranteed by every soldier, whether leader orled, living our Values and Standards and setting an appropriate example– it is about doing as you would be done by.This is a culture that empowers all leaders at every level. It generatesagility and tempo. This enables us to overcome an enemy in the mostchaotic and demanding circumstances. It allows us to unlock everyone’spotential to seize winning opportunities, however fleeting. Leadersmust empower their subordinates routinely because this will give themthe confidence to act boldly and independently on the battlefield. Wemust strive to maximise the potential of all our soldiers and use theirtalent to help us win. This requires leaders to know those they lead,to understand them, and to place the care of their subordinates at theforefront of all that they do.This means leaders must tolerate risk and accept honest mistakesas a natural part of leader development. Micro-management andover assurance has no place on the battlefield, and it must not be afeature in peacetime either. This is not about encouraging soldiers tobe reckless or to gamble; it is about accepting errors in the pursuit ofcalculated risk taking, boldness and initiative.

First Edition I am committed to empowerment and to mission command; I want tounlock the potential of every soldier – in return I expect all soldiers tolive by our Values and Standards, to approach every day with an openminded attitude that sees the potential in everyone, refuses to allowintolerance and unacceptable behaviour, and is committed to seizingthe opportunities that mission command offers. Remember that thestandard you walk past - without taking any action - is the standardthat you accept.CGS September 20153

4 The Army Leadership CodeWhat is the ArmyLeadership Code?You will know what it feels like to be a member of a really good team,that feeling that together you will succeed even against the odds,whether in training or on operations. What’s more, you know you willsucceed in a way that shows the British soldier at their best. When ina good team, you benefit from strong role models, who set commongoals and high expectations. They have the confidence in your abilitiesand inspire you to reach beyond your perceived limits so that you canbe in the winning platoon or the champion company. As a soldieryou feel valued, that your strengths are appreciated and you are alwayschallenged to improve, and that you are encouraged to think and useyour initiative. You expect outstanding performance to be recognisedand rewarded. Similarly you expect unacceptable performance orbehaviour to be punished in the right way regardless of rank.What bonds these teams and drives them toget results? Simple - Good Leadership, which isdescribed by the Army Leadership Code.The Army Leadership Code is founded on our Values. To us,Courage, Discipline, Respect for Others, Integrity, Loyalty andSelfless Commitment are much more than words on a page, theyare what the British Army stands for, and what sets us apart fromsociety. And society has the greatest respect for what our forebearsand we have done. We apply our Values to what we do using ourStandards of Appropriate, Lawful and Totally Professionalbehaviour. The Army’s Values are part of good leaders, who livethem 24/7/365, whatever the situation.

First Edition We know what good looks like. But we know that at timeswe don’t all get it right – this is why we need the ArmyLeadership Code. These ideas are not new; the Code simplypulls together what has been proven to work throughouthistory and most recently on operations in Iraq andAfghanistan.The Army Leadership Code consists of seven leadership behaviours: Lead by example Encourage thinking Apply reward and discipline Demand high performance Encourage confidence in the team Recognise individual strengths andweaknesses Strive for team goalsWe apply these using a mixture of coaching techniques, just like youmight see in a sports team, and the reward and discipline regimethat you’ll be used to. You wouldn’t expect an Olympic athlete to starta race, or a professional footballer to take to the pitch without havingbeen prepared by the most modern and proven methods of trainingand development. So why should you fix bayonets and cross the line ofdeparture in the dead of night without being similarly well prepared?Following this Code will develop our leaders, junior andsenior, so that they are supported and challenged to dothe right thing every time. It will help us towards beinga member of an outstanding team that will succeedwhenever and wherever we are called upon to do our duty.5

6 The Army Leadership CodeThe Importance of ValuesValues are specific beliefs that people have about what is importantand unimportant, good and bad, right and wrong. Values developout of our direct experiences with people who are important to usand have impact on our lives. When values are declared and followed,they form the basis of trust. When they are not stated, they are ofteninferred from observable behaviour. When they are stated and notfollowed, trust is broken.Values reflect how peoplefeel and drive them to act

First EditionValues are linked to the concept of motivation – the force that drivespeople to act. Values provide up-front motivation (I need to act inaccordance with my values) and an after action evaluation tool (did Iact in accordance with my values?). Values form the basis of how wemake judgements and decisions about all we do and don’t do.It is ultimately a person’svalues that determine whatthey do and how they areperceived by othersThe Army’s ValuesThe Army’s Values are at the very centre of what we all do and definewho we are, both as individuals and as an organisation. They are thebedrock or foundation, the guiding principles that remain constant,whatever the situation.“Our purpose is clear: we protect the UK, fight the UK’s enemies,prevent conflict and deal with disaster. This is underpinned byunlimited liability and exemplary values and standards.”Extract from CGS Intent delivered at the Army Conference 15.The Army’s Values embody what itmeans to be a British Soldier 7

8 The Army Leadership CodeOur ValuesCourageSoldiering has always demanded physical courage, to knowingly gointo harm’s way on behalf of the nation. Physical courage is requiredto risk life, take life, show restraint, endure hardships and focus on thetask; soldiers depend on each other for it. Equally important is moralcourage, the strength and confidence to do what is right, even when itmay be unpopular and to insist on maintaining the highest standards ofbehaviour and decency. This earns respect and fosters trust.DisciplineDiscipline is the primary antidote to fear and maintains operationaleffectiveness: it is supported by team loyalty, trust and professionalism.Discipline instils self-confidence and self-control. Good disciplinemeans soldiers will do the right thing even under the most difficult ofcircumstances.Respect for OthersRespect for others, both those inside and outside of our organisation isnot only a legal obligation, it is a fundamental principle of the freedomthat our society enjoys. Teams that embrace diversity, and value eachindividual for their contribution and viewpoint are always strongerfor it. We must treat everyone we encounter, as we would wish to betreated.

First Edition IntegrityIntegrity means being truthful and honest, which develops trustamongst individuals and welds them into robust and effective teams.Integrity is therefore critical to soldiering, as soldiers must havecomplete trust in one and other as their lives might ultimately dependon it. Trust in the Chain of Command is also key, and demands integrityfrom those in positions of authority.LoyaltyLoyalty binds all ranks of the Army together, creating cohesive teamsthat can achieve far more than the sum of their parts. The Nation,Army and Chain of Command rely on the continuing allegiance,commitment and support of all who serve. But, loyalty is not blindand must operate within the parameters of the other Values; it shouldnot stop appropriate action to prevent transgressions by subordinates,peers or seniors.Selfless CommitmentSelfless commitment is a foundation of military service, soldiers mustbe prepared to serve where and when required and always give theirbest. The needs of the mission and the team come before personnelinterests. Ultimately, soldiers may be required to give their lives for theircountry, that is true selfless commitment.9

10 The Army Leadership CodeOur StandardsEqually important are our Standards, the way in whichwe put our Values into practice, ensuring that everythingwe do is Appropriate, Lawful and Totally Professional.All ranks must avoid behaviour that risks degrading theirprofessional ability or which may undermine morale bydamaging the trust and respect that exists between teamsand individuals who depend on each other.Appropriate BehaviourThe imperative to sustain team cohesion and to maintain trust andloyalty between leaders and those they lead requires a standard ofsocial behaviour more demanding than those required by society atlarge. This is equally necessary both on and off operations, on and offduty. When building tightly knit teams it is important to acknowledgethe need for mutual respect and the requirement to avoid conductthat offends others. Unacceptable behaviour undermines trust andcohesion, directly impacting operational effectiveness.

First Edition LawfulTo maintain our legitimacy, all ranks are required to operate within thelaw. UK criminal law applies wherever soldiers are serving, and militarylaw has embraced all civil offences. When deployed on operations,soldiers are subject to international law, including the laws of armedconflict, the prescribed rules of engagement and in some cases localcivil law. Taken together, such laws establish the baseline for thestandards of personal conduct of the soldier as a citizen.Totally ProfessionalIt should go without saying that all ranks mustalways conduct themselves in a manner that istotally professional. Firstly this approach is criticalto maintaining operational effectiveness andachieving the mission we are set. Secondly, itis necessary to protect and promote the Army’sproud reputation, which has been hard won byendeavour and sacrifice.11

12 The Army Leadership CodeThe Purpose of the ArmyLeadership Code The Army Leadership Codetranslates our Values andStandards into desired leadershipbehaviours. Through these behaviours, ourleaders communicate our Valuesand Standards in everything thatthey do. Our people learn thesebehaviours from their leaders,adopt and internalise them – sothat they then truly ‘Live ourValues and Standards’. Furthermore, these behaviourspromote the creation of highperformance of individuals andteams, therefore ‘Improving OurMatch Fitness’.Behaviour:The way in which one acts orconducts oneself, especially towardsothers.Oxford English Dictionary

First Edition Background and Theory of theArmy Leadership CodeBackgroundIt is important to recognise that many of the ideas associated withthe Army Leadership Code are not new;It draws together and formalises elements of good leadershipthat have been practised instinctively or consciously forcenturies and is a soldierly codification of what is known towork.This is a great strength of the Army Leadership Code, and itsimplementation will ensure these best practises are adoptedeverywhere.The Army Leadership Code has been developed from the conceptknown as Values Based Leadership, which for some years now hasbeen applied in our training establishments to great effect, and wherechampioned has been very successful in the Field Army.TheoryThe Army Leadership Code draws from academic leadership theorywith empirical evidence that proves that it works. This is another greatstrength and should inspire confidence.At the heart of the Army Leadership Code are seven leadershipbehaviours developed from the principles of Transformational (alsoknown as Inspirational) and Transactional (also known as Directive)leadership theory. This combination of behaviours promotes optimalhuman performance and constant communication of our Values andStandards.13

14 The Army Leadership CodeVision – Support – ChallengeThe Army Leadership Code is underpinned by three concepts:VisionLeaders must provide clear and unifyingpurpose, generating a sense of teamcohesion and direction. The vision can beexpressed by both communication and byrole modelling.SupportIt is only possible to inspire greatnesswhen there is mutual knowledge and trustwithin the team. By being fair, consistentand showing confidence in others, leadersprovide a platform for their people toexcel.ChallengePeople only reveal their true potential whenchallenged. Leaders must not only testthemselves, but challenge their people.Obviously a balance is required. Drivingtoo hard will damage morale; the key is toidentify achievable ‘stretch targets’. Throughthis, individual and team confidence isenhanced, enabling them to achieve morethan originally thought possible.

First Edi

The Army Leadership Code consists of seven leadership behaviours: Lead by example Encourage thinking Apply reward and discipline Demand high performance Encourage confidence in the team Recognise individual strengths and weaknesses Strive for team goals We apply these using a mixture of coaching. techniques, just like you might see in a sports team, and the reward .