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Identify, train and develop leaders

February 8, 2003
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Note: Major Paul Seiler, personnel secretary, presented the following results of the group discussions regarding Strategic Priority #5: Identify, Train and Develop Leaders

PROBLEM STATEMENT:

How do we aggressively recruit quality men and women interested in Army ministry?

GOAL:

We will develop an aggressive recruitment program aimed at recruiting and retaining qualified Army leaders 10% above attrition.

ACTION STEPS:

* Appoint a Candidates’ Secretary by June 2003.

* Identify a recruitment team and adequate budget.

* Develop an internship program for college age youth and assist with placement and cost for program.

* Establish a marketing plan to promote leadership opportunities within the Army.

* Through the recruitment team, establish opportunities for second career people to serve in-house/outside.

PROBLEM STATEMENT:

How do we best upgrade the skills for the 45-year-old/20-year serving officer/employee to be more effective in leadership?

GOAL:

By December 2004, through a system of incentives, we will have 30% of the officers with 20+ years service involved in continuing education to assist in furthering their leadership/ministry skills.

ACTION STEPS:

* Implement pay incentives to encourage officers to further develop their ministry skills.

* Offer other non-cash incentives such as sabbaticals, retreats, conferences (both spouses), additional furlough, Sunday replacements, etc.

* Continue personal ministry planning (MDP) for officers remaining active and possible post-retirement service.

* Levels of financial aid (scholarships) will be made available for short-term ministry and mission trips (Israel, Greece) through officer development funds.

PROBLEM STATEMENT:

How do we produce new captains with effective relational skills? Current evaluation is subjective and intuitive. How do we measure?

GOAL:

We will devise and integrate a process of identification, assessment development and remediation of relational skills into the two-year Crestmont experience by 2004.

ACTION STEPS:

* What measuring tools are presently available for measuring/assessing relational skills?

* Evaluate suitability of the tool to evaluate Army officer service.

* Create a course specific to relational skills and integrate into existing SFOT curriculum.

* Expand mentoring opportunities with SFOT advisory council members.

PROBLEM STATEMENT:

How do we increase the number of officers who are productive in ministry?

GOAL:

We will help officers become more productive.

ACTION STEPS:

* Define appointment-specific expectations and create a predictable environment for particular appointments/teach and support assimilation of change.

* Affirm personal and ministry value/reward achievement and success; direct communication in identifying problem areas.

* Ask for input, allow for personal preference and choice where it can be given.

* Encourage education and training to broaden skills and help move out of comfort zone/develop beyond giftedness.

PROBLEM STATEMENT:

How do we increase the culture of innovation?

GOAL:

We will immediately begin to communicate, encourage and reward an environment that values innovation.

ACTION STEPS:

* Shift corporate thinking from “No, you can’t,” to “Yes!” and from “Why?” to “Why not!”

* Give rewards and incentives for new ideas, i.e. cash, sabbaticals, program materials, including give credit vs. taking credit; and no “dissing” ideas.

* New idea contracts: time, specific resources and evaluate success. Give divisional commander authority for “venture” ideas, pilot projects to see if it works.

* Value and see the potential: Allow room in program schedule by deleting and making room. Separate numbers for venture capital. Change concept from innovative and risk to entrepreneurship track record of successes.

PROBLEM STATEMENT:

How do we maximize the use of human resources for their own best interest with sensitivity to the needs of TSA while honoring divine wisdom and leading?

GOAL:

We will, by God’s help, with clear and “open” communication, develop and use a detailed database of information (gifting, skills, health and family issues and other factors) that will impact an effective appointment decision by Appointment Conference 2004. That will result in:

* Improved officer morale

* Decreased officer “losses”

* Increased candidates (the byproduct of quality officers leading/ministering to their people).

ACTION STEPS

* Define expectations and create a predictable environment for particular appointment; teach and support assimilation of change.

* Affirm personal and ministry value, reward achievement and success.

* Ask for input, allow for personal preference and choice where it can be given (house, office, personal life, etc.)

* Encourage education and training/mentoring partnership to broaden skills and help move out of comfort zone/develop beyond giftedness.

PROBLEM STATEMENT:

How do we determine the minimum standards at which a corps officer should function and hold them accountable for results, not effort?

GOAL:

We will, by 2004, develop a territorial minimum standard for officer performance.

ACTION STEPS:

* As per previous TEC planning, recommendations on minimum standards.

* Correlate non-negotiables with ministry development plan, corps reviews.

* Integrate a “three strikes plan” for evaluation and accountability; full disclosure policy.

Major Paul Seiler on Personnel

Note: the following is taken from a presentation by Major Paul Seiler on personnel development, given at TALC. His address presented ideas falling under the West’s fifth strategic priority: Identify, Train and Develop Leaders.

“The six Vision priorities given by Army leadership in the territory are an effort to bring clarity to what are vital issues. As we work on what we believe is most important, staying focused, we will prevent ourselves from getting side-tracked and discouraged!” said Seiler. “It was clear from our days together at T.A.L.C. that (ongoing) change is necessary. Overcoming complacency and the status quo will be crucial. Change must be part of our culture and we need to identify and celebrate those who are doing it successfully!”

APPOINTMENT BOARD

Article in recent New Frontier

Group to advise the territorial commander on moves

Creating new database ­ match officers to appointments

Continued follow up on Officer Commission recommendations

OFFICERS EXPERIENCING DIFFICULTIES

Effort to increase officer effectiveness in their appointment

Vital components: communication, goal setting, support of DHQ staff, regular accountability, consequences for (in)action

WINTER/SPRING 2003 PROJECTS

Standardization of envoy compensation

Selection process for missionaries * Sabbaticals

Return of effective officers who have left the Army

Multilevel goal setting/compensation incentive program

PERSONNEL TASK FORCE ­ VISION IMPLEMENTATION

Follow up on territorial priorities and Officer Commission work

Leadership recruitment * Succession planning

Officer/Administrator training

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