Photo By James Foehl | Retired Capt. John Meyer, professor for U.S. Naval War College (NWC), speaks with...... read more read more
NEWPORT, R.I. -- The way ahead for implementing the Navy Leader Development Strategy (NLDS) across the Navy began to take shape this week during an initial working group meeting at U.S. Naval War College (NWC) in Newport, Rhode Island.
NLDS was signed by CNO Adm. Jonathan Greenert in 2013 and is intended to provide a common framework for comprehensive and enduring leader development across all Navy communities.
Since then, there have been ongoing efforts by the Navy’s Leader Development Continuum Council (LDCC), a body of flag officers and senior enlisted representatives across the fleet charged with driving this effort, to create a single vision of Navy leader development that binds together members of the naval profession.
The current working group, known as the Implementation and Execution Arm Working Group, is tasked with taking the Navy Leader Development Continuum (NLDC) from conceptual to operational.
NLDC is described in the original NLDS document as the cornerstone for Navy leader development and is a comprehensive, career-long concept that integrates four core elements – experience, education, training, and personal development – to produce fully prepared leaders.
The meeting at NWC included senior naval officers and civilians from each of the Navy's 18 communities to exchange ideas, thoughts and best practices related to the NLDS.
In his opening remarks at the three-day event, Rear Adm. P. Gardner Howe III, president of NWC and chair of the Navy’s LDCC, acknowledged that there were likely different levels of familiarity with the NLDS among the participants.
He said that the Naval War College’s College of Operational & Strategic Leadership (COSL) and the Naval Leadership and Ethics Center (NLEC), a subordinate command of the NWC, provide type commands (TYCOMs) and community leaders with leader development concepts and strategies, but it is the job of TYCOMs and community leadership to own leader development for their officers and enlisted Sailors.
The main goal for the working group at this initial meeting was to "establish a baseline to create a common understanding," according to Howe. “Operationalizing this effort requires a baseline at the community leader and action officer level. The LDCC can’t implement the Leader Development Continuum without the specific expertise and unique perspective each of you bring.”
"By conducting an initial gap analysis among the communities, the working group will be able to establish a baseline and provide recommendations for how to best accelerate and improve leader development across the Navy," Howe added.
Capt. Mark Johnson, commanding officer of NLEC and working group lead, thought the working group was achieving its early objectives.
"We had a good first day. I think we have consensus among the 18 Navy communities represented here about the NLDS, about the current state of leader development Navy-wide, and about what we as a group can do to make our Navy even better,” said Johnson “This is a tremendous opportunity to make a positive and lasting impact on our profession.”
Capt. Mark Murphy, commanding officer of Center for Service Support, pointed out that the career progression for supply officers currently includes leader development and personal development opportunities, but needs remain at certain pay grades, and much of the education focuses on professional skills development rather than leader development.
"We're doing a lot of things right, but there are gaps and inconsistencies that we have to address," said Murphy. “The working group will help us identify and capture what is missing, but more importantly, filling those gaps will be a collective effort based on what we define as priorities for ethical leaders in the Navy."
| Date Taken: | 03.24.2015 |
| Date Posted: | 03.24.2015 17:46 |
| Story ID: | 157934 |
| Location: | NEWPORT, RHODE ISLAND, US |
| Web Views: | 321 |
| Downloads: | 0 |
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