PO 401 EO 401.

01

Lesson 401.01.03-05 LESSON OBJECTIVE

Date 27 September 2006

1. PERFORMANCE 2. CONDITIONS

Develop Subordinate Supervisors (Leadership challenges in the changing environment) Leadership in the Canadian Forces, Doctrine. (CDA Press) A-PA-005-000/AP-003 IN HARMS WAY, Sub-Unit Command on Operations, Editor: Colonel Bernd Horn, (CDA Press) ISBN 0-66242446-8 (chapters 9,10 and 11) Defence Policy Statement (2005) Department of National Defence. (Pages 1-4, 7-13) Available on the internet: http://www.dnd.ca/site/Reports/dps/pdf/dps_e.pdf

Ethics and the New War, Dr. Michael Ignatieff, Canadian Military Journal, Vol. 2, No. 4 Winter 2001. Available on the internet: http://www.journal.forces.gc.ca/engraph/vol2/no4/pdf/5-10_e.pdf 3.STA NDARD IAW specified references, while acting ethically and working in teams, the PO1 and WO shall: i. Following introductory LD, Read and discuss the case study, and ii. Develop a list of factors which might effect personnel prior to and during the deployment of the unit in the case study. iii. Present teams results to follow-on LD TIME 3 x 45 minutes

4.DATE REVISED

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TEACHING POINTS

METHOD/APPROACH Lecture/SME

1. Discuss the complex, interdependent factors that are shaping CF deployments across the entire REFERENCE(S) operating spectrum. Defence planning guide 2. address the demographics and Ethics and the New War expectations of CF recruits in the 21st Challenges and Changes in the century Military: Gender and diversity Issues

3. case study

METHOD/APPROACH i. Syndicate/platoon directed discussion REFERENCE IN HARMS WAY Case study provided

METHOD/APPROACH 4. develop list of factors and challenges INTERACITVE LECTURE ii. following effecting leadership in small units case study, discuss individual findings resulting form previous lecture and in LD with SME facilitator case study

STUDENT LEVEL

TEST DETAILS nil TRAINING AIDS Multi media

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NCMPDC LESSON PLAN INTRODUCTION WHAT: Identify leadership challenges in the changing domestic, International and operational environments, and develop appropriate coping mechanisms. While employed in a command or supervisory position in a sub- unit or unit, it is essential to appreciate the leadership challenges in preparing your people prior to and during a deployment, whether it is a domestic or international operation.

WHERE:

WHY: There are many leadership challenges that are timeless and transcend missions and geographic areas. However, if your people are to persevere in austere, harsh and remote conditions, as well as dangerous and volatile environments at home and abroad, the ambiguity, change and uncertainty will only be met with courage and conviction if you prepare them. ORGANIZATION: The lesson consists of reading assignment, a lecture, a case study and a plenary LD discussion Nil

TEST:

CONTROL STATEMENT: Group discussion and interaction is encouraged .

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Advanced Leadership Qualification LD1 Leadership challenges in a changing environment 1. Assign Ethic and the New War and In Harms Way as a reading assignment prior to LD1

2. An increasingly interdependent world has tightened the links between international and domestic security, and developments abroad can affect the safety of Canadians in unprecedented ways. Increasing demand for oil, rising fuel prices and shifting centers of global economic power, may seriously influence the economic well being of our nation. A burgeoning demographic youth bulge in Third World countries where unemployment is severe and the continued survival of non-representative governments that use religious and ethnic animosities and anti-American/ western sentiments to distract from their own corruption and economic mismanagement are creating ideal conditions for terrorist recruitment and the continued rise of organized crime. Worsening income inequities combined with a general decline in standards of living in many Third World countries, particularly in Africa and Central/South America and the continued exponential increase in the world population are contributing to illegal mass migration of populations. 3. At home, there is fervent polarization of public opinion about government measures to counter potential terrorists or their activities by means of profiling and security certificates. They are asking the question: just how involved we should be in the GWOT, global war on terrorism. Perhaps an explanation is needed to show the development of what is now being called Fourth Generation Warfare. It is often said that the Peace of Westphalia initiated modern diplomacy, as it marked the beginning of the modern system of nation-states (or "Westphalian states"). This interpretation comes from the treaty's role as the first acknowledgment of each country's sovereignty. Subsequent

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European wars were not about issues of religion, but rather revolved around issues of state. This allowed Catholic and Protestant powers to ally, leading to a number of major realignments. It also cemented Germany's internal divisions, preventing it from uniting into one nationstate. It is the Peace of Westphalia that is most often pointed to as the foundation for studying international relations. Fourth generation, asymmetric warfare is simply how these violent transnational groups deal with the conventional military power of a state. In other words, its how to fight non-state-vs.-state warfare. Sometimes outside powers will try to prop up failed/failing states in the 4GW groups sights. In this case, the 4GW organization must force or persuade the outside power to back off. Tools for this are evolving and include guerrilla warfare against the supporting powers forces, propaganda/information operations towards the outside powers population and leaders, and direct attacks against the outside powers home territory as occurred on 9/11. The idea is that through these methods, the outside power will be morally defeated, that is, give up the fight and go home. Although 4GW is often identified with terrorism and guerrilla warfare, history suggests that the best way to achieve the moral defeat of an outside state is to sell the idea that the failing state is corrupt, brutal, and undemocratic and that the 4GW group is composed of reformers who represent the legitimate, democratic will of the people. Thus the Taliban rose to power via normal insurgency, which has always included transnational elements, such as cross-border base camps for the guerrillas and allied support for the government. In contrast, Al-Qaida and the international gang MS 13 are true fourth generation organizations spread over a number of countries, some of which belong firmly in the failing camp.

4. The Canadian Forces now face a complex array of security challenges. The world remains an unpredictable and perilous place, where threats to our wellbeing, our interests and our values persist. The effects of global warming; climate change; increasing pollution and projected shortages of clean drinking water sources; and growing speculation that federal and provincial organizations to will be unable to respond adequately in the event of an emergency are all scenarios to consider for the military planner. It is in this complex, fluctuating and uncertain environment that the CPO2/MWOs leadership is now tested. Your task will is to lead a diverse demographic recruiting pool in an equally diverse domestic, international and operational environment. The CF no longer focuses on conventional operations but on the ability adapt to asymmetric, non-conventional, fourth generation warfare scenarios. In other words, the CF now focuses on the snakes but remains alert and ready to adapt to the bear.

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5. To provide a smidgen of a common background for this study, it should be pointed out that the CF Operations Manual, B-GJ-005-300/FP-000, provides 261 pages in English about operations and nowhere does it mention how you can identify the leadership challenges you and your people will face in this ranging, complex matrix of operating environments. It provides a few definitions worthy of note for this discussion:

a. CF Operation: the employment of an element or elements of the CF to

perform a specific mission,

b. Domestic Operations: activities to provide assistance during civil

emergencies, support national development goals or support and/or restore the maintenance of public order and security. The CF must be prepared to conduct operations that span the realm from natural disasters to counter terrorism, International Contingency Operations: As most international operations will be joint and combined in nature, CF personnel must understand the concepts, doctrine and procedures for planning, organizing and conducting joint and combined operations. Allied, coalition and United Nations (UN) mandated operations are all considered to be combined operation, Joint: activities, operations, organizations, etc in which elements of more than one service of the same nation participate. ( CF: consider a single unit consisting of trades from more than one service), Combined: activities, operations, organizations, etc between two or more forces or agencies of two or more allies, and Inter-agency: operations, activities which include elements of the CF operating with agencies or departments from the federal, provincial or municipal governments

c.

d. e. f.

5. In an environment that has no fixed left and right of arc, you as the senior NCO are charged with getting the job done and looking after your people. You have a responsibility to your commander and to your people to ensure the success of the mission by preparing yourself and them for the task ahead. You must bring together in one package a mix of insight, imagination, rational persuasion, values-based inspiration, and concern for followers. Especially important in an environment of multiple challenges where the trust and dedication of others are critical to mission success, you will be the vital linchpin in the leadership team. You must be certain your subordinates have been given valid reasons to be hopeful and committed to the mission. To enhance the ability of your unit to adapt to external factors and to prepare for the potential demands and challenges, you must ensure that everyone in a leadership position, no matter what level, is a learner and an innovator. As learners, leaders seek to understand the context of missions and other assignments, they must maintain situational awareness, and they must draw on the knowledge of more experienced unit or staff members to prepare their teams and units for both

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known scenarios and unpredictable contingencies. They are skilled in exercising influence in joint, inter-agency, and multi-national environments. Following exercises, operations, projects, and other activities, they conduct lessons-learned reviews to improve operating procedures and practices. As innovators, leaders support the DND/CF philosophy of continuous improvement, and are open to experimenting with procedures and structures to strengthen team and unit capabilities. Consistent with this philosophy, they foster initiative, innovation, and experiential learning in their subordinates. 6. Your people are a product of Canadian society. They bring with them preconceived notions and expectations derived from their family, their culture and their religion. By the time a child is 12 years old, their basic views about life and how society is to function are imprinted on them by those closest to them. As they grow older they will encounter alternatives which they will adopt or discard. However, when faced with a moment of crisis or conflict, their initial reaction will be shaped by that early childhood imprinting. Individuality: our society is obsessed with individuality. Despite dressing alike, listening to the same music etc., the Bay Street and Madison Avenue advertising pundits continue to hype the importance of being an individual. Belonging to an organization or group is okay as long as you are the star of the group. Thus most of your people arrive with a precondition strong sense of individuality and you will have to work hard at developing the team especially in a mixed service, trade unit. Entitlement: their parents and society have brought them up to believe that they are all over achieving, top rate people. Even sports for youngsters are structured so that everyone wins. They are not prepared to fail or have some one tell them they cant do this, cant have this or that. They are entitled to be winners. Debate: If Canadians are not talking about the weather, they are taking sides about issues. Mostly on the side against elected officials and those in position of power and authority. They want to know why and whats in it for me and are reluctant to accept anything at face value Rights: everyone knows their rights but do they appreciate the responsibility they have to ensure the survival of the society that protects their rights Deference to authority figures has waned: authority has to be earned and not taken for granted in Canada. This trend poses questions for the Army with its highly-structured authority relations. Although the Canadian Army is not likely to follow the European trend of that service personnel ought to have the right to be able to air and represent their grievances outside the

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formal chain of command. For example, the Ombudsmans office stands outside the military chain of command. This indicates loosening chain of command in order to incorporate a more rights-based system of command and consultation more akin to non-military organizations. Furthermore, significant sections of the youth population are less physically fit than ever before. One of the effects of this is that in order to maintain standards, the costs of training are likely to rise because of the need to bring poorer quality recruits up to the standard required. It will also be challenge to maintain the traditional expectation that military personnel should conform to a code of moral conduct that is more demanding than that expected in civilian life with respect to issues of honesty, integrity, sexual behaviour, soft drug use and so on. The media savvy generation: we live in interesting times. Canadians tends to generally mistrust the media but on the other hand are easily channel by the media. As mentioned earlier, debate about a variety of social issues is based on what is reported in the press (do most people read the paper?) or seen on television or their phone. If local and national media coverage of event are any indication, everyone want to be heard, they all are witnesses, they all want to express their opinions15 seconds of fame. They also realise the power of the media and have not reluctance about going to the media to plead their case if they do not get what they want.

7. Assuming that your people arrive with the prerequisite basic military skills and trade knowledge, what are the challenges a senior NCM leader faces:

a. Communication: think about how to over come potential problems in

both verbal and non-verbal communication. environment specific language, ( e.g. secure, closed-up) French vs. English Male vs. female. Men use talk to emphasis status while women use it to create connection. In conflict men tend to drive directly at the heart of the problem while women approach indirectly. Neither position is correct but it is helpful to understand the differences. on International ops and English is not the working language for most of the other military participants (coalition , NATO) Ensure your people know all the codes, buzz word involved with the ops Military speak vs. civilian speak and vice versa. Explains military things as you would to your Grandma. Civilians, especially government officials, tend to be less precise in their

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language. No can mean maybe and maybe could mean yes and yes never means yes. English vs. language of local population (consider how their language evolved and how language represent events within the society) Their culture will be important, many of their local dialects may not even have word for the concepts you are expressing, semantic- words can mean different things to different people .You need to think it through and present them with a global concept and not a specific one. Some cultures rely heavily on nonverbal and subtle situational cues when communicating. What is not said is sometimes more important. A person status carries considerable weigh some cultures. Taken together these are cultural context, Arabs giving more weight to cultural context than do North Americans. it is important that the uniform and all its trappings are appropriate to the situation and, where possible, in keeping with the customs of others. For example: an imposing military figure with a shaved head and black sun glasses can be very imposing to someone a bit timid or afraid. Did you ever stop to think how much that looks like an alien from outer space? many allied nations arrive on ops with just the clothes on their backs. Civilian clothing is something many may not have at hand, dont look like you are patrolling downtown Kabul when you are providing humanitarian relief at home or abroad, on ops minimize, if possible and appropriate, items of dress that set you apart. Your uniform and associated kit identify you as military, perhaps the sunglasses are not necessary. In many cultures the eyes are the windows to the soul and if you wear yours then you might be soulless or hiding a dark soul, Many bits of clothing ,especially civilian items , might be offensive in some societies,

b. Code of Conduct/CF Ethos

Many countries treat their enlisted personnel with contempt and the gap between officers and enlisted is very obvious (privileges, food and treatment). How a particular civilian society functions will challenge your people. They must understand that they can not expect it to tick along like a well disciplined military unit or like Canadian society. There are bound to be differences and it is critical that it is appreciated and not openly criticized. That can come later if the mission duration is long enough to inject discreet

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suggestions. Remember, you might stand up a bit of Canadian ethos in a foreign land, but what happens when you leave? CF code of conduct refers in the main to how we treat opposing forces; here the reference is to how we treat each other. Dampen your troops enthusiasm to rush to aid people in distress, make sure they have the appropriate kit( e.g. during the Manitoba flood, troops had no issue kit to deal with cold and polluted water)

c. Cultural awareness and sensitivity

pre-deployment briefings help prepare the unit for operations in foreign country. constant reinforcement of cultural difference is necessary. What might be inconsequential event in Canada may be a point of ignition in a foreign country, female personnel may be marginalized or completely ignored by locals, treatment afforded certain members of the indigenous society may be at odds with how we treat people in Canada, their clock may not be in the same time zone as yours. The sense of urgency and scheduling so readily apparent in CF units may not be so in other national units or with the local population

d. Internal ethnic challenges

Strongly discourage any racial, ethnic or religious slurs, consider that it may not only offend the local population but perhaps someone in your unit or allied unit.

e. Media:
recent tragic events have seen how easily what the military have traditionally considered in-house or of the family are in the public domain. There is no easy way to prepare for media attention, especially if deployed and your people get the spin about the news from a phone call or an e-mail, a well-constructed and well-briefed media policy is necessary for everyone. Everyone wants their 15 seconds of fame but the CF needs to ensure they are prepared and put their best foot forward, treat the media with respect and try to be as forthcoming and honest as possible. By cooperating, you help to ensure they get the story right.

f. Manage expectations

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manage the expectation of local domestic and foreign officials by ensuring your people understand the mission guidelines and that civilians the world over work with a different set of imperatives and constraints. most importantly, help your people and their families manage their expectations. Deployment and return dates, leave periods, communications etc. can quickly become stressors and fears, anyone of which may be distracting at that one critical moment. Internet, personal cell phones, the individual and their family and friends are use to communicating freely anytime. Policy? There is a growing expectation that operations can be accomplished relatively quickly and increasing public intolerance for error.

g. Fullest understanding of those you are working with and against

it is important that your people know as much as possible about the coalition troops, civil authorities, towns folk international aid organizations they will be operating with, working alongside or proving assistance. What can they expect form them and more importantly what may they expect from them, who are the bad people, how do they think, how are they different from us. Resist the tendency to mirror image, i.e., avoid trying to come up with a Canadian solution or a military solution, think about how those you are there to help or perhaps fight might solve the problem. What we need is cultural intelligence. What makes them [the faction leaders and people] tick? Who makes the decisions? What is it about their society thats so remarkably different in their values, in the way they think, compared to my values and the way I think in my western, white-man mentality?...What you need to know isnt what our Intel apparatus is geared to collect for you, and to analyze, and to present to you.

h. Plan for the worst possible scenario

there is no easy way approach this but it cannot be ignored: think about casualties. Treating the wounded is priority but do not forget to treat those that remain behind. Dont be apprehensive about discussing this with your junior leaders, and make sure there is a support network in place with your people and back home, if there is potential to witness scenes and events normally only seen on the news or in movie, be prepared for the after effects and the burnout (OSI).

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i. Maintain the professional face at all time

there is a time and a place to vent you and your people are the public face of the government of Canada and the Canadian Forces. There is no room for anything less than professionalism on the job. Nevertheless, there is always room for compassion, enthusiasm and just having fun when the situation warrants.

j. Spreading the COs intent

stay on track with his message, any unintentional questioning or doubt by you about his intent will rapidly flow through the unit and may negatively affect the mission, the operation, the patrol. If you question his op plan, for example, then those going out on the mission may do so with a notion that it is bound to fail and they will inadvertently let it fail.

k. Recognize that not everyone is a front line member of the CF

in a mixed/joint unit, not everyone is combat trained or hardened but each one is critical to the mission. Many non-combat arms personnel may be abnormally stressed by a deployment in a unsettle and potentially dangerous area be aware that their doubts about their combat skills may make them feel inadequate and doubt their contribution to the mission. they are a force-multiplier and are essential.

l. Prepare the mindset for operations

The whole is greater than the sum of the parts. This old nugget was used by intelligence offices back in the days of the cold war when arriving at the assessment based on a few gems gleaned from various sources. Today, your efforts preparing your people for operations consists of a variety of steps all of which contribute to putting the best prepared service person in the field or at sea Strategic relevance demands that members of the CF and units have a very high degree of agility and are able to embrace a culture of readiness. Through a combination of managed readiness and effective family support programs, they and their families must be prepared to face the challenges of a high operational tempo.

m. Priorities: Focus on the mission priorities. This may prove to be

difficult if there is a security or medical risk back home. Remember that news coverage works both ways and that e-mail and cell phones allow the immediacy of the problem to be felt instantaneously.

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n. Know when to speak up and when to shut up

There is a time when you and you boss step behind closed doors and discuss the situation, orders, etc face to face and honestly. Sometimes the CO is only asking a rhetorical questions, sit quietly and listen while the CO vents, be at his/her side when the game face is put on and the CO walks out to meet the troops. Similarly, doing discussion with civilians let them talk, thank them for their candor and tell them you will consider their proposalget up and walk away. You do not have to solve everything at once.

8. The challenge facing the CPO2 or MWO is to make sense of all this and channel it so that they get the job done: a. in a complex, international environment shaping Canadian government policies and public perceptions, b. in a challenging domestic environment that expects so much from you but on its terms, and c. in a varied operating environment, be it domestic, international coalition or foreign humanitarian operations. General Structure Power point presentation by SME

LD2 Case study: identifying leadership challenges 9. Individual instructors to moderate platoon discussion and assist in developing a list of challenges faced by CSM in case study. Task Read and discuss scenario, identify challenges and approaches to challenges Prepare a list of points/challenges to be discussed with entire course in main lecture hall. 10 Background: Setuupa, a former French colony, is a moderate size coastal nation. Page 13 of 17 Change:

The Prime Minister is the Executive Secretariat of La Francophonie. Population is 3 million the majority are French speaking and devoutly Catholic. There is a democratically elected government. An insurgent movement is operating in the north-eastern part of the country which is mainly underdeveloped. The fundamentalist insurgents were displaced from the neighbouring Islamic country of Kahoka. The insurgents have declared that Setuupa was originally a province of Kahoka and are attempting to establish a Muslim dominance of the country. They are lightly armed but a bit fanatical. Thus their threat potential is enhanced by their fanaticism. Canadas Deputy Prime Minister, MP for Toronto-Scarborough, was born in Setuupa. There are approximately 100,000 expats living in Canada, mainly in Toronto and Montreal.

11. Situation: A category 6 typhoon has devastated the low lying coastal area and the onset of the monsoons has created miserable conditions in the port capital city, Bohica and in most villages along the coast. The heavy rains have swollen rivers and caused massive landslides inland in the mountainous northern region. Canada is lead on this humanitarian mission, having responded directly to a request from Setuupa. Uzbekistan has also pledged to send a rifle platoon, military police platoon and a transportation platoon to augment the CF. Ottawa has accepted their offer. No other nations have responded at the moment. Canada has pledged to deploy a full DART coy using its recently acquired heavy lift air fleet. A naval TG is deployed to Australia on exercise with ASEAN naval forces and includes the navys new heavy sealift ship, HMCS Weegotem. The ship is being diverted to lay off the Bohica and provide support to the DART. Normal flow of NGOs is expected. Plundering and theft rampant. First deployed NGSO report inability to stem haemorrhaging of supply lines from port of Bohica to outlying regions. Insurgents have blockaded passable roads in the north and are demanding tribute and supplies before allowing aid to pass. Insurgents have harshly treated western female aid workers. The governments quick decision to deploy considerable assets is viewed by many Canadians as political posturing and undue influence by the Deputy PM.

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Muslim Canadians see the deployment of CF assets as a means of propping up the Setuupa government and opposing the historical Islamic claim. Womens right groups in Canada are protesting the Setuupa governments social policies and have been for a number of years.

12. Student. The Dart coy CSM has just had a heart attack; the coy CO has requested you personally to assist him in preparing to deploy. Over the past three years in the absence of a heavy lift, quick deployment capability, the DART has been allowed to wilt somewhat. The CO DART and command cadre are preparing for the strategic recce but as yet NDHQ has not issued an official order. The 2 i/c is calling together the DART primary and alternate leaders to assess the readiness of the team to deploy. You will work closely with him building the team. 13. Discussion Points. 1. passage of mission information. 2. how to build team from such diverse background: regular and reserve forces (reserves all junior and first deployment). Security platoon + (just recently returned from 10 month deployment to Haiti. HQ, soldiers from 2RCHA plus experienced signallers. Engineers supplemented by ship based Hull Technician and Marine Electricians. Medical platoon augmented from across Canada, 75 % female. Tech trades, short notice postings, all services, 3. Mission duration undetermined, possibly extending over Christmas period. 4. Cultural, ethnic issues you have three second generation personnel from Setuupa as well as a number of 2nd and 3rd generation Muslims amongst your troops not all you senior leaders and supervisors speak French. Canadian government has just passed law allowing abortions. DND has set up clinics and access thru MFRC. Many spouses are opposed to helping a nation that punishes women having abortions.

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5. Canadian national media is playing up deployment as gunboat diplomacy to backup Franco-Catholic regime. Local Canadian Muslim press is totally against deployment. 6. Canadian womens groups are opposed to supporting an antiabortionist regime. 7. Communication policy: a large number of TD troops using their personal cell phones during working hours and on field training to speak with families at other locations in Canada. What do you do and how do you meet this challenge? 8. Uzbek human rights record is dubious. Most Uzbek troops are Muslim. Military continue its former soviet traditions, Officers are regular force, troops are poorly led, poorly trained conscripts. English is not their second language but they have received troop training under PfP. General Structure Focused group discussion leading to list of challenges identified by students. Encourage group interaction during platoon presentation of leadership challenges identified during case study. Be prepared to ask probing questions about the challenges identified by individual platoons.

a. What type of mission was this? b. How might Canadian public opinion shape the performance of your
troops? c. How do you deal with spousal opposition to mission? Develop list of challenges to be presented during LD3. Be prepared to inject leading questions to stimulate discuss.

Stage 3 Leadership challenges identified

General Structure As platoons put forward their submission, moderator types them into screen projection to arrive at comprehensive cross referenced list of challenges.

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