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© 2020 by Colonel's Leadership Council

BUSINESS

We work with corporations, non-profits and other institutions to provide executive leadership coaching, consulting and training. Every engagement is designed to meet organizational goals and provide measurable results. We specialize in developing the leadership and team skills needed to succeed at all levels of an organization, with a focus on:

  • Senior Leadership (C-Suite)

  • Team Dynamics and Effectiveness

  • High-Potential Leadership Development

  • New Leaders, Early-in-Career Leaders

In addition, we have two other workshops that help leaders and their teams develop plans for action and ensure those plans improve over time. The Army has two processes that are crucial to the decision-making process and provide groundwork to review the execution of decisions. These processes are timeless. We are trained and skills in these areas not only in the military but in the business environment and are poised to customize an approach for your organization.

The Military Decision Making Process (MDMP)

A planning methodology to understand the situation and mission develop a course of action and produce an operation plan or order. The military decision making process helps leaders apply thoroughness, clarity, sound judgment, logic, and professional knowledge to understand situations, develop options to solve problems, and reach decisions. This process helps commanders, staffs, and others think critically and creatively while planning.

 

The MDMP facilitates collaborative planning. Commanders encourage active collaboration among all organizations affected by the pending operations to build a shared understanding of the situation, participate in course of action development and decision making, and resolve conflicts before publishing the plan or order.
 

The MDMP also drives preparation. Since time is a factor in all operations, commanders and staffs conduct a time analysis early in the planning process. This analysis helps them determine what actions they need and when to begin those actions to ensure forces are ready and in position before execution. This may require the commander to direct subordinates to start necessary movements, conduct task organization changes, begin surveillance and reconnaissance operations, and execute other preparation activities before completing the plan.

After-Action Review (AAR)

Is a professional discussion of an event, focused on performance standards, that enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses. It is a tool leaders and units can use to get maximum benefit from every mission or task.

 

No commander, no matter how skilled, will see as much as the individual soldiers and leaders who actually conduct the training. Leaders can better correct deficiencies and sustain strengths by carefully evaluating and comparing soldier, leader, and unit performance against the standard. The AAR is the keystone of the evaluation process.

 

Of course, AARs are not cure-alls for unit-training problems. Leaders must still make on-the-spot corrections and take responsibility for training their soldiers and units. However, AARs are a key part of the training process. The goal is to improve soldier, leader, and unit performance. The result is a more cohesive and proficient fighting force.

 

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