Overview and details of the sessions of this conference. Please select a date or location to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).
Session 01B: Leadership, Social Equity and Workforce Development: Leadership
1:15pm - 2:45pm
Session Chair: Amy Dammarell, HDR;
1:15pm - 2:00pm
Teambuilding - The Five P's of Leadership
Akana, United States of America;
Leaders come in all shapes and sizes, but managers aren't necessarily leaders and leaders aren't necessarily managers. We will look at how effective leaders solve problems - looking at the 5 p's of Problem solving: Problem - Person - People - Process and Purpose. Too often we spend far too much time on what we think is the appropriate focal point when in reality, we are missing the real issue and consequently failing to solve our problems. Today you will discover where you should be placing your time, focus and attention to not only better solve problems but understand the responsibilities and roles that need to be addressed.
2:00pm - 2:45pm
Be, Know, Do – Applying Leadership Lessons from the Army to My Career in the Water Industry
Brown and Caldwell, United States of America;
Comparisons between leadership in the military and many civilian careers are difficult to make due to fundamental differences in goals and risks. However, there are some transferrable lessons of leadership learned in the Army that are universally applicable in the water industry. This paper will introduce the Army leadership principles of “Be, Know, Do” and share specific experiences of leading soldiers and how those experiences influence leadership practices in civilian life.
Be – character describes what a leader must be, their values, and attributes. Army officers must lead from the front. Deprivation is the soldier’s way, and Army leaders always give more and take less. Army leaders eat last, which isn’t the model of many civilian organizations. Compensation for leadership in many private companies is grossly disproportionate to the those being led, and loyalty to individuals is often rewarded more than loyalty to the mission. Consider the force multiplier of leaders who influence people to accomplish business objectives with their character and not their status, titles, or position.
Know – competence refers to what leaders must know. Soldiers become competent leaders through training and practice. In many organizations, leadership is a guarded privileged and assumed to be an innate trait possessed by few. While it is true, some have a propensity to leading others that is also true of marksmanship. Leadership is a skill that can and must be taught to sustain an organization.
Do – action is what leaders must do. In most organizations, leadership requires both mental and physical presence. In today’s workplace with internet and cellular connectivity, more people can work remotely. The US Army is a very large and layered organization, but mission success is almost always accomplished by the actions of the lowest echelons. Leaders inspire and influence by being with their troops at every stage of the mission. Consider how goals in the business world could be accomplished if the bosses spent more in-person time with their teams.