�ݺ�ߣ

Editor's Notes

1. THANK ORGANIZERS EXPLAIN CHOICE OF TITLE SLIDE – CDN MILITARY LEGACY & ROLE OF CADETS AND RESERVE IN THAT
2. CDN ADOPTED / ACCEPTED DOCTRINAL DEFINITION OF COMMAND ITS ABOUT MISSION ACCOMPLISHMENT – CONTROL OF RESOURCE QUICKLY WISH TO EXPLAIN THE CONCEPT WANT TO START WITH A COMMON STARTING POINT - COMMAND
3. COMMAND VERY PERSONALITY CENTRIC – BIG DIFFERENCES BETWEEN COMMANDERS NOT AN ARBITRARY ACTIVITY – MUST BE APPOINTED AMAZINGLY LOTS OF MISUNDERSTANDING PEOPLE USE COMMAND, LEADERSHIP, AUTHORITY, MANAGEMENT, SUPERVISION – INTERCHANGEABLY OFTEN CONFUSE ONE WITH THE OTHER THREE DISTINCT COMPONENTS TO COMMAND – AUTHORITY – MANAGEMENT – LEADERSHIP NO MISTAKE - ALL THREE ARE NEEDED – ESSENTIAL TO UNDERSTAND THAT BUT HOW ONE BALANCES THE THREE – EMPHASIS PLACED WILL DETERMINE STYLE
4. ALWAYS RELY ON AUTHORITY TO IMPOSE WILL NOT BEST METHOD RELIANCE ON RANK AND POSITION WILL NEVER BUILD A COHESIVE, EFFECTIVE UNIT THAT WILL WITHSTAND THE TEST OF CRISIS. VERY RARELY INSPIRES PEOPLE SOMETIMES HAVE TO USE IT – DON’T BE AFRAID TO USE. WHEN REQUIRED.
5. IT IS PRIMARILY CONCERNED WITH THE ALLOCATION AND CONTROL OF RESOURCES (I.E. HUMAN, FINANCIAL AND MATERIAL) TO ACHIEVE OBJECTIVES. ITS FOCUS IS STAFF ACTION SUCH AS: ALLOCATING RESOURCES, BUDGETING, COORDINATING, CONTROLLING, ORGANIZING, PLANNING, PRIORITISING, PROBLEM SOLVING, SUPERVISING AND ENSURING ADHERENCE TO POLICY AND TIMELINES.
6. HUMAN SIDE DEALS WITH THE PURPOSE OF THE ORGANIZATION – “DOING THE RIGHT THING” VERSUS “DOING IT RIGHT [MANAGEMENT]. LEADERSHIP – OLD UNDERSTANDING – INDUSTRIAL MODEL – COMPLETE TASK – GOOD LEADERSHIP LEADERSHIP – ONLY VALID IF THOSE FOLLOWING BESTOW LEADERSHIP ON YOU. ITS ABOUT INSPIRING, MOTIVATING – GETTING INDIVIDUALS TO FOLLOW YOU WILLINGLY ITS ABOUT INFLUENCING PEOPLE TO ACHIEVE A MUTUALLY BENEFICIAL OBJECTIVE
7. LEADERSHIP EXERCISED THROUGH A SPECTRUM OF INFLUENCE ACTIVITIES BASED ON SITUATION (E.G. INEXPERIENCED, TIRED, FRIGHTENED) / FOLLOWERS
8. A LEADER EXERCISES COMMAND THROUGH THE FORCE OF PERSONALITY AND LEADERSHIP TO INFLUENCE THE ATTITUDE, DIRECTION AND MOTIVATION OF SUBORDINATE S. A LEADER’S ABILITY TO CREATE AN EFFECTIVE AND POSITIVE COMMAND CLIMATE HAS A DIRECT IMPACT ON THE MORALE AND LEVEL OF PERFORMANCE OF THE PERSONNEL WITHIN THE ORGANIZATION. POSITIVE LEADERSHIP, SINCERITY AND COMPASSION BY THE LEADER STIMULATES SUBORDINATE CONFIDENCE, ENTHUSIASM, MUTUAL TRUST AND TEAMWORK. IN ADDITION, ENCOURAGEMENT TO THINK INDEPENDENTLY, USE INITIATIVE AND ACCEPT RISK, AS WELL AS INCLUSION OF STAFF AND SUBORDINATES IN THE DECISION MAKING PROCESS ALL ASSIST IN CREATING AN EFFECTIVE COMMAND CLIMATE.
9. DEFINITION IS CLEAR – IT’S THE EXECUTION THAT IS ALWAYS PROBLEMATIC BASICALLY – ASSIGN SUBORDINATES A MISSION PROVIDE CONSTRAINTS AND LIMITATIONS AND LET THEM GET ON WITH IT TELL THEM WHAT IS TO BE DONE – NOT HOW TO DO IT YOU WILL BE SURPRISED BY INITIATIVE AND CREATIVITY / INNOVATION EASIER SAID THAN DONE
10. CI IS THE COMMANDER’S PERSONAL EXPRESSION OF WHY AN OPERATION IS BEING CONDUCTED AND WHAT HE HOPES TO ACHIEVE BY IT. ITS STRENGTH IS THE FACT THAT IT ALLOWS SUBORDINATES TO EXERCISE INITIATIVE IN THE ABSENCE OF ORDERS, OR WHEN UNEXPECTED OPPORTUNITIES ARISE, OR WHEN THE ORIGINAL CONCEPT OF OPERATIONS NO LONGER APPLIES. IT MUST BE CLEAR TO SUBORDINATES (NOT JUST IN YOUR OWN MIND – CLARITY IS ALWAYS A PROBLEM). “ I NEED YOU TO TAKE CARE OF THE PROBLEM” - “NEED YOU TO GET RID OF THE ENEMY.”
11. mission command is situational. It does not apply to all people or situations. While micro-management and / or rigid superfluous direction may cause resentment and stagnation of creativity and initiative, a lack of direction can produce little effect. Subordinates must be well-trained and possess the ability and skill to be able to execute decentralized tasks. Junior, inexperienced or subordinates provided by some coalition forces may not be capable of exercising mission command. Equally, some situations, such as immediate crises, that demand decisive, quick action may also not lend themselves to mission command.
12. EVERY MILITARY PROFESSIONAL, AS AN INDIVIDUAL, IS RESPONSIBLE FOR THEIR ACTIONS AND THE DIRECT CONSEQUENCES OF THOSE ACTIONS. COMMANDERS ARE RESPONSIBLE TO MAKE DECISIONS, ISSUE ORDERS AND SUPERVISE THE CONDUCT OF THEIR PERSONNEL. THE LEGAL AUTHORITY VESTED IN COMMANDERS NECESSITATES SUBORDINATES TO ADHERE TO THE LAWFUL COMMANDS OF THEIR SUPERIORS. BUT THE COMMANDER WHO GIVES THE ORDERS MUST ACCEPT RESPONSIBILITY FOR THE CONSEQUENCES THAT FLOW FROM THE EXECUTION OF THEIR ORDERS..