Stewards of the Profession U.S. Army Training and Doctrine Command
The Army’s “Culture of Trust” remains the bedrock of our profession. It includes the internal trust that Army professionals live by while upholding the Army values, and the external trust of the American people in our commitment to serve the Nation, ethically and effectively. It is every Soldier and Army Civilian’s responsibility to live the Army values, strengthening this “Culture of Trust” and stewarding the Army Profession.
Watch PoA - BG Hill - 3 Questions
BG Hill at the Combined Arms Centers answers questions about Educating the Force on the Profession
Building and Maintaining a Positive Climate Handbook.
The purpose of this handbook is to help command teams and other leaders build and maintain a positive climate in their organization.
Building Cohesive & Adaptive Teams - Small-Unit Leader Training Aid
This training aid is designed for small-unit leaders (e.g., platoons, squads, and teams) to supplement and maximize the value of the training and other work tasks that are already taking place in their unit. Specifically, this aid is intended to help you, as a small-unit leader, build a cohesive and adaptable unit that is better prepared to overcome the challenges that will be encountered in the future operational environment.
Leader Development in contact, Leadership observations from the National Training Center.
At the National Training Center, we spend time assisting units to build their understanding of doctrine, the operations process, the science of control, and the fundamentals our units must execute on the modern battlefield. While critical to our success on future battlefields, some rotational units overlook the most critical element of combat power: leadership.
Download the Army Doctrine Audiobook of Army Doctrine Publication (ADP) 6-22
The Army Doctrine Audiobook provides users with an alternate format for accessing ADP 6-22. It has been abridged to meet the requirements of the audiobook format.
Army Training and Leader Development Strategy (ATLDS)
The purpose of the Army Training and Leader Development Strategy (ATLDS) is to identify priorities and outcomes needed to achieve the Army Vision and the Army Strategy (2018), across the near- and mid-term periods of the Army Campaign Plan (ACP) for fiscal year 2020-28 (FY20-28), and to synchronize these Armywide training efforts.
NCOs Speaking About Leadership
Army Profession Forum Noncommissioned Officer panel members discussing Leadership at the direct level and fears associated with being a junior leader.
Leadership Assessment Reference Card
Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.
Character & Ethical Leadership Self-Reflection Guide
Army leaders are entrusted to provide others with purpose, direction, and motivation to accomplish the mission and improve the organization.
Building Trust and Cohesive Teams
Leaders build cohesive teams by setting and maintaining a collective mindset among team members and enabling successful performance.
Counterproductive Leadership Resources
Addressing issues that impact readiness is a priority for the Army and its senior leaders. The Army has identified toxic leadership as one issue that negatively impacts readiness. However, the term “toxic” has become a buzzword, and there is a lack of shared understanding about its meaning. Therefore, the Army coined the term “counterproductive leadership,” which is more comprehensive than the label of toxic leadership and emphasizes observable behaviors (versus leader intent). CAPL has developed self-study materials to equip learners with the knowledge and skills to identify when counterproductive leadership is occurring, assess why and when it occurs, and address it productively.
Reinvigorating the Army's Approach to Mission Command (Part 1, 2, and 3)
The mission command philosophy is the U.S. Army’s approach to command and control. It empowers subordinate decision-making and decentralized execution, using mission orders to enable disciplined initiative in accomplishment of the commander’s intent. On this score, there is good news and bad news. The bad news is many in our Army find the idea of mission command confusing or insincere. For some, there is a significant difference between what mission command should be versus what actually happens. Over the past decade, leaders at various levels routinely cited their personal experience in garrison, during field training, and while operationally deployed as at odds with our mission command philosophy. The good news is leaders at every level, from warfighters to doctrine writers and squad leaders up to general officers, are talking about mission command.