New Products

The Army needs strong leaders that continually work to grow their leadership abilities. Project Athena is the Army’s premier effort to provide leaders feedback about the skills, capabilities, and tendencies they possess and how those individual differences relate to being a strong leader

Please join us for another exciting and informative Leadership Professional Development webinar with Gen. (R) Carter Ham. The topic will be Ethical Leadership.

The purpose of this guide is to support coaching to Army leaders. Developing others is a requirement of all leaders. Coaching is one way to engage in developing others. It is similar to counseling and mentoring. Coaching aims to bring out and enhance capabilities already present in a leader.

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.

BG Hill at the Combined Arms Centers answers questions about Educating the Force on the Profession

The purpose of this handbook is to help command teams and other leaders build and maintain a positive climate in their organization.

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.

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.

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.

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.

Army Profession Forum Noncommissioned Officer panel members discussing Leadership at the direct level and fears associated with being a junior leader.

Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

Army leaders are entrusted to provide others with purpose, direction, and motivation to accomplish the mission and improve the organization.

Leaders build cohesive teams by setting and maintaining a collective mindset among team members and enabling successful performance.

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.

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.