Page 31 - FSJ - 070812

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J U LY - A U G U S T 2 0 1 2 / F O R E I G N S E R V I C E J O U R N A L
produces technically capable but
one-dimensional soldiers. While the
level of resources available to the
Army facilitates implementation of
its vision of leader development, the
institutional commitment to sup-
porting that vision is the real reason
for its success.
In terms of professional educa-
tion supporting leader development, the Army really
does put its money where its mouth is.
The lessons that the State Department can learn from
the Army’s experience with professional leader develop-
ment can be summarized as follows:
1. Leaders are made, not born.
2. Leader development requires the proper mix of
training, education and experience throughout an entire
3. Professional development of
subordinates is as much the respon-
sibility of supervisors as it is of the
institution itself.
4. Leader development needs to
be a top organizational priority.
Resources are always an issue, but
the Army has shown that an unwa-
vering, institutional commitment to
leader development as a core element of professional train-
ing and education is the important first step in obtaining
the necessary money and personnel for such a program.
For the State Department to carry out its foreign pol-
icy and diplomatic mandates, it needs a Foreign Service
composed of trained professional leaders, not talented am-
ateurs. The Army has a proven, professional leader de-
velopment system that State would do well to study and
adapt for its own needs.
Leader development
is a continuous process
— not a single event,
course or assignment.