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ADP 6-22 Profession

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In this essay I will be informing you on Army leadership and the profession. ADP 6-22 is a publication that displays and writes about Army leadership and the profession. It covers the attributes and core competencies of leaders at various levels. It covers how they act decisively and ethically in uncertain situations. It also expresses the expert’s knowledge and skills of the Army profession. I will first begin by describing to you what Army leadership and profession are. ADP 6-22 describes the Army profession as “a trusted vocation of Soldiers and Army civilians whose collective expertise is the ethical design, generation, support, and application of land power; serving under civilian authority; and entrusted to defend the constitution and …show more content…

Trust is used in one of the characteristics because you must trust your leadership and your teammates. Honorable service is used because you are doing honorable challenging work for your country. Military expertise is used because you are a professionally trained Soldier in the United States Army. Stewardship is used because it is the job of Soldiers and Army to strengthen the Army. Esprit de corps is used into the characteristic because being in the Army is a feeling of pride, fellowship, and a common loyalty toward one another. All these characteristics lead into leadership and human development. Lifelong learning is a part of the Army profession including coaching, counseling, and mentoring. Another development is moral-ethical decision making. The Army profession provides understanding on ethical and moral issues such as social and cultural change, advancing technology, and more. Geo-cultural and political is another development of the Army profession. This includes the understanding of philosophical, religious, and political environments of other nations and parts of the world. The Army profession would not be the same without …show more content…

Four components are influence, purpose, direction, and motivation. Influencing is not just passing orders along. It is inspiring, directional, and motivational to get someone to do an objective that is necessary. Leaders need to give a clear purpose for a desired outcome on an objective. Purpose is usually delivered in orders, directives, or requests. Every purpose needs an elaborate reasoning as to what the purpose is. Saying the purpose can motivate and educate soldiers to get the job done. Ensuring that soldiers understand the objective is part of the reason we give direction. After pointing direction, usually Soldiers do not need guidance and can manage the assignment on their own. Motivation is the will and initiative to get an assignment done. Motivation can come in unusual ways. Motivation can come from within, but words and actions can also motivate others. Indirect motivation can be extremely effective as well. An indirect example is sharing a personal story that can be uplifting and motivates others. There is also such a thing as bad motivation where people can lose morale and get flustered. Another development the Army has made for leadership is the Army leadership model. The model has six categories including character, presence, intellect, achieves, develops, and leads. Character dives into who you are as a person and as a soldier. Six important characteristics of a soldier are Army Values, empathy, warrior ethos,

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The Sergeant Audie Murphy Club established at Fort Hood, TX recognized great leaders. In ADP 6-22 the Army breaks down the attributes it is looking for in a leader. The first attribute is character. That means a leader is disciplined, empathetic, and lives by the Army values. The next attribute is presence.

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Developing leaders is a viable benefit the Army possesses that cannot be replaced by technology or advanced weaponry and platforms.1 The development of soldiers is the most important for building and leading company-sized elements in today's ever-changing operational environment. Army Regulation 600-100 defines leader development as the "deliberate, continuous, sequential, and progressive process, grounded in Army Values that grows Soldiers and civilians into competent and confident leaders capable of decisive action. "2 Several of the roads a soldier will head down, a leader has already crossed.

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This means we must communicate clearly and consistently with each other, train together, trust each other, and allow for Soldiers to be human every so often. As leaders, we often forget the challenges we faced as junior professionals, and we also don’t always know what is going on with the commands or Soldiers we support that may be making mission accomplishment challenging. The culture we instill within our Human Resources operations can either contribute to a climate of teamwork and taking care of Soldiers, or it can contribute to toxic leadership. It is up to us, as Human Resources Sergeants, to embody the Army Ethic, which consists of “the moral values, principles and martial virtues embedded in its culture that inspire and regulate ethical behavior by both Soldiers and the U.S. Army in the application of land combat in defense of and service to the Nation.” (The Profession of Arms, 2010) We must be the example for and instill confidence in our leadership, our peers, our subordinates, and our customers, the Soldiers.

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Among these five characteristics; military expertise, honorable service, trust, esprit de corps, and stewardship of the profession, I believe that military expertise and stewardship of the profession are the two characteristics that make a leader excel in the presence of their peers. ADRP 1 defines military expertise as, “Military expertise is the design, generation, support, and ethical application of land power, primarily in unified land operations, and all supporting capabilities essential to accomplish the mission in defense of the American people”. In order to gain trust from your subordinates for them to follow your guidance, a leader must have military expertise. Without being an expert in your field, subordinates will not trust your guidance provided unto them. ADRP 1 defines Stewardship of the Profession as, “Stewardship is the responsibility of Army professionals to ensure the profession maintains its five essential characteristics now and into the future”.

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These specific values embody responsibility, putting others before self and taking the hard right over the easy wrong. These are just a few attributes needed to be a profession of arms. Working for the Army is not just a job; it is an understanding that we are here to serve the people of the United States. Through trial, error and time, we will see what we are doing right and where we can improve so that we are better in the future. It is only by living each of these responsibilities that I can begin to answer the call my country has placed upon me.

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