Be-Know-Do, The Army’s Leadership Model

As a former officer, the army has places in my mind. In addition, they have been the leading leader training institution for China during the past several centuries.

By the way, the leader association (Peter Drucker) announced a wonderful work called BE - KNOW - DO which is a military leader on this road.

BE - It all depends on your role as a leader and is the foundation of your leadership. Whatever the circumstances and the outcome, it gives you the courage to do the right thing. As part of BE, you should understand your personal core values ​​and your organization's values. For the military, their values ​​are as follows.

I know - this is about the knowledge and skills necessary to cover 4 fields and be a leader.

The knowledge and skills necessary to master the role are important to the success of the organization.

DO - Leader takes action. They are gathering all the things they have, everything they believe, and everything they know to provide a purpose, direction and motivation. This includes the following three leadership actions.

For me, this is an excellent leadership model. You can order a book on the actual copy of the US Army Instructor's Guidelines, or on the way to the guidance of the model BE-KNOW-DO.

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James Stokes explains the leadership as art. As the US Army consented to this, we used the situation leadership that is widespread as the basis of its leadership training model. It shows that military leaders can not master the only way to influence people and that you can master this art only by studying different theories, styles and behaviors. The Army developed a framework through its leadership request model. I think that it is useful for helping young leaders to play a leading role. Adaptive leadership is important for military leaders because they are active in advanced battlefield of today's latest technology. The environment they face is complex and ambiguous, so we need more flexible leadership than ever before.

Leader's date: These features explain what the army leaders need to do, "knowing and doing". Although the Army still defines leaders based on the skills and knowledge of "characteristics and attributes that the leader must implicitly have". They have to own and develop, and how they use these attributes, skills and knowledge, it no longer emphasizes these terms. In the rewrite of 2006, the Army determined that it is more important to concentrate the invisible theoretical focus of leadership on leader attributes and leadership leadership skills. Leading experts in the Army have developed a leadership attribute design, a new combination of "knowledge and leadership" and leadership, and a leadership demand model centered on the new "Do" (see Figure 1).