Leadership training is a key core activity of the SSCF program. All activities relate to leadership
in acquisition and implement the Army’s “Be-Know-Do” model. The fellowship first helps the each
student understand themselves better within the “Be” portion of the Army Leadership model. Therefore,
the focus of early offerings is on understanding leadership tenets and skills. These courses include
Crucial Conversations, 360° feedback, Ethics, MBTI and Strategic Leadership.
Crucial Conversations workshop is a results-oriented communications effectiveness seminar. It is
specifically designed to equip participants with the skills necessary to handle conversations when
opinions are diverging, the stakes are high, and emotions are running strong. The seminar takes
place in a classroom setting over a two day period and includes video presentations, extensive
student participation, and facilitated discussion. Fellows identify and practice a short list of
practical conversation skills that will serve them well in their professional lives as well as their personal ones.
Crucial Accountability workshop teaches a step-by-step process for enhancing accountability,
improving performance, and ensuring execution. By learning how to talk about violated expectations
in a way that solves problems while improving relationships, the fellows will improve individual,
team, and organizational effectiveness. This one-day course teaches a straightforward, step-by-step
process for identifying and resolving performance gaps, strengthening accountability, eliminating
inconsistency, and reducing resentment. It uses video, group discussions, skill practice, and
real-life application to make the course both entertaining and engaging.
Influencer workshop provides proven strategies for successfully uprooting entrenched habits,
driving sustained improvement, and executing change initiatives. Fellows will learn how
Influencer training can help them: successfully lead change initiatives; transform corporate
culture; improve compliance with safety regulations; become empowered to solve problems
within their team; learn to diagnose the real causes behind problems and create real solutions;
and learn to influence across the organization with or without formal authority.
The Leading at the Speed of Trust workshop will focus on several aspects of trust including
self trust, relationship trust, and organizational trust. Long dismissed as a moral or “soft”
issue, trust is now recognized for its power to increase speed and reduce operating costs, which
drives profits up. As a member of a four-person team, the simulation will demonstrate why
building a high-trust work environment is as essential as any other measurable organizational
The Ethics Module focuses on a variety of ethical concerns which face acquisition executives
today. Fellows are base-lined in ethics through regulatory guidance and defense department
directives; they also will engage in readings on current ethical concerns through articles
and case studies. Fellows will interact with ethicists in seminar and through a variety of
media formats, ethical issues are brought into the classroom where fellows can reflect,
analyze, and discuss their viewpoints through critical thinking.
Fellows also complete the Myers-Briggs Type Indicator (MBTI) assessment. The MTBI assessment
is a well-known psychometric questionnaire designed to measure psychological preferences in
how people perceive the world and make decisions. With this insight, fellows learn to improve
the dynamics and cohesion of teams by understanding that individuals within a team approach
problems differently and that this very difference can be used to strengthen the team. This
understanding should lead to the differences not only being tolerated, but welcomed.
The “Know” portion of the Army Leadership model includes three DAU courses targeted at senior
leaders: Leading in the Acquisition Environment (ACQ 450), Forging Stakeholder Relationships
(ACQ 452), and Leader as Coach (ACQ 453).
ACQ 450 is an action-based learning course which
provides an overview of the competencies and skills needed to lead in an acquisition
environment. Experiential activities include role playing, simulation, communication,
and critical thinking exercises; examination of a leadership challenge; completion of
a 360° feedback instrument; and an executive coaching session to develop action plans
related to the feedback provided by the 360° survey. Fellows will learn to apply
strategies for leading up, down, and across in an acquisition organization.
ACQ 452 is another action-based learning course. It introduces the Fellows to the
methods and skills necessary to identify, assess, and promote the building of
stakeholder relationships required for success in the acquisition environment.
Experiential activities include a pre-course stakeholder assessment as well as
simulation, communication, and critical-thinking activities that facilitate the
development of tailored stakeholder action plans. At the end of ACQ 452 Course,
participants are able to build ownership of acquisition outcomes across the enterprise.
ACQ 453 is a resident course that focuses on the thinking, behaviors, skills and
strategies needed to accomplish a paradigm shift from managers that primarily direct
and evaluate subordinates to a paradigm that encourages and rewards innovation,
agility, listening, collaboration, continuous and purposeful growth, results and
accountability. As a leader Fellows will develop greater personal awareness an
increase the impact of your energy and the energy of your organization. Fellows
will do this through the learning and application of the principles and behaviors
of effective performance coaches.
Further information on the specific objectives, target attendees, prerequisites,
and course length for these three DAU courses may be found in the most current
DAU Course Catalog: http://icatalog.dau.mil
Empowering Yourself workshop offers lessons on “The Best Kept Corporate
Secrets Revealed.” This one day training focuses on current business challenges
by teaching fellows how to read the business environment and develop an effective
business image. Fellows will be imbued with a greater ability to manage change
and planning, organizing, delegating and controlling skills. Additionally,
fellows will increase their stress management capabilities.
PMT 401, the Distinguished Guest Speaker Program, and the National Security
Module (all addressed later) are other elements in the “Be-Know-Do” model.
They have applications throughout the “Be-Know-Do” model and sessions for
these programs are scheduled all through the year.