Human Capital - A Critical Look at Developing Better Acquisition Leaders and Decision-Makers Using the Power of Emotional Intelligence
AIR WAR COLL MAXWELL AFB AL MAXWELL AFB United States
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Mutual trust between government and industry program leaders, and among their followers as well as key stakeholders, is critical to building high-performing teams and executing effective decision-making on complex defense programs. In a 1996 interview with Industry Week, Colin Powell was asked if leadership is recognizable. He replied, The performance of the organization is the ultimate measure of a leader.1 Whether it is amateur or professional team sports, small business startups, or even large government organizations, the unit takes on the personality of its leader. Todays defense acquisition leaders definitely operate in volatile, uncertain, complex, and ambiguous environments. Because this situation will most likely persist into the future, we need to develop more adaptive leaders capable of handling risk to deal with these environmental constraints. Leaders energize teams, not better processes or more oversight therefore, Department of Defense DOD Program Managers need to elevate their Emotional Intelligence EI. By being more self-aware of personal leadership strengths and weakness, program leaders will build, and motivate, more collaborative, agile, and productive teams capable of managing successful defense acquisitions. Sharpening the focus on emotional intelligence in DODs Acquisition Professional Development Program Management Level II curriculum should create better equipped future defense acquisition leaders. Ultimately, developing EI skills will help the DODs next-generation of acquisition program leaders increase their understanding of risk and uncertainty through greater team collaboration, and it will foster more inspired decision-making skills across the enterprise.
- Administration and Management