4 December 1997
COAST GUARD LEADERSHIP DEVELOPMENT PROGRAM
This Instruction describes the Coast Guards Leadership Development
Program (LDP) and outlines responsibilities to carry it out. It
outlines leadership competencies, provides a professional reading
list, and introduces a leadership essay program to enhance leadership
Area and district commanders, commanders of maintenance and logistics
commands, commanding officers of Headquarters units, assistant
commandants for directorates, chief counsel, and special staff
offices at Headquarters shall ensure the contents of this Instruction
are given widest distribution.
Coast Guard Goal One is to provide leadership and a working environment
that enables all our people to reach their full potential and
maximize Coast Guard mission success. The Leadership Development
Program supports this goal. Over the past several years the Coast
Guard has built a framework for strengthening leader development.
We articulated our core values: Honor, Respect, and Devotion to
Duty, values which frame the behaviors the Coast Guard expects
from its people. The Commandant approved establishment of a Leadership
Development Center, which will be an integral part of our Coast
Guard Academy. Leadership work groups identified 21 basic leadership
competencies consistent with our core values, missions, and work
forces that are published in this Instruction. These provide a
basis for describing specific leadership performance expectations
for all work force levels. The Leadership Development Program
includes all Team Coast Guard work force components ... active
duty and reserve military, civilians (appropriated and non-appropriated),
and Auxiliary. It will use a variety of methods to develop leadership
skills (e.g., formal resident training, training aids, guidebooks,
coaching, and self-development).
Development Program has four principal elements:
leadership competencies and expectations of performance for
all work force components at every level;
up the Leadership Development Center (LDC) at the Coast Guard
Academy. The LDC will include Officer Candidate School (OCS),
Chief Warrant Officer Indoctrination, the Chief Petty Officers
Academy, Officer-in-Charge/Executive Petty Officer Training,
Command and Operations School, the Civilian Employee Orientation
Program, and the Leadership and Quality Institute;
core values, leadership competencies, and expectations of performance
into existing resident training (e.g., "A" Schools,
OCS, and the Academy); and
tools to help individuals and units improve leadership skills,
e.g., support for continuing education, a professional reading
list, a leadership essay program, better mentoring support,
and other leadership training aids.
MODEL. As one of Americas armed forces with a proud
humanitarian heritage, the Coast Guard has long been distinguished
by individuals willing to sacrifice personal interests to accomplish
our missions and defend our Nation. This unique military and humanitarian
Coast Guard identity demands leadership grounded in integrity
as well as professional competence. It requires leaders who understand
a broad range of leadership techniques and who can apply them
properly and decisively across a wide variety of situations involving
every component of Team Coast Guard. The Leadership Development
Program is built on these principles.
in the model below, the program foundation includes the Coast
Guards vision, core values, and societal influences. The
building blocks are leadership competencies and expectations of
performance. Next are organizational, unit, and individual processes
that assess and develop the leadership skills needed for mission
success. Responsibility for leadership development has always
been shared by each individual, his or her unit,
and the organization. The individual element includes identifying
ones own strengths and shortcomings, developing a personal
plan for improvement, and taking initiative in pursuing education.
The unit provides support such as formal and informal indoctrination
and training, counseling, and mentoring. The Coast Guard organization
provides formal systems and processes such as assignments, policy,
training, and education.
Coast Guards Leadership Development Program
The Coast Guards Leadership Development Program provides
a framework that helps every member of Team Coast Guard achieve
his or her full potential and maximize mission performance.
(Desired End State). A fully integrated Leadership Development
Program encompassing the entire Coast Guard work force throughout
their time in service.
The ability to work through others to accomplish a task.
Leader. A leader whose followers are committed to and achieve
desired results by having the right tools, information, and
Development. The system by which an organization grows its
work force into leaders.
PRINCIPLES. The Coast Guards Leadership Development
Program (LDP) is:
- Fully integrated;
- Based on
competencies and expectations of performance; and
Integrated. The LDP includes:
work force components
Civilian, and Auxiliary at every rate, rank, grade, and
of Work Force Components. Every member of Team
Coast Guard has important leadership responsibilities. The
LDP supports all members of Team Coast Guard.
of Methods and Levels. The new Leadership Development
Center at the Coast Guard Academy will strengthen leadership
resident training. However, because leadership skills are
developed not just by resident training but by a wide variety
of other means such as observing others, self-development,
on-the-job training, and performance feedback, values and
practices taught at resident courses will be reinforced by
systems, policies, and daily activities in our workplaces.
The LDP considers all factors that influence leadership
and non-resident training;
programs for individuals;
for assessing unit and Coast Guard-wide work environments
to assess individual strengths and needs;
and processes such as recruiting and hiring, pay and compensation,
rewards and recognition, discipline, evaluations, assignments,
and promotions; and
impact of Coast Guard goals, regulations, and policies.
traditional method for enhancing leadership emphasized
formal training courses. The LDP includes training and
non-training processes and involves the individual, unit,
and Expectations of Performance.
Leadership competencies are measurable patterns of behavior
essential to leading. The Coast Guard has identified 21 competencies
which are consistent with our missions, work forces, and core
values of Honor, Respect, and Devotion to Duty. Enclosure
(1) describes the basic Coast Guard leadership competencies.
of Performance. Expectations of performance will be developed
to describe the knowledge, skills, attitudes, and abilities
the Coast Guard requires of each individual. They will be
aligned with core values and competencies. They are cumulative
and carried on through ones career as shown by the picture
To show how individual expectations change from entry level
to top leadership, consider the competency, "Looking
out for Others." It is described: Successful leaders
identify others needs and abilities. They ensure fair
and equitable treatment, project high expectations for subordinates
and their teams, know their job, express confidence in their
abilities, recognize achievements, and use reward systems
effectively. Leaders appropriately support and assist in professional
and personal situations and use formal and informal processes
to positively resolve situations.
one moves from entry level to top leadership, the level
of performance grows from awareness, to application, to
of performance are developed using "needs assessments."
Two needs assessments, for non rates and chief petty officers,
have already been completed. Because they addressed the senior
and junior ends of the enlisted work force, they will also
help to develop performance expectations for the petty officer
pay grades in between. Additional needs assessments will be conducted over the next several years to develop performance
expectations for other positions and work force components.
Needs assessments for ensigns and top leadership, military
and civilian, are scheduled to begin in 1998. Needs assessment
results will influence current training (e.g., recruit training,
"A" Schools, CPO Academy, Officer Candidate School,
the Academy, civilian developmental programs) and non-training
processes (e.g., recruiting, compensation, rewards and recognition,
evaluations, assignments, and promotions).
- Job-Related. Coast Guard personnel have different leadership development
needs depending on their job. Many factors create differences
in leadership requirements. For example, a Chief Boatswains
Mate who is an Officer-In-Charge of a cutter has different leadership
requirements than one who is a Chief Master-At-Arms at a shore
station. Additionally, because of internal promotion and assignment
systems, military personnel generally move to positions of increased
leadership expectations throughout a career. Civilians and Auxiliarists,
however, can move through positions of greater leadership responsibility
by different methods. The Leadership Development Program will
take these job-related differences into account. Enclosure (2)
gives examples of leadership development tools each member of
Team Coast Guard can expect from the Leadership Development
READING LIST (originally published as "Coast Guard
Professional Reading List). Life-long self-development is an important
component of leadership development. To assist members of Team
Coast Guard with their own development, enclosure (3) provides
a professional reading list of books, magazines, and journals
related to leadership. Individuals are encouraged to read materials
on the list regularly and submit recommendations for new listings.
ESSAY PROGRAM. Enclosure (4) describes a Coast Guard leadership
essay program designed to help individuals, units, and the entire
Coast Guard share the leadership ideas and experiences of Team
Coast Guard on a broad basis. Participation is voluntary.
Commandant (G-WTL), as program manager for the LDP, working with
the Coast Guard Academy Superintendent and the Leadership Advisory
the Leadership Development Center at the Coast Guard Academy
according to the following schedule:
and Operations School
Warrant Officer Indoctrination
Petty Officer Course
and Quality Institute
Employee Orientation Program
Petty Officer Academy (East Coast)
the progress of needs assessments;
and publish expectations of performance for all of Team Coast
assess the performance of Coast Guard leaders against defined
expectations. Help determine the causes of any significant leadership
performance gaps and recommend appropriate remedies;
- Act as
program manager for the leadership portions of resident-training
and enlisted accession-point training;
training such as "A" schools, CPO Academy, CWO Indoctrination,
Command and Operations courses;
Employee Orientation and Career Development; and
and Quality Institute courses.
a Coast Guard-specific CWO Indoctrination Course;
and help standardize unit-level leadership initiatives; and
and publish a Work Force Career Development Guide.