They determine what they need to know for the job, for the future, and they go after it. As leaders become more senior, there are fewer institutional schools and organizational opportunities available to them and the more important self-development becomes. Influencing, operating and improving are root leadership actions. Whether through orders, personal example or cooperative efforts, leaders get others to work together for collective goals. That requires giving reasons and challenges, not just tasks.
Higher levels require more indirect techniques and a clearly understood intent.
Assessing change is essential to improving an organization. This new doctrinal emphasis means that a leader's influence today involves preparing for tomorrow. Improving the organization is not itself a new concept, for good leaders get their people ready for contingencies and strive to leave the unit better than they find it. FM 22-100 now codifies the ideal. Just pushing troops to meet immediate demands never has been enough.