These future environment features imply profound impact on leader competencies, including influencing others and partnering. These future environment features imply profound impact on leader competencies, including influencing others and partnering. The Army has long recognized the important aspects of many of these competencies, including flexibility and reasonable risk taking, a subset of entrepreneurship. However, the 1990 FM 22-100 is way off target in its outmoded approach to competencies. The next step would be competency-based officer and enlisted human resource management systems.
People are the key in competency-based systems.
Competencies are powerful enablers, not magic result producers. Nevertheless, the evidence suggests that a competency-based military leadership system is one of the best ways to leverage the qualitative advantage of the American soldier in the next decade and beyond. Methods of delivery will still include teaching, coaching and counseling, but the details of presentation must change for fullest effect. The perspectives and supporting skills of the Generation X executive and senior leaders who will be in charge then must keep pace. Coaching should change, too.