Letterhead for Dept. Army, Deputy Chief of Staff G-3
DAMO-TRV  24 October 2005



MEMORANDUM FOR SEE DISTRIBUTION
SUBJECT: Civilian Leader Development

  1. Today's Army has the responsibility for the development of leaders. The Army is committed to training, educating, and developing all of its leaders…officers, warrant officers, noncommissioned officers, and civilians. Leaders must be appropriately developed before assuming and even while occupying leadership positions - to ensure they have the necessary competencies and confidence to effectively operate in a complex and challenging 21st Century national security environment.
  2. Civilian leaders' contribution to the Army continues to increase as Army missions expand and as military personnel authorizations transfer from institutional organizations to operational units. These transfers are creating responsibilities that are being given to Army civilians. Civilian leaders have a much greater role in the future, requiring them to be even more adaptive leaders. The preparation of civilians for successive levels of leadership responsibility is critical.
  3. The Army's core competency to "Grow Leaders" should be strategically linked to each organization's visions, goals, and objectives to ensure a systematic approach to developing civilians. Organizations should promote an environment for leaders to identify and nurture its future leaders, assign leaders challenging responsibilities, and incorporate and promote the Army's life-long learning philosophy. The right balance of education, training, and experiences will provide leaders who are equipped intellectually and endowed with the confidence to meet the many and uncertain challenges of the future.
  4. I strongly endorse training and education for Army civilians and encourage supervisors to provide opportunities for civilians to participate in existing Army leader development programs as we transform to a new education system. Additionally, they must be afforded opportunities to attend Senior Service College, meet Defense Leadership and Management Program goals, and gain a broader work experience to round out their leadership skills. To achieve Army transformation, we need your support in developing current and future civilian leaders.

//signed//
JAMES J. LOVELACE
Lieutenant General, GS
Deputy Chief of Staff, G-3/5/7




DISTRIBUTION:
PRINCIPAL OFFICIALS OF HEADQUARTERS, DEPARTMENT OF THE ARMY

COMMANDER
US ARMY EUROPE AND SEVENTH ARMY
EIGHTH US ARMY
US ARMY FORCES COMMAND
US ARMY MATERIEL COMMAND
US ARMY TRAINING AND DOCTRINE COMMAND
US ARMY CORPS OF ENGINEERS
US ARMY PACIFIC
MILITARY TRAFFIC MANAGEMENT COMMAND
US ARMY CRIMINAL INVESTIGATION COMMAND
US ARMY MEDICAL COMMAND
US ARMY MILITARY DISTRICT OF WASHINGTON
US ARMY SOUTH
US ARMY SPECIAL OPERATIONS COMMAND
US ARMY INTELLIGENCE AND SECURITY COMMAND
US ARMY SPACE AND MISSILE DEFENSE COMMAND
US MILITARY ENTRANCE PROCESSING COMMAND
US ARMY RECRUITING COMMAND
US ARMY RESERVE PERSONNEL COMMAND
US ARMY TEST AND EVALUATION COMMAND
US SOUTHERN COMMAND

DIRECTOR
HQDA INSTALLATION MANAGEMENT AGENCY
CIVILIAN HUMAN RESOURCES AGENCY
CIVILIAN HUMAN RESOURCES REGION, US ARMY EUROPE AND SEVENTH ARMY
CIVILIAN HUMAN RESOURCES REGION, SOUTHWEST
CIVILIAN HUMAN RESOURCES REGION, PACIFIC
CIVILIAN HUMAN RESOURCES REGION, NORTHEAST
CIVILIAN HUMAN RESOURCES REGION, SOUTH CENTRAL
CIVILIAN HUMAN RESOURCES REGION, NORTH CENTRAL
CIVILIAN HUMAN RESOURCES REGION, KOREA
CIVILIAN HUMAN RESOURCES REGION, WEST