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                  tools that assist the commander in shaping the organization and keeping it on the correct path. One of the most effective ways to begin cultivating mutual trust within the team is to garner the team’s recommendations, ideas, and input when developing the organizational vision. Trust is given by leaders and subordinates and built over time based on common shared experiences (ADP 6-0, 2019a). Teamwork is built on mutual trust and commitment to the team (ATP 6-22.6, 2015).
When the team is involved in developing
the overall vision, you are communicating that you value their ideas, and you are willing to be a collaborative leader. Suppose you don’t involve
the team when developing the organizational vision. In that case, you are effectively saying, “I alone know what’s best for this unit,” which makes it challenging to get buy-in from the team and develop trust. Once the organizational vision has been developed, the commander must craft their intent, which includes the organization’s purpose, the essential tasks that the unit must accomplish to achieve that purpose, and the end state describing how the unit will be postured at the end. The commander’s intent helps leaders operationalize the organizational vision, lays out the “why” and the “how,” and helps the unit visualize where it will be once it’s accomplished its goals. Commanders create their organization’s tone- the characteristic atmosphere in which people work. This is known as the command climate. It is directly attributable to the leader’s values, skills, and actions. A positive environment facilitates team building, encourages initiative, and fosters collaboration, mutual trust, and shared understanding (ADP 6-0, 2019a).
the foundation for a collaborative environment that cultivates trust. The commander must now decide upon a command philosophy used to lead the organization and build the team. Commanders generally don’t develop command philosophies overnight; this is done through years of experience and leader professional development. Although the approach or style of a command philosophy may vary, the philosophy should fall within the Army’s Mission Command doctrine. Building cohesive teams through mutual trust and creating a shared understanding within those teams are two principles that guide commanders in exercising mission command (ATP 6-22.6, 2015).
The command philosophy that I have personally adopted and cultivated is what L. David Marquet calls Intent-Based Leadership and the LeaderLeader philosophy in his book Turn the Ship Around (2012). Similar to what is described in the Army’s Mission Command doctrine, Marquet’s phenomenal success as the Submarine Captain of the USS Santa Fe was centered around the idea of creating an environment to allow team building
to occur by ensuring subordinates understood
that they were part of a learning organization where it was alright to make a mistake and where subordinate leaders can and should make decisions. By moving the authority to where the information was and cultivating the idea that giving control,
not taking it, creates leaders who are confident in making decisions independently, Marquet built an unparalleled team.
Marquet had previously observed and had personally been a part of organizations that
had operated under the opposite philosophy,
the Leader-Follower philosophy (2012). This philosophy is built on the premise that one senior leader must be the one to make all of the decisions and issue the commands and orders. There are plenty of leaders and organizations that operate
this way, but Marquet attests that this philosophy of taking and hoarding the control attracts followers and does not cultivate leaders (2012). Conversely, a subordinate leader can use Intent-Based Leadership and the Leader-Leader philosophy to inform their superior what they intend to do. As long as their action is within their commander’s intent and guidance, the action is technically correct and safe, and the action aligns with the organization’s goals,
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Approaches to Team Building
  By involving the team in creating the organizational vision and developing the road map to be followed, the commander helps establish

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