FM 6-22 Developing Leaders, Change 2

1 0 . '(9(/23,1* /($'(56. NOVEMBER . Including Change 2, 20 February 2025. DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. 7 KLV SXEOLFDWLRQ VXSHUVHGHV )0 GDWHG -XQH . HEADQUARTERS, DEPARTMENT OF THE ARMY. Foreword Developing leaders is an important part of stewarding our profession, the profession of arms. The Army's asymmetric advantage in this volatile and complex world is our leadership at echelon. No other Army in the world can match us; frankly speaking, we have the best people. I firmly believe that leaders are made and not born, and thus require a significant investment of time and energy to develop. FM 6-22 assists in this quest and applies to all leaders at echelon, from fire team to division. It provides specifics and examples of how to develop leaders, including oneself. This doctrine walks through a range of developmental activities that focus on feedback, practice, and study.)))

2 This manual tells the reader how an Army leader looks and acts. Mastery of this doctrine is a wise investment of a professional Soldier's time. THEODORE D. MARTIN. LIEUTENANT GENERAL, UNITED STATES ARMY. COMMANDING. This publication is available at the Army Publishing Directorate (APD) site ( ), and the Central Army Registry site ( ). To receive APD's weekly publishing update, subscribe at ). Change No. 2 Headquarters Field Manual Department of the Army No. 6-22 Washington, DC, 20 February 2025. Developing Leaders 1. A caret (^) denotes changed material. 2. FM 6-22, 01 November 2022, is changed as follows: Remove Old Pages Insert New Pages 2-2 2-2. 4-12 4-12. 4-17 4-17. 4-22 4-22. 4-33 4-33. 4-41 4-41. 4-44 4-44. 4-45 4-45. 4-56 4-56. 4-61 4-61. 5-10 5-10. 3. File this transmittal sheet in front of the publication for reference purposes. DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

3 This page intentionally left blank. *FM 6-22. Change No. 2 Headquarters Field Manual Department of the Army No. 6-22 Washington, DC, 01 November 2022. Developing Leaders Contents Page vi INTRODUCTION .. vii Chapter 1 Developing LEADERS .. 1-1. Tenets of Developing Leaders .. 1-2. Leadership Requirements .. 1-3. Developing Cohesive and Effective Teams .. 1-4. Growth Across Leadership Levels and by Cohorts .. 1-5. Transitions Across Organizational Levels .. 1-6. Chapter 2 FUNDAMENTALS OF DEVELOPMENT .. 2-1. Section I Setting 2-1. Establishing A Learning Environment .. 2-2. Gaining Knowledge Of Subordinates .. 2-4. Section II Providing Feedback .. 2-6. Observation Planning .. 2-6. Accurate and Descriptive Observations .. 2-7. Observation Execution .. 2-13. Feedback Delivery .. 2-15. Section III Enhancing Learning .. 2-19. Guided Discovery Learning Techniques .. 2-19. 2-21. Counseling.

4 2-22. Mentoring .. 2-23. 2-26. Section IV Creating Opportunities .. 2-28. Challenging Experiences .. 2-28. Leader Selection .. 2-29. Leader Succession .. 2-30. Career Development And Management .. 2-31. Chapter 3 SELF-DEVELOPMENT .. 3-1. Strengths and Developmental Needs Determination .. 3-2. Goal Setting .. 3-6. Self-Enhanced Learning .. 3-12. Learning In Action .. 3-21. Chapter 4 LEARNING AND DEVELOPMENTAL ACTIVITIES .. 4-1. DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. *This publication supersedes FM 6-22, dated 30 June 2015. 01 November 2022 FM 6-22 (INCL C2) i Contents Capability Evaluation and Growth .. 4-2. Developmental Activities .. 4-3. Army Values .. 4-6. Empathy .. 4-8. Warrior Ethos/Service Ethos .. 4-9. Discipline .. 4-10. Humility .. 4-11. Military and Professional Bearing .. 4-12. Fitness .. 4-13. Confidence .. 4-14. Resilience.

5 4-16. Mental Agility .. 4-16. Sound Judgment .. 4-19. Innovation .. 4-20. Interpersonal Tact .. 4-21. Expertise .. 4-24. Leads Others .. 4-25. Builds Trust .. 4-29. Extends Influence Beyond the Chain of Command .. 4-32. Leads by 4-35. Communicates .. 4-41. Prepares Self .. 4-46. Creates a Positive Environment/Fosters Esprit de 4-54. Develops Others .. 4-63. Stewards the Profession .. 4-67. Gets Results .. 4-69. Chapter 5 PROGRAM DEVELOPMENT .. 5-1. Unit Leader Development Programs .. 5-2. Evaluating Leader Development Programs .. 5-22. GLOSSARY .. Glossary-1. References-1. INDEX .. Index-1. Figures Introductory Figure 1. Logic chart for Developing leaders .. viii Figure 1-1. Leadership requirements model (ADP 6-22).. 1-3. Figure 1-2. Army team building process model .. 1-4. Figure 2-1. Fundamentals of Developing leaders .. 2-1. Figure 3-1. Example DA Form 7906 (front), Individual Development Plan military member.

6 3-7. Figure 3-2. Example DA Form 7906 (back), Individual Development Plan military member .. 3-8. Figure 3-3. Example DA Form 7906 (front), Individual Development Plan civilian member .. 3-9. Figure 3-4. Example DA Form 7906 (back), Individual Development Plan civilian member .. 3-10. Figure 5-1. Example unit leader development program outline .. 5-12. Figure 5-2. Example unit leader development program .. 5-13. Figure 5-3. Example battalion NCO development program .. 5-15. Figure 5-4. Example battalion platoon sergeant development program .. 5-16. Figure 5-5. Example battalion leader development program for lieutenants .. 5-18. ii FM 6-22 (INCL C2) 01 November 2022. Contents Figure 5-6. Example unit leader development scorecard .. 5-22. Tables Table 1-1. Questions to focus approach dealing with counterproductive leadership .. 1-4. Table 1-2. Characteristics of and effective and ineffective teams.

7 1-5. Table 2-1. Elements and questions to assess an organization .. 2-2. Table 2-2. Learning principles .. 2-3. Table 2-3. Framing character .. 2-8. Table 2-4. Framing presence .. 2-9. Table 2-5. Framing intellect .. 2-10. Table 2-6. Framing leads .. 2-11. Table 2-7. Framing develops .. 2-12. Table 2-8. Framing achieves .. 2-13. Table 2-9. Mentor roles and responsibilities .. 2-23. Table 3-1. Tips for motivation .. 3-13. Table 3-2. Reflective question examples .. 3-16. Table 3-3. Example questions to focus thinking .. 3-18. Table 3-4. Techniques to address procrastination .. 3-22. Table 4-1. Developmental goal identification .. 4-1. Table 4-2. Methods to implement developmental activities .. 4-2. Table 4-3. Evaluation model .. 4-3. Table 4-4. Developmental activities for attributes .. 4-4. Table 4-5. Developmental activities for competencies .. 4-4. Table 4-6. Essential principles, standards, and qualities for successful leaders.

8 4-7. Table 4-7. Discern right from wrong in any situation .. 4-7. Table 4-8. Develop the Army Values in all Army individuals .. 4-8. Table 4-9. Identify with another person's feelings and emotions .. 4-9. Table 4-10. Exemplifies the Warrior Ethos/Service Ethos .. 4-10. Table 4-11. Control personal behavior .. 4-11. Table 4-12. Seek feedback and explore personal performance .. 4-12. Table 4-13. Possess a commanding presence .. 4-13. Table 4-14. Project a professional image of authority .. 4-13. Table 4-15. Have sound health, strength, and endurance .. 4-14. Table 4-16. Project self-confidence and certainty .. 4-15. Table 4-17. Demonstrate composure through control over personal emotions .. 4-15. Table 4-18. Recover quickly from adversity while maintaining focus .. 4-16. Table 4-19. Develop mental flexibility .. 4-17. Table 4-20. Anticipate or adapt to uncertain or changing situations.

9 4-18. Table 4-21. Apply multiple perspectives and approaches .. 4-18. Table 4-22. Assess situations and draw sound conclusions .. 4-19. 01 November 2022 FM 6-22 (INCL C2) iii Contents Table 4-23. Form sound opinions, sensible decisions, and reliable guesses .. 4-20. Table 4-24. Introduce new ideas based on opportunity or challenging circumstances .. 4-20. Table 4-25. Produce novel and appropriate ideas and objects .. 4-21. +Table 4-26. Recognize differences and display self-control, balance, and stability .. 4-22. Table 4-27. Understand interactions with others .. 4-23. Table 4-28. Be aware of how others see you and sense how to interact effectively .. 4-23. Table 4-29. Acknowledge character, reactions, and motives and their effects .. 4-24. Table 4-30. Possess relevant facts, beliefs, logical assumptions, and understanding .. 4-25. Table 4-31. Uses appropriate influence methods to energize others.

10 4-26. Table 4-32. Provides purpose .. 4-27. Table 4-33. Enforces standards .. 4-28. Table 4-34. Balances mission and followers' welfare .. 4-29. Table 4-35. Sets personal example for trust .. 4-30. Table 4-36. Takes direct actions to build trust .. 4-31. Table 4-37. Sustains a climate of trust .. 4-32. Table 4-38. Understands sphere, means, and limits of influence .. 4-33. Table 4-39. Negotiates, builds consensus, and resolves conflict .. 4-34. Table 4-40. Displays character .. 4-35. Table 4-41. Exemplifies the Warrior Ethos/Service Ethos .. 4-36. Table 4-42. Leads with confidence in adverse situations .. 4-37. Table 4-43. Demonstrates tactical and technical competence .. 4-38. Table 4-44. Understands and models conceptual skills .. 4-39. Table 4-45. Seeks diverse ideas and viewpoints .. 4-40. Table 4-46. Creates shared understanding .. 4-42. Table 4-47. Listens actively .. 4-43. Table 4-48.