LEADER DEVELOPMENT FOR AMERICA'S ARMY

goal–oriented self–development actions. These actions are categorized into immediate, near–term, and long–range
developmental goals that guide self–development actions and efforts:
. . i m m e d i a t e g o a l s f o c u s o n c o r r e c t i n g w e a k n e s s e s a n d r e i n f o r c i n g s t r e n g t h s a s s o c i a t e d w i t h c u r r e n t d u t y
assignments.
.. near–term goals focus on developing SKBs and experience needed for the next operational assignment.
.. long–range goals focus on preparing a leader for more complex duties beyond his next operational assignment.
Figure 8. Self-Development
Self–Development Responsibilities Commanders, leaders, and supervisors should accomplish the following:
.. establish and maintain a command climate and training environment that is conducive to self–development. Lead
by example.
.. besides those duties outlined in the section on operational assignments, provide advice, assistance, and support as
individual leaders prepare and execute their developmental action plans.
Individual leaders should:
.. take initiative to attend courses that support developmental goals.
.. affiliate with and participate in professional organizations.
.. read professional material, write for self and for professional journals, and take appropriate correspondence
courses.
DA PAM 350–58 • 13 October 1994
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