SOLLIMS Sampler: Leadership in Crisis and Complex Operations   [open pdf - 4MB]

This is the May 2017 special edition of the Stability Operations Lessons Learned and Information Management System (SOLLIMS) Lessons Learned 'Sampler' - "Leadership in Crisis and Complex Operations." From the "'Quick Look' (Preview of the Lessons)" subject heading: "Leadership failure - by UN peacekeeping leaders with responsibility for the Malakal Protection of Civilians (POC) site, South Sudan in February 2016 - was a contributory factor to spoilers' gaining access to this UN site and the resultant deaths of civilians and destruction of property. [...] Security Sector Reform (SSR) and Disarmament, Demobilization, and Reintegration (DDR) actions launched in Liberia at its "golden hour" (mid-2003 to 2005) were absolutely critical for post-conflict recovery and for establishing a viable foundation for further stabilization work. [...] Certain leader attributes prominently stand out as "keys to success" - frequently cited in strategic leader assessments and lesson reports from recent peace-keeping and stability operations. Those attributes are: visioning, mapping the environment, cross-cultural savvy, interpersonal maturity, unity of effort and purpose, strategic communication, and determination toward the vision. [...] During the 2010 earthquake relief operation in Haiti, a myriad of organizations carried out disaster relief roles,… JTF-Haiti took a lead role in organizing and synchronizing a large part of subsequent (post-emergency) relief efforts through a number of innovations in partnering, coordinating, communicating, and building unity of effort among the participating organizations. [...] Leadership on UN peacekeeping missions - with troops from many different nations and cultures - presents an array of challenges for commanders, as experienced by a Polish officer assigned to the United Nations Interim Force in Lebanon (UNIFIL). His advice for becoming an "inter-culturally effective leader": integrate differences, bridge differences, and tolerate differences. [...] Military leaders, Joint, Interagency, Intergovernmental and Multinational (JIIM) partners, as well as their staffs and subordinate leaders, must fully understand the roles, functions, goals, objectives, campaign plans, constraints, limitations, resources, caveats, timelines and priorities of each contributing organization, in order to fully establish and exploit development unified action.

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U.S. Army Peacekeeping and Stability Operations institute: http://www.pksoi.army.mil/
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SOLLIMS [Stability Operations Lessons Learned and Information Management System] Sampler (May, 2017) Special Edition
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