Frequently Asked Questions

What factors tend to affect the counterproductive leadership problem?

We have found that poor communication, a lack of interpersonal skills training, and a fear of negative feedback are all major factors in a cycle of counterproductive leadership at Fort Bragg.

How does this program address the factors you identified?

This leadership development program would address the factor of communication by creating communities that will have open discussions with each other. Interpersonal skills training will be addressed by the content of the program. Lastly, the program will encourage feedback through the open dialogue and the opportunities given throughout the program for all participants to share their thoughts.

How and why did you pick topics for the program?

We based the topics on discussions we had during interviews we did with members of the 3rd Brigade CT and 82nd Airborne, and holes we identified in current training. We must note that while these are the most crucial topics, the program is open to expansion as situations develop and change.

How do you know soldiers will want to participate?

Throughout our interviews, we have found that there is a high interest in leadership development opportunities among soldiers, particularly if those opportunities will help them advance and get promoted. When we pitched this idea to a focus group of soldiers, they all expressed deep interest in the program and assured us that we would find no issues finding participants among their peers and their men.

Why do leadership counselors have to apply to lead the program, instead of being selected or otherwise recruited?

It is our belief that an application process would allow an equitable distribution of the role amongst the junior leaders, as well as give those who are passionate about the opportunity a headstart. Additionally, it would allow counterproductive leaders that apply to be weeded out and perhaps be asked to join the program as a general participant, based on their answers on the application or any prior knowledge about their leadership methods and outcomes. It is our hope that as the program develops, leaders will take initiative to join themselves, or any identified counterproductive leader will be asked to join outside of an application process. This program is meant to prevent and change the behavior of counterproductive leaders, not perpetuate the problem.

Why did you choose to limit the program, instead of keeping it open to the whole brigade, or attempting to insert it into the existing structure?

We chose to limit the program to maximize outcomes, at least for now. We felt that there would be more positive outcomes by keeping it small at first and leaving room for expansion. Additionally, the vision for the program is for it to repeat continuously, using feedback from past participants to improve it; this would allow more than the 140 or so first-round participants to join and benefit from it. However, a program cycle could be open to more participants, as long as the same ratios between mentors, leadership counselors, and general participants are maintained. We did not attempt to insert the program into the existing structure because we feel that something new outside of it is needed to spark change and break the cycle of counterproductive leadership.

How should we reach the team if we have more questions about the program and their general findings?

You can reach the team using our JMU emails, which are as follows: