Sgt. Christina Steiner, 84th Training Command (Leader Readiness)
redesigned Company Team Leader Development Course (CTLDC) was
unleashed in July, following an operational trial held earlier at Fort
1st Lt. Monita Johnson (left) and
Todd Jahnke, who also is an Army major, grade Company Team
Leader Development Course homework. (Photo
by Master Sgt. Rick Pedersen)
nearly a year-and-a-half of researching and rewriting individual
classes, Fort McCoy-based CTLDC instructors from the 2nd Battalion,
339th Regiment (formerly the Leadership Development Directorate)
launched the new course. Instructor and course writers have created
several new leadership- and operationally focused classes to stay
current and relevant to an ever-changing Army Reserve time.
is a priority for company and detachment command teams. These teams
consist of three to five members, of which two must be the commander
and first sergeant, according to the U.S. Army Reserve’s command
training guidance for 2008 to 2010. Since CTLDC is a course in The
Army Training Requirements and Resources System (ATRRS), it is
resourced using schools training funds.
leadership class topics include ethics, conflict management, combat
stress, leadership teams and challenges, and scenario training for
classes include Army standards and values, command climate,
personality styles, company operations and effective leadership.
also have light homework they complete as a command team. As a group,
they figure out action plans for drafting a commanders’ vision
statement, creating an ethical climate, using strategic thinking and
putting it all together into a command operational plan.
staff members and a handful of outside students attended the
operational trial, where course instructors presented their newly
designed classes. A series of critiques and after-action reviews
provided feedback for directors and instructors to make future
revisions, as necessary.
to Army Training and Doctrine Command policies, anytime course
managers, writers or instructors wish to enact major changes to a
course, they must organize a critical task selection board (CTSB) that
includes subject-matter experts, writers, CTLDC graduates, and
critiques and evaluations over the course of time also play a part in
how the course evolves.
course rewrite is a long and arduous process. It can take a year or
longer depending upon normal unit mission requirements. Course writers
are frequently Soldiers who have other projects and duties in addition
to the course.
leadership staff conducted several meetings and boards over the past
two years to determine the direction and focus for the course, to
include the transformation from regional readiness commands (RRCs)
into new operational and functional commands.
original CTLDC was conducted in April 1999 at and by the 63rd RRC in
California. It was an intensive 52-hour course running five to six
several rollouts across various RRCs since then, and based upon the
2004 U.S. Army Reserve Leadership Campaign under then-Chief of the
Army Reserve Lt. Gen. James R. Helmley, researchers determined that
the course needed standardization. Hence the then-Leadership
Development Directorate based at Fort McCoy was given the course. The
first national CTLDC "rollout" was May 2004. Prior to that,
the 63rd RRC hosted the only CTLDC.
Kane, 2nd, 339th leadership specialist, and Maj. Christopher Perner,
course director, oversaw the course rewrite based upon the CTSB
strength of the course is that it explores effective leadership
practices with emphasis on interpersonal skills," Perner said.
"It also demonstrates the benefits of leading a unit as a
cohesive command team, rather than individually. When teams learn to
work together they are much more effective at overcoming leadership
challenges. They also build what we call a ‘command operational plan’
while they’re at the course, that they can take home and implement
at their units. The students really like leaving the course with a
product they can put into action."
Sgt. Rick Pedersen, CTLDC instructor, was one of several writers, and
explained this process, using his new class on building a leadership
team as an example:
dissected the combination of two existing classes, merged them, then
added more to ‘spice it up.’ The basis for the new class is for
the command team to not only consider their own small team, but the
overall unit’s talents and strengths," Pedersen said. "It’s
all about knowing your team or unit’s overall strengths. It took
about a month to finish."
fiscal year (FY) 2009, the CTLDC has hosted courses since July in
locations such as: the U.S. Army Civil Affairs and Psychological
Operations Headquarters at Fort Bragg, N.C., the 143rd Expeditionary
Sustainment Command in Florida, the 416th Engineer Command in
Illinois, the 63rd Regional Support Command in California, the 310th
and 316th Expeditionary Sustainment Commands in Indianapolis and
Pennsylvania, and the First Mission Support Command in Puerto Rico.
The three three-person mobile training instructor teams (MTT) have
taught close to 400 students.
2nd Battalion, 339th Regiment also manages, writes and instructs in
the Army Reserve’s Pre Command Courses held at Fort McCoy and
Atlanta, and is designing a Supervisory Development Course for Army
civilians and Soldiers, due to rollout in December.
Army Reserve operational and functional commands are interested in an
MTT visiting their Major Subordinate Command to teach CTLDC, contact
CTLDC team leaders: Capt. John McGovern at 608-388-2391 or Maj.
Christopher Perner at 608-388-7624.
are full-time employees at Fort McCoy. The CTLDC school code in ATRRS