JAPCC Flyer on Leadership August 2012
Introduction
If the late president of the International Telephone and
Telegraph Corporation was correct why are there Education &
Training (E&T) programs, seminars, etc. with the topic of
leadership?
The JAPCC project ‘Command & Control (C2) / Leadership Com-
petence Improvement’ is one such seminar model apparently
attempting the impossible. But this model is actually based on
Mr. Geneen’s supposition. It does not aim to tell, purport or
teach how to understand, build, and accumulate leadership
and / or leadership skills. Instead, the JAPCC seminar model in-
vites student(s) to experience leadership through their own
activities, thinking and action.
By triggering the individual’s learning process, the students’
competence in the realm of C2 and leadership will increase
automatically as they struggle, and eventually succeed, in
mastering highly dynamic and highly complex challenges
which continuously call for decision making.
Success cannot be measured by winning this externally-
imposed competition but through the self-imposed process
of reflection and acquired self-knowledge.
Leadership Competence
“Leadership is action, not position.“
2
When dealing with the
word, term, perception or idea of ‘competence’, a cardinal pro-
blem and inevitable debate enter the stage: “What precisely
is competence?” “What do you understand by competence?”
In the context of the JAPCC project aiming at competence
improvement, the answer is: it is all about ability, capability,
skill, proficiency, aptitude, mastery, potential and expertise. It is
not addressing things like authority, jurisdiction, responsibility,
cognisance or zone of influence.
Overleaf is an example of a Leadership Competence model
3
,
differentiating this competence into four specific ones. Having
identified eight capability areas, the model eventually pro-
vides a total of 32 building blocks to learning leadership. If
competence is perceived this way, it is simply consequential
that competence only becomes visible and tangible the mo-
ment it is asked for. But at the same time, the competence in
question cannot be concealed, feigned or replaced.
This circumstance is exactly the basic idea of the JAPCC C2 /
Leadership Competence Improvement project. The students
are confronted with a situation that requires leadership. The
challenge presented, pushes them into a deliberate artificial
JAPCC Flyer
Edition 8
Nothing is more important for
the successful execution of mili-
tary operations than eective
Leadership.
The JAPCC has available a practi-
cal Education and Training (E&T)
model allowing the improve-
ment of leadership competence
of the individual.
This model involves the applica-
tion of commercial, non-com-
puter based simulation systems
as the decisive tool supporting
students in their eort to be-
come leaders.
Leadership Cannot Really Be Taught.
It Can Only Be Learned.
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