Military Review English Edition July-August 2014 | Page 24

Strategic Leadership for
Strategic Landpower
Make Explicit That Which is
Implicit, and Do What Your
Boss Needs You to Do
Gen. Robert W. Cone, U.S. Army, Retired,
Col. Richard D. Creed Jr., U.S. Army, and
Lt. Col. Adrian T. Bogart III, U.S. Army

Gen. Robert W. Cone, U.S. Army, Retired, is
the former commanding general of U.S. Army
Training and Doctrine Command (TRADOC).
He previously served as commander, III Corps
and Fort Hood, Texas, and deputy commanding
general-operations for U.S. Forces-Iraq.
Col. Richard D. Creed Jr., U.S. Army, is the
TRADOC Commander’s Planning Group chief.
He previously commanded the 479th Field
Artillery Brigade, 1st U.S. Army Division West,
Fort Hood. Creed leads the strategic planning,
executive engagement, and command initiatives
for the commanding general of TRADOC.
Lt. Col. Adrian T. Bogart III, U.S. Army, is the
TRADOC Commander’s Planning Group deputy
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chief. His previous assignments include director,
Special Operations Joint Task Force-Afghanistan;
director, National Civil-Military Operations
Center; and commander, 2nd Battalion, 393rd
Infantry Regiment.

W

e would like to share 12 principles of strategic leadership
based on our personal experience. We believe their application can
support the success of leaders and organizations as the Army works through the strategic application of landpower in its role as
the foundational element of the joint force.
Successful strategic leaders generally follow
personal rules devised from their own hardearned experience, as well as the business
July-August 2014  MILITARY REVIEW