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EVIDENCE
Much like the Change Catalyst competency, the Strategic Mobilizer is focused on a .
visible and active leadership. First and foremost, this individual understands the specifics of
a plan. He or she has created a shared understanding with the other individuals involved, and
is committed towards moving towards the stated goals. Additionally, the Strategic Mobilizer
demonstrates a capacity for drawing in people and resources with the purpose of emplacing
them for maximum success. He or she has the ability to work well with others and identify
their unique strengths, all in light of how they might best contribute to the mission. What is
more, this individual has the resolve and self-assurance to effectively manage the stress and
challenge that inevitably accompanies a task with intricate, moving parts. The Strategic
Mobilizer employs all of his or her people skill, organizational skill, creativity, and drive to
achieve excellence according to plan.
INTERPRETATION
Just as observed with several other MAiL competencies, the adjective attached to the
noun is absolutely imperative. The strategic bit of Strategic Mobilization is what demands
direction as a companion to motion. Without it, one is not guaranteed that his or her efforts
are in vain and produce no real result, at best, or run contrary to the plan and prove
detrimental, at worst.
My MAiL experience has driven this point home for me. Upon beginning, I too was
convinced that action was indicative of productivity. John Kotter and his work Leading
Change were particularly helpful in correcting that misunderstanding. Discussing the
importance of vision, he says:

Vision plays a key role in producing useful change by helping to direct, align, and
inspire actions on the part of large numbers of people. WIthout an appropriate vision,

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a transformation effort can easily dissolve into a list of confusing, incompatible, and
time-consuming projects that go in the wrong direction or nowhere at all. (p. 8)
While his work refers specifically to the task of major organizational change, it
applies on a smaller scale to organizational task accomplishment. Without clear intent and
direction, morale plummets and energy is tied up in meaningless or impossible tasks. This
reading in conjunction with experience in the ROTC program provided a vivid learning
opportunity.
In addition to a clearer understanding of the strategic element of the competency, I
was also fortunate to come to recognize the importance of the interpersonal aspect. Prior to
journeying through the program, leadership conjured up images of a strong, authoritarian, and
solitary figure. This figure represented the organization, almost was the organization, and
succeeded or failed by the strength of their conviction and ability. Perhaps Jim Collins best
expressed the lesson learned in this program, saying, In contrast to the very I-centric style of
the comparison leaders, we were struck by how the good-to-great leaders didnt talk about
themselves (p. 27). In fact, Collins spends a whole chapter in his book Good to Great
discussing the importance of bringing people on board and getting them into the right spots in
your organization. The companies that dont, that relied on one individual at the top, didnt
succeed (chp. 3)! Of course, bringing the right people into your organization requires a
certain amount of interpersonal tact and relational intelligence; the unreachable, solitary
figure cannot succeed. In order to be defined as a Strategic Mobilizer, one must hone these
people skills.

APPLICATION
The ROTC program has served as an excellent companion to the MAiL program in
my life. Taking insights gained from reading, writing, and classroom discussion and being

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able to apply them in a professional context has given the leadership development experience
a greater depth and meaningfulness. As a senior cadet, I was placed in charge of the
battalions Ranger Challenge Team, a team of some of the highest performing cadets that
competes against other schools in physical and mental challenges. In order to assemble such
a team, I was tasked with holding a tryout that would test cadets from all six schools that
make up the program.
Attached is a link to the Concept of Operations (CONOPS) that was produced for the
tryout. What is not attached is the communication, planning, and adaptation that was
required for successful execution of the plan. I was able to identify several Cadre members
as support, in addition to soliciting the aid of several peers. These assistants helped man
stations on the march, evaluate cadet attitude and performance, grade physical fitness tests,
set-up for the event, and procure required equipment and facilities. Perhaps most
importantly, we were able to secure facility permissions and police support from the
administration at Cal State San Bernardino by working with the cadet battalion commander at
that school. In addition to human resources, I was also able to secure the required materials
necessary for implementation: rucksacks, scales, clipboards and stopwatches, mock rifles,
and more. Careful analysis of resource needs and constant communication with the battalion
supply officer was required to resource this training event.
At its conclusion, the event was labeled a success, by cadets and cadre alike. While
there was certainly some constructive criticism and feedback taken into account, it was
regarded as well executed and well prepared.
In my personal life, I am currently embedded in a situation that is still a work in
progress, but is continually challenging how I work with the individuals involved to move
towards the desired outcome. I currently live in a house with 2 other young men. Living
together demands some level of cooperation; each of us is responsible for assisting in

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maintaining a standard of living. This means aiding in cleaning, pooling of resources to
provide for common purchases, and establishing other house priorities. While one of the
roommates is settled into a rhythm that suits both him and the house as a whole, the other is
not. He has not contributed financially, nor demonstrated a willingness to sacrifice for the
house. In the past few months we have made progress towards moving him into a role as a
contributing member of the house, but still have significant work to be done. Rather than
pushing back against his reticence, Ive assumed the burden of helping him reach a plan that
fits his circumstances while fulfilling house needs, all while understanding what he offers and
offering grace in return. It is my hope that he can yet be fully integrated into our small
community.
CREATION
Developing competency as a Strategic Mobilizer necessitates being involved in active
leadership roles. One is not given the chance to gather, organize, and utilize teams and
resources without demonstrating capacity for success and willingness to lead. Fortunately,
Ill be forced to develop ability and knowledge in this competency by virtue of the career
path ahead of me.
In less than 2 and half months, I will commission as an active duty (full-time) Air
Defense Artillery Officer in the United States Army with the rank of Second Lieutenant
(2LT).. The key developmental role for a 2LT is a platoon leader: the leader of an element of
up to 50 soldiers.. Within this role, I will be responsible for everything the platoon does or
does not accomplish, the majority of which will be executing training in preparation for
wartime mission. Doing so requires careful long and short-term planning, managing
relationships with subordinate leaders, resourcing training, and assembling teams to deal with
various tasks related to the platoon mission. Of all the MAiL competencies, this is the one
that I will encounter most obviously; every daily function or requirement will provide

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opportunity for demonstrating strength as a Strategic Mobilizer. The challenge will be to turn
professional competency into personal competency, applying knowledge in family, church,
and social environments.

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WORKS CITED
Collins, J. C. (2001). Good to great: Why some companies make the leap--and others don't
(1st ed.). New York, NY: HarperCollings.
Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Review Press.