OSB Preparation- Julian Tully

OFFICER SELECTION BOARD: AUSTRALIAN ARMY Collective Advice, Strategy and Expectations

 Author: Julian Matthew Tully Officer Candidate- General Service Officer (Reserve)  AUR- Adelaide University University Regiment

 All Information Information herein herein is disclosed disclosed on a discretionary discretionary basis basis and should should not be wholly wholly assumed assumed to be be correct and and used lieu lieu of independent, independent,  personal  personal preparation. preparation. In utilising utilising this training training aid, aid, it is assumed assumed that you you accept that the the author author (Mr Julian Tully) takes takes no responsibility responsibility for the potential inaccuracies within, and the potential impact on one’s candidacy.

CONTENTS

LEADERSHIP & ARMY VALUES............................................................... ................................................................................................................. .................................................. 2 OSB DAY OUTLINE: WHAT TO EXPECT .................................................................................................. .................................................................................................. 15 ADF Assessing Board & Other Staff Members .............................................................................. .............................................................................. 16 Personal Presentation, Arrival & Formalities throughout the Day ............................................... 17 Indoor Assessment Tasks (Communication and Group Interaction Focus) .................................. 19 Outdoor Group Exercise............................... Exercise..................................................................................................... ................................................................................. ........... 23 Individual Physical Fitness Test ..................................................................................................... ..................................................................................................... 24 Individual Panel Interview............................ Interview............................................................................................... ................................................................................. .............. 25 GENERAL INFORMATION INFORMATION ........................................................... ...................................................................................................................... ........................................................... 27 ADF Structure, Size, Branches and Major Operating Bases .......................................................... .......................................................... 27 ADF Current Affairs, Operations and Notable Alliances/Partnerships Alliances/Partnerships ......................................... 30 30 ADF Current Procurement Procurement Programs & Equipment ........................................................ ...................................................................... .............. 33 Basic Training and Officer Training Regimen ................................................................................ 38 Good Military Leader Examples ........................................................................... .................................................................................................... ......................... 40 Important Requirements of ADF Service- Policies & Conditions .................................................. 41 Further Notes ............................................................................................................................. ................................................................................................................................ ... 44

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LEADERSHIP & ARMY VALUES DISCLAIMER: Below is an outline that may help one define what Leadership is, assuming those skills are something one already possesses. Curation has sought to remove ambiguity that may surround someone’s subconscious understanding on the difference between Leadership,

Management and Command so as to better understand the role of an Officer and therefore be able to effectively demonstrate leadership during the OSB.  Army Values: The Army’s cultural and ethical foundation is its values and the bonds of trust and respect between

each and every person who joins the Australian Defence Force (ADF). Four specific values are considered inherently important to the ADF and can be complemented by the PILICT values (see page 12): 1) Courage: Moral and Physical, to act in the best interests of the Nation and the Army; including moral strength and professionalism to balance the will to win with compassion, and mateship with duty. 2) Initiative: To explore opportunities and embrace innovation to improve Army and our service to our Nation. 3) Respect: for ourselves, our colleagues, our community and our history of service to the Nation; acknowledging acknowledging that each member of the Army has earned the right to wear the Rising Sun Badge and the responsibility to uphold the values and traditions it symbolises. 4) Teamwork: To support each other, our Australian community, community, our allies and our regional security partners in striving to t o achieve our mission; in a world w orld connected by digital communication, such national and international ‘communities’ exist in both physical and online domains. Leadership Definition, its Desirables & Self Reflection Leadership is the process of influencing others in order to gain their willing consent in the ethical ‘ Leadership  pursuit of missions.1 ‘Leadership is more about influence than authority over power. Ideally, leadership influence should be non-coercive’  non-coercive’ 

The above quote (First) can be considered to be the functional leadership model definition adopted by Australia’s Defence Do ctrine. Importantly then, the primary purpose of the Officer Selection Board (OSB) is to then assess the potential of a future leader against this criterion. It is strongly

1

 A.G. Houston, AO, AFC, Air Chief C hief Marshal, Previous Chief of the Defence Force, Executive Series ADDP 00.6: LEADERSHIP, p 1-4, 1.8: A Definition of Leadership.

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advisable that any candidate objectively look at themselves to determine if they in deed believe they have qualities that are attributable to the model adhered to by the ADF. Adding to this, the same ADDP Publication advising of this definition stipulates that ‘After much debate and research, psychologists agree that (there are) certain traits that indicate leadership  potential. These psychological capabilities….include capabilities….include things such ascognitive ability, self-confidence

and an absence of neurosis. The ADF Actively selects against these and other psychological capabilities to ensure new members have the potential to leadership skills’.

Therefore, these elements should be understood when attempting to demonstrate Leadership potential to the During the OSB.

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Understanding the ADF Leadership Leade rship Definition: Elements

From the 16 sources utilised by the ADF’s definition, 6 eleme nts were highlighted as the most important elements forming what Leadership is. It is important to understand what these are, especially when attempting to convey ones leadership skills to the OSB in the appropriate ways: 1) Influence: Leadership is about someone influencing, motivating or inspiring others. Most commentators commentators believe that influence in the leadership relationship is multi-directional and is not restrained by position. Some others believe that these influence behaviours must be noncoercive. 2) Followers:  Other people aside from the leader are a necessary component of leadership. Some commentators commentators also stress that followers have responsibilities and obligations to leaders. These commentators commentators believe that responsible followers must exercise choice, in other words, a responsible follower will choose dissent when faced with leadership influence that the follower believes is unlawful or unethical. 3) Goal: Leadership also has something to do with a mutual goal, mission or vision. If there is no mutual goal, mission or vision, then it is unlikely that a group will form or stay together. Nevertheless, the goal or mission may be grand or visionary but may be as simple as to survive in the current environment, to co-exist as a group or to win a game of volleyball. Other commentators imply that the goal or vision must be significant, that it must represent a real change, change that transforms both leader and follower to higher levels of motivation and morality. 4) Purposeful Action: Leadership involves doing something or taking action towards the successful achievement of the group’s goal. Although achievement is seen by some as the

hallmark of leadership, other commentators believe it is the striving for achievement that is characteristic of leadership. Sir Ernest Shackelton may have failed to reach the South Pole, but most would agree that his actions over the course of the failed expedition displayed outstanding leadership. 5) Consent:  Another component of leadership has to do with gaining the consent of the followers. Some definitions emphasis the willingness of followers while other definitions focus on the outcomes required. Left unstated is the amount of pressure a leader can bring to bear on a follower. 6) Ethical Dimension: Related to follower willingness or conviction is the concept that leadership has a moral or ethical component. Followers see the difference between striving for a goal that they believe to be ethically sound (A justifiable war) and one that is ethically bankrupt (exterminating a race of people). This distinction is made to differentiate between those leaders that are influential and visionary but morally corrupt and those that are equally influential and visionary but morally sound.

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Leadership: Defining the Role of Management & Command: An emphasis on the Follower Leadership and Management ‘There is a difference between leadership and management. The leader and his men who follow him represent one of the oldest, most natural and most effective of all human relationships. The manager and those he manages are a later l ater product, with neither so romantic not so inspiring a history’.2

In one’s leadership capacity, it is important to recognise the distinctions and cross-overs found with Leadership, Command and Manageme nt. Management can be defined as ‘the process of planning organising, directing and controlling organisational resources in the pursuit of organisation goals’.3 In

this definition, no mention is made of purposeful influence or the willingness of followers. People are seen as resources to be organised, directed and controlled. Management Management is also based on formal organisational organisational authority and entails responsibility for a braod range of functions that have traditionally included planning, problem solving, decision making, organising, informing, directing, allocating resources and controlling. Although there is clearly some overlap between Leadership and Management, the following differences exist: 

Management Management requires an organisation structure, leadership does not;

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Management Management can only operate downwards; leadership operates in all directors; and

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Following the advice of managers is organisationally recommended, recommended, following the advice of leaders is discretionary. LEADERSHIP BEHAVIOURS VS MANAGEMENT BEHAVIOURS

Leadership Behaviours Visioning- developing and communicating communicating the vision, developing and communicating commander’s intent Motivating (inspiring) people (followers) Influencing change in people, organisations Setting an example, acting as a role model Engender Faith, trust, respect Subordinates identify with leader Convince individuals that they can perform beyond their expectations -

Management Behaviours Planning and budgeting, business planning, allocating forces and resources

Organising and Staffing Controlling and problem solving Producing goods, providing services Supervising Decision Making Monitoring Activities Coordinating Administrating Controlling

2

 Field Marshal Sir William Slim, Governor General of Australia, 1953-60  Pierce and Durham, 1980, page 8.

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Leadership and Command: Viewing Command as a tool of Leadership and not a accumulative part of it NATO defines command as ‘The Authority w hich a commander in the military service lawfully

exercises over subordinates by virtue of rank or assignment. Command Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organising, directing, coordinating and controlling military forces for the accomplishment accomplishment of assigned missions. It also includes responsibility for health, welfare, morale and discipline of assigned personal’.

It is straightforward straightforward to note from this definition that the essence of command is the legal authority to order subordinates towards assigned tasks. Command requires structure, can only be applied down the chain of command and requires compliance from subordinates. NATO’s definition doesn’t include Leadership- implying that whilst an important related element, is not an integral part of defining what ‘Leadership’ is. Assuming that a member has had little say in the government’s

decision to go to war, the the member is required to obey that decision and has little option for a contrary decision. Based on this, a member of the military may be assigned a leadership position with the legitimate and related powers of command, command, and yet display little or no leadership behaviour. With command comes comes all the power and authority over subordinates that the leader l eader needs to achieve tasks. Although not its intended purpose, command takes away the requirement to exercise persuasion and personal influence to get things done. In theory, the military could turn its back on leadership as a practice and rely solely on command to achieve military objectives. In practice this rarely occurs- thus the leadership definition that the Australian Military uses makes Command more of a ‘tool’ in an officers kit bag- but it is a blunt instrument when compared to the mind changing power of leadership. LEADERSHIP CONCEPTS VS COMMAND CONCEPTS Leadership Behaviours Responsibility Accepted Organisational Organisational structure not required Can influence in all directions Following a leader’s actions or advice is discretionary Committed followers

Command Behaviours Authority Granted Requires a hierarchical structure Influence is down chain of command command Following a command (Given by a legal commander) is compulsory Complying subordinates

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Understanding the difference between Leading People in the ADF vs Leading the Institution (Strategic Leadership)

There are two major leadership functions in the ADF. The one that has been dealt with thus far is leading people. The other major leadership function, primarily concerned with developing and maintaining the ADF’s military and professional capabilities and creating the conditions for

operational success, is leading the organisation or otherwise known as strategic leadership. It is important to know the difference between leadership in these two distinctions, largely for one obvious reason- Showing you can demonstrate this to the OSB- specifically by choosing an appropriate notable Historical Historical or Current Military Leader- and may give more understanding of what an Officer’s role will be in the field.

Leadership in the ADF has be explained thoroughly in the above elements. Strategic leadership fits within this definition, but only when the words ‘others’ and ‘missions’ are consid erably expanded, as

indicated below. External focus of Strategic Leadership: In leading the organisation, the ‘others’ that the strategic leader attempts to influence are many and varied. Not only do the ‘others’ include all those that

supervise and control internal Defence systems, but they also include many people and groups external to Defence. Indeed the strategic leader will frequently attempt to influence Government and the Australian public on certain issues. As such, the strategic leader employs far reaching and complex social networks to affect all-round influence. Internal focus of Strategic Leadership: By the very spread and diverse nature of these ‘others’, the

influence exercised by the strategic leader tends to be less direct and more distant than the influence exercised in team leadership. Strategic leaders are more likely to influence through media broadcast, policy formulation, force structure, provision of equipment and shaping work conditions than they are by face-to-face face-to-face conversations. Providing Capability with Strategic leadership: In leading the organisation, the mission that the strategic leader’s focus is on, is the provision of military capability to the Government - both

currently and into the future. This mission is broad and complex and involves developing an maintaining both military and professional capabilities as well as creating the conditions for ongoing tactical and operational success. LEADERSHIP PEOPLE VS LEADING L EADING THE ORGANISATION/INSTITUTION ORGANISATION/INSTITUTION Leading People Influence is directed towards the team members Influence is close and direct, usually face-toface

Leading the Organisation/Institution Influence is directed towards all within the ADF as well as many external agencies Influence is generally distant or indirect

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Mission is tactical or operational in scope, normally discrete and well defined Shore time frame, achievement of results expected in leader’s tenure

Mission is national in scope- providing Government with military capability Long time frame, results may not be seen for 20 years

Purpose of Strategic Leadership

1) Provide Military Capability; and 2) Provide the Fundamental inputs to capability, such as: - Command and management; -

Organisation;

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Collective training; Major Systems;

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Supplies;

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Facilities

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Support; and

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People

Concluding Definition of a Strategic Leader ‘Strategic leaders are the senior officers and senior non-commissioned officers (NCO) who serve in key

appointments and by association, the subordinate staffs who work directly for senior officers. Finally, anyone with the ability and desire to influence the development of the ADF’s strategic or professional capabilities, is by, definition, a strategic leader’. 4

4

 Canadian Defence Doctrine

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Traits, Capabilities & Leadership Potential

Understanding the definition; it is important to understand what elements the OSB will look for. Trait theory has generally proved to be a poor indicator of leadership ability, largely because it doesn’t take

into account the equally important factors of leadership motivation and development, the role of followers and the leadership situation. Nevertheless, certain psychological traits or capabilities, are both common in successful leaders and result in behaviours that are attractive to followers. Therefore it is important to demonstrate the below particulars during the OSB day: a. Self Confidence: High self-efficacy, self-efficacy, trust in own abilities, optimistic with internal locus of control. b. Adjustment: Stable with low anxiety and the absence of neurosis, reliable and open c. Drive: Pro-social influence motivation, the desire for achievement, power, ambition, high energy, tenacity and initiative; and d. Cognitive ability:   Intelligence; ability to integrate and interpret large amounts of information, knowledge of business and relevant technical matters. To Further develop on these- A.G. Houston outlined the associated proficiencies with these traits that one should represent: a. Strategic Thinking: -

Contributes to organisational purpose and direction; di rection;

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Allows leaders to understand the wider ramifications ramifications of their actions; Keep self and others informed and contributes to planning and decision making; and

- Shows judgement intelligence and common sense b. Results Focus. A result focused leader:

c.

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Manages their team and own abilities effective; Applies and builds their own professional expertise;

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Adapts to, supports and manages the impacts of change; and

- Takes responsibility for managing work projects to achieve results Relationships. A Leader: -

Develops and maintains effective internal and external relationships; Acknowledges and understands others;

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Values individual difference and diversity; and

- Positively respond to feedback and assists in knowledge and transfer learning d. Personal Drive and Integrity. A Leader: - Behaves professional and ethically; -

Commits to action;

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Shows initiative in managing work outcomes, opportunities and challenges;

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Adopts a positive and balanced approach to work; and

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Seeks and applies an ongoing attention to improve and learning.

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e. Communication. A leader: -

Communicates Communicates clearly and concisely; Listens, understands and adapts to audience; and

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Negotiates and works to reconcile diverse views.

Range of Military Situations: Leadership Types: Democratic, Authoritarian, Dictatorship Theory ‘A Good Leader doesn’t succumb to one style but changes according to the people he is leading, and situation that faces him’ 

Understanding what the ADF perceives to be Leadership, ADF philosophy at the OSB has been known to incorporate a degree of Kurt Lewin’s framework for the three styles of leadership when

asking questions: 1) Authoritarian Leadership (See the parallel’s to Command as a ‘tool’) :

Authoritarian leaders, also referred to as autocratic leaders, are characterised as domineering. Authoritarian leaders make policies and decide appropriate division of labour from afar. They tend to be distant and aloof from their group. Authoritarian leadership is gained through punishment, threat, demands, orders, rules and regulations. The functions of the authoritarian leadership include unilateral rule-making, task-assignment, and problem solving while the roles of authoritarian followers including adhering to the leaders’ instructions without question or

comment. Authoritarian Authoritarian leadership is appropriate in settings with a constant stream of new employees, limited decision-making time or resources and the need for large-scale coordination with other groups and organisations. Authoritarian leadership is not suited to environments in which members desire to share their opinions and participate in decision-making processes processes Critics of authoritarian leadership argue that the leadership style leads to t o high member dissatisfaction, turn-over and absenteeism. 2) Democratic Leadership:

Democratic leaders are characterised by collective decision-making, camaraderie, camaraderie, active member or follower involvement, fair praise, and restrained criticism; they facilitate collective decision-making. decision-making. Democratic leaders offer their followers choices and support. Democratic leadership, is also referred to as participative leadership, reflects democratic democratic principles and processes including inclusiveness, self-determination, and equal participation. That said, democratic leaders should not be confused with those who hold elected positions of power. Democratic leaders often lack formal position and power. For example, Mohandas Gandhi, was a democratic leader who lacked a formal position of power. Democratic leadership gains its authority through accountability, active participation, cooperation, cooperation, and delegation of tasks and responsibility within the group or organisation, organisation,

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empowering members, members, and facilitating group deliberations. The roles of democratic followers include willingness to take personal responsibility for the group or organisation, willingness to be held accountable for their actions and decisions, willingness to maintain their group’s autonomy and freedom, willingness to take on the role of leader as needed or appropriate, and willingness to work with their leaders. Ultimately, the role of a democratic leader is ideally shared in a group or organisation. Democratic leadership is distributed and changing. Within a democratic leadership climate or environment, there will be multiple leaders and every member will be a leader at some point during their membership in the group. 3) Laissez-Faire Leadership:

The Laissex-faire model is characterised by leaders who are uninvolved with their followers and members; in fact, laissez-faire leadership is an absence of a leadership style. L eaders of this style make no policies or group-related decisions. Instead, group members are responsible for all goals, decisions, and problem solving. Laissez-faire leaders have very little to no authority within their group organisation. The functions of laissez-faire leadership include trusting members or followers to make appropriate decisions and bringing in highly trained and reliable members into the group or organisation. organisation. The roles of laissez-faire followers include self-monitoring, self-monitoring, problem solving, and producing successful end products. These ‘leadership models’ should be utilised solely based on the material facts of a situation. Each have their value as ‘tools’ of an appropriate leader, with the end goal being to gain the trust, security

and willingness of a follower, allowing for an effective unit of individuals to achieve its goals or tasks. -

‘The Models offer cookie cutter ‘tools’ to achieve the above goal, Discretion is used depending on the material facts of a situation’

Continual Self- Improvement: Emotional Intelligence

It should be an important trait as a leader that one has the emotional intelligence for recognising ‘our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships’.5

As established previously, the definition of Australian Military Leadership largely includes the process of influencing other people by providing purpose, direction and motivation while operation to accomplish the focus mission. To effectively contribute to this, a leader must have a personal and social competence competence level. This includes the ability to focus and critique one’s actions, and also have

5

 Daniel Goleman, Emotional Intelligence: Why It can Matter More Than IQ, 1995.

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the ability to develop a follower’s skills. See Lieutenant Colonel Geerald F Sewell’s (Ret: U.S. Army)

publication on emotional intelligence and its role in contributing to effective leadership.6 Leadership Conclusion

1) Leadership is more about influence than authority or power. Ideally leadership influence should be non-coercive; non-coercive; 2) Two functions in any organisation: leading people and leading the organisation; 3) Management Management and Leadership L eadership are different concepts that generate different behaviours; 4) Command is an integral element of military governance, but can be considered a ‘tool’ utilised by Leaders; 5) Leadership is a relationship involving followers that is affected by context and situation; 6) Leadership inspires willing commitment commitment by followers; 7) Leadership involves a continued objective self-reflection process and the ability to provide support to team-members to increase their competencies. competencies. 8) The leadership process is a means to an end, that end being change; and 9) Trustworthiness, good communication skills and professional competence are three of the many attributes of effective leaders

Universal Australian Defence Force Values (PLICIT)

It is important to know the Universal Australian Defence Force Values (PLICIT), and should be memorised and viewed as integral to what is expected of any ADF member, albeit an Officer Entry or General Entry Servicemen. The ADF subscribes to a set of six values, namely: Professionalism, loyalty, integrity, courage, innovation and teamwork (PLICIT). Memorise these and practice them throughout your career1: PLICIT7 Professionalism: Striving for excellence in everything we do. We work hard to deliver high quality

results, do our job to the best of our ability and take pride in our achievements. We are sensitive to changes in our working environment and ready to respond. We provide impartial, comprehensive, comprehensive, timely and accurate advice. We constantly seek to improve our work performance. Loyalty: Being committed to each other and to Defence. We serve the Government Government of the day and

support our leaders and colleagues to undertake tasks and achieve results in line with Government

6

 Lt Col. Gerald F. Sewell (Ret- U.S. Army), Emotional Intelligence and the Army Leadership Requirements Model, Military Review Journal (November-December 2009); p94-98. 7

All examples taken from A.G. Houston’s work.

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direction. We treat everyone at all levels with respect, care and compassion. We work to uphold the best interests of the Australian people. Integrity: Doing what is right. We behave honestly and ethically, and demonstrate the highest

standards of probity in our personal conduct. We act fairly and accept personal responsibility for our decisions and actions. We build trust through productive working relationships. We do not allow mateship to be misused to cover up bad behaviour or bring the organisation organisation into disrepute. Our actions will clearly match our words. Courage: The strength of character to honour our convictions (moral courage) courage) and bravery in the

face of personal harm (physical courage). In Defence we stand up for what we believe is right and we speak out robustly and openly against what is i s wrong. We have the courage to accept valid criticism, admit to errors, learn lessons and improve. i mprove. We give honest feedback and work on Performance. Innovation: Actively looking for better ways of doing our business. In Defence, we are open to new

ideas and strive to identify and implement better ways of doing business. We are clever and make best use of the resources that we have to-do our job. We encourage sensible risk taking, and strive to identify opportunities to eliminate inefficiency and waste. Teamwork: Working together with respect, trust and collective purpose. Teamwork is cultivated

through strong, positive leadership and attention to the needs of team members. In Defence, teamwork is integral to everything we do, and characterises our working relationships inside Defence and across the whole of Government. We foster collaborative workplaces, workplaces, communicate openly and solve problems in a collegiate manner, manner, share ideas and take advantage of the diversity of our knowledge and experience.

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Further Reading (Advised) : -

A.G. Houston, AO, AFC, Air Chief Marshal, Previous Chief of the Defence Force, Executive Series Australian Defence Doctrine Publications (ADDP): A Definition of Leadership: Leadership: Integral

Reading that provides a guide to the development of leadership in the ADF. This document describes the basic leadership tenets, principles, behaviours and considerations necessary necessary for leadership in the ADF. Specifically read ADDP 00.6 as it specifically states it is for all ranks -

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interested in leading the military. Lt. Col. Gerald F Sewell (Ret- U.S. Army), “ Emotional Intelligence and the Army Leadership Requirements Model”, Military Review Journal (November-December 2009), p94-98: Great translatable explanation explanation and understanding on the value of Emotional Intelligence in Military Leadership. W.B Howieson & H Kahn, Leadership, Management and Command: The Officers Trinity : Provides a good understanding of the intersection between Leadership and Management Management

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and Command. Australian Army, Land Warfare Doctrine: Command, Leadership and Management (LWD 0 0)

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Australian Government, Department of Defence, The Defence Leadership Framework: Growing Leaders at all Levels.

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Royal Australian Navy, The Royal Australian Navy Leadership Ethic Handbook

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OSB DAY OUTLINE: WHAT TO EXPECT

The OSB process is extensive and will last the entire day. It involves a range of different team and individual orientated tasks to completely assess an individual as a potential leader in the ADF. It is important to be prepared for the day and the tasks that may be potentially involved in each, as they are all demanding in their own right. The structure and design of activities are flexible and are regularly adjusted to meet the specific requirements of the group, venue, job, method of entry or training specific requirements of the selection outcome. However, However, generally, there are five components to an AOSB which will be looked at in detail below: 1) Indoor Assessment Tasks 2) Outdoor Group Exercises 3) Fitness Assessment 4) Formal Interview 5) Administrative Activities Note: It is important to note the Defence Force Recruiting Distributed Document, Attendance at an  Army Officer Selection Board Board (AOSB). It is regularly advised and will provide the most accurate

information relating to the OSB and associated exercises/logistics exercises/logistics throughout the day.

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 AD F As se s si n g B o ar d & O t h er St a ff Me mb e rs

Throughout the day, you will be exposed and assessed by a number of different military staff. These staff members will usually be accompanied by a Psychologist. The breakdown normally is as follows:

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President (Military Higher Ranking Officer) Specialist Officer (Military Officer)

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Psychologist.

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This may vary and should only be considered loose advice.

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Personal Presentation, Arrival & Formalities throughout the Day

A rough guide to the day can be found below (Go to www.fiso.com.au /2015/12/osb-schedule/ for more details) TIME 7:45

ITEM Report to the OSB

8:00

9:20

Board President’s Introduction Assessment tasks and group exercise Individual Oral Presentations

10:20

Break

10:40

Individual Interviews

8:15

18:10

DETAILS Be on time (Normally 20 Minutes to Spare) Introduction for the candidates Group Dynamics and Exercises

During the morning section, individuals will be required to present a pre-prepared presentation of 3 MINUTES in duration. You will present your oral presentation individual to the Board President and Psychologists (2 topics will change from time to time) 20 Minute Break (Can be more or less) Interviews can be up to 45 minutes to an hour. Can be shorter (not necessary a negative)- Individual interview times will be advised on the day. End of Day

The Above is subject to change based on DFR Requirements- Please use the above only as a rough guide.

It is important to note the other requirements in terms of personal presentation. The advice below has been accumulated from presently serving members, Officers who have been assessors on the OSB, and have been candidates on the OSB Day. Personal Grooming -

Be well presented- Short, Formal Haircut. Beards are unadvisable due to being only acceptable in the ADF under certain provisos- Show you respect the Service by adhering to the grooming standards now. See the Army Dress Manual, Ed 1, Chapter 2: Wearing the Uniform ( https://www.army.gov.au https://www.army.gov.au/sites/g/files /sites/g/files/net1846/f /net1846/f/chapter2/chapter2 ) for further information. wearingofuniform_14apr16.pdf  information.

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Well Fitted Suit, Pressed, Appropriately Cleaned Shoes

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Other Clothing to Bring: -

As noted on the Defence Force Recruiting Documentation, normally further clothes are needed on the day to participate in all activities. Indoor Assessment Tasks: Formal Clothes: Dress Suit- at a minimum, Formal Shirt & Tie with Appropriate Trousers and Shoes. Neat Business Attire. Outdoor Group Exercise o

Activities vary, but expect to get dirty- Bring comfortable and robust practical outdoor clothing, sandshoes and a hat for sun protection. Clothes should not restrict movement. Fitness Assessment o

o

Dress for Fitness includes: Shorts (tracksuit pants are not suitable) 

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T-Shirt

Socks; and Appropriate Sport Shoes such as Runners Formal Interview: Suit- Appropriate to wear the similar outfit as provided at the start of the  

day. Advisable to bring an appropriate shirt change if necessary. Spoken Rules -

Respect the Rank you are speaking to. You may not be in the ADF yet, but speaking to an officer in the appropriate respected form will be noted.

General Rules for All Tasks -

Volunteer to be first for complicated tasks or assessment assessment

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First for Activities

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Be a risk taker even if you are uncomfortable with the presented situation.

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Indoor Assessment Tasks (Communication and Group Interaction Focus)

These tasks involve a range of leadership, problem-solving problem-solving and communication communication activities. These tasks normally involve group dynamics. The idea is to check how a candidate interacts within a group, what a candidate is doing in a group discussion (Is he silent? Is he interrupting? Is he too bossy? Is he contributing to the discussion?) A number of assessable skills necessary to be a leader in the ADF can only be demonstrated during Group Dynamics. The sole purpose of the Group Dynamics session is for the assessor to see if you have something to say, can say it in a way that is constructive to the mission that the group is trying to achieve. This is where it is important to remember that the test is focused on Leadership- Specifically, the elements previously discussed. In comparison, this is different to what a similar civilian professional activity would be looking for- checking for a culture fit, creativity, communication and the ability to work in a group. Note this important difference. On the day, you will get a case that within it there are many subjects. Your goal is to extract the leadership topic and focus all your efforts on projecting that you have leadership traits. At the end of the exercise, you may be required to rank your peers, on how you think they performed on the group task. Make sure you pick a person that did contribute, but not the strongest person, he will gain too much ‘power’ on your expense.

There are many business cases in the public domain that can be used as preparatory examples for an OSB- Google Group Dynamics Examples for for a large array of documentation on this. Example:

This case is based on a real story: it focus on a group of people that crash with their plan in the American Andes mountains  – this story is known as The Story of the Andes Survivors. Survivors. In brief, this story talks about a group that crashes with their plan in the summit of the Andes On October 13th, 1972. when they crashed they decided to make camp. and wait for help. that bad decision almost killed all of them. t hem. it was just the act of 2 brave boys after 2 months, that actually saved the remaining survivors. they decided that they will try to get off the mountain, and by taking the leadership, and trying to put themselves in a better state saved the rest. Analyzing this case we need first to find the focal point of the case as a group. the focal point of this case is: do we stay or do we go? when speaking about leadership, we need to go back to the root of the term: to lead means to go, while management means to handle. leadership is dynamic while management is static. leaders take whatever they have and make it better, managers just manage the state they are in. (if you need a very good book that will explain to you the difference between leadership and management, management, look at the links at the bottom).

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So in the Group Dynamics, we should have chosen to go, to lead ourselves to a better condition. only leaders will see any situation and believe they can make it better. managers will only want to manage their resources. our goal is to show show the assessors that we have leadership traits, so all our actions should convey that. The case itself in the business world is constructed in a way, that the group needs to put in an order of importance items from a list. in this case, half of the items will support a staying decision, and half support a going decision. you must be able to look at the item list and see that there meaning is an opposite. so by revealing the focal point we can eliminate to the bottom of the list the items that

convey the wrong course of action. (this is very usual to Group Dynamics  –  where using communication communication you need to convince other members to follow you and take the right actions). These interactions can’t be taught, but as an intelligent individual with the prerequisites for being a

leader- one should be able to consider how to act based on the rationales previously discussed. See Chapter 1 for more information. Basic tips: -

Make sure you listen very careful to listen to every instruction given. This part will help you be more focused on the task at hand;

-

How you react to people with more experience than you is an important facet that they are looking for;

-

Make sure you don’t rush on reading the case, in order to be the first to talk. That might cause

you to not fully understand the case. You must find the focal point of the case, without it, you might make the wrong argument, that will lead the assessors to think you don’t have the

relevant leadership traist. -

Practice being clear and articulate for your success. If you have solve the case, but don’t  know how to get the ‘answer’ across to the members, the group, including you will fail;

-

Engage people

-

Always maintain sight of the bigger picture. Remember what you are trying to do- you are trying to work as a group, to solve a challenge, by using persuasion, communication, and analysis of situations. Your goal is to be friendly but smart. Decisive but fair, to listen but to

-

talk as well, to be strong with your opinion but open to ideas. Be friendly and interactive. Only by projective friendship and a genuine care that you will be able to win followers. You must be a friend in order to get friends. But the key for friendship is interaction. Only be interacting you can convince the other members that you are not trying

-

to manipulate them, but to help them solve the case. Demonstrate assertiveness. assertiveness. Assertiveness is the trait that enables one to persuade others and allow for willingness.

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Public Speaking & Presentation as Part of I ndoor Exercises: Pre-Prepared Topic

One of the key elements of this section is a 3 Minute Presentation on a Pre-Prepared topic to the President Officer at the OSB, in front of all candidates. This will assess you confidence, ability to talk succinctly and convey instructions on something that may be considered complicated in an easy to understand way. The presentation can be on any topic- as previous candidates have talked about making scones, baking a cake, building a cabinet to political discourse. It is has been suggested from a currently serving officer who works in career management management to avoid trivial topics that are simplistic in nature- a complicated topic that is communicated effectively in an easy to understand manner is a perfect demonstration of your ability to communicate with others.

Choosing a Topic: Make sure the topic you choose is something you have a good understanding of, or something of interest. Public Speaking & Presentation as Part of I ndoor Exercises: Topic Provided on the Day

Alternatively or in combination with a pre-prepared topic, Candidates may be given a topic on the day (Normally current affairs or has the ability to be integrated into a speech in multiple different ways) to discuss after being given a small period of time to prepare an answer.

Tips for communicating your presentation through a proper structure: -

Introduction: Outline your conversation topic, what you want to convey, the problem, and your solution

-

Body: o

-

Break down in topics that can be conveyed and talked about briefly

Conclusion: Conclude your presentation by giving a succinct overview of what you have covered and your final comment. The assessing criterion here is to see you communicate to people with little time of preparation- ‘cookie cutter’ or clearly rehearsed speakers will be disregarded to a degree due to the assessment nature.

To Note: -

This task may be done at complete random, random, so make sure you are ready r eady to talk about the topic at any given time. This means appropriate preparation of a topic and rehearsal to complete the topic within three minutes.

-

If it can be seen early that you are a good communicatorcommunicator- The assessors may ask to you stop

-

talking. Prepare more than one topic- 2 at a minimum.

-

Anticipate Questions at the end

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-

Talk about a topic that also involves you to demonstrate some level of analysis and degree of personal opinion on a topic- It demonstrates critical thinking skills necessary of any good leader.

Written Exercise

There is the possibility of a written exercise during the OSB. A given topic will be provided, requiring a written answer to be submitted. In a similar vein to assessing and rationalising an argument/speech argument/speech for the Oral section- the written exercise will require Analysis, introduction, body and main points and a conclusion.

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Outdoor Group Exercise

This exercise will involve a range of physical leadership and problem solving tasks. Activities vary, but you should expect to get dirty. Normally the outdoor exercises involve demonstrating the same elements as with the indoor activities, just involve a physical problem, such as obstacles. It could alternatively be an outdoor survival activity. Tips: -

Communicate clearly and don’t be a ‘grey man’

-

Try to be the one helping make sense of the situation.

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Individual Physical Fitness Test

The Individual Physical Fitness Test is well explained in i n all ADF Promotional and Preparation literature, and therefore limited commentary is offered. As a minimum the ADF Requires for the Fitness Test: Push-Ups: 15 Sit-Ups: 45 Shuttle Run: 7.5 Tips: -

To practice effectively, download the ADF FIT app available for both Android and iphone. Download this document to check Push-Up and Sit-Up Form, alongside a fitness schedule table (http://www.defenc http://www.defence.gov.au/A e.gov.au/Adfa/Imag dfa/Images/Training/F es/Training/FitnessBrochure.pdf  itnessBrochure.pdf )

-

Make sure you can comfortably complete this- aim for the Special Forces Recruitment Fitness Requirements (30 Push-Ups, 60 Sit Ups, 10.1 Shuttle Run )

-

Assessors will watch how much ‘effort’ it takes - make sure you go to failure otherwise it could

be at your detriment.

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Individual Panel Interview

This component of your assessment gives you the opportunity to demonstrate why you want to join the Army and what you know about the jobs you have applied for. The members of the board are all serving members. The interview is confidential and there is no set time limit. Questions asked by the board will vary and are asked in no particular order. Don’t be concerned if you cannot answer all the

questions. Concentrate on being able to express yourself in your own words. Question Examples & Tying in Leadership Knowledge Previously Discussed

Utilise the leadership theory mentioned above, alongside the further mentioned below. It is important to demonstrate you understand the role, the training requirements, knowledge of current events, knowledge of the ADF, its equipment and current operations, amongst personal personal and professional examples examples relevant to yourself when you have been a leader. Potential questions to get a relevant idea of what may be asked are listed below (Non-Exhaustive): (Non-Exhaustive): -

Questions about Defence Values (PLICIT; See above), Defence Rules (Operational (Operational Service Requirements, Defence Force Discipline Act, Unrestricted Service Rules, Initial Minimum Period of Service, Postings and Deployments, Medical and Physical Fitness, Dress and Grooming Standards, Policy and Security Checks, Medical Concerns).

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Structure of Military, Training time-line and what is involved and expected

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Current operations conducted by the ADF

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Threats to the ADF What do you think it takes to be a Leader? L eader?

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What are the different types of Leaders out there, what one am I, which type do you think is the best in a military context and why?

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Do you have any relevant leadership skills relevant to this role and explain? Provide an example of a military leader and the reason why you believe they are a good example of a leader

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Who is the defence minister, prime minister and other important military leaders?

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What I have done so far to prepare for the military? (Training days, information information days

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attended, background research) Questions about the role you are applying for- what their remit is, and how they work with other elements of the ADF

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What equipment does the ADF use?

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What qualities do you have? What do you bring to the Army?

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What are the negative things about joining the army?

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What would you do if you got an order you didn’t like? (Unless the material facts of the

situation indicate a very valid reason to refuse such as breaking international law, my rules of engagement engagement or the ethics and values represented by the ADF ,I would do it).

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-

Why do you want to be an officer? What is the role of an officer? What is a leader? What is a manager?

-

Where and how long is basic training? What will you learn at basic training? Where and how is job training?

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What is the philosophy of the Corps you are joining?

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Importantly and as previously explained, the OSB wants to see you know what makes a good leaderThink of personal examples such as ‘My employer always treated me fairly and with dignity’ etc.

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GENERAL INFORMATION

Below are a set of sub-groups that including information that should be known and read before going to the OSB. Have a well-rounded under-standing of all facets relating to the Military will wil l be beneficial- showing ones interest and drive in joining the ADF. In fact, if I have to explain to you why it is necessary for you to know these elements, what the fuck are you doing here? You obviously don’t care or will enjoy the life offered by the Army.

 AD F St ru ct u re , S iz e, B ra n ch es a nd Ma j o r Op e ra t in g B a se s

The Australian Defence Force (ADF) is a small, high-technology and skilled military force that i s tasked with the protection of Australia, its interests and its people. It currently has an active personnel count of 58,206 (June 2017) and Reserve Personnel count of 21,694 (June 2017), with 2,350 individuals on a deployed schedule (December 2017). During the first decades of the 20th century, the Australian Government Government Established the armed services as separate organisations. Each service had an independent chain of command. In 1976 the government made a strategic change and established the ADF to place the services under a single headquarters. Over time, the degree of integration has increased and tri -service headquarters, logistics and training institutions i nstitutions have supplanted many single-service establishments. The ADF is the largest military in Oceania, but is smaller than most Asian military forces, but mitigates its people-power disadvantage through high technology/accuracy technology/accuracy platforms, a highly professionalised workf workforce orce provided through a significant budget by worldwide Standards. It does have some degree of deployment facility through the tri-force tri -force operations. Notable Statistics Founded: 1901 Leadership: -

Commander Commander in Chief: Governor-General Sir Peter Cosgrove

-

Minister for Defence: Ms Marise Payne

-

Chief of the Defence Force: Air Chief Marshal Mark Binskin

Military Age of Service: 16.5 years for selection process, 17 years to serve, 18 years to deploy on

operations (2013). Collective Military Size (FT & Reserve): 79,990 (2017) Current Form: 1976 (ADF Established) Budget: AU$34.6 billion (2017-2018 FY) Percent of Overall Australian GDP : 1.9%

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Branches

Royal Australian Army The Australian Army is Australia’s military land force. The chief of Army is lieutenant General Angus

Campbell. The Chief of Army is a subordinate of the Chief of the Defence Force, but is also directly

responsible to the Minister of Defence. In the 2014-2015 financial year, the Army had an average strength of 43,667 personnel: 29,366 29,366 permanent (regular) and 14,301 active reservists. In addition, there are another 12,496 members of the Standby Reserve. The regular Army is i s tasked to expand to 30,464 (regular and 15,250 (part time) personnel by 2015-2016. Personnel numbers have trended upwards size 2010-11 with an actual strength of 29,366 full-time personnel. The Army is the foundation of the nation’s Land Power and has the m ission: To Win the Land Battle. As part of the Joint ADF, it promotes and protects Australia’s interests, deters threats to Australia’s

sovereignty and, if necessary, defeats defeats those threats. Land power is the ability to project force in and from land in peace, crisis and war to advance strategic operational outcomes. outcomes. Only land power can provide persistent influence on land; that is, i s, a continuous physical presence which shapes intentions, denies threat access to resources, protects populations and builds the capacity of indigenous security forces. To achieve this, The Australian Army utilises a number of different platforms that are elaborated on in the ‘equipment section’. For more introductory information on The Australian Army’s Philosophy, Doctrine and S tructure see The Australian Army: An Aide Memoire: April 2014.

Royal Australian Navy The Royal Australian Navy (RAN) is the naval branch of the t he ADF. Today, the RAN consists of 47 commissioned commissioned vessels, 3 non-commissioned non-commissioned vessels and over 16,000 personnel. The navy is one of the largest and most sophisticated naval forces in the South Pacific region, with a significant presence in the Indian Ocean and worldwide operations in support of military campaigns and peacekeeping missions. The current Chief of Navy is Vice Admiral Tim Barrett. Royal Australian Airforce The Royal Australian Airforce (RAAF), formed in March 1921, is the aerial warfare branch of the ADF. It directly continues the traditions of the Australian Flying Corps (AFC), which was formed on 22 October 1912. The RAAF provides support across a spectrum of operations such as air superiority, precision strikes, intelligence, surveillance and reconnaissance, reconnaissance, air mobility and humanitarian support. The RAAF is considered the most technologically technologically superior air forces in the Oceania- South

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East Asia Region. The RAAF has 259 aircraft, of which 110 are combat combat aircraft. The current Chief of Air Force is Air Marshal Gavin “Leo” Davies.

Major Operating Bases

There are a number of major Defence bases around Australia, as highlighted on the below map:

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 AD F Cu rr e n t A ff a ir s, Op er a ti on s a nd No t ab l e A ll ia nc e s /P a rt n er sh ip s

ANZUS Treaty The Australia, New Zealand, United States Security Treaty (ANZUS) is the 1951, collective security agreement which binds Australia and New Zealand, and separately, the United States and Australia to co-operate on military matters in the Pacific Ocean, although today the treaty is taken to relate to conflicts world-wide. The ANZUS treaty is considered by Australian strategists as a k ey pillar of Australia’s defence doctrine and posture - based on decades of inter-related military support (since WWII). Under improved relations through this treaty, the ADF has been able to procure highly advanced military hardware, intelligence and increased military capabilities offered through interoperability. Australian Military Doctrine now works in tandem with US Military operations, specifically in its rere arrangement of the Australian Army to become more familiar with Amphibious operations- working closely with the U.S. Marines. Under the ANZUS Treaty, all parties are compelled compelled to come to the military aid of signatories if their sovereignty or interest come under threat of armed attack by another foreign state or organisation (Extremist (Extremist groups etc). Foreign Policy is further influenced by US Western ideals and is considered an integral relationship in both the short and long term. Military hardware platforms commonly commonly used by the States and procured by Australia allows for major joint military exercises such as Talisman Sabre, at Shoalwater Bay in Queensland. NATO involvement The North Atlantic Treaty Organisation, or otherwise known as the North Atlantic Alliance, is an intergovernmental intergovernmental military alliance between several North American and European countries based on the North Atlantic Treaty signed in 1949. The alliance consists of 29 independent member countries across North America and Europe in which all agree to mutual defence in response to an attack by any external party- that external party in contemporary times largely being considered to be Russia, China or North Korea. Whilst not considered a direct member, Australia is considered a ‘major global partner’ to the NATO alliance. This means its contribution and involvement in NATO operations is assumed to a certain degree. Its direct involvement and incorporation into Australia’s defence doctrine is large, as seen with the ADF’s use of NATO standardisations (such as small arm ammunitions and other logistics and communication communication techniques) into its hardware and every day operations allowing for better interoperability in the case of conflict situations.

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Current Operations:

1) Operation ACCORDION: Middle East Region Operation Accordion’s mission is to support the sustainment of ADF operations, enable

contingency planning and enhance regional relationships relationships in the Middle East Region. From Australia’s main logistics base in the M iddle East Region, around 400 ADF personnel provide support to other associated associated Australian operations throughout the region, including Operations OKRA, HIGHROAD and MANITOU. 2) Operation ASLAN: South Sudan Operation ASLAN is the name of the deployment of ADF personnel to the UN’s Mission in South Sudan (UNMISS). The ADF has contributed personnel to UNMISS since 23 September 2011 and the ADF’s commitments assists the UN to protect the people of the Republic of South Sudan

through the monitoring of human rights and the t he delivery of humanitarian aid. ADF personnel are not deployed in combat roles; instead they fill important UNMISS headquarters positions such as military liaison officers, aviation, logistics support roles, and a national support element. The ADF contingent comprises of up to 25 personnel from Airforce, Navy and Army who deploy to Operation ASLAN for between six and nine months. 3) Operation MANITOU: Middle East Operation MANITOU is the current name o f the Australian Government’s contribution to

support international efforts to promote maritime security, security, stability and prosperity in the Middle East Region (MER). An enhanced security environment ensures Australia’s safe and open access

to the region while fostering trade and commerce. Operation MANITOU is under command of the Joint Task Force 633 (JTF633), which is the Australian National HQ in the Middle East Region. The Royal Australian Navy routinely sends a Major Fleet Unit (MFU) to the Middle East Region for assignment to Combined Maritime Forces (CMF). Combined Maritime Forces is composed of 32 nations and has three principle task forces: -

Combined Task Force 150: Conducts Counter-Terrorism and Maritime Security Operations;

-

Combined Task Force 151: Conducts counter piracy operations; Combined Task Force 152: Conducts Arabian Gulf maritime security operations.

-

4) Operation MAZURKA- Egypt 25 ADF membres working under Operation MAZURKA are assisting the Multinational Force and Observers (MFO) in the Sinai Peninsula, Egypt. The MFO is a non-UN organisation established established in

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1981 to oversee long standing peace agreements in the region. The MFO is maintained by 12 nations including Australia, New Zealand, Canada, the United States, Fiji and France. Australia’s

involvement in the MFO began in 1982 with wi th the formation of the Australian-New Zealand combined helicopter squadron. 5) Operation OKRA- Middle East Operation OKRA is the ADF’s contribution to the international effort to combat ISIL terrorist threat in Iraq and Syria. Australia’s contribution is being close ly coordinated with the Iraqi Government, Gulf

nations and a broad coalition of international partners. About 780 ADF personnel have deployed to the Middle East in support of Operation OKRA. These personnel make up the Air Task Group (ATG), the Special Operations Task Group (SOTG) and Task Group Taji (TG Taji). Approx. 300 personnel have been assigned to the SOTG and approximately approximately 300 personnel are assigned to TG Taji. 6) Operation PALADIN- Israel Operation PALADIN is the ADF’s ongoing contribution to the UN  Truce Supervision Organisation

(UNTSO) in Egypt, Israel, Jordan, Lebanon and Syrian Arab Republic. The UNTSO was established in 1948 to supervise the truce agreed at the conclusion of the first Arab/Israeli War. Since 1956, members of the Australian contingent have been employed in a variety v ariety of roles, including staff officers in the UNTSO HQ in Jerusalem and as military observers throughout the region. 7) Operation RESOLUTE- Border Protection Operation RESOLUTE is the ADF’s contribution to the Whole -of-Government -of-Government effort to protect Australia’s borders and offshore maritime interests. The Operation RESOLUTE Area of Operations covers approximately 10 per cent of o f the world’s surface and includes Australia’s A ustralia’s Exclusive Economic

Zone (AEEZ) which extends up to 200 nautical miles from the Australian mainland and offshore territories. The ADF contributes forces through Joint Task Force 639, to Maritime Border Command Command (MBC). 8) Operation HIGHROAD- Afghanistan The ADF’s commitment to Afghanistan is known as Operation HIGH ROAD and is fulfilled by personnel serving with the ADF’s Task Group Afghanistan. Task Group Afghanistan Headquarters is at Kabul’s Hamid Karzai International Airport and comprises a command element of about 45

ADF personnel, which coordinates administration, communications communications and logistics l ogistics support for all ADF members deployed in Afghanistan.

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9) Operation RENDER SAFE- South Pacific Islands Operation RENDER SAFE is the ADF’s annual series of operations that aims to safely dispose of WWII

vintage explosive remnants of war from South Pacific island nations. 10) Operation GATEWAY- South China Sea Operation GATEWAY is Australia’s enduring contribution to the preservation of regional security and

stability in South East Asia. For Operation Gateway, the ADF provides maritime surveillance patrols in the North Indian Ocean and South China Sea. Operation Gateway helps maintain the bilateral Defence relationship between Australia and Malaysia. Operation Gateway Gateway is part of the support to Australia’s efforts to counter people sm uggling in the region. ADF assets are dedicated to Operation GATEWAY taskings periodically. The number of personnel involved varies on each occasion. 11) Operation SOLANIA- Pacific Region Operation Solania is the ADF’s contribution to maritime surveillance wi thin the Pacific Region.

Operation Solania also supports Operation Kuru Kuru, Big Eye, Island Chief, Tui Moana and Rai Balang, which are coordinated maritime surveillance and patrol operations run by the Pacific Island Forum Fisheries Agency (FFA), to detect and deter illegal, unregulated and unreported (IUU) fishing activity.  AD F Cu rr e n t Pr o cu re m en t Pr o g ra ms & Eq u ip me n t Main Service Rifle: F-88 Austeyr and EF-88 Austeyr

All Branches of the ADF use the F-88 Austeyr as the main service rifle. This assault rifle was made and adjusted to Australian conditions under licence from Steyr Mannlicher AG by Thales Australia. It is a bullpup styled rifle (the firing mechanism based based on the butt of the rifle, r ifle, compared compared to the centre like an AR Rifle such as an M16). The advantages of this results in a barrel that is the same size as an AR-15 platform, but has a smaller size. A majority of its body is made of a composite plastic, reducing its weight when compared to other countries service rifles. Further, it can be fitted with a picatinny rail- allowing for modifications such as standardised sights and grenade launchers. It utilises a 5.56 x 44mm Standard NATO round- coming in different variations (Carbine or Assault). Key Facts: -

Range: 400 Metres

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Feed: 30 Round Box Mag Modes: Single Shot or Full Automatic

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Gas Operated, rotating bolt design

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Currently, the ADF is re-equipping each branch (Specifically Army Units) with the EF-88, or known as the Enhanced Austeyr. The EF-88 has been updated updated to include integrated picatinny rails, and for the Grenadier version, an integrated GLA that is not forwarded on a low slung picatinny rail. It was first introduced to Townsville’s 1 st Battalion, RAR, from June 2015. It will be issued more broadly to other army units from 2016 as part of the rollout of Project Land 125-3C. Advantages include:

-

Fixed, lighter Barrel Improved Gas Plug adjustment

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Double-Action, side-opening Grenade Launcher

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NATO compliant accessory rail for laser aimers. Improved ergonomics

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Improved access to GLA trigger

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Non-slip butt plate Modified hammer pack to improve reliability and facilitate silent cocking

-

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Improved Cheek Weld Improved Red Dot Grenade Launcher Sight Extended NATO Compliant STF Top Rail- in-line accessories Reduced overall mass, improved balance.

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NATO compliant STD Rail for grips, bipods and visual v isual illumination devices Folding cocking handle

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Bold Release Catch.

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Above: EF-88 Austeyr

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Above: Original F-88 (A2) Austeyr

Hardware Suppliers & Australian Army Equipment

Australia procures its military equipment from a range of different companies- either being from the Australian domestic defence industry or Western Global Defence Companies. Australian Defence Firm Thales Industries and Lithgow Arms produce on licence the Austeyr Service rifle, with a number of other foreign suppliers including: -

Airbus (Including Eurocopter)

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Boeing:

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General Dyanmic Land Systems

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Heckler & Koch MOWAG

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Thales Australia

-

Mercedes Benz

-

Land Rover

A number of these platforms are chosen due to their similarity or ability to integrate into our major foreign partner militaries. Equipment: Small Arms Name EF-88 & F-88 Austeyr (A2 & A3)

F89 Minimi Browning Hi-Power M4 Carbine

Company Made on Licence by Lithgow Arms, Thales Australia Made on Licence by Thales Australia Made on Licence Colt Manufacturing Manufactur ing Company or Bushmaster Bushmaster

Main Use PDW, Main Service Rifle

Infantry Support Weapon: Light Machine Gun Side-arm Special Forces main service assault rifle (SASR or Commando Reg)

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USP .45

Heckler & Koch

SR-25

Knights Armament Company

MP5

Heckler & Koch

SR-98 MK48 HK416

Accuracy International FN Herstal

HK417 Blaser R93 Tactical

Heckler & Koch Blaser

Barrett M82

Barrett Firearms Manufacturing

Mk14 EBR

Multiple Vendors including: Naval Surface Warfare Center Crane Division, Smith Enterprise Inc. Raytheon & Lockheed Martin

FGM 148 Javelin

Special Forces Sidearm (SASR or Commando Reg) Special Forces Designated Marksman Rifle Special Forces Submachine Submachine Gun & CBQ (SASR or Commando Reg) Bolt-Action Sniper Rifle General-purpose Machine Gun Special Forces Assault Rifle (SASR or Commando Reg) Battle Rifle Special Forces Sniper Rifle (SASR or Commando Reg) Special Forces Heavy SemiAutomatic Anti-Materiel Rifle (SASR or Commando Reg) Special Forces Selective Fire Designated Marksman Rifle (SASR or Commando Reg) Anti-Tank Missile System

Equipment: MBT’s, IFV, APC’s IMVs, LUV, Arty, Radar and UAV’s

Name M1a1 Abrams Main Battle Tank M88A2 Hercules armoured recovery vehicles ASLAV

Company General Dynamics Land Systems General Dynamics Land Systems General Dynamics Land Systems FMC Corp

Main Use Main Battle Tank

Protected Mobility Vehicle Light Utility Vehicles Light Utility Vehicles Artillery

M777

Thales Australia Merc Benz Land Rover BAE Systems Land and Armaments (In reserve) Rock Island Arsenal (Currently being replaced BAE

RBS-70

Saab Bofors Defence

M113 Armoured Vehicles (M113AS3/4 Standard) Bushmaster PMV Merc Benz G-Wagons Land Rover FFR & GS L118/l119 105 mm Hamel Guns M198

Armoured Vehicle/MBT Recovery Vehicle Infantry Fighting Vehicle Armoured Personnel Carrier

Howitzer/Artillery Lightweight/Towed Lightweight/Towed Howitzer/Artillery Short Range Air Defenec (SHORAD)- man portable

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Equipment: Aircraft Name 206B-1 Kiowa

Company

Bell

Boeing CH-47 Chinook Eurocopter EC135

Boeing Eurocopter (Airbus)

Eurocopter Tiger

Eurocopter (Airbus)

Sikorsky S-70 Black Hawk MRH-90 Taipan

Sikorsky NH Industries

Main Use Light Observation HelicopterCurrently being replaced by Eurocopter Tiger and Eurocopter EC135 Heavy lift/Transport Helicopter Helicopter Aircrew Training System (Shared with Navy) Attack/Recon Attack/Recon HelicopterPossible early retirement due to issues Utility Helicopter/Transport Helicopter/Transport Tactical Transport Helicopter

Notable New Events not currently in LAND or JP Stage -

Replacement of the ARH Tiger Helicopter was identified in the 2016 Defence White Paper.

The Army is set to retire the helicopter earlier than expected after encountering numerous numerous issues with sustainment and serviceability rates. While the Tigers were initially supposed to get a AU$1-2 billion mid-life upgrade, a new type of helicopter- either manned, unmanned or a combination of both- is set to enter service from the mid 2020’s. Major Named Projects -

LAND 8120: LAND 8120 seeks to provide a replacement capability effect for the ADF’s earth

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moving and material handling equipment engineer support platforms. LAND 121 Phase 4: LAND 121 Phase 4 will acquire 1100 protected mobility vehicles for command, command, liaision, utility and recon roles. The Hawkei PMV-L has been chosen as this

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platform. LAND 1771: LAND 1771 Phase 1 will modernise land geospatial and survey capabilities and introduce the first Army Geospatial Support System (GSS) to the land force. The GSS will

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enable the system users to support operations within Australia and Overseas. LAND 75 Phase 3.4: Is the acquisition of a new Battlefield Command Support System (BCSS) and provide a digitalised version available to commanding officers to be used in selected

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vehicles. JP 2072 Phase 2A: Is the acquisition of new Combat Radios and ancillary equipment to

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particular combat vehicles such as the Bushmaster. LAND 121 Phase 3B: Is the acquisition of 2707 medium and heavy vehicles along with 3858 modules and 1753 trailers. The project will deliver a range of modern mediumweight and heavy trucks in both protected and unprotected configurations.

37 | P a g e Author: Julian Tully (12/02/2018)

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CA43: Long term procurement of oils, fuels and lubricants necessary for all vehicles and

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equipment. LAND 400: The acquisition program to develop a new Land Combat Vehicle System designed to replace the current Armoured Fighting Vehicles (ASLAVS). Currently there is two tenders

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being considered; one from Rheinmetall and BAE Systems. LAND 125 Phase 3C: Acquisition of the EF-88, Grenade Launcher attachment and a suite of

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surveillance and target ancillaries including an enhanced day sights etc. Currently provisioning to Full-Timers. LAND 53 Phase 1BR: Project for replacing land-based night vision equipment and laser

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aiming devices that attached to specific ADF small arms. LAND 155 Phase 1: Provide the Army with the ability to cross a range of wet and dry gaps in

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support of combat ops- Temporary Temporary bridges etc. LAND 19 Phase 7B: Will deliver the Army-operated Army-operated component of the Joint Integrated Air and Missile Defence Capability.

Basic Training and Officer Training Regimen

The Part Time General Service Officer First Appointment Course commissions GSO’s for the Army Reserve. It is delivered in 5 individual training blocks and a series of non-residential modules to reduce the complexities faced by Army Reservists in Balancing their officer t raining requirements. -

Please

see

the

Reserve

Recruit

Training

Course

Document

from

here:

https://www.army.gov.au/ https://www.ar my.gov.au/sites/g/files/n sites/g/files/net1846/f/res et1846/f/reserve_recruit_training_c erve_recruit_training_course_day_by_ ourse_day_by_ day_35_day.pdf  Training Block 1: Military Foundation Skills is also known as the Reserve Recruit Training Course and

is conducted at the Army Recruit Training Centre, Kapooka, near Wagga Wagga in NSW. During this time, recruits will be part of the 1st Recruit Training Battalion Battalion (1 RTB). This Course is 35 days long and and covers: -

Teaching of Army Safety, Rules, Regulations and Values

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Australian Military History and Doctrine Basics

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Parading Physical Training and Fitness

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Mental Well-Being Field Craft Weapon mastery

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First Aid

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Marching

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Upon completion, a Reserve Officer Candidate will be assigned a to a university regiment (Adelaide University Regiment) where he will practice and learn new skills before the below training blocks. He will remain with the regiment until completion of the training in full.

38 | P a g e Author: Julian Tully (12/02/2018)

Training Blocks 2-4: During these training blocks, candidates progress from small military team

theory through to team command, leadership and Management. Each is 16 days long and are all currently delivered by the Sydney University Regiment in NSW. Training Blocks 5: This block, known as the All Corps Army Reserve Platoon Commander Commander Course, is

28 days long and is conducted at RMC-D in Canberra. This training block confirms candidates have all the attributes, skills and values to become an officer in the Army Reserve. It also confirms that they have the leadership, management, operational operational skills and knowledge required for a junior officer to command command a platoon on peace and stability operations.

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Good Military Leader Examples

It has been noted that Candidates on occasion have been asked to give an example of a Prominent military leader and explain the reason for their choice. This should be read in line with the leadership theory provided above stipulates. Remember the difference between a People Leader and a Strategic Leader: the example given should be someone who is a People Leader (Refer to Leadership Section). Some Australian examples to research: -

Lieutenant Colonel Ralph Honner, DSO, MC: Distinguished Australian Soldier during WWII Lieutenant Colonel Charles Hercules Green DSO: Distinguished Battalion commander commander during WWII and later in the Korean War.

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General Sir Francis George “Frank” Hassett AC, KBE, CB, DSO, LVO: An Australian General

who rose to the position of Chief of the Defence Force Staff.

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Important Requirements of ADF Service- Policies & Conditions Operational Service

As the Primary Role of the ADF is the defence of Australia and its interests, all personnel face the possibility of deploying to, or near, war zones should major hostilities occur. While the degree of exposure to combat situations would depend on a number of factors, in many situations, a member of the ADF will be called upon to engage in a direct action against an enemy force. Additionally, in peacetime, elements of the ADF may be required to deploy to unstable areas where the risk of violence is high. In these cases, personnel may be required to engage in offensive or defensive action for the protection of themselves or others. ADF personnel may also be required to participate in other forms of operational activities where a degree of personal risk still exists. Such duties could include major exercises, search and rescue missions, and natural disaster relief. Defence Force Discipline Act

In addition to normal civilian law, ADF personnel are subject to military law, with its own judicial arrangements (Courts) and punishments. Defence personnel are legally bound to follow all lawful commands, which may be given at any time, and which could involve considerable risk to life. Such orders could require personnel to live, work and fight anywhere in Australia or overseas at short notice. What is military discipline law? The Defence Force Discipline Act 1982 (DFDA) establishes a legal system for the maintenance and

enforcement of service discipline. Military discipline laws concerns offences that are uniquely military, as well as other civil offences that occur in a military environment (both in Australia and overseas). Offences are usually prosecuted within the military discipline system. Criminal offences or other illegal conduct may be referred to civilian prosecuting authorities or civilian police. Military Discipline System

The Discipline Officer Scheme is the lowest level of disciplinary action available under the Defence Force Discipline Act (DFDA). It enables commanders to deal with minor disciplinary offences in a simple, quick and fair manner. Summary Authorities are the next level of disciplinary action under the DFDA. A Summary Authority enables commanding officers and officers appointed as superior summary authorities to deal with more serious disciplinary offences. Defence Force Magistrate and Courts Martial proceedings are the highest level of disciplinary action under the DFDA. The DFDA provides for the automatic review of summary authority proceedings by a ‘reviewing authority’. An ADF member convicted of a serious offence may, depending upon

circumstances, have rights of appeal to the Defence Force Discipline Appeal Tribunal, the Federal Court or the High Court of Australia.

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Unrestricted Service

All members of the ADF are required to provide unrestricted service. This means that they must be available (at all times) to be moved or deployed across Australia and overseas. The implication from this is that a candidate cannot have any civil or criminal restrictions placed on them that would limit their ability to provide unrestricted service. Any candidate subject to an order/sentence that impedes unrestricted service in the ADF cannot be processed until such restrictive circumstances cease. Types of such circumstances may include: Community Service, Good Behaviour Bonds or Apprehended Violence Orders (AVOs). Military and Trade Skills

Throughout ones career, members of the ADF are required to acquire and maintain military skills as well as the trade skills and professional qualifications applicable to their employment. Military skills include competency with weapons, combat proficiencies and drill and ceremonial procedures. Regulation of Lifestyle

As the Australian Community expects members of its armed forces to be of the highest calibre, both physically and ethically, the ADF has in place a number of regulations which impact on the lifestyle of military personnel. These relate to areas such as the non-medical use of drug, consumption consumption of alcohol, unacceptable behaviour and indebtedness. Many of the practices banned by the ADF are sometimes permissible under civil law and in many cases seen by some in the community as an acceptable lifestyle. Security Checks

A security assessment, conducted by AGSVA, will be obtained to determine your suitability for access to national security information. Personal information information provided by you during the recruitment process will be treated in strict confidence and will only be used for the purpose outlined in this paragraph. Drugs & Drug Testing

Drug or solvent misuse is not tolerated and attracts disciplinary action, including dismissal. Defence has a zero-tolerance policy to the non-medical use of drugs. This includes abuse of prescription drugs. All ADF personnel may be required to provide a urine specimen as part of a Urinalysis Testing Program (UTP) A positive test result or refusal to provide a proper specimen may constitute groups for dismissal. Alcohol

The ADF does not condone alcohol abuse and does not tolerate alcohol consumption practices that may impair a member’s capacity to perform their duties. The ADF recognises society’s attitudes to

alcohol consumption consumption and encourages its members to take a sensible and balanced view on the subject.

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PART TIME SPECIFIC

Employment Support Payment Scheme (ESP)

ESP Scheme provides financial assistance to eligible employers to help offset the cost of releasing employees for most categories of ADF Reserve service. ESP is paid at a set weekly rate regardless of the employee’s salary and there are no restrictions on the way employers can use the money. The

weekly rate is equivalent to the average full-time adult’s ordinary time and earnings. Leave Policy

Public Sector Leave Guidelines- The Australian Govt. Employment Bargaining Bargaining Framework requires the incorporation of leave policies and employment practices in enterprise agreements and other workplace arrangements that support the release of Defence Reservists for peacetime training and deployment. The Defence Reserves Support Council (DRSC)

DRSC comprises representatives from peak employer groups, industry bodies and unions including the Australian Chamber of Commerce and Industry, the Australian Industry Group, the Council of Small Business Organisations of Australia and the Australian Council of Trade Unions. The tertiary sector, women’s and youth groups and indigenous organisations o rganisations are also represented to the council.

Department of Defence Reserve and Employer Support Division- Office of Reserve Service Protection (ORSP)

The Office of Reserve Service Protection (ORSP) was established under the provisions of the Defence Reserve Service (Protection) Regulations 2001. ORSP provides advice and assistance to reservists, their units, and employers in dealing with the provisions of the Defence Reserve Service (Protection) Act 2001. The Act sets out the entitlements and prohibitions that apply in relation to people who are rendering, who have rendered, or may render, Defence service as members of the Reserve. ORSP can also provide advice to employers regarding their obligations under the Act. Reservists, or their units, may bring to the attention of ORSP cases of potential or perceived discrimination and/or disadvantage in their civilian employment, educational status, and partnership or practice right as a result of their Reserve Service. If the issue cannot be resolved informally, or at unit level, ORSP becomes responsible for receiving, investigating and managing the resolution of formal complaints made by Reservists under the act. Employer Engagement Program

The EEP co-ordinated by the Directorate of Employer and Industry Engagement, Engagement, provides employers with a better understanding of Defence and the work Reservists perform. The opportunities offered through the program to employers include two activities “Boss Lift’ and ‘Exercise Executive Stretch’.

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Further Notes …………………………………………………………………… ………………………………… ………………………………………………………………………… …………………………………………………………………………… ……………………………………………… ………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… …………………………………………………………………… ………………………………………………………………………… …………………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… ………………………………………………………………………… ………………………………… ………………………………………………………………………… …………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… …………………………………………………………………………… ……………………………………………… ………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… …………………………………………………………………………… ……………………………………………… ………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… …………… …………………………………………………………………… ………………………………… ………………………………………………………………………… ………………………………………………………………………… ……………………………………………… ……………

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47 | P a g e Author: Julian Tully (12/02/2018)