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ecipe for perfection. The framework recognizes the factthat strategic leaders must conceptualize in both the politicaland military realms. Additionally, it illustrates howthe strategic environment is interrelated, complementary,and contradictory. Leaders who make strategic decisionscannot separate the components, especially when theyare dealing with the national security environment.Strategic leaders must recognize and understand thecomponents of the national security environment. Theultimate objectives of all US government personnel arethose presented in the national security strategy. Thestrategy and its objectives shape the decision making ofstrategic leaders, who must understand the nationalinstruments of power—political, economic, and military.These instruments provide the means of influence—forexample, political persuasion (diplomacy), economicmuscle (aid or embargo), or military force (actual orthreatened). Within the national security environment,strategic leaders should consider national priorities andopportunities and must know the threats and risks tonational security, as well as any underlying assumptions.Understanding this environment poses a major undertakingfor strategic leaders. It is also the foundation forunderstanding the military environment.Personnel who aspire to be strategic leaders, especiallywithin the Department of Defense, must thoroughlyunderstand military strategy. Two reasons come to mind.First, because the military instrument of power has suchgreat potential for permanent change in the strategicenvironment, all strategic leaders must recognize its risksand limitations. Second, because military experienceamong civilian leaders has dwindled over the years andwill continue to do so, strategic leaders have a greaterresponsibility to comprehend policy guidance and clearlyFigure 1understand expected results. Only then can they effectivelyset military objectives and assess the risks of militaryoperations. Such leaders must develop and evaluatestrategic concepts within the military environment andrecognize potential threats. Finally, strategic leaders willhave to balance capabilities (means) against vulnerabilitiesand, in doing so, remain aware of the domestic coalitionas a major influence.Since the founding of our nation—indeed, even before thesigning of the Constitution—the domestic environmenthas influenced our leaders. Over the last 200 years, littlehas changed in this regard; in fact, most people wouldargue that domestic influence has increased. For instance,strategic leaders today must pay particular attention tothe views, positions, and decisions of Congress, whosepower and influence pervade many areas within thestrategic environment—both foreign and domestic. Congresshas the responsibility to provide resources, and we havethe responsibility to use them prudently and account forthem. This partnership encompasses national and localpolitics, budget battles for scarce dollars, and cost-risktrade-offs. Strategic leaders cannot ignore either thecongressional part of the domestic environment—eventhough the relationship can sometimes prove difficult—orsupport from the population. Such support is extremelyrelevant in democracies and certainly so in the UnitedStates. The problem for the strategic leader lies in accuratelymeasuring public support. Accurate or not, seniorleaders in a democracy ignore public support at theirperil. Actually, because of their power and influence,components of the media make it impossible to ignoredomestic issues. Strategic leaders must know how toengage the media since the latter can help shape thestrategic environment and help build domestic support.Finally, even though the political will may change, environmentalactivism will continue to affect the decisionsof strategic leaders at every level. Environmentaldegradation remains a concern for strategic leadersin this country, as do problems in the internationalenvironment that call for strategic decisions.When considering the international environment,strategic leaders should first explore thecontext—specifically, the history, culture, religion,geography, politics, and foreign security.Who are our allies? Do we have any alliances inplace, or do we need to build a coalition? Whatresources are involved— physical or monetary? Isdemocracy at stake— creating or defending it?Leaders should also consider threats to the balanceof power (BOP) in the environment and theinvolvement of both official and unofficial organizations.The United Nations may already have11