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Officer Professional DevelopmentOPD-301 Leadership
Captain Bill Ratner, USN (Ret.)
NHQ Representative
Pacific Southwest Area
Introductions & Review of Agenda
2
OPD 301 Agenda• Course Concepts• Leadership Expectations – 50,000 ft View• Break• Leadership Expectations – Deeper Dive• Leadership Concepts• Leadership Resources & Tools • Break• Characteristics of a Strong Unit• Wrap-up
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• Officer Professional Development 301• To reinforce the fundamental tenets of leadership• To educate and inspire Adult Leaders of the NSCC
• Course Specifics• Designed for NSCC Adult Leaders• Focus on Command Leadership (CO/XO)• Addresses Admin/Training/Division Officers Leadership Needs• Seminar format: Information / data first; Discussion
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Course Concepts
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• Rules of Engagement- Be Open & Honest- Contribute/Ask Questions- Non-attribution- Actively Listen- Start on Time/Stay Alert- Listen – Share – Participate
• Breaks- Often, but short- Unannounced (just go!!!!)
Course Concepts
Course Concepts
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• Take Aways/Course Contract - By the end of the day, you will
have … • Materials you can use• Ideas you can implement• Processes you can deploy
Leadership Introductory Exercise
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Leadership Traits from Class Discussion• Good
• Lead by Example• Learn to follow, not just lead• Good Listener• Motivator• Delegate/Follow-up• Training you people• Empower• Have a Vision• Trust• Effective Communications• Humility• Take Care of Your People• Transparency• Stand-up for your people
• Bad• Micromanage• Dictatorial• Lack of Integrity• Unaccountability• Indecisiveness• Scapegoating • Poor communicator• Self-centered• Self-gratification • Bullying/bully• Hidden Agendas• Does not Listen• Lack of Situation Awareness• Favoritism • Leading from behind/Desk• Can not adapt
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• Leadership Expectations• The “Adult in the Room”
- Balance & Consistency to Proceedings- Think things through
• Develop Teamwork- Clear Objectives- Delegate- It takes “real” work
• Leadership styles will vary - You may have to change “you”
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Leadership Expectations: 50,000 ft. View
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“The successful organization has one major attribute that sets it apart from unsuccessful organizations: Dynamic
and Effective Leadership.”
“Management of Organization Behavior”Paul Hersey and Ken Blanchard
Leadership Expectations: 50,000 ft. View
• What is “Dynamic & Effective Leadership”?o Depends on what is needed to fit the situation
• Different Leadership Styles to fit the Situation:o Militaryo Entrepreneuro Autocratico Laissez Faireo Democratic/Participativeo Bureaucratico Other
• Every Leader has a Personal Leadership Style
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Leadership Expectations: Deeper Dive
• Seven Habits for Effectivity (Steven Covey)
1. Be Pro-Active:
2. Begin with the End in Mind:
3. First Things First:
4. Think “Win-Win”:
5. Seek First to Understand:
6. Synergize:
7. Sharpen the Saw:
• “Make” happen vs. “Let” happen
• Set Objectives
• Control
• Gain Buy-in
• Information & Data
• Get to Critical Mass
• Keep an edge
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Leadership Expectations: Deeper Dive
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• Leadership Myths• Leaders are born, not made
• Medieval concept – divine rule• Aptitude component• Leaders are a sum of experience and
training
• Good Leadership is all common sense• Then, why are there leadership problems
• The only school that teaches leadership is the school of hard knocks
• Accelerate learning through education
Leadership Expectations: Deeper Dive
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• Traditional View: Leadership
- Responsibility- Called on to answer or account
- Authority- Ability to make decisions
independently
- Accountability- Accepts responsibility
Leadership Expectations: Deeper Dive
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• Traditional View: Teamwork- Cooperative or coordinated effort on
the part of a group of persons acting together
- Basic contract within an organization among its leader and the group
- Does this always work out among Leaders & the Group? If not, What Happens?
Leadership Expectations: Deeper Dive
Group Discussion• When to use the Chain of
Command and when not to?
• What actions does it take to delegate?
• How would you go about getting “Buy-In” from Volunteers
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BreakPeriod
10 Minutes
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• Pacific Southwest AreaoOne Team:
- Two Regions (11 & 12)- 17 Sub Regions- 90 NSCC & NLCC Units- 90+ Sponsors- 774 Adult Leaders- 3,200+ Parents & Guardians
oOne Goal: Our Cadets’ Future- In the Program & getting ready
for being out of the ProgramoOne Standard
- Conduct above reproach1,882 NSCC & NLCC Cadets
Leadership Expectations: Deeper Dive
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• Roles & Responsibilities- NSCC definitions for each level
of the Sea Cadet Organization taking into account:o Primary Functionso Division of Laboro Span of Controlo Chain of Commando Accountability
Leadership Expectations: Deeper Dive
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• National Board of Directors- Responsible for determining the
policies and programs of both Corps, and for the control of all funds
• National Headquarters- Implements the policies
established by the Board of Directors, and is responsible for the day-to-day management and administration of the NSCC and NLCC
Leadership Expectations: Deeper Dive
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As of September 2015
Leadership Expectations: Deeper Dive
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• National Headquarters Rep.- Ensures the success of assigned
Regional Directors and unit Commanding Officers in attaining program training goals and objectives, through oversight and coordination….
- 6 Regions:- Northeast- Southeast- Midwest- Gulf & Southwest- Pacific Southwest- Pacific Northwest
6 Regions
Leadership Expectations: Deeper Dive
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• Senior RD/Regional Directors- Ensure the success of unit commanding
officers through oversight of training, recruiting and administrative functions of their assigned units, and only for those units.
• Regional Staff- Duties include, but are not limited to;
operations, administration, training, recruiting, retention, supply, public relations and such other duties as may be assigned.
- Personnel assigned to the regional staff should be experienced officers
Source: NSCC & NLCC Regulations
Leadership Expectations: Deeper Dive
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• Unit Commanding Officers- Where “the rubber meets the road”- Unit commanding officers report to
the Regional Director and have direct access (when appropriate) to their respective NHQ Representatives.
- The commanding officer shall direct the efforts of the unit toward attainment of the recruiting, retention and educational goals and objectives of the NSCC
Source: NSCC & NLCC Regulations
Leadership Expectations: Deeper Dive
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• Sponsors- The sponsoring organization to provide
continuing moral and financial support.- Is part of the CO Selection Process- Invite to Annual Events and General Unit
Activities
• Parents & Guardians
• Secret Weapon in the Sea Cadet Program
• Community-at-Large
Leadership Expectations: Deeper Dive
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• Summary- Tried and True Leadership
Principles:o Model the Way by Exampleo Inspire a Shared Vision o Challenge the Process to improve
the organizationo Enable Others to Act o Encourage the Heart
- Fall Back Leadership Positiono One should treat others as one
would like others to treat oneself
Leadership Expectations
Group Discussion
• What is the Chain of Command used for?
• What are the Benefits of the Chain of Command?
• How to strengthen the Chain of Command?
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BreakPeriod
10 Minutes
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• How to Implement Expectations
• Answers: What Difference Will It Make?
• Tips
Leadership Concepts
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• Leadership vs. Manager• When was leadership a “9 to 5”?
• Developing Subordinates:• The “Next Wave”• Simple things to do:
• Clear Assignments,• Expectations out in the open,• Feedback Important – like it or not,• Heed then Lead,• A simple THANK YOU would do.
Leadership Concepts
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Leadership Concepts• Leadership
• “The process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation.”
• Paul Hersey and Ken Blanchard, Co-authors of Management of Organizational Behavior
• Management• “The process of working with and through
individuals and groups and other resources to accomplish organizational goals.”
• Paul Hersey and Ken Blanchard, Co-authors of Management of Organizational Behavior
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Leadership ConceptsManager•Copes with Complexity
•Ensures Things Works
•Worries About Today
•A day’s work for a day’s pay
•Plans to Implement Year’s Objectives
•Focus on Efficiency
Leader•Creates What Works Better
•Copes with Change
•Looks to Future
•Inspires People to Do More
•Creates Long Term Goals & Objectives
•Focuses on Effectiveness
Need A Balance Within Region and Unit
Vs.
Group Discussion
• When would your role change from Leader to Manager?
• What Leadership Style would you use to:o correct a problem?o counsel a parent?o work with a CO or RD?
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Leadership Resources & Tools• What Leadership Resources Do We Have?
o Boundaries- Natural
- Relationships with Constituents- Unit Facilities
- Organic- Regulation & Administration Manuals- Roles and Responsibilities
- Processes- Training - Advancement
o Data- “We are only as good as our Data”
- Magellan, Inspections, Attendance, Trends, etc.
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• Enables Unit Leadership Footprinto Answers the “5 Wise Ones”
• Unit ToolsoPlan of the Year (POY)oPlan of the Month (POM)oPlan of the Day (POD)oParent’s Manual or HandbookoNHQ Websites & Links
Leadership Resources & Tools
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Leadership Resources & Tools
• Data for Trends in Assessing Leadership Effectiveness o Annual Inspections Reportso Financial Auditso Yearly Evaluationso Monthly Reportso Unit Website
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Leadership Resources & Tools• Some Rules of Leadership Engagement
o Communications- Recommend scheduling time between drills to plan
and resolve Admin Activities before Drills
o “Plan your work, then work your plan!”- Stuff Happens, Expect it
o “Holding to Account”- Start with Yourself- Create a Climate of Accountability
Managing Expectations
o Ethics & Values- Sets the Tone within the Unit- “All Hands on Deck”
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Leadership Resources & Tools• A “Quicklook” at Cadet
Promotions tells a loto Status as only as good as
the inputs
• Conclusions assuming data entry is correct:o Improvements needed:
- Course Work & Examso Doing well in:
- Trainings and TIG What Can Be Learned from Matrix?
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Leadership Resources & Tools
• Help is closer than you think
o Sponsors
o Facilities Managers
o Parents
o Community
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Leadership Resources & Tools• Command Goals & Objectives
o Recommend development- Puts everyone on the same page- Determine “gaps” early- Base lining unit’s Activities
o “Engage” in their formulation- Buy-in is a great unifier
o Published and distributed to- Unit, Sponsors, Parents, Guardians,
General Public
Group Discussion• What are some of the leading
indicators of Sea Cadet Program success?
• How would you get Adult Leaders and Cadets on the same page?
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Leadership Checklist Characteristics of a Strong Unit
• Exercising good leadership• from the top down• promoting a sense of teamwork• purpose among all unit members.
• Doing fun things getting out of the classroom setting.
• Which leads to, enjoying lots of public exposure.
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Leadership Checklist Characteristics of a Strong Unit
• Embracing joint training with other groups/organizations to break the monotony.
• Promoting active recruiting programs • include such things as having cadets "bring
a buddy" when they come to their first orientation visit with a unit.
• Getting the word out about the NSCC.
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Leadership Checklist Characteristics of a Strong Unit
• Empowering cadets. • Cadets are given specific position and
responsibility• then held responsible for carrying out duties of
that position.
• Cadet ownership of units. • For an evolution, event or outing, cadet is given
responsibility for the unit. • Examples include taking unit to a [public service]
event and being given responsibility for all aspects of getting it done
• Participating in a school special event, again where the given cadet gets the entire support of his or her unit.
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Leadership Checklist Characteristics of a Strong Unit
• Embellishment of opportunities for parents to be able to take pride in their son or daughter cadet.
• Promote and have an active parents group.
• Be upfront with parents and cadets• Regard to attendance, participation and
other expectation. • Make sure they know what it means to be in
the program and all that is expected. • Participation is not a back seat to other
school activities, keep it just as important!
Group Discussion
• Are there improvements to the Characteristics of a Strong Unit?
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Wrap-up
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• Materials you can use• Access Points for further information• Characteristics of Strong Units
• Ideas you can implement• Yearly Goals & Objectives• Team Building
• Processes you can deploy• Admin and Logistics• Response to Security Changes• Sponsor Development
Expectations Review
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FinalFinalAnnouncementsAnnouncements