Operations Training Lesson 2 Be >> 1 Operations Training 2 This Lesson’s Agenda Review Educational Courses & Seminars Leadership Training & Programs

Operations Training

Operations Training

Lesson 2

Lesson 2Lesson 2

BeBe

>>1

Operations Training 2

This Lesson’s Agenda

Review Educational Courses & Seminars Leadership Training & Programs

Module II Staffing Leadership Scheduling Case Study

Lesson 2Lesson 2

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Operations Training

SEO (SEO (SSquadron quadron EEducational ducational OOfficer) reports to DEO fficer) reports to DEO and and DDistrict istrict EEducational ducational OOfficer reports to NEOfficer reports to NEO

3

Educational Opportunities

• The Boating Course (ABC3)

• Advanced Grade Courses

• Elective Courses

• Guides

• Seminars

• Boat Operator Certification

• On-the-water Training

EducationEducation

Learning Lamp

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Advanced Grades

1. Seamanship (S)

2. Piloting (P)

3. Advanced Piloting (AP)

4. Junior Navigation (JN)

5. Navigation (N)

EducationEducation

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Electives

• Cruise Planning (CP)• Engine Maintenance (EM)• Instructor Development (ID)• Marine Electrical Systems (MES)• Marine Communications Systems (MCS)• Marine Navigation Systems (MNS)• Sail (SA)• Weather (WX)

EducationEducation

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Operations TrainingHANDOUT # 6 Manuals, Publications, How-to Guides 6

Additional Training for Members

• Operations Training (OTP)

• Leadership Development (LDP)

• Leadership Training Trilogy LD101 – LD102 – LD103 -

• Many self-education publications Squadron/district job descriptions Parliamentary procedures Parliamentary Skit Presenter’s guides

TrainingTraining

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Membership Participation

• Educational Activities - internal & external

• External Activities - involves working with agencies

outside of USPS - some relate to civic services

• Internal Activities - directly benefit members of USPS

StaffingStaffing

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Not everyone is ready


Why Members Decline Committee Positions

• Lack of knowledge

• Lack of time

• Individual’s feeling of inadequacy

• Monetary reasons

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StaffingStaffing

Operations Training9

Why Members Volunteer

• Self Fulfillment: authority (power, influence, control),

personal growth (knowledge, skills, attitude)

• Commitment: to USPS mission

• Loyalty: to friends and/or organization (‘peer pressure’ to be involved)

• Recognition: getting attention, acceptance

StaffingStaffing

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Interesting work

Part of organization

Part of organization

Operations Training

3 Fundamentals of Motivation

• Recognition

• Money

• Feeling a part of organization

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Why Members VolunteerStaffingStaffing

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Staffing

• Staffing is a key responsibility - - - shared by all leadership (Cdr + Lt/C + Lt)

Nominating Committee - critical to ensuring nomination of qualified leaders

No activity should be undertaken without a solid understanding of position to be assigned

StaffingStaffing

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Operations Training

Staffing 101

Integrity

• Dependable• Conduct

Work habits

• Accustomed to hard work

• Follow through on tasks

• Exhibit the desire for personal growth

Adaptability

• Works well with others • Tolerant of opinions of others

• Invent & reinvent• Gracefully accept constructive

criticism

Enthusiasm

• Positive attitude toward the procedures and policies of USPS

• Toward committee mission and goals

>>12

StaffingStaffing


• Staffing begins with accepting a job description Parties involved need agreement

• Leaders should be able to outline the ‘Job’ our committee members take

A publication of the USPS Leadership Development Committee

Explore this booklet

Job DescriptionsStaffingStaffing

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A Good Job Description

Essential components

• Purpose/Goal of job What overall function does

job serve for squadron?

• Specific tasks What specific tasks must be

accomplished to meet purpose/goal?

StaffingStaffing

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Revising a Job Description

1. Lacks clearly-defined purpose / specific tasks2. Changes in USPS rendered it obsolete3. Not adaptable to local situation,

Limited resources to implement as written Some tasks are best achieved at district

level

StaffingStaffing

For at least 3 reasons, a published job description may be unsuitable:

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How Many is Enough?

• How would you know - what can you do?

• Discuss problem with departmental bridge officer

• Interview potential committee members inactive members & especially your friends

StaffingStaffing

How large of a committee is needed to get job done?

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We All Think About Leadership

I’d like to be a role model that others will respect for my honesty, integrity, competence and ability to communicate with clarity and precision

LeadershipLeadership

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Leadership vs. Management What’s the Difference?


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Operations Training

Leadership and USPS

What are these right things that members volunteer their time and effort to achieve ?


19 >>


A Working Definition of Leadership

The process of getting other people willingly committed to a course of action

Leadership is all about understanding people & getting them focused

Leadership is the ability to convey a sense of vision or mission in a way that transforms or enhances

the follower’s sense of the possibleBest definition ?


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Tips & Hints

• The motivation to lead comes from personal satisfaction & _ _ _ _ _ _

• The operating climate & total demand must be kept reasonable

• OT designed to increase organizational knowledge & prepare members to take the lead When they are ready


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Officers Critical to Developing Future Leaders

• Getting to know & listening to members Learn common values Their reasons for joining USPS Their expectations Level of satisfaction

• Encouraging involvement without manipulation

• Results-oriented planning is key


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Appointments A Test of Leadership

Appointing people to the “Right Job” is not always an easy task

Requires knowledge of the people, interpersonal skills, & ability to articulate common values.

Task includes expectation of failure.


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Find a job that fits the member


Working with your Team

A leader must:

1. Have excellent listening skills and be open to ideas of others

2. Understand follower’s needs,(aspirations, values, concerns etc.) relative to doing the job

3. Know what is to followers


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Operations Training


Two Concepts of USPS Policy

• Participative Decision Making Developing leaders by sharing

decision-making process

• Accountability for Achieving Goals Shared responsibility for decision-making

leads to better goal achievement

Bridge officers are expected to learn duties & responsibilities of district & national officers

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Operations Training


26

USPSUSPS

DISTRICTDISTRICT

SQUADRONSQUADRON

COMMITTEESCOMMITTEES

INDIVIDUAL COMMITTEE MEMBERSINDIVIDUAL COMMITTEE MEMBERS

USPS Interactive Process for Creating Committee Goals

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an Example

Abracadabra Squadron should Increase membership by 25%


Squadron Goal Setting

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Operations TrainingHANDOUT # 7 What’s the Plan 28

Planning for Goal Achievement

Planning begins by finding answer to 3 questions, for each of the specific tasks

1.Result you want to achieve? (what outcome, action, actors)

2.How will you gauge success of your efforts? (criteria, measurement)

3.When will result be realized? (time, date)


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Planning – 5 Prelim Steps

5 Preliminary Steps

1 2 3 4 5


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• What has been trend in performance?

• What were past successes? Failures?

• What led to success? To failure?

• What /Who can help you develop/achieve objectives for tasks?

• What stands in the way?

Analyze Present Situation

Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

What else do we need to know about current situation - regarding goal to increase membership?

LeadershipLeadershipAnalyze Present Situation

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Step 1


Proposed Goal -- To increase membership by 25%

Abracadabra squadron’s new member & non-renewal grid

--5151

9393

--3636

7777

--3636

8282

NetNet

NonNon--

+1+1

20072007

-36

46

82

2009

+1

39

38

2011

-51

42

93

2010

41New

NetNet

Non-Renewal

-36

77

2008


Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

LeadershipLeadershipAnalyze Present Situation

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• Examine status of your availability, knowledge, skills & attitudes related to goal

• Don’t question your ability - - What may hinder you from achieving level of performance required.

• Requires a candid eye

• Then, work on any obstacles

Don’t assume that obstacles don’t exist


Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

LeadershipLeadershipDetermine Obstacles

>>

Step 2



Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

LeadershipLeadershipList Essential Inputs

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Step 3


• What information can I get from members in our squadron, district or national

• What have we done in the past that worked

• Learn from experience of others Past commanders Members of bridge District chairman Chairs of neighboring squadrons


Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

LeadershipLeadershipUtilize Available Information

However you acquire it, knowledge is an essential key to success

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Step 4


Build a Support Team

• Identify people, in & out of squadron, whose support you will seek in achieving goal

• List what assistance you will seek & for which task

The RACI chart in your OT manual is a great tool



Determine Obstacles

List Essential

Inputs

Utilize Available

Info

Build a Support

Team

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Step 5


Simplistic Goal Statement Inadequacies

Beware the over-simplified goal statement

• Yields only a single level of performance

• Does not build motivational milestones

• Limited to routine tasks; not applicable to other types of goals

• If you can’t measure it, you can’t manage it.


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Simplistic Goal Statement

Solutions

• Establish goals in a participatory plan for success

• Do a reality check with team

• Set a range of outcomes for routine tasks

• Think in terms of results desired


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Drafting Personal Goals

• What do YOU want to accomplish?

• Any hurdles to overcome?

• Need a refresher or more knowledge/skill?

• Which of your goals can be met by doing committee work?

• Which by learning from other members?

• Which by study?


Personal goals - - - Administrative, Community or Education based. What do YOU really want

to do? >>

Operations Training

Let’s take a 10 min Break

Please return when you hear the bell

39 >>


‘If you don’t know where you’re going; any road will get you there’

‘I came to a fork in the road and took it’

PlanningPlanningPlanning

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Financial Plan


Planning A Critical Skill

• Plans can be very broad Building our bridge Cruises offered during the year 5 yr Course Calendar

• Plans can be very specific Seamanship lesson plans Boating Course faculty Designing a meetings flyer

PlanningPlanning

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Operations Training

Do you have an idea for doing something new & different to achieve a goal?

Innovation

42

PlanningPlanning

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Operations Training

Innovative Planning

Planning Worksheet

1. Innovative Concept – Not the goal, but new idea for achieving a goal

2. Results Desired – Goal to be achieved

3. Procedure Steps

4. Cost in Resources

PlanningPlanning

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Operations Training

Cost-Benefit Analysis

Whenever innovative plan is under consideration, a COST-BENEFIT analysis is in order.

For every step in planning procedure, cost of planned event is assigned

Does the squadron have the resources?

Every cost in squadron resources is considered—people, time, facilities, money

PlanningPlanning

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Operations Training

Scheduling the Work

• The squadron calendar - a vital tool for organization & scheduling

• For an entire ‘watch’ year

• Published & available to all members

SchedulingScheduling

45 >>

Operations Training

Building Squadron Annual Calendar


• Meetings - required by bylaws: National, District, Squadron

• Officer & Committee duties & tasks

• Deadlines: Roster, Newsletter, Merit Marks, USPS Educational Fund, Chapman Award,

etc.

• Courses, Seminars

• Training Programs

• Squadron Special Events (cruises parties, etc.)

• District & National Special events (trainings)

46 >>

Operations Training

Educational Department

A 5-Year Calendar: Boating & Advanced Grades (SP=spring, FA=fall)

2005 2006 2007 2008 2009

COURSE TITLE SP FA SP FA SP FA SP FA SP FA

Public Boating X X X X X X X X X X

Seamanship X X X X X

Piloting X X X X X

Adv. Piloting X X

Jr. Navigation xxxxxx xxxxxx

Navigation xxxxxx


47 >>

Operations Training

Educational Department

A 5-Year Calendar: Elective Courses (SP=spring, FA=fall)

2005 2006 2007 2008 2009

COURSE TITLE SP FA SP FA SP FA SP FA SP FA

Weather X X X

Engine Maint. X X X

Marine Elect. X X

Sail X X

Instructor Develop. X X X

Cruise Planning X X X


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Operations Training

Case History Studies

49 >>


Operations Training


• Real situations - Actual cases

• Names changed - Protection of guilty

• Who should have done what?

• What was underlying cause?

• Who was in charge – Did they know that?

• Do we have all the facts – Did they?

• Was it a learning experience?

• Now what?

50 >>


Operations Training


Case # M3-2

• Educational Calendar presented to ExCom by SEO and recommended for approval

• In discussion prior to final approval, additional courses/seminars were suggested by several P/Cs in attendance.

• Cdr recommended they be added, ExCom agreed

• Over ½ the courses ended up cancelled, due to insufficient classrooms, instructors, students.

• SEO did not renew, thinking he had failed the Squadron

51 >>


Operations Training


Case # M3-14

• As new Cdr, you are conducting your 1st ExCom Meeting.

• SEO moves that Squadron run a 2nd Boating Course this year, in the summer months.

• Outburst from Joe C – opposes motion – “if it had been a good idea, we would have done it before. I resent this change - - - - -”

• You are stunned and call on SEO to reply – he shrugs and looks hopefully at you

52 >>



Teamwork

• We are a volunteer organization

• We have shared goals

• No department can be successful as an island

• No squadron can survive as an island

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Operations Training

Accountability: Makes the DecisionPerson ultimately accountable. Includes strategic authority, yes-no, veto &assignment powers & final approval

Consult: Communicate the work (2-way)Person(s) who provide special support or to be consulted when making decisions or doing work

Inform: Socialize the Work (1-way)Person(s) to be informed at key decision points during work. Work’s providers, customers & beneficiaries

Responsibility: Perform the workPerson(s) assigned job by the “A”. Includes tactical responsibility for doing work & completing tasks

A

I

C

R

What is RACI?

>>

12

54


Operations Training


Be sure you think through your objectives & goals. These need to be articulated throughout decision making process

Accountable

Inform InformResponsible

Consult

Using the R A C I Grid A Simple Example

• Start with an idea – Offer Seminar Series to public

• Who is involved in decision process?

• Develop action steps & timetable

• Define participants

• Assign RACI to each action step

• Monitor resultsProctors

Site

Team Member

PRO

Instructors

SEO Commander

SXOLB Seminar

Chair

>>55

Operations Training

Work Task or Activity Squadron Commander

SEOSXO PRO

Treasurer

Instructors

Proctors

Team M

ember

Bass Pro Shops M

anager

Special R

esource

LB Seminar C

hair

Special R

esource

Decision to Offer Seminar Series to Public

Locate a site for Seminars – e.g. Bass Pro Shops

Develop timetable for project

Prepare Seminar Schedule

Identify Instructor for each Seminar

Order Seminar Materials

Develop Publicity and distribute

Collecting money

Assist with set up and take down

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The R A C I ToolActivity Matrix - Example

Accountability – Makes the decision

Responsibility – Performs the work

Consult – Persons who provide support

Inform – Persons needing to be informed

56

Tasks, Activities

and/or Decisions

RACI Codes

Populate the

Matrix

Operations Training

Work Task or Activity Squadron Commander

SEOSXO PRO

Treasurer

Instructors

Proctors

Team M

ember

Bass Pro Shops M

anager

Special R

esource

LB Seminar C

hair

Special R

esource

Decision to Offer Seminar Series to Public

Locate a site for Seminars – e.g. Bass Pro Shops

Develop timetable for project

Prepare Seminar Schedule

Identify Instructor for each Seminar

Order Seminar Materials

Develop Publicity and distribute

Collecting money

Assist with set up and take down

A R C C C

I A CI R

I

I

I

I

I

I

I

A

A

A

A

A

A

A

I

I I I

IIII

III

I

IIII

I

I I R

R

R

R

R

R

R

I

I

I

I

I

I

I

I

I

I

C

III

>>57

The R A C I ToolActivity Matrix - Example

Accountability – Makes the decision

Responsibility – Performs the work

Consult – Persons who provide support

Inform – Persons needing to be informed

Operations Training


HANDOUT # 8 R A C I Grid

Accountable

Inform InformResponsible

Consult

• Start with an idea

• Who is involved in decision process?

• Develop action steps & timetable

• Define participants

• Assign RACI to each action step

• Monitor results

Proctors

Site

Team Member

PRO

Instructors

SEO Commander

SXO LB Seminar Chair

>>58

R A C I Recap

Operations Training

Summary

• Educational Courses & Seminars

• Leadership Training & Programs

• Staffing 101 - Committees

• Job Descriptions – Using & Revising

• Goal Setting

AND - - -

Lesson 2 - Operations Training Program

59 >>

Operations Training

Summary

• Planning for Goal Achievement 3 questions to ask 5 preliminary steps to take

• Scheduling Calendar of Events R A C I tool

• Case History Studies

Lesson 2 - Operations Training Program

60 >>

Operations Training

Homework

61

Start developing your Personal plan•Courses & seminars you want to take•Skills you have to offer & want to learn

Reading assignment•Squadron Job Descriptions – on CD•Operations Training Modules I & II – on CD•OM - Ops Manual (Chapters 5-7) – on CD

>>HANDOUT Homework for Lessons 1 & 2

Operations Training

Next Lessons

Lesson 3

•Problem Solving

•Communications

•Conducting a Meeting

•Case Studies

Lesson 4

•USPS Protocols

•Using the USPS Tools

62 >>

Operations Training

The Committee and I appreciate your candid evaluation of these lessons

Please complete the form provided.

The Committee and I appreciate your candid evaluation of these lessons

Please complete the form provided.

EvaluationLesson 2Lesson 2

63 >>

Documents

Operations Training Lesson 2 Be >> 1 Operations Training 2 This Lesson’s Agenda Review Educational Courses & Seminars Leadership Training & Programs