Officer Professional Development OPD-301 Leadership Captain Bill Ratner, USN (Ret.) NHQ Representative Pacific Southwest Area.

Officer Professional DevelopmentOPD-301 Leadership

Captain Bill Ratner, USN (Ret.)

NHQ Representative

Pacific Southwest Area

Introductions & Review of Agenda

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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 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


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• Traditional View: Leadership

- Responsibility- Called on to answer or account

- Authority- Ability to make decisions

independently

- Accountability- Accepts responsibility


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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?


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


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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


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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


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As of September 2015


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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


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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


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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


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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


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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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• 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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• 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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• 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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• 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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• 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

Officer Professional Development OPD-301 Leadership Captain Bill Ratner, USN (Ret.) NHQ Representative Pacific Southwest Area.

Documents

leadership traits

leadership mythsleaders

traininggood leadership

leadership problemsthe

dynamic effective leadership

personal leadership

deeper diveseven habits

nscc adult leadersfocus