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

Documents

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