Commandants Department Training 15 July 2015 Leadership Leadership is the art of getting someone else to do something you want done because he wants to do it Dwight Eisenhower Leadership is the ability to establish standards and manage a creative climate where people are selfmotivate ID: 552836
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Slide1
Participative Leadership
Commandant’s
Department Training
15 July 2015Slide2
Leadership
Leadership is the art of getting someone else to do something you want done because he wants to do it.
(Dwight Eisenhower)
Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long term constructive goals, in a participatory environment of mutual respect, compatible with personal values.
(Mike Vance)
Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.
(Peter Drucker)
What is your definition?Slide3
Leadership
“Leadership is a process by which an individual influences a group of individuals to achieve a common goal.”
Peter
NorthouseSlide4
What Leadership Is Not
Coercion
Although coercion is one of the specific kinds of power available to a leader, it is distinct from leadership.
Coercion focuses on the leader’s interest in his own goals and is seldom interested in the wants and needs of subordinates.
Leadership, on the other hand, involves influencing a group toward a common goal.Slide5
What Leadership Is Not
Management
Leadership involves management and vice-versa, but they are different.
Management reduces chaos in organizations and makes them run more effectively and efficiently.
Management is about seeking order and stability; leadership is about seeking adaptive and constructive change.Slide6
Leadership Techniques
There is no one best leadership technique
Good leaders must have a command of several techniques and be able to match them to the particular needs of the situation
What are some leadership techniques?Slide7
Leadership Techniques
Principled… decisions informed by values
Servant… meets the subordinate’s legitimate needs
Transactional.. tit for tat exchanges
Transformational… helps followers reach full potentialSlide8
Leadership Techniques
Authoritative
Participative
Delegative
Subordinate Ability
Low
Medium
High
Subordinate Willingness
Low
Medium
HighSlide9
Participative Leadership
“The corps runs the corps.”
“The corps leads and commands the corps.”Slide10
Participative Leadership Tools for TACs
Confirmation briefs
Rehearsals
In-progress Reviews
After Action Reviews
Close-ended systemsSlide11
Confirmation Brief
The cadet receives a mission and does his own mission analysis.
He then reports to the TAC for a “
commander’s dialogue” or “confirmation
brief.”
The cadet tells the TAC his restated
mission, the tasks he considers necessary to train on in order to complete that mission, and any significant training or readiness issues such as time or resources available.
The
purpose of the dialogue is for the
cadet to
gain guidance, gain support, and set expectations for developing
his plan
.
How to Train, page 7Slide12
Confirmation Brief Examples
After analyzing the most recent CPFT results, a
n athletic officer may have a dialogue with her TAC in which she identifies three cadets who are deficient or at-risk in push-ups and describes in general terms a push-up improvement plan to help them pass the next CPFT.
The company commander has a dialogue with his TAC about his plan to prepare for an upcoming SMI.Slide13
Rehearsals
Help
leaders and subordinates understand
the
conduct of events and their
responsibilities
Help
the organization synchronize training with times, places, logistics, and training support. Slide14
Rehearsals
Commanders and other leaders also use rehearsals to:
Ensure leaders and trainers understand training objectives.
Identify shortcomings and deficiencies in the training plan.
Instill confidence in the training plan.
Suggest effective training techniques to subordinates.
Identify and correct potential safety issues.
Understand how trainers intend to evaluate the performance of individuals and organizations and whether they understand how to conduct effective after action reviews.
Assess trainer competencies to conduct the training.Slide15
Rehearsals
Common types:
Talk-through
Walk-through
Full-dress
The
leader determines the appropriate type of rehearsal based on several factors including time and space available, his unit’s readiness, and the complexity of the task
.
How to Train, page 17Slide16
Rehearsal Example
There is an honor LTP scheduled in two weeks and the TAC conducts a rehearsal with the Honor Rep.
In a “talk-through,” the Honor Rep would simply provide an overview of the class and how he’ll conduct it.
In a “walk-through,” he’d flip through the slides on the TAC’s computer and make comments on each.
In a “full-scale,” they’d go to the company classroom– perhaps even with a few cadets to role-play the audience– and the Honor rep would teach the entire class at full-combat speed.Slide17
In-progress Reviews
Allow
the
TAC to
assess if the task is proceeding within
her intent, or if she
needs to intervene.
A
typical IPR lists each event in the preparation sequence and its planned date of execution, who is responsible for it, and its current status.
How to Train, page 14Slide18
IPR Example
Planned Date of Execution
Event
Individual Responsible
Status (as of 8 Feb)
15-17 Feb
Conduct CPL Boards
TAC
Announced to company on 1 Feb
14 Feb
Make copies of score sheets and deliver to TAC
Admin Clerk
Given WO on 5 Feb
13 Feb
Finalize Board Composition
1SG
Gave WO to Jones, Smith, Harris, and Black on 8 Feb
7-10 Feb
Knobs sign up for time slots
1SG
23 out of 34 have signed up on 8 Feb
3 Feb
Brief 4C on process
1SG
Completed 3 FebSlide19
After Action Reviews
Serve as
a guided analysis of an organization’s performance, conducted at appropriate times during and at the conclusion of a training event or operation with the objective of improving future performance
Provide
opportunities for units to develop critical thinking in
leaders
Include
a facilitator, event participants, and other
observers
Identify
unit strengths to be sustained and weaknesses that need to
improve
Apply those
observations, insights, and lessons to future training and operations to improve not only task proficiency, but also the quality of the training event
.
Slide20
After Action Reviews
Are
best conducted throughout a training exercise at appropriate times, rather than just at the end of the exercise, to allow cadets and their leaders to take immediate, in-stride corrective
actions
Are
not
critiques
Are
part of an open learning environment where facilitators, participants, and observers freely discuss successes and honest mistakes
.
Are included in continuity books to foster continuous growthSlide21
After Action Reviews
Basic format:
What was supposed to happen?
What actually happened and why?
How do we sustain good performance and improve less than optimal performance
?
How to Train, page 24
Written AARs often follow the Issue, Discussion, Recommendation format
How to Train, page 25Slide22
Closed-loop Systems
A system in which some or all of its output is used as its input
Creates the feedback necessary to achieve desired results
On the other hand, open-loop systems are set up to achieve desired results, but there is no way of checking to see if that has actually happened
Plan
Prep
Assess
Execute
- How to Train, page 4Slide23
Closed-loop Systems: MRI
Cadets develop plan based on TAC guidance
Cadets execute MRI according to plan
TAC issues guidance on how MRI will be conducted
Cadets give daily, weekly, and/or monthly report to TACSlide24
Closed-loop Systems: Mentor Program
Cadets develop plan based on TAC guidance
Cadets execute mentor program according to plan
TAC issues guidance on how mentor program will be conducted
Cadets give monthly, semester, and annual report to TACSlide25
Next
Break up into Cadets Leading and Commanding the Corps Best Practices Working Groups
Personnel Accountability
MRI
Physical Fitness
Discipline
Ad Hoc
Taskers
Regimental Staff Operations
Each group will determine a set of principles for how to put “cadets leading and commanding the corps” into action in the specific area assigned
Ten minute oral briefing followed up with an email to everyone