CTM 21 1 Training Objective Task Understand how to apply the CTM as a secondclass cadet Condition Given a block of instruction that includes a review and two case studies in a classroom environment ID: 527204
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Citadel Training Model for 2C
CTM 2-1
1Slide2
Training Objective
Task:
Understand how to apply the CTM as a
secondclass
cadetCondition: Given a block of instruction that includes a review and two case studies in a classroom environmentStandard: As part of a group, correctly apply CTM to secondclass-specific scenarios
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CTM Review
5 Steps of
CTM
Set expectations
Build basic skillsGive feedbackINPUT+Follow through with consequencesPRIDE
Work for growth in others
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CTM and the Squad Sergeant at Morning Formation
Set
expectations
“Assembly is at 0708 so everyone must be in ranks, dressed and groomed according to the Blue Book at that time. Everyday I will be inspecting personal appearance and taking accountability.”
Build basic skillsLeading by example and “showing them, not telling them”
Give
feedback
Use INPUT+ to quickly
and professionally address
both positive and negative behavior
“Good looking shoes.”“You’re getting close to needing a haircut.”Follow through with consequencesYou don’t need to always write a PR, but using PRIDE, all unsatisfactory performance must be addressed or else you have created a new standardPRIDE requires “even-handed” consequences… the standards articulated in your “expectations” apply to everyone, not just knobsWork for growth in othersTrain your CPL to be ready to be a squad sergeant next yearLeverage stronger members of your squad to help those needing improvement
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The NCO Corps
Secondclass
cadets fill the NCO ranks within the South Carolina Corps of Cadets
NCOs are called “the backbone of the Army”
What does that mean and how does it apply to the SCCC?Although NCOs and Officers work together to accomplish the mission, there is an efficient division of labor that designates certain responsibilities as “NCO business”
What responsibilities are traditionally considered “NCO business”?
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“NCO Business”
Taking care of subordinates
Individual and small team training (to include physical training)
Maintenance and inspection of personnel and equipment
AccountabilityPlanning and conducting day-to-day unit operations within prescribed policies and directivesAdvising the commander on awards and punishments for enlisted soldiers
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CTM and “NCO Business”: Where do they intersect?
NCO Business
Caring
Training
Maintenance and inspection AccountabilityDay-to-day unit operations
Awards and punishments
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CTM
Set expectations
Build basic skills
Give feedback
Follow through with consequences
Work for growth in othersSlide8
Caring and Expectations
Caring does not mean babying subordinates, but it does mean knowing them as individuals, their needs, and their situations
It means using that knowledge to create conditions for them that encourage success
The trainer-trainee relationship under CTM is built on trust and that trust comes in part from knowing your leader cares about you
CTM says, “I will be with you every step of the way, but I will not carry you. It is my job to train you so you can do it yourself.”
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Caring and “Big A” Accountability
NCOs are concerned with both “little a” accountability (personally doing the right thing and personally being in the right place at the right time) and “
b
ig A” accountability (ensuring the well-being and success of everyone entrusted to the leader’s care)
What are examples of a cadet squad sergeant executingLittle a accountability?Big A accountability?
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Practical Exercise #1
Divide up into the number of groups designated by the TAC
Appoint a group leader, recorder, time keeper, spokesman, and devil’s advocate
Take five minutes to develop how a squad sergeant applies “Big A” accountability to an
upperclass squad member who is having academic difficultiesBe prepared to report your results to the class
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Training and Build Basic Skills
No one in the Army has more to do with training soldiers than NCOs
NCOs are masters of the tasks the are responsible for and experts in training their subordinates to do the tasks they are responsible for
NCO leaders using CTM lead by example and train by the “show them; don’t tell them” technique
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Maintenance and Inspection, and Feedback
NCOs ensure the soldiers properly maintain their weapons, vehicles, and personal equipment, and then inspect those items to ensure they are up to standard
NCOs use inspections to correct small problems before they become big ones
NCOs inspect their soldiers daily
When they find discrepancies, NCOs orient corrective action that is directed at the deficiency and is oriented on improving the soldier’s performance in the problem area; it is corrective, not punitive
In CTM, such feedback is delivered using INPUT+. What does INPUT+ mean?
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Practical Exercise #2
Divide up into the number of groups designated by the TAC
Appoint a group leader, recorder, time keeper, spokesman, and devil’s advocate
You are a squad sergeant
Take seven minutes to apply CTM to a situation in which a knob in your squad is admitted to the infirmaryBe prepared to report your results to the class
Specifically address:
What are the knob’s
expectations
of how his squad
sergeant cares
for him under these circumstances?What skills does a squad sergeant need to fulfill those expectations?How does the squad sergeant get feedback that the cadet’s needs are being met?What are the long-term consequences of the relationship between the knob and his squad sergeant if the squad sergeant visits him in the infirmary? If he doesn’t?How does how the squad sergeant treats the knob in this situation help the knob
grow
as a leader?
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Open Discussion
NCO
business includes
planning
and conducting day-to-day unit operations within prescribed policies and directivesWhat does this mean in the context of “the corps leading and commanding the corps?”
What are the consequences of
cadet NCOs taking or not taking this responsibility?
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Conclusion
Any ideas for improving this class?
Juniors have one more CTM LTP which is on-line, as well as numerous opportunities to practice CTM as NCOs
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