Citadel Training Model Familiarization - PowerPoint Presentation

1. Citadel Training Model FamiliarizationChallenge Week1

2. Training ObjectiveTask: Familiarize cadet recruits with the basic concepts of CTMCondition: Given a block of instruction in a classroom environment and the CTM manualStandard: As part of a group, correctly apply CTM to a scenario 2

3. What is CTM and why is it important?The Citadel Training Model (CTM) guides each cadet on the path to being a principled leaderprovides some practical guidelines on how to behave as a leader, supervisor, or trainer in order to maximize a mutually respectful relationship with subordinatesis not only applicable to upperclass interaction with fourthclass cadets, but also provides guidance for all training at The Citadel and beyond3

4. 5 Steps of CTMSet expectationsBuild basic skillsGive feedbackINPUT+Follow through with consequencesPRIDE Work for growth in others4

5. Universal Applicability: A Parent Teaching a Child to Brush Her TeethExpectations:“It is important to brush your teeth after each meal and before you go to bed so your teeth stay healthy and strong. I will teach you how to do it and help you at first, but by your next birthday, I expect you to be able to do it by yourself.” Skills:First brush your own teeth as a demonstration.Talk the child through it step-by-step without toothpaste, demonstrating the circular motion, brushing the fronts and backs, etc.Repeat the process with toothpaste.Feedback:Use those plaque disclosing tablets to reveal spots the child missed.Consequences:“No cavities, Mom!”Growth:Once brushing is mastered, move on to flossing.Feedback!Consequences!5

6. Expectations Clearly spell out in advance what is required of subordinates so they have every possible chance of doing the task correctlyIntroduce yourselfSet a positive atmosphereState the obligations of the subordinateExplain the rationale behind the taskProvide an overview of what is going to happen6

7. Expectations ExampleIntroduce yourself“Hi. Welcome to Bob’s All-You-Can -Eat Buffet Restaurant. My name is Fred and I’ll be your waiter.”Set a positive atmosphere“Even though the buffet line is self-serve, I’ll take your drink orders and help you out anyway I can. I’d like to tell you now about a couple special items we have tonight.”State the obligations of the subordinate and Explain the rationale behind the task (in this case, these two steps have been combined)“By all means, eat as much as you’d like but we’d ask you to help us keep costs low by only taking what you can eat. Also, to help keep things neat and healthy, we require diners to get a clean plate with each trip to the buffet.”Provide an overview of what is going to happen“So I’ll go get your drinks and, whenever you’re ready, just start at the left side of the buffet line, grab your plate and silverware, and enjoy! I’ll be back to check on you periodically.”7

8. SkillsTeaching, training, and developing subordinates to succeed at the task we assign“Teaching” involves giving the desired information in an understandable manner“Training” is perfecting performance through repetitionHow do cadre use the “build basic skills” step to teach drill and ceremony?8

9. FeedbackProviding regular, routine information regarding performance Includes both positive and corrective feedback, but is always constructiveUses “INPUT+”Immediate; No name calling; Proper person; Uniquely specific; Talk behavior; End positivelyDescribe how your professors give feedback. What type of feedback helps you improve as a student? What type is less helpful?9

10. ConsequencesAdd action to the words expressed in the Feedback stepUse “PRIDE”Progressive, Relevant, Immediate, Directed at behavior; Even handedWhat consequences are represented in these images and how were they achieved? 10

11. GrowthAbility/confidence to get the job done even when unsupervisedIncrease self-esteem, set a performance goal, assign homework, give realistic challengesWhen the first string player gets injured, how does previous adherence to “growth” allow the team to continue winning? 11

12. Case Study: Knob Year in CTM ExpectationsSkillsConsequencesFeedbackGrowth12

13. Case Study: Physical Fitness in CTMExpectations:You review your last CPFT and decide you want to improve from 65 to 75 pushups on the next CFPTSkills:You get with the Athletic Officer, your ROTC instructor, and one of your classmates who is good at push-ups and get some push-up improvement exercises from themYou work on those exercises three or four times a weekFeedback:Every other week you have your roommate grade you on push-ups according to CPFT standards and you note the resultsConsequencesOn the next CPFT, you score 78 push-upsGrowthYou transition to a sustainment program for your push-ups and begin a new workout program designed to improve your two-mile run score next CPFTYou also help a classmate who sees your success and asks you to help him improve on his push-ups13

14. Practical Exercise #1Divide up into groups Appoint a group leader, recorder, time keeper, spokesman, and devil’s advocateTake ten minutes to develop how the five steps of CTM (expectations, skills, feedback, consequences, growth) can be applied to shoe shining14

15. Practical Exercise #2Divide up into groupsAppoint a group leader, recorder, time keeper, spokesman, and devil’s advocateTake ten minutes to develop how the five steps of CTM (expectations, skills, feedback, consequences, growth) can be applied to learning knob knowledgeBe prepared to report your results to the class15

16. Open DiscussionIdentify and discuss positive examples of CTM you have observed in your lifeIdentify and discuss negative examples of CTM you have observed in your life16