Be a leader All the time - Citadel

FOR TRAINING USE ONLY 1

Be a leader

All the time


Be a leader

All the time

Work hard

Play hard

Do the right thing

FOR TRAINING USE ONLY

Cadre/

Command Team

Leadership

Seminar

3

14 Aug 2013 CAO: 13 Aug 2013


BLUF

• Thank you

• Make the right difference

• Honor the trainer-trainee bond

• Prepare this week with gusto (3x5, CDR Call, Staff Meeting)

• Be a leader…all the time

4

Orientation is about the 4Cs

Command is about the Unit [Corollary: It’s not about you]


OBJECTIVE 1:

VID


Objective 2

Codify, Energize Around, Put on Paper:

• Your guiding leadership principles

• Your message to the troops

• Your battle rhythm

6


Lineup --Six Blocks O’ Instruction--

Approach: Update – Reflection – Doo-ah

• Update – LTP

• Reflection & Discussion

– Personal

– Team

• CDR’s Call

• Staff Meeting

• Peer-Eval Feedback

7

1

2

3

4

5

6


LTP Update

8


Program Adjustments

• RS Long-Range Focus & Planning – Staff Meeting w/training schedule & long-range calendar

– Confirmation briefs

• LTP syllabus with training focus (copy online) – Intent: 80% LTP required for progress through four-class system

– Make up training on Wed, end of term

– Computer-based LTP attendance

• Computer-based peer evaluations – Personal insight; inform, not part of rank boards

– TAC-led training on purpose and mechanics of peer evals

• LDT coordination lunch meeting – Scheduling, alignment focus

9


10

Syllabus


Program Adjustments

• RS Long-Range Focus & Planning – Staff Meeting w/training schedule & long-range calendar

– Confirmation briefs

• LTP syllabus with training focus (copy online) – Intent: 80% LTP required for progress through four-class system



• Computer-based peer evaluations – Personal insight; inform, not part of rank boards


• LDT coordination lunch meeting – Scheduling, alignment focus

11


Peer Eval Snapshots (1/4)

12

Cadet Entry (1) • Ranking • Strength • Weakness

NO

TIO

NA

L D

ATA

ON

LY



13

Cadet Entry (2) • Most improved • Most influential • Less than best

effort

NO

TIO

NA

L D

ATA

ON

LY



14

Report (1) • Ranking – Peer • Ranking – TAC • Ranking – CO • Ranking – 1SG

NO

TIO

NA

L D

ATA

ON

LY



15

Report (2) • Personal • Three Questions

NO

TIO

NA

L D

ATA

ON

LY

NO

TIO

NA

L D

ATA

ON

LY


Program Adjustments

• LTP syllabus with training focus (copy provided)

– Intent: 80% LTP required for progress through four-class system



• Computer-based peer evaluations

– Personal insight; inform, not part of rank boards


• LDT coordination lunch meeting - TBD – Scheduling, alignment focus

16


New Lessons

• Commander’s Call

– Set tone & tenor, expectations, goals/priorities

• Setting Positive Environment/Counter Hazing

– Begin to adjust culture

• Being the Example – It’s Your Ship (copy provided)

– Emphasize 3C influence through example

• Feedback (Peer Evals)

– Cage mindset regarding peer-eval purpose

• Ethics

– Set up for success for SACS visit

17


Sked (1)

18

Leadership Training Program - Fall 2013 AS OF: 25 JUN 2013

Date 1C Training 2C Training 3C Training 4C Training

Thurs - Aug 29 Commander's Call: 1830 - A, E, I, N, RBD [Asgn Clrms]

Sat - Aug 31

LD 2-2 Judgement Index

Introduction

[MFH]

AD/SA 3-1 Rules of the Road

[Co Clrms]


Introduction

[MFH]

Test in Barracks Following

Tues - Sep 3 Commander's Call: 1830 - B,F,K,P [Asgn Clrms]

Thurs - Sep 5 Commander's Call: 1830 - C,G,L,O,PB [Asgn Clrms]

Tues - Sept 10 1100-1300 Hazing Workshop for Commanders + HA Teams [RCRR]


Complete Exercise

[Barracks]

Tues - Sep 10

AD/SA 2-1 Rules of the Road

[Co Clrms]

Tues - Sep 10 Commander's Call: 1830 - D,H,R,S [Asgn Clrms]

Thurs - Sep 12 Commander's Call: 1830 - M,T,V [Asgn Clrms]

Tues - Sep 17H 1-1 Refresher Training

[Bn Clrms]

Setting a Positive Leadership

Environment/Countering Hazing

[Asgn Clrms]

H 3-1 UC Refresher Training

[Co Clrms]

Tues - Sep 24Mentor Program [Top9/Cdrs/Ath Ldrs]

[Greater Issues Room, MCH]

AD/SA 2-2a Guest Speaker:Brett Sokolow

"Drunk Sex or Date Rape" [MFH]

CS 3-1 What is your Career Path?

[Bn Clrms]

Tues - Oct 1 CS 1-1 Ace the Interview

[Bn Clrms]

AD/SA 2-2b Discussion of Guest Speaker

[Co Clrms]

SA/SH 1 in 4 Training - 1st Bn Males

ONLY [RCRR]

H 4-4 Spirit of the Honor Code

[Co Clrms]

Tues - Oct 8 PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE

Thurs - Oct 10 GREATER ISSUES GREATER ISSUES GREATER ISSUES GREATER ISSUES

Tues - Oct 15AD/SA 1-1 Rules of the Road

[Bn Clrms]

AD/SA 2-3 Healthy Lifestyles

[MFH-males; TBD females]



[Asgn Clrms]

HD 4-2 Suicide Awareness

[Co Clrms]

Tues - Oct 22



[Asgn Clrms]

H 2-1 Refresher Training

[Co Clrms]

SA/SH 1 in 4 Training - 2nd Bn Males

ONLY [RCRR]

Wed - Oct 23

LEADERSHIP EDUCATION DAY

NO CLASSES


NO CLASSES


NO CLASSES


NO CLASSES

Tues - Oct 29 PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE

Thurs - Oct 31 PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE

Thurs - Oct 31 Feedback Training 1830 [Asgn Clrms] A,E,I,N,P,RBD

Tues - Nov 5

Mentor Program [Top9/Cdrs/Ath Ldrs]


CS 2-1 Building an Effective Resume

[Bn Clrms]

Being the Example [It's Your Ship]

[Co Clrms]

Tues - Nov 5 Feedback Training 1830 [Asgn Clrms] B,F,K,O,PB

Tues - Nov 12 GREATER ISSUES GREATER ISSUES GREATER ISSUES GREATER ISSUES

Tues - Nov 12 Feedback Training 1830 [Asgn Clrms] C,G,L,R,S

Tues - Nov 19 Feedback Training 1830 [Asgn Clrms] D,H,M,T,V

Thurs - Nov 21HD 2-1 Suicide Awareness

[Co Clrms]

SA/SH 1 in 4 Training - 3rd Bn Males

ONLY [RCRR]

Nov 22-Dec 1 FALL FURLOUGH FALL FURLOUGH FALL FURLOUGH FALL FURLOUGH

Tues - Dec 3 H 2-2 2C Honor Training

[Co Clrms]

SA/SH 1 in 4 Training - 4th Bn Males

ONLY [RCRR]

Judgment Index Outbrief

[MFH]

Thurs - Dec 5

Judgment Index Outbrief

[Buyer Aud]

H 3-2 3C Honor Training

[Co Clrms]

ALL SPEAKERS WILL BE VIDEOTAPED

Whole-up Company: CDR Call, “Feedback” Call PLUS…

2 6 5 2

X = Co-level opportunity


Sked (2)

19

Leadership Training Program - Spring 2014 AS OF: 12 Jun 2013

Date 1C Training 2C Training 3C Training 4C Training

Thurs - Jan 16 Commander's Call: 1830 - A, E, I, N, P, and RBd [Asgn Clrms, except RBd in rehearsal hall]

Tues - Jan 21

CS 1-2 Career Success after The

Citadel

[Bn Clrms]

AD 3-2a Speaker:Mark Sterner

"DUI - A Powerful Lesson"

[MFH]

H 4-5 Refresher

[Co Clrms]

Tues - Jan 21 Commander's Call: 1830 - B, F, K, O, PB [Asgn Clrms]

Thurs - Jan 23 Commander's Call: 1830 - C, G, L, R, S [Asgn Clrms]

Tues - Jan 28

AD 3-2a Speaker:Group Discussion

[Co Clrms]

Tues - Jan 28 Commander's Call: 1830 - D, H, M, T, V [Asgn Clrms]

Tues - Feb 4Mentor Program [SGMs/1Sgts/Ath

Ldrs]-[Greater Issues Room, MCH]

H 3-3 Refresher

[Co Clrms]

CS 4-2 What can I do with this major?

[Bn Clrms]

Tues - Feb 11HD 1-1 Suicide Awareness

[Bn Clrms]

Developing Personal Leadership

Philosophy

[Co Clrms]

SH/SA 3-1 Speaker:David Coleman

"Relationships"

[MFH]

Tues - Feb 18 President's Inspection Prep President's Inspection Prep President's Inspection Prep President's Inspection Prep

Tues - Feb 25Mentor Program [Top9/Cdrs/Ath Ldrs]


LD Ethics II [QEP]

[Co Clrms]

CS 3-2 Summer Internships/Jobs

[Bn Clrms]

SH/SA 4-3 Speaker:Paul Jones

"Mental Health"

[MFH]

Tues - Mar 4 PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE

Tues - Mar 11 PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE PARADE PRACTICE

Thurs - Mar 13 GREATER ISSUES GREATER ISSUES GREATER ISSUES GREATER ISSUES

Tues - Mar 18Mentor Program [Top9/Cdrs/Ath Ldrs]


LD Ethics I [QEP]

[Co Clrms]

Mar 21-30 SPRING FURLOUGH SPRING FURLOUGH SPRING FURLOUGH SPRING FURLOUGH

Tues - Apr 1

Mentor Program [Rising Top

9/Cdrs/SGMs/1Sgts/Ath Ldrs]-


Transition>Recognition Trng

H 4-5 Honor as an Upperclassman

[Co Clrms]

TBD


Alumni Seminar

[Assgn Clrms]

Tues - Apr 8

CS 2-2 Networking Skills

[Bn Clrms]

SA/SH 1 in 4 Training - 5th Bn Males

ONLY [RCRR]


Standards Enforcement as an UC

[Co Clrms]

Thurs - Apr 10

Mentor Program [Rising Top

9/Cdrs/SGMs/1Sgts/Ath Ldrs]-



"What am I After Recognition"

[Co Clrms]

Tues - Apr 15

Revisiting Personal Leadership

Philosophy

[Co Clrms]

Officer Duties - Key Leaders Only

[Assigned Clrms]

NCO Duties - Key Leaders Only

[Assgnd Clrms]

Thurs - Apr 17

Tues - Apr 22

ALL SPEAKERS WILL BE VIDEOTAPED

Whole-up Company: CDR Call PLUS…

1 3 4 1

X = Co-level opportunity


On-Going Initiatives

• Counter hazing discussion – TAC team (23 Jul)

– Intent: meet & dialogue with national expert Kim Novak

on 23 Jul to give her landscape at The Citadel

• Standards & Certifications – TAC team (31 Jul)

– Intent: to – in collaboration with Krause Center – start to

resolve how a TAC might certify a 4C as ready for 3C, a

3C as ready for 2C, etc.

20


Mentor Program --Inbrief, Tue, 27 Aug--

• Know Mr Jim Whetstone, ‘60

• Know Your Program

– Cadet Corps Leaders Mentor Program

– Cadet Company Commander Mentor Program

– Junior Cadet Leadership Program (spring)

• Grasp opportunity with gusto

• Be gracious

• Meet or exceed the goal: 30-3-3

21


Leadership Day

--Wed, 23 Oct--

ROE: On Leadership Day, all cadets must

participate in approved activity for at least three hrs

• All 4C: SHARE project (led by 3Cs)

• All 3C: Half-day, full-day option

• All 2C: JEEE

• All 1C: SLIS or 3-hr participation

• Sign-Up Window: 4 Sep – 2 Oct

22

About Duty… About Leadership…

About Command Emphasis


Quick Hitters

• TAC Huddles & RC Guidance/Priorities

• Athletic Department Coordination

• Guidon quotes on honor, duty, respect

23


Honor

24

“Honor is the capacity to control the instinctive selfishness that lurks in all of us. It is the tough case-hardened ability to put morality ahead of expediency, duty ahead of deviousness – and to do it instinctively and every time. Honor also means pride in excellence – of every kind; especially excellence of performance.” --General Mark Clark


Duty

25

“Duty is the sublimest word in the English language. You should do your duty in all things. You can never do more. You should never wish to do less.” —General Robert E. Lee


Respect

26

“The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against himself.” —Major General John M. Schofield, Address to the Corps of Cadets, U.S. Military Academy, August 11, 1879


Take-Aways --Interim 1--

Be a collaborative, mutually supportive,

Corps-wide command team

Do our part to “achieve excellence in the

education and development of principled

leaders”

27


Discussion

BREAK

28


Reflection &

Discussion

Part I

[Personal]

29


Reflection

Why did you come to The Citadel?

What do you remember from your

orientation week?

30


Reflection

Why did you come to The Citadel?

What do you remember from your

orientation week?

Who do you remember from your orientation

week?

31


There I Was…

32


Teamwork Lifelong Learning Self-Discipline

Perseverance Seeing Opportunities

“To do less than you can is to do nothing” – C/Lt Col Drew

C/Lt Col Kaufmann

Whadat and chew, whadat and chew…

Goldfein, Davis

There I Was…

I can always do more than I think I can


Purpose of the Fourth-

Class System

34

“The Fourth-Class System is the foundation in the Citadel’s signature four-year leadership development program. It creates the discipline and instills the core values of Honor, Duty, and Respect which will be expected of principled leaders in all walks of life.”

Every Training Evolution Has a PURPOSE

Lead with Purpose & Lead Professionally


Reflection

Why are you part of command team?

What leadership philosophy or principles will

guide you this year?

35


Reflection


What leadership philosophy or principles will guide you this year?

To Frame Your Thinking…

– Quotes

– Cadet Words – Thinking About Command

– On Leading Peers – Russ Keller

– It’s Your Ship – Michael Abrashoff

36


• There are three kinds of people: Those who make things

happen, those who watch things happen, and those who

ask, ‘what happened?’ --Casey Stengel

• Optimism is a force multiplier --Colin Powell

• Unless someone like you cares a whole lot, nothing is

going to get better. It’s not --Dr Seuss

• The price of greatness is responsibility --Winston Churchill

• Always take your job seriously, never yourself --Gen Dwight Eisenhower

• Perseverance and spirit have done wonders in all ages

--Gen George Washington 37


• On Day One & being ready for command: – “I wish I would have known the small window of time we

actually had to affect change (August-September)…”

– “The number 1 challenge is figuring out priorities…”

– “Before taking command, think of what others can expect from you…”

• On goal setting: – “I wish I would have focused on one or two goals and

really hit those goals hard at the beginning of the year…”

– “Have your goals established before you take command. Not just your goals, but HOW you plan on achieving them…”

Cadet Words (1)

38


Cadet Words (2)

• On setting tone & tenor:

– “Set the tone the first day you get there…so it becomes the

standard early on…”

– “A commander for the most part must keep…cool & collected…”

• On responsibility & obligations:

– “I wish I had known not to take things personally…”

– “It’s lonely at the top…”

– “A commander is always under the microscope…”

• On mindset:

– “…the best part is being able to serve those under you…”

39


On Leading Peers (1) --Russ Keller--

• A leader has a stake in preserving the

institution’s legacy. The tough part for a leader

is that not all stuff touted as legacy is actually

worthwhile legacy. Some bad traditions &

processes often masquerade as good legacy.

– PRACTICAL ADVICE: Ask why do we do this? If the

answer is “that’s the way we’ve always done it”—stop

& challenge our assumptions

40



• A leader straps on the responsibility to be loyal

to the institution. Loyalty to the institution might

sometimes be in conflict with loyalty to

peers. The dilemma can seem challenging.

– PRACTICAL ADVICE: If a peer has placed us in a

dilemma where we can’t be loyal to both the

institution and the peer, consider whose fault it is that

we are faced with the dilemma

41



• A leader is visible all of the time, living in a glass

house. Keep in mind the audience is a big one

and ever present.

– PRACTICAL ADVICE: Don’t look at the glass house

as something negative; the glass house effect is

actually a huge advantage that gives us the

opportunity to reinforce the good stuff all the time

42

Be a leader…all the time


It’s Your Ship

43


It’s Your Ship

• Read page 16-17:

– How powerful is it to know something personal about

each person in your charge?

– How might this apply to you and the knobs? Knowing

their first name? Hometown? What motivated them to

attend The Citadel?

44

Never Forget Your Effect on People


It’s Your Ship

• Read page 14-16:

– What do you think of the “three questions” the

Captain uses to analyze a mission failure? – “Did I clearly articulate the goals?” [setting expectations]

– “Did I give people enough time and resources…?”

[setting reasonable timelines & committing support]

– “Did I give them enough training?” [developing people]

– How can we apply this to our duties as cadre,

CDRs, SGMs, 1SGs?

45

It’s Funny How Often The Problem is You


Point of Departure

Leadership Philosophy

46


To always remember:

There is one right place to be as a leader…

Find out where it is…

And get there…

Point of Departure

Leadership Philosophy

• Expect a lot

• Be the example

• Develop, teach, inspire the team

• Be passionate about mission

• Create ethos

47



Who do you remember from your orientation

week? • Every Training Evolution Has a PURPOSE


What leadership philosophy or principles will

guide you this year?

48 Leaders Reflect


DISCUSSION

Break

49


Reflection &

Discussion

Part II

[Team]

50


Purpose

• Know yourself & your team

• Appreciate intent behind a CDR call & staff

meetings

• Build your CDR Call & staff meeting

agenda (in next block of training)

51

Direction Alignment Commitment


Judgment Index

• E-VALUE-ate

• Image

• Awareness (personal & team) &

improvement

– Balance over strength

– Strength = caution

• Leading (vice lagging) indicator

• 40+ years of research

52

Values Judgment

Decisions


Top 6 (Minus 1)(1)

53


Top 6 (Minus 1)(2)

1

3 4

5 5

2


Top 6 (Minus 1)(3)

3 4 2 1 5 6 7 8


___ Company

Commander’s Call

56


Today’s Learning

Outcomes

• Appreciate intent behind a CDR call

• Build your CDR Call

57

Points to Ponder:

First impression to Knobs – period

First impression to whole unit – in CDR or 1SG role


Why Commander’s Call?

• Put YOU in unit

• Set expectations

• Lay out priorities and goals

58

Tone and Tenor

&

Cohesion


Standards

59

• Priorities/Responsibilities/Goals

• Honor

• Duty

• Respect

• Drugs/Alcohol

• Hazing/Physical Maltreatment

• Sexual assault

• Sexual harassment/EEO/religious respect

• Suicide awareness

• Safety

• Co Traditions


Demo & Doo-ah

This Afternoon


Running a

‘5-letter s’ (staff)

Meeting

Aug 2013

61


Today’s Learning

Outcomes

• Understand intent behind staff meetings

• Consider approaches & techniques to

optimize effectiveness of staff meetings

62


Goals for

Staff Meetings

• Goal 1: Substance

– Guidance

– Alignment

• Goal 2: Both effective & efficient

Keys to Success Structure & Battle Rhythm

Preparation by “leader” & “team”

63


Structure &

Battle Rhythm (1)

CDR

XO CSM

1 Bn

2 Bn

3 Bn

4 Bn

5 Bn


Structure &

Battle Rhythm (2)

• Establish routine


• CDR Priorities & Guidance

• Two-week calendar review

– Two-month calendar review

– Staff-led discussion:

• Wk 1: Ops & Trng

• Wk 2: Academic Update

• Wk 3: Provost Update

• Wk 4: HA Update

• Wk 5: Dealer’s Choice

• Around the horn

Intent: Align & Synchronize

Optional but recommended

Structure &

Battle Rhythm (3)


Demo & Doo-ah

This Afternoon


• Be on time (standards)

• We…us…our (teamwork)

• We win…they lose (excellence)

• Know where we came from (heritage)

69

Be a Leader…All the Time


Expectations

You will:

• Keep academics #1

• Support the Company & Corps

– Maintain EVERY standard

– Grasp opportunities

– Be mutually supportive

Command team will:

• Provide positive environment

• Set clear expectations

• Support you

70


RC Priorities

• Academics, Number 1

• Be Ready, Be On Time, From Alpha to Victor

• We Are One Corps

• Make the Right Call

71

Responsibilities

• To yourself

• To each other

• To the Corps


Company goals

• Achieve Co average 3.0 TGPA

• Earn top 25% in parade rankings (in top 5)

• Earn top 25% in PFT with 100% Co participation (in top 5)

– 1C avg > 2C avg > 3C avg > 4C avg

• Achieve 100% participation for Leadership Day

• Hit a homerun in the following: – 4 Oct: Parents’ Weekend

– 23 Oct: Leadership Day

– 1 Nov: Homecoming

– 16 Nov: Commandant’s Inspection

72



Standards


• Honor

• Duty

• Respect

• Drugs/Alcohol


• Sexual assault



• Safety

• Co Traditions

73


Honor

74

“Honor is the capacity to control the instinctive selfishness that lurks in all of us. It is the tough case-hardened ability to put morality ahead of expediency, duty ahead of deviousness – and to do it instinctively and every time. Honor also means pride in excellence – of every kind; especially excellence of performance.” --General Mark Clark


Duty

75

“Duty is the sublimest word in the English language. You should do your duty in all things. You can never do more. You should never wish to do less.”

—General Robert E. Lee

• Squared away…

• On time…

• Prepared…

• To the best of our ability…

For everything & all the time


Respect

76

• Drugs/Alcohol

• Hazing

• Sexual Assault

“The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them

regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to

inspire hatred against himself.” —Major General John M. Schofield

• Harassment

• Suicide Awareness


• Me • Chain of Command • TAC • HA team • Janet Shealy • Counseling Center • Chaplain

82

• Classmate

Sources for Help


Standards


• Honor

• Duty

• Respect

• Drugs/Alcohol


• Sexual assault



• Safety

• Co Traditions

83


What to Remember

• Mutual support – take care of each other

• Leadership – lead & develop each other

84



Doo-ah

Time


CDR

XO CSM

1 Bn

2 Bn

3 Bn

4 Bn

5 Bn



Lineup

• CDR Priorities & Guidance

• Two-week calendar review

• Two-month calendar review

• Staff-led discussion:

– Wk 1: Ops & Trng

– Wk 2: Academic Update

– Wk 3: Provost Update

– Wk 4: HA Update

– Wk 5: Dealer’s Choice

• Around the horn

Intent: Align & Synchronize


Academics Priority 1

Ready from Alpha to Victor

One Corps

For staff:

Set example for the Corps

89

RC Priorities &

Guidance

Corps

• Post-Furlough – Reconstituting team (Accountability)

– Regaining Corps standards

– Achieving momentum toward CDR/XO goals

• Orientation – professional with purpose & to standard – Matriculation Confirmation Brief

• SMI #1 & Football Game #1

Staff

• Optimizing prep time in functional training this week


Training Schedule

90


Training Schedule

91


Training Schedule

92


Long-Range

Calendar Review


Around the Horn


Doo-ah

Time


Discussion

97


___ Company

Commander’s Call

Feedback & Peer Evals

98



Why Feedback

99

“Most of us think we know how to give feedback. Positive comments are better — and more useful — than negative ones. And if you do have to point out something wrong, start with a compliment, move on to the problem, then end on a high note… [AKA THE SANDWICH] It turns out that it’s not that simple. Those who have studied the issue have found that negative feedback isn’t always bad and positive feedback isn’t always good. Too often, they say, we forget the purpose of feedback — it’s not to make people feel better, it’s to help them do better.”1

1NY Times, 5 Apr 2013, by Alina Tugend


Why Feedback

• Learn strengths and weaknesses

• Clarify confusion & set expectations

100


What It Takes

• Trust

• Good intent = willingness to help someone improve • RC: “Leadership is about helping other people”

• Preparation

101


Things To Avoid

• Rating someone “outstanding” when they are not

• Halo/Horns Effect

• Drawing too much from limited observation

102


Effective Tools

• Attitude – goal is development

• Take notes over time

• Prepare – have a purpose, key points

103


Top 10 Rules for

Feedback

104


#10 Most important rule

for feedback…

105


#10 Most important rule

for feedback…

There is NO feedback… If there is NO communication 106


#9 Most important rule for

feedback… On the good-bad scale… this is NOT GOOD!

107



feedback… On the good-bad scale… this is NOT GOOD!

It’s all about expectations…

108



feedback…

109



feedback… Feedback is hard…

Twice as hard to do as to receive…

But miracles happen…

110

He must have slept at a

Holiday Inn Express…



feedback…

111



feedback…

We develop leaders by discussing the better angels…

& the little devils… 112



feedback…

113



feedback…

"It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat.” –T.R.

Be a coach…not a critic… 114



feedback…

115



feedback…

Be genuine…

Not two-faced 116



feedback…

117



feedback…

Have ‘Big Ears’…

You’re well trained… 118



feedback…

119



feedback…

120

You gotta see it…

Remember…

MBWA [or…

MBB]



feedback…

121



feedback…

Commandant told me to do

it… And well… Just look at

him… He means business…

122



feedback…

Drum roll, please…

123



feedback…

Give feedback…all the time…

It’s Your J.O.B.

124


Peer Eval System

125



126

Cadet Entry (1) • Ranking • Strength • Weakness

NO

TIO

NA

L D

ATA

ON

LY



127

Cadet Entry (2) • Most improved • Most influential • Less than best

effort

NO

TIO

NA

L D

ATA

ON

LY



128

Report (1) • Ranking – Peer • Ranking – TAC • Ranking – CO • Ranking – 1SG

NO

TIO

NA

L D

ATA

ON

LY



129

Report (2) • Personal • Three Questions

NO

TIO

NA

L D

ATA

ON

LY

NO

TIO

NA

L D

ATA

ON

LY


How To Guide

130

• Link on CIS

• Select ____________

• Rank order 1- XX

• Answer three questions, minimum

SUSPENSE: XX Nov 2013


Discussion

131




132

Direction, Alignment, Commitment

• Clear, important, simple priorities

• Mission & People

• Corps-wide focus

• Inclusive mindset

• Accountable (share success, own failure)

• Set expectations early; reinforce often

• Be visible (human endeavor)

• Communicate, communicate, communicate

• Consistency & Standardization

• Be a leader, all the time

MINDSET

ACTIONS


The End


BACKUP SLIDES

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Academics

Military

Physical Effectiveness

Moral/Ethical

Commandant’s Conceptual

Leader Development Model

4C Prepare

3C Serve

2C Lead

1C Command

Small-task

execution

Team

leader

Command

capable

Proficient

Follower

TAC

Cert

TAC

Cert

TAC

Cert

Corps Leading the Corps 135

DRAFT – 13 Feb 2013


“Be an example to your men, in your duty and in private life. Never spare yourself, and let the troops see that you don't in your endurance of fatigue and privation. Always

be tactful and well-mannered and teach your subordinates to do the same. Avoid excessive sharpness or harshness of voice, which usually indicates the man

who has shortcomings of his own to hide.” – General Erwin Rommel

http://www.goodreads.com/photo/author/87979.Erwin_Rommel


Know & Reinforce

RC Priorities

• Academics, Number 1

• Be Ready, Be On Time, From Alpha to

Victor

• We Are One Corps

• Make the Right Call

137


• Commit to the mission & standards

• Be mutually supportive – “we” not “I”

• Never give up

• Be willing to learn

• Be willing to act

Point of Departure

Followership Philosophy

To always remember:

Be a leader as a follower, too (Be active in advancing unit mission, maximizing everyone’s effectiveness,

expanding personal capabilities)

138

Be a leader All the time - Citadel

Documents

Transcript of Be a leader All the time - Citadel