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Cadet NCO Duties Lesson #3 Personnel Development. Purpose. The purpose of this block of instruction is to provide guidance concerning the NCO’s responsibility to develop personnel and how this relates to mission accomplishment. DUTY – a call to serve others before self!. Performance Objectives.
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Purpose The purpose of this block of instruction is to provide guidance concerning the NCO’s responsibility to develop personnel and how this relates to mission accomplishment. DUTY – a call to serve others before self!
Performance Objectives At the end of this period of instruction cadets should be able to: • Identify who they are responsible for developing. • Understand the difference between teaching and training. 3. Understand the importance of feedback
Personnel Development • Your primary task as an NCO is MISSION ACCOMPLISHMENTFor your unit to accomplish the mission, you must develop the personnel within your unit.
Personnel Development Mission accomplishment (primary responsibility) is dependent upon whether or not personnel are well developed.
Personnel Development • You have two groups of cadets that you are now responsible for. The Corporals in your unit The privates in your unit • Both must be given equal attention
Personnel Development • As you train and develop your Corporals, your Corporals will help you train and develop your Privates.
The NCO Forum (Developing Personnel) The following was taken from an online Army NCO Forum: • Hello, I recently was waived to SPC after being in for 18 months. I am preparing to become a CPL or a SGT, and I was wondering if there are any tips you could give to someone like me. Any links, resources etc would be highly appreciated. Which Army Regs would you consider most important for me? How do you effectively build your powerbase?
The NCO Forum (Developing Personnel) Response #1 • Always take care of your personnel • Remember, you are here for them, they are not here for you.
The NCO Forum (Developing Personnel) Response #2 • Think of all the ways that your NCO's in the past have done you wrong and make sure you never do those things to your soldiers. Even the smaller things like getting your new soldier all the patches and crests from supply after they arrive so they don't have to spend money at clothing and sales, don't skip out on their monthly counselings.Don't make friends with your soldier, but always treat them with respect.Don't drop soldiers for amusement like some NCO's do. Instill trust in each other.
Take Aways • Your personnel are not here for your amusement. This is especially true concerning the Knobs you will be responsible for. • Using Knobs or Corporals for amusement is not only unprofessional, it does nothing to develop them as leaders.
Developing Corporals • Utilize your corporals within the boundaries that they have been given. • No Corporal is to work with a Knob without your direct supervision. • Do not place them in a position that could get them in trouble. • Do not allow them to put themselves in a position where they can get in trouble.
Developing Corporals • Why do you think Corporals are not allowed to work with Knobs without supervision?
Developing Corporals • 1) This is the Corporal’s first official leadership position. They need guidance. • 2) Corporals need feedback so they can improve their skills. • You cannot give appropriate feedback if you do not supervise your Corporals.
Developing Corporals • Training a Corporal is just as important as training a Knob. • Remember, you are training the future sergeants of your company. • You are also training your assistant
Teaching and Training • Teaching and training are the first steps in developing a person. • What is the difference between teaching and training?
Teaching • Teaching is the process of giving the desired information to a learner in an understandable manner.
Training • Training occurs after teaching. • It is repetition of the task that was taught • It is perfecting performance Note: Practice does not make perfect. Only perfect practice makes perfect.
Training “Fight like you train, train like you fight.” -What does this mean?
Training • What are some examples of how we don’t train as we fight that we can fix?
Feedback • Feedback is also essential in developing people. • Feedback occurs during and after the training process. • Feedback is ALWAYS about developing people.
Feedback • Positive Feedback: Encourages subordinates to continue with how they are accomplishing assigned tasks. -It builds their confidence -It models that noticing good work is something that leaders do.
Feedback • Corrective or negative feedback is also focused on developing people. • Corrective feedback provides people with the information that they need to succeed and develop.
A Note About Negative Feedback • Your job is to train educate and motivate. • Name calling, sarcasm, and profanity is not acceptable when providing negative feedback. • Negative feedback means that the Cadet’s performance did not meet the standard. It does not mean you approach the cadet with a negative attitude.
Demonstrate • A corporal in your squad has done a good job demonstrating to your Knobs how to arrange and clean a room for SMI.Demonstrate how you would give this corporal appropriate feedback.
Demonstrate • A corporal in your squad has not a good job demonstrating to your Knobs how to arrange and clean a room for SMI. This has led to poor Knob performance during the SMIDemonstrate how you would give this corporal appropriate feedback.
Developing Knobs • Knobs are developed the same way a corporal is developed using: -Teaching -Training -Feedback
Developing Knobs • Most Cadet Recruits will not know how to shine shoes, drill and most will not know Knob Knowledge. -If Cadet Recruits already know this; there is no need for a cadre. - Just because a Cadet Recruit “doesn’t get it” does not mean that they don’t have the potential to be a good Cadet. Bottom Line: DO NOT FORM PREJUDICES BASED UPON FIRST IMPRESSIONS
Developing Knobs • What is your impression of this Knob?- Five feet Tall- Frail Appearance - Knock Knees (Bow Legged) - Frequent colds, allergies, runny nose - Difficulty with reading and writing What would you do with this Knob?
Developing Knobs • The Knob just described was General Francis Marion the “Swamp Fox”The forefather of the U.S. Army Rangers and Special Forces.
Developing Knobs • What are you going to do to provide the opportunity for success for EVERY Cadet Recruit/Knob in your squad? • Why do you think helping someone achieve or personally achieving success is not a linear activity?
Developing Knobs Citadel Cadet Life 9 Months 9 Months
Developing Knobs What is the amount of time that a Knob has to be developed into a successful cadet?
Demonstrate • A knob has shined his shoes properly for an inspection. Demonstrate how you would give this knob appropriate feedback. Is this really the way that you would provide this feedback?
Demonstrate • A Knob has not shined his shoes properly for an inspection. You have demonstrated to the Knob how to shine his shoes.Demonstrate how you would give this Knob appropriate feedback Is this really the way that you would provide this feedback?
Personnel Development Questions?
