Officer Professional Development OPD-301 Leadership

1. Officer Professional DevelopmentOPD-301 Leadership Captain Bill Ratner, USN (Ret.) NHQ Representative Pacific Southwest Area

2. Introductions & Review of Agenda

3. OPD 301 Agenda • Course Concepts • Leadership Expectations – 50,000 ft View • Break • Leadership Expectations – Deeper Dive • Leadership Concepts • Leadership Resources & Tools • Break • Characteristics of a Strong Unit • Wrap-up

4. Course Concepts • Officer Professional Development 301 • To reinforce the fundamental tenets of leadership • To educate and inspire Adult Leaders of the NSCC • Course Specifics • Designed for NSCC Adult Leaders • Focus on Command Leadership (CO/XO) • Addresses Admin/Training/Division Officers Leadership Needs • Seminar format: Information / data first; Discussion

5. Course Concepts • Rules of Engagement • Be Open & Honest • Contribute/Ask Questions • Non-attribution • Actively Listen • Start on Time/Stay Alert • Listen – Share – Participate • Breaks • Often, but short • Unannounced (just go!!!!)

6. Course Concepts • Take Aways/Course Contract • By the end of the day, you will have … • Materials you can use • Ideas you can implement • Processes you can deploy

7. Leadership Introductory Exercise

8. Good Lead by Example Learn to follow, not just lead Good Listener Motivator Delegate/Follow-up Training you people Empower Have a Vision Trust Effective Communications Humility Take Care of Your People Transparency Stand-up for your people Bad Micromanage Dictatorial Lack of Integrity Unaccountability Indecisiveness Scapegoating Poor communicator Self-centered Self-gratification Bullying/bully Hidden Agendas Does not Listen Lack of Situation Awareness Favoritism Leading from behind/Desk Can not adapt Leadership Traits from Class Discussion 8

9. Leadership Expectations: 50,000 ft. View • Leadership Expectations • The “Adult in the Room” • Balance & Consistency to Proceedings • Think things through • Develop Teamwork • Clear Objectives • Delegate • It takes “real”work • Leadership styles will vary • You may have to change “you”

10. Leadership Expectations: 50,000 ft. View “The successful organization has one major attribute that sets it apart from unsuccessful organizations: Dynamic and Effective Leadership.” “Management of Organization Behavior” Paul Hersey and Ken Blanchard

11. Leadership Expectations: Deeper Dive • What is“Dynamic & Effective Leadership”? • Depends on what is needed to fit the situation • Different Leadership Styles to fit the Situation: • Military • Entrepreneur • Autocratic • Laissez Faire • Democratic/Participative • Bureaucratic • Other • Every Leader has a Personal Leadership Style

12. Leadership Expectations: Deeper Dive • “Make” happen vs. “Let” happen • Set Objectives • Control • Gain Buy-in • Information & Data • Get to Critical Mass • Keep an edge • Seven Habits for Effectivity (Steven Covey) • Be Pro-Active: • Begin with the End in Mind: • First Things First: • Think “Win-Win”: • Seek First to Understand: • Synergize: • Sharpen the Saw:

13. Leadership Expectations: Deeper Dive • Leadership Myths • Leaders are born, not made • Medieval concept – divine rule • Aptitude component • Leaders are a sum of experience and training • Good Leadership is all common sense • Then, why are there leadership problems • The only school that teaches leadership is the school of hard knocks • Accelerate learning through education

14. Leadership Expectations: Deeper Dive • Traditional View: Leadership • Responsibility • Called on to answer or account • Authority • Ability to make decisions independently • Accountability • Accepts responsibility

15. Leadership Expectations: Deeper Dive • Traditional View: Teamwork • Cooperative or coordinated effort on the part of a group of persons acting together • Basic contract within an organization among its leader and the group • Does this always work out among Leaders & the Group? If not, What Happens?

16. Group Discussion • When to use the Chain of Command and when not to? • What actions does it take to delegate? • How would you go about getting “Buy-In” from Volunteers

17. BreakPeriod10 Minutes

18. Leadership Expectations: Deeper Dive • Pacific Southwest Area • One Team: • Two Regions (11 & 12) • 17 Sub Regions • 90 NSCC & NLCC Units • 90+ Sponsors • 774 Adult Leaders • 3,200+ Parents & Guardians • One Goal: Our Cadets’ Future • In the Program & getting ready for being out of the Program • One Standard • Conduct above reproach 1,882 NSCC & NLCC Cadets

19. Leadership Expectations: Deeper Dive • Roles & Responsibilities • NSCC definitions for each level of the Sea Cadet Organization taking into account: • Primary Functions • Division of Labor • Span of Control • Chain of Command • Accountability

20. Leadership Expectations: Deeper Dive • National Board of Directors • Responsible for determining the policies and programs of both Corps, and for the control of all funds • National Headquarters • Implements the policies established by the Board of Directors, and is responsible for the day-to-day management and administration of the NSCC and NLCC

21. Leadership Expectations: Deeper Dive As of September 2015

22. Leadership Expectations: Deeper Dive • National Headquarters Rep. • Ensures the success of assigned Regional Directors and unit Commanding Officers in attaining program training goals and objectives, through oversight and coordination…. • 6 Regions: • Northeast • Southeast • Midwest • Gulf & Southwest • Pacific Southwest • Pacific Northwest 6 Regions

23. Leadership Expectations: Deeper Dive • Senior RD/Regional Directors • Ensure the success of unit commanding officers through oversight of training, recruiting and administrative functions of their assigned units, and only for those units. • Regional Staff • Duties include, but are not limited to; operations, administration, training, recruiting, retention, supply, public relations and such other duties as may be assigned. • Personnel assigned to the regional staff should be experienced officers Source: NSCC & NLCC Regulations

24. Leadership Expectations: Deeper Dive • Unit Commanding Officers • Where “the rubber meets the road” • Unit commanding officers report to the Regional Director and have direct access (when appropriate) to their respective NHQ Representatives. • The commanding officer shall direct the efforts of the unit toward attainment of the recruiting, retention and educational goals and objectives of the NSCC Source: NSCC & NLCC Regulations

25. Leadership Expectations: Deeper Dive • Sponsors • The sponsoring organization to provide continuing moral and financial support. • Is part of the CO Selection Process • Invite to Annual Events and General Unit Activities • Parents & Guardians • Secret Weapon in the Sea Cadet Program • Community-at-Large

26. Leadership Expectations • Summary • Tried and True Leadership Principles: • Model the Way by Example • Inspire a Shared Vision • Challenge the Process to improve the organization • Enable Others to Act • Encourage the Heart • Fall Back Leadership Position • One should treat others as one would like others to treat oneself

27. Group Discussion • What is the Chain of Command used for? • What are the Benefits of the Chain of Command? • How to strengthen the Chain of Command?

28. BreakPeriod10 Minutes

29. Leadership Concepts • How to Implement Expectations • Answers: What Difference Will It Make? • Tips

30. Leadership Concepts • Leadership vs. Manager • When was leadership a “9 to 5”? • Developing Subordinates: • The “Next Wave” • Simple things to do: • Clear Assignments, • Expectations out in the open, • Feedback Important – like it or not, • Heed thenLead, • A simple THANK YOU would do.

31. Leadership Concepts • Leadership • “The process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation.” • Paul Hersey and Ken Blanchard, Co-authors of Management of Organizational Behavior • Management • “The process of working with and through individuals and groups and other resources to accomplish organizational goals.” • Paul Hersey and Ken Blanchard, Co-authors of Management of Organizational Behavior

32. Leadership Concepts Manager • Copes with Complexity • Ensures Things Works • Worries About Today • A day’s work for a day’s pay • Plans to Implement Year’s Objectives • Focus on Efficiency Leader • Creates What Works Better • Copes with Change • Looks to Future • Inspires People to Do More • Creates Long Term Goals & Objectives • Focuses on Effectiveness Vs. Need A Balance Within Region and Unit

33. Group Discussion • When would your role change from Leader to Manager? • What Leadership Style would you use to: • correct a problem? • counsel a parent? • work with a CO or RD?

34. Leadership Resources & Tools • What Leadership Resources Do We Have? • Boundaries • Natural • Relationships with Constituents • Unit Facilities • Organic • Regulation & Administration Manuals • Roles and Responsibilities • Processes • Training • Advancement • Data • “We are only as good as our Data” • Magellan, Inspections, Attendance, Trends, etc. +

35. Leadership Resources & Tools • Enables Unit Leadership Footprint • Answers the “5 Wise Ones” • Unit Tools • Plan of the Year (POY) • Plan of the Month (POM) • Plan of the Day (POD) • Parent’s Manual or Handbook • NHQ Websites & Links +

36. Leadership Resources & Tools • Data for Trends in Assessing Leadership Effectiveness • Annual Inspections Reports • Financial Audits • Yearly Evaluations • Monthly Reports • Unit Website +

37. Leadership Resources & Tools • Some Rules of Leadership Engagement • Communications • Recommend scheduling time between drills to plan and resolve Admin Activities before Drills • “Plan your work, then work your plan!” • Stuff Happens, Expect it • “Holding to Account” • Start with Yourself • Create a Climate of Accountability • Managing Expectations • Ethics & Values • Sets the Tone within the Unit • “All Hands on Deck” +

38. A “Quicklook” at Cadet Promotions tells a lot Status as only as good as the inputs Conclusions assuming data entry is correct: Improvements needed: Course Work & Exams Doing well in: Trainings and TIG Leadership Resources & Tools What Can Be Learned from Matrix?

39. Leadership Resources & Tools • Help is closer than you think • Sponsors • Facilities Managers • Parents • Community +

40. Leadership Resources & Tools • Command Goals & Objectives • Recommend development • Puts everyone on the same page • Determine “gaps” early • Base lining unit’s Activities • “Engage” in their formulation • Buy-in is a great unifier • Published and distributed to • Unit, Sponsors, Parents, Guardians, General Public

41. Group Discussion • What are some of the leading indicators of Sea Cadet Program success? • How would you get Adult Leaders and Cadets on the same page?

42. Leadership ChecklistCharacteristics of a Strong Unit • Exercising good leadership • from the top down • promoting a sense of teamwork • purpose among all unit members. • Doing fun things getting out of the classroom setting. • Which leads to, enjoying lots of public exposure.

43. Leadership ChecklistCharacteristics of a Strong Unit • Embracing joint training with other groups/organizations to break the monotony. • Promoting active recruiting programs • include such things as having cadets "bring a buddy" when they come to their first orientation visit with a unit. • Getting the word out about the NSCC.

44. Leadership ChecklistCharacteristics of a Strong Unit • Empowering cadets. • Cadets are given specific position and responsibility • then held responsible for carrying out duties of that position. • Cadet ownership of units. • For an evolution, event or outing, cadet is given responsibility for the unit. • Examples include taking unit to a [public service] event and being given responsibility for all aspects of getting it done • Participating in a school special event, again where the given cadet gets the entire support of his or her unit.

45. Leadership ChecklistCharacteristics of a Strong Unit • Embellishment of opportunities for parents to be able to take pride in their son or daughter cadet. • Promote and have an active parents group. • Be upfront with parents and cadets • Regard to attendance, participation and other expectation. • Make sure they know what it means to be in the program and all that is expected. • Participation is not a back seat to other school activities, keep it just as important!

46. Group Discussion • Are there improvements to the Characteristics of a Strong Unit?

48. Wrap-up • Materials you can use • Access Points for further information • Characteristics of Strong Units • Ideas you can implement • Yearly Goals & Objectives • Team Building • Processes you can deploy • Admin and Logistics • Response to Security Changes • Sponsor Development

49. Expectations Review

50. Final Announcements