Operations Training for Your Squadron February, 2010 Part 2 D/Lt. Anita F. Walker, JN

1. Operations Trainingfor Your Squadron February, 2010Part 2D/Lt. Anita F. Walker, JN

2. Tonight’s Agenda • Module I • Education • Training • Module II • Staffing • Part of Leadership

3. Education USPS Provides Many Different Educational Opportunities • To the Public: • The Public Boating Course • Jet Smart • ABC • Boating Safety for Kids • New Seminars are rolling off the presses Squadron SEO reports to District and District to National

4. Education Advanced Grades • Seamanship • Piloting • Advanced Piloting • Junior Navigation • Navigation

5. Education Electives • Weather • Engine Maintenance • Cruise Planning • Marine Electronics • Instructor Development • Sail

6. Training USPS Provides Additional Training for Members • Operations Training • Leadership Development • Many self-education publications • Squadron/district job descriptions • Parliamentary procedures • Parliamentary Skit • Presenter’s guides Go to USPS home page and type in ‘training’ for more info

7. Staffing There Are Three General Areas for USPS Membership Participation • External Activities - involves working with agencies and people outside of USPS - often providing some form of civic service • Internal Activities - benefits members of America’s Boating Club directly • Education - both an internal and an external activity

8. Staffing Staffing • Staffing is a key responsibility shared by all leadership • The Nominating Committee is in a critical position to ensure the election of qualified leaders • No activity should be undertaken without a solid understanding of the position to be assigned Let’s talk about staffing. What are your thoughts?

9. Staffing Reasons Why Members Decline Committee Positions • Lack of knowledge • Lack of time • Individual’s feeling of inadequacy • Monetary reasons

10. Staffing Motivation for Accepting Positions of Responsibility • Self Fulfillment: authority (power, influence, control), personal growth (knowledge, skills, attitude) • Recognition: getting attention, acceptance • Loyalty: to friends and/or organization (‘pressure’ to become involved) • Commitment: through shared values to USPS mission Eventually, whatever the initial motivation, those who get involved find shared values and become committed to the USPS mission

11. Staffing We Should Be Able to Outline the ‘Job’ Our Committee Members Take Staffing begins with accepting a job description Explore the Manual A publication of the USPS Operations Training Committee

12. Staffing There Are Two Parts of a Good Job Description • Goal of the Job • What overall function does the job perform for the squadron? • Specific Tasks • What specific tasks must be accomplished to achieve the GOAL?

13. Staffing For at Least 3 Reasons, a Published Job Description May Not Be Suitable • It may lack a clearly-defined purpose and/or specific tasks • Changes in USPS organization or policy have rendered it obsolete • It is not adaptable to local situation, • Small squadrons lack resources to implement job description as written • Some job description tasks are best achieved at district level

14. Staffing Things to Think About When Considering Committee Members • Integrity • Dependable • Conduct • Adaptability • Work well with others • Tolerant of the opinions of others • Gracefully accept constructive criticism • Work habits • Accustomed to hard work • Follow through on tasks • Exhibit the desire for personal growth • Enthusiasm • Positive attitude toward the procedures and policies of USPS • Toward committee mission and goals

15. Staffing Is a One Person Committee Enough to get the job done? • Discuss the problem with the departmental bridge officer • Interview potential committee members — encourage inactive members, especially among your friends, to become involved How would you know and what can you do?

16. Leadership We All Think About Leadership I’d like to be a role model that others will respect for my honesty, integrity, competence and ability to communicate with clarity and precision

17. Leadership and Management Have the Same Functions, So What’s the Difference? Leadership • Management is doing things right to achieve organizational goals • Leadership may be defined as doing things right in order to achieve the right things

18. Leadership A Working Definition of Leadership Leadership is the process of getting other people willingly committed to a course of action designed to achieve commonly-accepted objectives • Leadership is not about style, personality or other characteristics of leaders albeit they are often assets to success • Leadership is all about understanding people and especially about the process of getting people focused on and acting to achieve the “right things” consistent with common values

19. Leadership Why Lead? • Leadership motivation comes from personal satisfaction not monetary reward • The operating climate and/or total demand must be kept reasonable • Operations training is designed to help prepare goal oriented leaders and enhance their knowledge • Knowledge • Techniques • Meet members’ interests

20. Leadership All Officers Play a Critical Role in Leadership Development By: • Getting to know and listening to members • Learn common values • Their reasons for joining USPS • Their expectations from membership • Level of satisfaction • Encouraging involvement - without manipulation • Working together in outcomes-directed planning

21. Leadership Leadership Characteristics • Responsibility and authority originate with the membership • Two types of skills • Mechanical – setting up materials, decorating, processing forms • Conceptual – analyzing, organizing, evaluating, decision making All elected and appointed officers and committee chairs are considered leaders

22. Leadership Leadership Responsibility • Delegate and follow-up with support • Proper communication prevents disasters • Many guidance sources help with decision making • Members • Bylaws • Policy statements • Precedents • Previous experience

23. Leadership Two Concepts of USPS Policy • Participative Decision Making • Developing USPS leaders by sharing the decision-making process • Accountability for Developing and Achieving Goals • Shared responsibility for decision-making leads to better goal achievement Bridge officers are expected to learn the duties and responsibilities of district and national officers

24. Leadership Goal-oriented Leadership • Become a goal-oriented leader for whom goal-directed action is a habit • Accept the challenge of meeting goals • Develop action plans for specific tasks to achieve your goals • Implement the plans with objectives for obtaining specific results • Improve personal knowledge, skills and attitudes by learning from the experience

25. Leadership Goal Setting, Milestones and Objectives • What results do you want to achieve? (outcomes, criteria and measurement) • How will you achieve success? (what actions) • When will the result be realized? (time)

26. Leadership USPS Interactive Process For Creating Committee Goals USPS DISTRICT SQUADRON COMMITTEES INDIVIDUAL COMMITTEE MEMBERS

27. Leadership In Order to Generate Loyal Followers - Successful Leaders: • Understand the values underlying their vision of the “right things” • Others who share those values may accept the leader’s vision • Clearly articulate their values and vision to potential followers • Describe a general strategy for achieving their vision of the “right things”

28. Leadership In Selecting Followers a Leader Must: • Have excellent listening skills and be open to the ideas of others • Understand a potential follower’s needs, aspirations, values, concerns and potential hurdles as well as assets for doing the job

29. Leadership An Example of Goal Setting Increase New Members by 25%

30. Challenge It yields only a single level of performance to be achieved; does not build motivation It is limited to routine tasks; it is not applicable to other types of goals that USPS mission and policy require Solution Identify the categories and classes of goals in a participatory plan for success Set a range of outcomes for routine tasks Leadership Inadequacies of Simplistic a Goal Statement What other things should we consider regarding the membership increase goal?

31. Analyze Present Situation Determine Obstacles List Inputs Utilize Available Information Build a Support Team Leadership Goal Development:Five Preliminary Steps

32. Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team Leadership • What has been the trend in performance? • Were there past successes? Failures? • What led to success? To failure? • What and who can help you develop and achieve objectives for tasks? • What stands in the way? What are the numbers? Who do I get them from?

33. 2009 2007 2008 2006 2007 2005 2004 2006 2007 2007 2006 2006 2005 2005 2004 2004 Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team Non Non - - 38 38 93 93 82 82 77 77 Non Non - - 38 38 93 93 82 82 77 77 Renewal Renewal Renewal Renewal New New 39 39 42 42 46 46 41 41 New New 39 39 42 42 46 46 41 41 Net Net +1 +1 - - 51 51 - - 36 36 - - 36 36 Net Net +1 +1 - - 51 51 - - 36 36 - - 36 36 Leadership To increase new members by 25% This example represents an historical membership and non-renewal

34. Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team Leadership • Examine the status of your availability, knowledge, skills and attitudes related to the goal • Don’t question your ability to do the job, but find out what may hinder you from achieving the level of performance required. Then, work on any obstacles Determine obstacles - don’t assume that obstacles don’t exist

35. Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team Leadership • Requires participation by the entire squadron • Primary source is our Boating Course • Our historical rate of membership from the Boating Course is about 25% • We have more competition than ever before What other obstacles do we see?

36. Leadership Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team • What will achieving the goal cost in time, money, other resources of the squadron? • We tend to underestimate the real requirements of meeting a goal. • Make a deliberate effort to avoid surprises that will leave you with “egg on your face.”

37. Leadership Analyze Present Situation Determine Obstacles List Inputs Utilize Available Info Build a Support Team • What information can I get from members in our squadron, district or national • What have we done in the past to increase membership • Learn from the experience of others • Past commanders • Members of the bridge • The district chairman • The chairs of neighboring squadrons

38. Leadership Build Your Team • Identify the people, both within the squadron and outside it, whose support you will seek in achieving the goal • Next to their names in your TEAM roster, indicate what assistance you will seek and for which mini-goals (objectives) Remember our earlier staffing discussion

39. Leadership Just a Word About Personal Goals • Are there perceived needs (hurdles preventing growth) to be met? • Is (Are) the perceived need(s) lack of Knowledge or Skill? Attitude? • How can perceived needs be met through USPS committee work? by counseling sessions with other members of USPS? by study? Personal goals may be administrative, community or education based. What do you really want to do?

40. Tonight Module I Education Training Module II Staffing Part of Leadership Next Week Module II Balance of Leadership Communications Summary and a Look Ahead