Commandant’s Staff and TAC Training July 2017

1. Commandant’s Staff and TAC TrainingJuly 2017

2. Mission THE CITADEL’S MISSION STATEMENT The Citadel’s mission is to educate and develop students to become principled leaders in all walks of life by instilling the core values of The Citadel in a disciplined and intellectually challenging environment. COMMANDANT’S DEPARTMENT MISSION STATEMENT The Commandant’s Department mission is to support The Citadel’s mission in developing principled leaders by coordinating, implementing, teaching, advising and coaching cadets through a comprehensive four year leadership development program, spanning across all four Citadel pillars (academic, physical, military and moral/ethical), while providing them with leadership training and experiences in a safe, challenging and rewarding environment.

3. Impressed with SCCC class of 2017 and their focus & effort • Focused on retention, proper training (replacements) and taking care of their people • 2017 owned the issues more than previous classes and policed the Corps better • Stronger Command Teams than previous classes…model for 2018 and 2019. • Corps focus on all four classes, not just the 4thClass…Leadership Development • The experiential opportunities had a positive effect • Better focus on the Command Teams and improved the Officer and NCO Academies • Corps and corps squad dynamic continues to improve • Still work to do on training standardization across 21 companies • Rules, regulations and standards • Enforcement of the standards is better than previous years • Positive discipline trends continued throughout the year • TAC shuffle and Battalion TAC SNCO’s had the effect we expected as validated by cadets and TACs Commandant’s SY 2016/2017 Observations

4. SY Stats Quick Look

5. 4C Retention PercentageFive-Year Trend Line SY 2017/2018 projection: 830-850 • Key messages to cadets: • Train your replacement • Stay within the Rules and regulations (don’t create your own) • Take care of your people…you’re judged on their success 2017/2018 Retention Goal: 90.0%

6. 4C Retention(End of SY 2016/17) Green indicates above average retention percentage SY 2016/17 = (87.8%)

7. Leader Development Model

8. What we do… The TAC (which stands for teach, advise, and coach) functions at the center of cadet life to help students develop individually as leaders and to collectively conduct the daily business of the SCCC. Through the developmental counseling process, the cadet and the TAC identify and discuss the cadet’s strengths and weaknesses and create an individual development plan that builds upon those strengths and compensates for (or eliminates) weaknesses. The TAC helps the cadet develop a “pathway to success” with short- and long-term goals and objectives. The TAC then connects the cadets to the support resources that are best suited to help achieve their goals. As the cadets develop, the TACs receive continuous feedback from their own observations as well as from other members of the support infrastructure. The TAC regularly reviews progress with the cadet based on these observations, and the two adjust the plan as necessary. Every member of the support infrastructure makes a unique and valuable contribution to the cadet’s leadership development, but the large number of resources and enormous amount of information they provide can be overwhelming. In order to help cadets best process all the support available to them, TACs serve as the primary integrators of the overall leadership development effort.

9. TAC Mission Statement TAC Officers teach, advise and coach cadets to become principled leaders by providing them with leadership training, knowledge, skills and experiences in a safe, challenging and rewarding environment, necessary to lead and command the South Carolina Corps of Cadets, while also meeting all requirements across the four pillars.

10. Joe Trez’s Two categories of people on the bus The Tactical Officer The TAC (Teacher Advisor & Coach) Looks at what they do as a professional calling…shaping the next generation of America’s leaders Looks at their primary role as serving as a Teacher, Advisor, & Coach to the cadet leadership Looks at their role as integrator of the leader development model Serves as a leadership role model-walks the walk as well as talks the talk Helps cadets understand the “why” Finds ways to make things better and does not complain in front of cadets Looks as most cadets as being here for the right reasons who need guidance, direction, advising, and coaching • Looks at what they do as a job • Looks at their primary role as being in charge / in command of the company/battalion • Looks at their role as being the chief disciplinarian • Tells cadets what to do and how to act • Blames Jenkins Hall, Bond Hall, the faculty, and the BOV for how things are • Complains about the hours, the pay, and the lack of resources • Looks at most cadets as being slick, unethical troublemakers who do not want to be here

11. Expectations for Staff and TACs • Serve as role models for the cadets…across all 4 Pillars • Hold cadets accountable to enforcing standards…don’t do it for them • Integrate the leader development model into the cadet experience…Guide for Leader Development, Officer and NCO Guides, CTM and HTTM • Emphasize we have a 4 Class System and this is a 4 year leader development journey…not all about the 4th Class System • Assess cadets progress in the pillars and leadership development model • Support each other…TACs are a Network • Loyalty up and down the chain…Commandant’s Dept and Cadets • Know your company/battalion command climate and culture • Be visible, accessible and approachable…key times and locations • DON’T GET IN A RUT…DON’T BECOME PREDICTABLE!

12. Priorities for the Staff • Organization Structure Alignment…right structure and right people • TAC and staff progression , standardization and training opportunities • More cohesion with the Faculty • Company Teams (Academic Advisor, NCO’s, etc…) • Know the rules and regulations and be consistent across TAC lines • Physical Effectiveness Pillar Enhancement • Better facilities and equipment • More diverse and interesting PT program • Access to individualized fitness programs (Nutritionist, strength coaches, etc…) • More effective integration with HESS Dept. personnel • TAC involvement/participation • Cadet Life and Leadership Opportunities • Opportunities for resourcing more leadership experiential training initiatives • Pep Rally, motivational events, athletic event participation • Push cadets to hold each other accountable

13. Key Changes and Decisions • Blue Book (CRU, demerits/merits, EMI, etc…) • White Book (bins, refrigerators, blazers, uniforms in class, etc…) • Guidon • Department Organization • TAC ladder • Cadre (Sports and Main) • Challenge Week/Challenge Night • Contracted Leadership Reaction Courses • Cadet Activities

14. Cadet Reporting Timeline • 19 July: Fall Sports Cadre report • 25 July: 4C Fall Sports Athletes report • 3 August: Cadets report for Cadre Training • 5 August: Cadre LRC • 12 August: Class of 2020 report • 13 August: Regimental Pipe Band report • 13 August: Regimental Band report • 16 August: Non-Cadre Rank Holders report • 20-23 August: Reconstitution of the Corps of Cadets

15. Leadership Training • Relevant, interesting and challenging (Leader Reaction Courses for cadre, non-cadre, 4C, 3C) • Increase size of cadre (Corporals) to meet the demands of the class size • Continue the “Train your replacement” and “Take care of your people”…give them the tools • Continue improving how we Teach, Advise and Coach • Training for the the TACs and staff…standardize across all battalions • Structure and functions of the organization (SNCOs, CAS functions, etc…) • Continue the focus on all four classes, not just the 4th Class. • Continue to professionalize the culture of the SCCC • “Remember who you are and who you represent” • Cadet Athlete/Corps relationships • Class vs. company vs. institution culture…cadets and alumni • Explore more opportunities to keep improving the cadet experience • Leadership opportunities across the spectrum (barracks, ROTC, clubs, etc…) • Increase the experiential training inside and outside of the barracks • Continue to improve the cadet experience while including all stakeholders in the Citadel community Commandant’s Way AheadPivotal Year

16. Questions