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The Pathway to Enlightened Leadership

The Pathway to Enlightened Leadership. NCO Management and Leadership Training. Sqn Ldr P Andrew Vaughton WO Bob Allen Airmen’s Command Squadron RAF Halton. Introduction. Squadron Leader PA Vaughton PTI/PEdO – Adventurous Trg Instructor 15 years working in development Trg

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The Pathway to Enlightened Leadership

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  1. The Pathway to Enlightened Leadership NCO Management and Leadership Training Sqn Ldr P Andrew Vaughton WO Bob Allen Airmen’s Command Squadron RAF Halton

  2. Introduction Squadron Leader PA Vaughton • PTI/PEdO – Adventurous Trg Instructor • 15 years working in development Trg • Experience of Phase 1/2/3 Warrant Officer RG Allen • A Eng Tech • 25 years working on FJ and SH • 6 years working in development Trg

  3. Commander’s Intent Provide a World-class flying and ground training system and improve through-life education and training to produce well-motivated, highly trained, agile and adaptable warfighters It is no use having the best kit in the world, unless we continue to have world-class personnel to field it in the future.

  4. ACS Courses • Junior Management & Leadership Courses JMLC (On promotion to Corporal) 2-weeks • Intermediate Management & Leadership Course IMLC (On promotion to Sergeant) 3-weeks • Advanced Management & Leadership Course AMLC (On promotion to Flight Sergeant) 2-weeks • Under development – Warrant Officer Study Period WOSP (On promotion to Warrant Officer) 1-week

  5. High/Low Ropes Leadership Tasks & Exercises Coaching & Mentoring Team Building Leadership Followership Mission Command The Estimate Air Power Communication Welfare Interviews Public Speaking Briefings Defence Writing

  6. The Aim of ACS “To provide effective leadership training for NCOs, shaping their behaviour, skills, attitudes and values to meet the future needs of the Royal Air Force”

  7. The Aim of ACS “To provide effective leadership training for NCOs, shaping their behaviour, skills, attitudes and values to meet the future needs of the Royal Air Force”

  8. ACS Ethos and Principles • Positive Psychology • Success criteria • Choose your attitude • Create opportunities for connections to be developed in a martially spirited environment • Engage the student intellectually, emotionally, spiritually and physically • Reflective Analysis

  9. Reframing

  10. Attributes for RAF Leaders • Warfighter, Courageous • Emotionally Intelligent • Flexible and Responsive • Willing to Take Risks • Able to Handle Ambiguity • Mentally Agile - Physically Robust • Politically and Globally Astute • Air Warfare Minded • Technologically Competent • Able to Lead Tomorrow’s Recruit

  11. Potential

  12. Realising the Potential of the Airman

  13. Myers Briggs Type Indicator (MBTI) • Self-reporting questionnaire • Helping understand Personality Types in self & others in everyday life • Help you appreciate people who differ from you • Used to appreciate differences in: • Teams, leadership styles,approaches to problem solving, relationships, diversity, communicating etc…

  14. Reflective Comment ‘Nearly all these self-assessments that we have carried out so far I was totally unaware of. But it does give you the opportunity to discover the true you. These sessions have made me realise that a lot of people do not have failings they are just completely different to me’.

  15. MBTI • We have captured the spread of personality type from 30 AMLC courses (609 students) • Significant variation between Western Norms and AMLC • Is this a true reflection of their personality type? • Does this meet the need of the RAF • Does our working and training environment truly recognise diversity

  16. MBTI Western Norms

  17. AMLC versus Western Norms

  18. Increasing uncertainty about solution to problem LEADERSHIP: Ask Questions WICKED MANAGEMENT: Organize Process TAME COMMAND: Provide answer CRITICAL Increasing requirement for collaborative resolution NORMATIVE/ EMOTIONAL CACULATIVE/ RATIONAL COERCION/ PHYSICAL

  19. Ever Changing Environment

  20. Ever Changing Environment

  21. What does the RAF want

  22. Aspire to… Teamwork Innovative thinking & risk Development of people skills Mission Command Empowerment The Aspire/Reward Dichotomy… Reward… • The best individual • Proven methods & not making mistakes • Technical/mechanical accomplishments • Conformist behaviour • Control

  23. People make the Difference The RAF is not successful it is the people in the RAF that are successful, it is they who drive the organisation forward, slow it down or even put it in reverse. Conflict, stress, misunderstanding, poor communication, demotivation, resistance, low morale, poor productivity all have their origins in people and relationship issues.

  24. AMLC Course Content ACS Course Content

  25. The ACS Approach • Specialist work • Staff development training • Transformational • Creating the Environment • Followership • Coaching • Mentoring • Rewards

  26. Coaching Principles • Coaching is the art of releasing the potential in another in order to improve performance. The coach believes in the potential of the coachee to reach that superior performance. DLMC

  27. Why have we taken this pathway • Leadership at all levels • Higher expectation of NCOs • From the Service • From the individual • Better educated NCOs • Choosing career path • Help realise potential • Genuinely engage the student • Emotional Intelligence

  28. Summary Provide a World-class flying and ground training system and improve through-life education and training to produce well-motivated, highly trained, agile and adaptable warfighters It is no use having the best kit in the world, unless we continue to have world-class personnel to field it in the future.

  29. People Focus • Technical know-how without an awareness of the workings of the human mind is worth next to nothing. • It is only the combination of human development skills and the ability to use the latest technology that will enable you to stand a remote chance of succeeding in the world. Sue Knight

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