Transcript LEADERSHIP - US Coast Guard Auxiliary, First District

LEADERSHIP
National Training Department
WHAT YOU WILL LEARN
Leadership in the Auxiliary
Leadership Tools & Resources
Management and Leadership Situations
Know How and When to Act as a
Transactional or Transformational Leader
Adapt Leadership Style to Follower Needs
Use Charisma to Influence Others
Act as a Service Leader
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BEING A LEADER
Leadership is the process of providing direction,
energizing others, and obtaining their voluntary
commitment to the leader’s vision.
YOU influencing others to achieve a goal!
Leaders create, grow, and transform
organizations.
You cannot effectively lead without goals
Goals give your leadership direction
Direction gives your leadership purpose
Purpose attracts followers and builds a strong unit
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SIX QUALITIES OF
EFFECTIVE LEADERS
I.
Ethics
You need to have a clear sense of right and
wrong. Define your values and beliefs and
determine what you will and will not do to
obtain your goals. People need to trust you.
They need to see that you consistently choose
courses of action that match your code of
ethics. If you constantly switch sides
depending on the popularly held opinion of the
moment, your co-workers will not have
confidence in you.
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SIX QUALITIES OF
EFFECTIVE LEADERS
II. Empathy
Show that you care about other’s thoughts
and ideas. Listen to them. Take time to
learn about their strengths, weaknesses,
and concerns. Ask them to help you meet a
goal that will be beneficial to both. People
need to know that you care about them and
want what is best for them.
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SIX QUALITIES OF
EFFECTIVE LEADERS
III. Curiosity
Keep learning. Life moves quickly; you
need to keep up with it if you want to be
effective. Use your knowledge to refine and
reach your goals. Informed decisions are
the only kind of resolutions you should
make.
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SIX QUALITIES OF
EFFECTIVE LEADERS
IV. Vision
Learn to see beyond the immediate. Reach
into the chaos and pull out order. Offer
solutions. You should know where you
want to go, and you should have the ability
to make plans for getting there.
V. Courage
It takes courage to follow your dreams.
Face your fears. Learn about them and
then master them.
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SIX QUALITIES OF
EFFECTIVE LEADERS
VI. Communicate
You must be able to express your interest
in others and your total belief in your vision.
Communication is the glue that ties it all
together. Without that connection,
everything else is nothing more than good
intentions.
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TRANSACTIONAL VS.
TRANFORMATIONAL LEADERS
Transactional
leaders focus on:
Keeping an
organization
running smoothly
and efficiently
Commitment to
“follow the rules”
Transformational
leaders tend to
be more
visionary and
concerned about
charting a
mission and
direction
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LEADERSHIP IN THE
AUXILIARY
Key questions:
Do we have positional leadership?
Do we have authority?
Do we have the power to discipline?
How do we get members to do what we
need done?
Find the Five P’s of Leadership on the
website. How does this list relate to the
leadership theories?
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ELEMENTS OF LEADERSHIP
Effective Leadership - the ability to work
through others to accomplish a task.
Leadership Development - the system by
which an organization grows its workforce into
leaders.
Leadership Competencies - measurable
patterns of behavior essential to leading.
Leadership Performance Expectations the knowledge, skills, attitudes, and abilities
the Coast Guard requires of each individual.
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COAST GUARD LEADERSHIP
COMPETENCIES
Leadership competencies are the knowledge,
skills, and expertise the Coast Guard expects of
its leaders.
Leadership competencies are measurable
patterns of behavior essential to leading. The
Coast Guard identifies 28 competencies that are
consistent with our missions, workforce, and core
values of Honor, Respect, and Devotion to Duty.
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COAST GUARD LEADERSHIP
COMPETENCIES
These competencies are classified into three broad
categories for a majority of the workforce (see 28
Leadership Competencies (with descriptions).
Leading Self
Leading Others
Leading Performance and Change
Leading the Coast Guard
Developing these competencies in all Coast Guard
people will result in the continuous improvement
necessary to remain always ready-Semper Paratus.
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CREATING A
LEADERHSIP STRATEGY
A leadership strategy will be required to
implement strategies that call for changes
in the direction or capabilities of the
organization.
Without proper leadership, even the best
and boldest strategies die on the vine, their
potential never realized.
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CREATING A
LEADERHSIP STRATEGY
Read the Leadership Strategy paper to
learn what a leadership strategy is and how
to go creating one for your Flotilla that will
forever change the way you develop
leaders and create new leadership
capabilities.
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LEADING THE FLOTILLA
Flotilla Commanders
MUST conform to the
rules and policies set
by the CG.
Members MUST honor
their ethical obligation
to do what they commit
to do.
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TOOLS AVAILIABE
USCG web site
Flotilla Procedures Manual (FPM)
Auxiliary Manual
Flotilla Standing Rules (sample rules are
contained in the Flotilla Procedures Manual)
AUXDATA / AUXINFO
Flotilla Staff and members
Division & District officers
Active duty personnel
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TRAINING AVAILABLE
“C” Schools (watch the Web for schedules)\
National Training Department
AUXLAMS road shows
District conferences
District seminars
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THE TEAM
The VFC is the “Chief of Staff”.
Sample staff appointment letters and
duties are in the Flotilla Procedures
Manual.
Each Flotilla must have the following
appointed staff: CS, FN, IS, MA, MT, PS,
PA, PB and SR.
Each Flotilla must also have at least one
of the following appointed staff: CM,
NS(AN), PV, OP, PE or VE.
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THE PLAN
A plan should be developed that
includes:
A calendar (conflict avoidance)
Goals
Budget
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LEGAL ITEMS
Contracts can be signed by an FC
ONLY after DSO-LP approval
Donations
Fund raising
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DIVERSITY
The goal is to increase performance and
productivity through diversity and inclusion.
This is more than the recognition of
differences; it leverages the knowledge,
skills and experiences of all members so
the Auxiliary can develop the best talent,
create an inclusive culture of our ranks as
we grow.
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DIVERSITY
The Diversity division’s goal is to make
diversity an organizational imperative and
bring to us a treasure trove of different
perspectives, insights as we reach out in
areas where the auxiliary has not gone before.
Be open about differences
Don’t assume anything
Make friends with people different from you.
Avoid telling ethnic or sexual jokes
Make your feelings known
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RETENTION AND
GROWTH
Every Flotilla needs new members to stay
vital and active.
MT is a key to retention of new and old
members.
Fellowship is a vital key to retention of
members.
Recognition needs to be given
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MEMBER TRAINING
IT, VE, PV, and APC examinations are
administered at the Flotilla
FC’s may obtain paper copies of test from
ANSC.
Encourage online testing.
FC’s certify a member’s test completion
score and training mission completion to
the appropriate IS staff person for input.
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MEMBER TRAINING
AUXOP EXAMINATIONS
Paper tests are ordered by submitting
Form 7026 to the District designee
Must be proctored by an approved
proctor
Can be taken online with an authorized
proctor
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FLOTILLA MEETINGS
The FC normally presides.
The date, time and place should be agreed
to by the members.
A written agenda is a tool for a good
meeting.
Members should be encouraged to attend
in uniform.
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THE DIVISION
The Division exists to support and provide
direction to the Flotilla.
The voting body of the Division is the DCDR,
VCDR, IPDCDR, and the FCs.
The DCO is an ex-officio member and, if absent,
may appoint in writing a voting representative
(COS(formerly VCO), DCPT, IPDCO).
The VFC may substitute for the FC at Division
meetings. If neither the FC or VFC can attend,
then the IPFC shall be entitled to represent the
Flotilla.
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THE DIVISION(cont.)
Division officers (elected and appointed)
must work with and support their Flotilla
counter parts.
Flotilla officers (elected and appointed)
must work with and support their Division
counter parts.
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OTHER TOPICS IN
THE FPM
Courtesy, Protocol, and Ceremonies
The Auxiliary’s Electronic World
Staff Duties
Flotilla Correspondence
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THE UNITED STATES COAST GUARD
ETHOS
I AM A COAST GUARDSMAN.
I SERVE THE PEOPLE OF THE UNITED STATES.
I WILL PROTECT THEM.
I WILL DEFEND THEM.
I WILL SAVE THEM.
I AM THEIR SHIELD.
FOR THEM I AM SEMPER PARATUS.
I LIVE THE COAST GUARD CORE VALUES.
I AM PROUD TO BE A COAST GUARDSMAN.
WE ARE THE UNITED STATES COAST GUARD.
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RESOURCES
Exercises: Dilemmas of Leadership
Leadership Activities
The Unit Leadership Development Program
(ULDP). Select the “Open Access to Resources”
link at http://learning.uscg.mil/uldp.
Glossary
Select a highlighted letter to go directly to the
associated glossary words.
A|B|C|D|E|F|G|H|I|J|K|L|M|N|O|
P|Q|R|S|T|U|V|W|X|Y|Z
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Click on the box to access the USCGAUX AUXWeb
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