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Operations Training

Lesson 2. Operations Training. Be. Please return to your seat. Lesson 2. >>. This Lesson’s Agenda. Lesson 2. Review Educational Courses & Seminars Leadership Training & Programs Module II Staffing Leadership Scheduling Case Study. >>. Education. Educational Opportunities.

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Operations Training

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  1. Lesson 2 Operations Training Be Please return to your seat Lesson 2 >>

  2. This Lesson’s Agenda Lesson 2 • Review • Educational Courses & Seminars • Leadership Training & Programs • Module II • Staffing • Leadership • Scheduling • Case Study >>

  3. Education Educational Opportunities • The Boating Course (ABC3) • Advanced Grade Courses • Elective Courses • Guides • Seminars • Boat Operator Certification • On-the-water Training Learning Lamp SEO (Squadron Educational Officer) reports to DEO and District Educational Officer reports to NEO >>

  4. Education Advanced Grades • Seamanship (S) • Piloting (P) • Advanced Piloting (AP) • Junior Navigation (JN) • Navigation (N) >>

  5. Education Electives • Cruise Planning (CP) • Engine Maintenance (EM) • Instructor Development (ID) • Marine Electrical Systems (MES) • Marine Communications Systems (MCS) • Marine Navigation Systems (MNS) • Sail (SA) • Weather (WX) >>

  6. Training Additional Training for Members • Operations Training (OTP) • Leadership Development (LDP) • Leadership Training Trilogy • LD101 – LD102 – LD103 - • Many self-education publications • Squadron/district job descriptions • Parliamentary procedures • Parliamentary Skit • Presenter’s guides HANDOUT # 6 Manuals, Publications, How-to Guides >>

  7. Staffing Membership Participation SEO XO AO (Secy, Treas) • Educational Activities - internal & external • External Activities - involves working with agencies outside of USPS - some relate to civic services • Internal Activities - directly benefit members of USPS Not everyone is ready >>

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

  9. Staffing Why Members Volunteer Interesting work • Self Fulfillment: authority (power, influence, control), personal growth (knowledge, skills, attitude) • Commitment: to USPS mission • Loyalty: to friends and/or organization (‘peer pressure’ to be involved) • Recognition: getting attention, acceptance Part of organization Part of organization >>

  10. Staffing Why Members Volunteer 3 Fundamentals of Motivation • Recognition • Money • Feeling a part of organization >>

  11. Staffing Staffing • Staffing is a key responsibility - - - shared by all leadership (Cdr + Lt/C + Lt) • Nominating Committee - critical to ensuring nomination of qualified leaders • No activity should be undertaken without a solid understanding of position to be assigned >>

  12. Staffing Staffing 101 • Integrity • Dependable • Conduct • Work habits • Accustomed to hard work • Follow through on tasks • Exhibit the desire for personal growth • Adaptability • Works well with others • Tolerant of opinions of others • Invent & reinvent • Gracefully accept constructive criticism • Enthusiasm • Positive attitude toward the procedures and policies of USPS • Toward committee mission and goals >>

  13. Staffing Job Descriptions Explore this booklet A publication of the USPS Leadership Development Committee • Staffing begins with accepting a job description Parties involved need agreement • Leaders should be able to outline the ‘Job’ our committee members take >>

  14. Staffing A Good Job Description Essential components • Purpose/Goal of job • What overall function does job serve for squadron? • Specific tasks • What specific tasks must be accomplished to meet purpose/goal? >>

  15. Staffing Revising a Job Description • Lacks clearly-defined purpose / specific tasks • Changes in USPS rendered it obsolete • Not adaptable to local situation, • Limited resources to implement as written • Some tasks are best achieved at district level For at least 3 reasons, a published job description may be unsuitable: >>

  16. Staffing How Many is Enough? How large of a committee is needed to get job done? • How would you know - what can you do? • Discuss problem with departmental bridge officer • Interview potential committee members • inactive members & • especially your friends >>

  17. 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 >>

  18. Leadership Leadership vs. Management What’s the Difference? • Management - doing things right to achieve organizational goals • Leadership - doing things right to achieve the right things Manage Things -- Lead People >>

  19. Leadership Leadership and USPS What are these right things that members volunteer their time and effort to achieve ? The USPS Mission To promote recreational boating skills and boating safety through education, hands-on training and civic activities, while providing fellowship for USPS members >>

  20. Leadership A Working Definition of Leadership The process of getting other people willingly committed to a course of action Leadership is all about understanding people & getting them focused Leadership is the ability to convey a sense of vision or mission in a way that transforms or enhances the follower’s sense of the possible Best definition ? >>

  21. Leadership Tips & Hints • The motivation to lead comes from personal satisfaction & _ _ _ _ _ _ • The operating climate & total demand must be kept reasonable • OT designed to increase organizational knowledge & prepare members to take the lead • When they are ready >>

  22. Leadership Officers Critical to Developing Future Leaders • Getting to know & listening to members • Learn common values • Their reasons for joining USPS • Their expectations • Level of satisfaction • Encouraging involvement without manipulation • Results-oriented planning is key >>

  23. Leadership Appointments A Test of Leadership Appointing people to the “Right Job” is not always an easy task Requires knowledge of the people, interpersonal skills, & ability to articulate common values. Find a job that fits the member Task includes expectation of failure. Failure is the companion of success >>

  24. Leadership Working with your Team A leader must: 1. Have excellent listening skills and be opento ideas of others 2. Understand follower’s needs, (aspirations, values, concerns etc.) relative to doing the job 3. Know what is to followers >>

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

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

  27. Leadership an Example Squadron Goal Setting Abracadabra Squadron should Increase membership by 25% >>

  28. Leadership Planning for Goal Achievement Planning begins by finding answer to 3 questions, for each of the specific tasks • Result you want to achieve? (what outcome, action, actors) • How will you gauge success of your efforts? (criteria, measurement) • When will result be realized? (time, date) HANDOUT # 7 What’s the Plan >>

  29. Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Information Build a Support Team Leadership Planning – 5 Prelim Steps 5 Preliminary Steps 4 1 5 2 3 >>

  30. Analyze Present Situation Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership • What has been trend in performance? • What were past successes? Failures? • What led to success? To failure? • What /Who can help you develop/achieve objectives for tasks? • What stands in the way? Step 1 What else do we need to know about current situation - regarding goal to increase membership? >>

  31. Analyze Present Situation 2010 2007 2007 2008 2009 2011 Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Non-Renewal 38 77 82 93 Non - 93 82 77 Non - 93 82 77 New 46 42 39 41 Net Net -36 +1 - 51 - 36 - 36 Net Net +1 - 51 - 36 - 36 +1 -36 -51 Leadership Proposed Goal -- To increase membership by 25% Abracadabra squadron’s new member & non-renewal grid >>

  32. Determine Obstacles Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Don’t assume that obstacles don’t exist • Examine status of your availability, knowledge, skills & attitudes related to goal • Don’t question your ability - - What may hinder you from achieving level of performance required. • Requires a candid eye • Then, work on any obstacles Step 2 >>

  33. List Essential Inputs Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Step 3 What will achieving goal cost in time, money, other resources of squadron? • What are the costs in your time & sacrifice? • Warning --- common to underestimate real requirements – count everything • Make deliberate effort to avoid surprises that will leave “egg on your face.” >>

  34. Utilize Available Information Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Step 4 • What information can I get from members in our squadron, district or national • What have we done in the past that worked • Learn from experience of others • Past commanders • Members of bridge • District chairman • Chairs of neighboring squadrons However you acquire it, knowledge is an essential key to success >>

  35. Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Build a Support Team Step 5 • Identify people, in & out of squadron, whose support you will seek in achieving goal • List what assistance you will seek & for which task The RACI chart in your OT manual is a great tool >>

  36. Beware the over-simplified goal statement Yields only a single level of performance Does not build motivational milestones Limited to routine tasks; not applicable to other types of goals If you can’t measure it, you can’t manage it. Leadership Simplistic Goal Statement Inadequacies >>

  37. Solutions Establish goals in a participatory plan for success Do a reality check with team Set a range of outcomes for routine tasks Think in terms of results desired Leadership Simplistic Goal Statement >>

  38. Leadership Drafting Personal Goals • What do YOU want to accomplish? • Any hurdles to overcome? • Need a refresher or more knowledge/skill? • Which of your goals can be met by doing committee work? • Which by learning from other members? • Which by study? Personal goals - - - Administrative, Community or Education based. What do YOU really want to do? >>

  39. Let’s take a 10 min Break Please return when you hear the bell END OF BREAK >>

  40. Planning Planning • ‘If you don’t know where you’re going; any road will get you there’ • ‘I came to a fork in the road and took it’ Financial Plan >>

  41. Planning Planning A Critical Skill • Plans can be very broad • Building our bridge • Cruises offered during the year • 5 yr Course Calendar • Plans can be very specific • Seamanship lesson plans • Boating Course faculty • Designing a meetings flyer >>

  42. Planning Innovation Do you have an idea for doing something new & different to achieve a goal? Can you make it work withinthe limits of presently available resources, including members willing to work on your ideas. >>

  43. Planning Innovative Planning • Produce change in the way things are done Something New • Planning Worksheet • Innovative Concept – Not the goal, but new idea for achieving a goal • Results Desired – Goal to be achieved • Procedure Steps • Cost in Resources >>

  44. Cost-Benefit Analysis Planning Whenever innovative plan is under consideration, a COST-BENEFIT analysis is in order. For every step in planning procedure, cost of planned event is assigned Every cost in squadron resources is considered—people, time, facilities, money Does the squadron have the resources? >>

  45. Scheduling Scheduling the Work • The squadron calendar - a vital tool for organization & scheduling • For an entire ‘watch’ year • Published & available to all members >>

  46. Building Squadron Annual Calendar Scheduling • Meetings - required by bylaws: National, District, Squadron • Officer & Committee duties & tasks • Deadlines: Roster, Newsletter, Merit Marks, USPS Educational Fund, Chapman Award, etc. • Courses, Seminars • Training Programs • Squadron Special Events (cruises parties, etc.) • District & National Special events (trainings) >>

  47. Educational Department Scheduling A 5-Year Calendar: Boating & Advanced Grades (SP=spring, FA=fall) 2005 2006 2007 2008 2009 COURSE TITLE SP FA SP FA SP FA SP FA SP FA Public Boating X X X X X X X X X X Seamanship X X X X X Piloting X X X X X Adv. Piloting X X Jr. Navigation xxxxxx xxxxxx Navigation xxxxxx >>

  48. Educational Department Scheduling A 5-Year Calendar: Elective Courses (SP=spring, FA=fall) 2005 2006 2007 2008 2009 COURSE TITLE SP FA SP FA SP FA SP FA SP FA Weather X X X Engine Maint. X X X Marine Elect. X X Sail X X Instructor Develop. X X X Cruise Planning X X X >>

  49. Scheduling Case History Studies >>

  50. Case History Studies Scheduling Real situations - Actual cases Names changed - Protection of guilty Who should have done what? What was underlying cause? Who was in charge – Did they know that? Do we have all the facts – Did they? Was it a learning experience? Now what? >>

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