operations training for your squadron february 2010 part 3 d lt anita f walker jn n.
Skip this Video
Loading SlideShow in 5 Seconds..
Operations Training for Your Squadron February, 2010 Part 3 D/Lt. Anita F. Walker, JN PowerPoint Presentation
Download Presentation
Operations Training for Your Squadron February, 2010 Part 3 D/Lt. Anita F. Walker, JN

Operations Training for Your Squadron February, 2010 Part 3 D/Lt. Anita F. Walker, JN

134 Views Download Presentation
Download Presentation

Operations Training for Your Squadron February, 2010 Part 3 D/Lt. Anita F. Walker, JN

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Operations Trainingfor Your Squadron February, 2010Part 3D/Lt. Anita F. Walker, JN

  2. Tonight’s Agenda • Module II • Balance of Leadership • Communications • Case Study

  3. Leadership Teamwork • We are a volunteer organization • No department can be successful as an island • We have shared goals

  4. Leadership Planning Represents the Most Critical Leadership Skill • Plans can be very general • Courses offered during the year • Course Calendar • Plans can be very specific • Seamanship lesson plans • Boating Course faculty What are other examples of squadron planning?

  5. Leadership 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’

  6. Leadership Planning Includes an Awareness of Change • Most individuals and organizations struggle with the problem of identifying and adapting to the changes that affect the fulfillment of goals • USPS and no squadron are immune from the penalties for ignoring the signs that change is called for • When what used to work doesn’t work any longer, it’s time to identify what has changed and to adapt or perish

  7. Leadership Adapting to Change MURPHY’S LAW “Whatever can go wrong will go wrong; at the worst possible time” Problem solving skills are required to meet goals in an ever changing world

  8. Leadership Finding Solutions when Results Are Below Some Accepted Norm • Identify the problem area • Determine the unsatisfactory performance level • Define a reasonable, desired level • Isolate the difference between step 2 and step 3 above • Brainstorm possible causes of the problem • Decide which causes are the most critical • Identify alternative solutions • Evaluate proposed solutions: • Estimate contributions of proposed solutions to the goal, their cost and their feasibility • Make commitment to a plan Fundamental problem solving is a 9-Step Process

  9. Leadership A Sample Problem to be Solved – Case History • STATEMENT OF PROBLEM: Dissatisfaction with non renewal of newly-acquired members • PRESENT LEVEL: 50% percent non renewal for past 3 years REASONABLE DESIRED LEVEL: 1% to 2% net growth

  10. Leadership Possible Causes of Problem - Brainstorming • Lack of educational courses and plans • Cliques: no interest in ideas or needs of newer members • Very few newer members assigned to positions of responsibility • Limited on-water squadron activities • Meetings too formal and boring • No activities for young children of members Are there other reasons? Separate symptoms from causes

  11. Leadership Sample Problem Solving Alternative Solutions and Evaluation • Offer all courses annually • Cooperative course plan with nearby squadrons • Hire professionals to present programs at meetings • Develop a comprehensive activities program for families It’s all about balance. . . What other things could you suggest?

  12. Leadership Sample Problem Solving - Time and Action Plan • Educational program based upon a schedule of advanced and elective courses offered in cooperation with neighboring squadrons. SEO to submit the combined-squadron schedule at Executive Committee meeting • Appoint an ad-hoc committee to develop a comprehensive program of activities to include families with small children. Committee to submit an innovative plan to the commander within 60 days Now that we have a plan, what’s next?

  13. Leadership Do We Need a Cost-benefit Analysis? Probably! • Whenever an innovative plan is under consideration, a cost-benefit analysis should be made • For every step in the planning procedure, the cost of the planned event is assigned • Every cost in squadron resources must be considered—people, time, facilities, money • Does the squadron have the resources? The next part of the planning process is taking a look at how we’re doing

  14. Leadership Evaluating a Committee • How well is my committee performing? • Are we meeting the goals of planning? • If goals are not met, what problems need to be solved? It’s like an audit

  15. Leadership Self Evaluation Re-audit 1. List Goals 6. Implement Action Plan 2. Examine Results 5. Develop Solutions 3. Evaluate Progress c. Personnel failure? 4. Identify Weaknesses b.Resources inadequate? a. Are goals unrealistic?

  16. Scheduling Organizing the Work • The squadron calendar represents a vital tool for organization • Individual work habits bear consideration • Maintaining morale through tone and recognition are part of good administration • Consideration and manners go a long way

  17. Communication The next item on the agenda is communication. USPS tends to limit consideration to verbal communication, either oral or in writing. However, we convey a great deal about our thoughts and attitudes in body language

  18. Communications Messages Are Transmitted Through a Medium by a Sender to a Receiver • Effective communication involves sending a message that is received and understood • Courtesy is the watchword in all correspondence • Copies of correspondence should be directed to all those concerned • Commander gets copied • Err on the side of too much!

  19. Oral Be explicit: state the matter clearly Be tactful Make criticism constructive, specific Be pleasant Electronically USPS web site: Email: squadron email roster Printed copy Memorandum Letter Follow USPS customs for correspondence Communications Communication – USPS Encourages Web and e-mail Be prompt in answering communications

  20. Communications Style • Dates: 12 February 2010 • Time: military – 0500: pronounced ‘oh five hundred’ • Rank is written without periods – AP • Only proper nouns are capitalized – District 8 • Other nouns are not capitalized – annual meeting, life member, etc See pages 15 and 16 for more details

  21. Communications Other Means of Communication • Written and spoken languages are unique characteristics of humans, but are not the only means by which people communicate information • In USPS, our uniforms and squadron T shirts identify us as members of America’s Boating Club • Our insignia of rank and grade as well as merit marks tell other members something about who we are and the extent of our contributions to USPS • But, it is our body language (the position and stance we assume) that indicates how we relate to other people and our attitude toward them and events

  22. Communications Body Language Basics • It is extremely important to be constantly aware to match the sincerity of our words with the attitude of our body language • When we offer someone words of welcome, our gaze should be upon that person • We need to actively listen – matching our action to our purpose

  23. Case Study: An Introduction to the Meetings Section and. . . You are commander of Laughing Waters Squadron. While conducting an Executive Committee meeting, senior member Joe Crankston, N, an elected member of the committee, breaks into your agenda. . . In a very sharp tone of voice

  24. “Commander, I think we need to do something to enliven our monthly meetings. Each meeting is just like every other meeting. We need outside speakers, or movies or slides of a nautical nature, or some kind of a program that would stimulate our membership to attend. I’m tired of the same old thing.” What are the commander’s options? What should the commander say first? Is this the right venue for this discussion? Is this the right time for discussion? What is the problem – separate symptoms from cause. How should the problem be analyzed? Which department is responsible for meetings? . . . A Summary of the Leadership and Communications Sections What else should be considered?

  25. Tonight Module II Balance of Leadership Communications Case Study Next Week Module III Conducting a Meeting USPS Protocols Summary and a Look Ahead