Senior CAP Organizational Culture

[Eclipse]

My JOB is to make sure that our programs goals are being met...

That sums it up nicely.

[Майор Хаткевич]

Being an inexperienced SM, wouldn't the Recruiting Officer deal with new members, and then Personnel / Administrative?  I don't get this need for the Squadron Commanded to do all of these as some expect.

[FW]

There is quite a differance between being available for advice and "doing all of these"... the "job" of unit commander is, as jimmydeanno says, "to make sure that our program goals are being met".  That includes mentoring inexperienced members or, at least pointing them in the right direction for assistance.  It is a component of good leadership. 

The recruiting and retention officer has the authority to help the newbie. It is the admin/personnel officer who can rattle off requirements for advancement.  It is the responsibilty of the commander to insure this happens and, keeps the members working together for all to benefit.

[NCRblues]

Being an inexperienced SM, wouldn't the Recruiting Officer deal with new members, and then Personnel / Administrative?  I don't get this need for the Squadron Commanded to do all of these as some expect.

If the commander has a good working staff then IMHO it should go like this. (Hand shake) "Hi my name is Maj. Anyone I am the commander. My staff will be helping you out and answering any questions. This is Capt. Somehombra and he is the recruiting officer. He will guide you through the application process and some steps after. Thanks for stopping by and enjoy the meeting" (walks away)

Of course some people believe they are god's gift to everything and want someone in COMMAND to give them answers and hold their hand so...

[Майор Хаткевич]

The recruiting and retention officer has the authority to help the newbie. It is the admin/personnel officer who can rattle off requirements for advancement.  It is the responsibilty of the commander to insure this happens and, keeps the members working together for all to benefit.

What happened to delegation? As a cadet I was told to use my staff Officers and NCOs to run the unit. If there were problems, I was supposed to mentor my staff, not do their job for them...

[Private Investigator]

Sigh...

"Back in the day", I commanded one of the most succesful squadrons in my wing.  We had over 80 cadet and senior members all working as a team.  What was great?  I had plenty of spare time to greet new members because everyone was doing their job and, doing it well.  I just got my "updates" before the formal start of the meeting and, went over the month's progress at our monthly staff meeting.  My "formal" time spent at a meeting was no more than an hour.  Paperwork could be signed anytime.  A new or prospective member's questions always took a priority.  I was there for the squadron to function and thrive (take that to mean whatever you wish).  For some reason things worked out...

Thank you Colonel   :clap:

[Private Investigator]

Being an inexperienced SM, wouldn't the Recruiting Officer deal with new members, and then Personnel / Administrative?  I don't get this need for the Squadron Commanded to do all of these as some expect.

The Recruiter recruits, the Personnel Officer does personnel matters, etc, etc. The inexperience SM should have a staff job, lets say Assistant Safety Officer so his mentor and OJT supervisor is the Safety Officer. The inexperience SM does not have to go to the Squadron Commander for everything in a well oiled unit.

Now the problem is the unit that is not well oiled and has a Squadron Commander that thinks he is God's gift to CAP. We should conduct a poll on CT, "My Squadron Commander is the greatest in CAP". 1) Yes 2) YES 3) Of course 4) All of the above! 

Squadron Commander's all think they are the greatest on their first time. Do a second, a third , a fourth tour. You'll have a different insight.

[lordmonar]

There is quite a differance between being available for advice and "doing all of these"... the "job" of unit commander is, as jimmydeanno says, "to make sure that our program goals are being met".  That includes mentoring inexperienced members or, at least pointing them in the right direction for assistance.  It is a component of good leadership. 

The recruiting and retention officer has the authority to help the newbie. It is the admin/personnel officer who can rattle off requirements for advancement.  It is the responsibilty of the commander to insure this happens and, keeps the members working together for all to benefit.

It is everyone's job to "mentor the inexperinced" and yes commanders should be avialable....but it is a matter of delegation.

NOW...I will agree.....that we all agree that those squadrons where potential or new members left because they had no guidance, or felt they were intruding into some sort of private club.....are failing.....and since they are failing it it ultimately the commander's fault.

But let's not scare our newer leaders into thinking that the commander has to do it all.  Somewhere in IN PROCESSING process the commander should meet with all new members to get a feel for them and to find out where they are going to fit in the squadron.  But this could be the first night they come to visit, just after they finish level one....or maybe just before their first promotion.

[FW]

There is a difference between authority and resposibility. The commander delegates authority; not responsibility...

Guys, this is leadership 101... I didn't make this up.

We're all on the same page here.. However, if you wish to argue the fine points, I'll go get a bag of popcorn and enjoy the show. :angel:

[lordmonar]

I agree....so let's not make it sound like those commanders who do delegate the recruiting job to subordinant and don't get personally involved in each and every new member is somehow not a good commander.

It is leadership 101 and the way you do it is not the way that I do it.   Nor should they be.  Bottom line of any commander is.....DO THEY GET THE MISSION DONE.  Plain and simple.

I am not even arguing the fine points....I am just suggesting that we not suggest that because someone else does it differently....that they are somehow failing.

[FW]

Patrick, I don't think anyone is suggesting that difference in method is a failure.  I'm just stating the commander is responsible for the success of the unit ...

[ol'fido]

IMHO, a good commander should maintain a strategic vision of hos unit and be able to delegate well. But he should also manage his time well enough that he can have some face time with hos seniors on a frequent if not weekly basis. While each new member may have an assigned mentor,in a unit the size of the average CAP squadron there is no reason a commander cannot check on the status of new members as often as possible. Throwing out excuses like "I handle the bigpicture." or "I delegate that to others" is not the practice Iwould associate with a good leader.

[Critical AOA]

All right.  Let me toss out a few other questions.  Is everyone here in a unit that has a recruiting officer?  A professional development officer?  If yes, are these folks actively engaged in their position?  Are they effective?  If there is not someone holding these positions or if they are not at meetings, doesn't the commander either need to delegate these duties to someone or man-up and shoulder the responsibility himself?   I have no doubts that many if not most units are fulfilling these duties and doing so admirably however I do not believe that the cases where this is not happening is all that rare. 

[Stonewall]

My advice to the OP: Develop the situation.

[Major Carrales]

There is no "standard," "uniform" or " the norm" "Squadron Culture" in CAP nor any place to see such a model.  Most units operate in a vacuum either emulating the old days, being on a cutting edge or based on how someone from another Wing who moved in said it would work better.

Some unit's are "flying clubs" for pilots, others are JROTC light, some are DAY CARE for KIDS... 

Mine is none of these things, but I cannot say that our unit is "standard," "uniform" or "the norm."   I'll bet that no people are even trying to address that issue at upper levels.

[Private Investigator]

Some unit's are "flying clubs" for pilots, others are JROTC light, some are DAY CARE for KIDS... 

Sparky is spot on 100%.

The sad thing is some Commanders think they are doing a great job with a "flying club" and lost focus on what is the CAP mission(s).   

[lordmonar]

Some unit's are "flying clubs" for pilots, others are JROTC light, some are DAY CARE for KIDS... 

Sparky is spot on 100%.

The sad thing is some Commanders think they are doing a great job with a "flying club" and lost focus on what is the CAP mission(s).   

No more so then those commanders who think they are JROTC Light.

It is nearly impossible to do all three "missions" out of a single unit.....that's why we have wings.  There is nothing wrong for units to specialize.  So long as the support the other specialized units when they need their support.

[Eclipse]

Accomplishing the three missions is a simple matter of will, but some CC's see the mission as a menu, not a mandate, and without command imperative, nothing will change.

[lordmonar]

Accomplishing the three missions is a simple matter of will, but some CC's see the mission as a menu, not a mandate, and without command imperative, nothing will change.

I agree and disagree.

I agree with out a command imperative......no squadron is currently required to do any of the missions.  No where are squadrons graded on their mission readiness, mission accomplishments.

I disagree that we MUST do all three missions.  I think it is a good thing that unit specialise.

As I said before....just look at an active duty wing...and see how they are organise.  You have squadrons that provide security, some that do comm, squadrons that do personnel, finance, logistics, maintenance, roads/power/sewer/building maintenance, feed and house the troops, medical.....oh and we have squadrons that fly and fight.

Now the USAF's big mission is fly and flight....but we don't make those flying squadrons do all the rest of the stuff....why should we do the same with our units?

Now...granted we are talking about geographically seperated units.......and if the wing was doing it's job doing the three big missions....the would make sure that their AOR's were properly served.

Now that could be done by putting two/three/four squadrons in one general location.  It could be served by having just a single squadron do all the missions.

But like you said....until the wing and national pushes the mandate to wings to come up with OPLANS that cover all the missions it will not happen.  And it is NOT a fault on any individual squadron for not doing all three.

[Eclipse]

As I said before....just look at an active duty wing...and see how they are organise.  You have squadrons that provide security, some that do comm, squadrons that do personnel, finance, logistics, maintenance, roads/power/sewer/building maintenance, feed and house the troops, medical.....oh and we have squadrons that fly and fight.

Not really the same thing.  Those people are assigned duties, and then deploy wherever they need to go.

Basically the exact opposite of CAP.