How to encourage/require cadet executive staff to attend Wing activities

Started by xray328, August 10, 2015, 05:18:43 PM

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Storm Chaser

We can debate opinions all day long, but opinions are only as good as the experience, training and education of those who have them. Everyone's opinions are going to be shaped by those three things and will vary or differ accordingly.

All that said, I believe the Cadet Staff Handbook does a pretty good job at addressing the different cadet structures based on size and grade composition of a unit. Of course, those are not the only things to consider. But the Cadet Staff Handbook provides enough flexibility to tailor a cadet org chart according to unit needs and cadet development. At the end, there's no perfect structure for every unit, but whatever structure is chosen must take into account not only the ability, experience, training, progression and maturity of a cadet to assume a particular role, but their development in the program at the time of the appointment and later on.

Eaker Guy

Quote from: Spam on August 15, 2015, 08:59:23 PM
Quote from: C/Maj Kiss on August 15, 2015, 12:34:49 PM
Spam,

I didn't disagree, I just didn't completely agree. :)


Oh, good Lord, you're headed for JAG duty some day, aren't you?


Cheers,
Spam

Thought about it!

TheSkyHornet

Quote from: Spam on August 15, 2015, 05:57:45 AM
Skyhornet (and xray),

Could I suggest that perhaps both of your situations would be excellent discussion topics for you to take with you to a TLC (Training Leaders of Cadets) class, as a sort of "leadership retreat" for your staff? Your issues are absolutely on target perfect for TLC discussions.

There's a "critical mass" effect when you get a bunch of CP people together in a loosely structured environment to work through cadet staffing and manning and advancement issues like these, and that's what TLC is for - it is in the curriculum.  I've seen teams from the same unit come into the TLCs I've taught with very similar issues, mull them over quietly together in a corner, ask for and debate different points, and arrive at solutions they'd never thought of before that worked out very well for their home units.


Sky, two other quick points: 1. whether a cadet subjectively "thinks" he can do a job isn't material to whether he is empirically ready to abandon his progress mid point through direct leadership training to take on the most senior indirect leader position possible, thus supervising other cadets in what he hasn't himself accomplished. 2. Apparently term limits and progression haven't been part of your units consideration, if your new C/TSGT is being installed for a couple of years as you say, so I'd again strongly suggest to take your CC with you to TLC to read through these parts of the program.


And finally, C/Maj Kiss, good on you for disagreeing with me. This is just the place for it!


V/R,
Spam

Very much agreed with some of the points in here.

I think those of us who are supposed to interact regularly with the authority/chain of command part of the cadet program, including myself, commander, and deputy commander, could really benefit from a TLC course. There aren't any I'm aware of planned at the moment, at least not in this area. I may start the process to see if we can find someone who can host TLC. I don't know of any Master Cadet Programs specialists in our locale, but I'll bring it up at our next squadron staff meeting and get the ball rolling. Not sure how far it will get pushed, but it's worth a shot, and I think our incoming commander will be very much in favor of it.

I also agree with the idea of term limits, something I've been very much in favor of in the past with my previous experiences in cadet programs. In the case of someone "thinking" they can or can't do a job, I can't read minds nor know what they're mental preparedness is for something. I think a big part of that comes with having the maturity to recognize that you may need to seek guidance from someone, which comes, in part, from your mentors being approachable. I have talked about this with the new C/CC, so he is aware that I'm there to work with him and assist in any way I can. As for his abilities to perform the job, I don't feel that it's something he can step right into and master right away; but, once again, this is the way it is and we're going to do what we can to help him succeed and improve those abilities.

You cannot take a cadet to TLC. It's a Senior Member-only course. What we can, however, do is sit down together, informally, and go over the material to prepare him further for the responsibilities he will have as C/CC. Unfortunately, the two-deep rule can get in the way of being able to sit down, just the two of us. Although we can mentor under confidentiality, our commander is very supportive of the two-deep policy, and would like to have at least two Seniors and a cadet or two cadets and one Senior at all times. The exception to this, in my case, is that one of our Seniors and I get along very well, and so does his son (one of our cadets); he has explained to me that I have his permission to be around his son in private, and we'll just consider it a personal, family affair (for example, at a civil war reenactment, we walked around together and saw the sites, and we've talked about his flight training in private). I'm not very keen on texting or emailing a cadet privately on a CAP matter, and I refrain from the sender and recipient being the sole individuals in the conversation. And I'm sidetracking here...

As for disagreements, this is most definitely the place for it. I always appreciate feedback, positive or negative. I usually lose my bearing when it comes to personal insults/attacks, and that's generally when I duck out of the rest of the conversation. I think we can all be mature enough to have a discussion, not a "fight."

On a bit of a rant---
I find it very, very, irritating when leadership doesn't get creative in adapting to situations, and has to constantly try and "do things the way they've always been done." Exceptionally frustrating. Which, I feel, is what has brought about this situation; otherwise, I don't feel it would have even been discussed, nor many of my other posts on here lately.

---Edit---
I didn't see Storm Chaser's comment.
I don't disagree at all with you. But it all still falls back to the fact that I don't have the authority for this. I'm very aware of structuring and restructuring a unit to optimize efficiency and performance. Not everyone else is so good with that organizational ability, which a lot of comes from referencing documentation we have to support our efforts (i.e., CAP Manuals and Regs). It adds to the frustration. What I've got right now is what I have. I can't change it at this point. Moving forward and making due.