leadershipleadership national training department

LEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIP

National Training DepartmentNational Training Department

WHAT YOU WILL LEARNWHAT YOU WILL LEARNWHAT YOU WILL LEARNWHAT 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 LEADERBEING A LEADERBEING A LEADERBEING 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 SIX QUALITIES OF EFFECTIVE LEADERSEFFECTIVE LEADERS


I. EthicsYou 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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II. EmpathyShow 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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III. CuriosityKeep 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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IV. VisionLearn 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. CourageIt takes courage to follow your dreams. Face your fears. Learn about them and then master them.

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VI. CommunicateYou 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. TRANSACTIONAL VS. TRANFORMATIONAL LEADERSTRANFORMATIONAL LEADERS

TRANSACTIONAL VS. TRANSACTIONAL VS. TRANFORMATIONAL LEADERSTRANFORMATIONAL LEADERS

Transactional Transactional leadersleaders focus on:

Keeping an organization running smoothly and efficiently

Commitment to “follow the rules”

Transformational Transformational leadersleaders tend to be more visionary and concerned about charting a mission and direction

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LEADERSHIP IN THE LEADERSHIP IN THE AUXILIARYAUXILIARY

LEADERSHIP IN THE LEADERSHIP IN THE AUXILIARYAUXILIARY

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 LEADERSHIPELEMENTS OF LEADERSHIP ELEMENTS OF LEADERSHIPELEMENTS 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 COAST GUARD LEADERSHIP COMPETENCIESCOMPETENCIES


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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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 CREATING A LEADERHSIP STRATEGYSTRATEGY

CREATING A LEADERHSIP CREATING A LEADERHSIP STRATEGYSTRATEGY

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 CREATING A LEADERHSIP STRATEGYLEADERHSIP STRATEGY

CREATING A CREATING A LEADERHSIP STRATEGYLEADERHSIP 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 FLOTILLALEADING THE FLOTILLALEADING THE FLOTILLALEADING 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 AVAILIABETOOLS AVAILIABETOOLS AVAILIABETOOLS AVAILIABE

USCG web siteFlotilla Procedures Manual (FPM) Auxiliary ManualFlotilla Standing Rules (sample rules are contained in the Flotilla Procedures Manual)

AUXDATA / AUXINFOFlotilla Staff and membersDivision & District officersActive duty personnel

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TRAINING AVAILABLETRAINING AVAILABLETRAINING AVAILABLETRAINING AVAILABLE

“C” Schools (watch the Web for schedules)\

National Training Department

AUXLAMS road shows

District conferences

District seminars

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THE TEAMTHE TEAMTHE TEAMTHE 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 PLANTHE PLANTHE PLANTHE PLAN

A plan should be developed that includes:

A calendar (conflict avoidance)

Goals

Budget

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LEGAL ITEMSLEGAL ITEMSLEGAL ITEMSLEGAL ITEMS

Contracts can be signed by an FC ONLY after DSO-LP approval

Donations

Fund raising

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DIVERSITYDIVERSITYDIVERSITYDIVERSITY

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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DIVERSITYDIVERSITYDIVERSITYDIVERSITY

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 RETENTION AND GROWTHGROWTH

RETENTION AND RETENTION AND GROWTHGROWTH

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 TRAININGMEMBER TRAININGMEMBER TRAININGMEMBER 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 TRAININGMEMBER TRAININGMEMBER TRAININGMEMBER 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 MEETINGSFLOTILLA MEETINGSFLOTILLA MEETINGSFLOTILLA 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 DIVISIONTHE DIVISIONTHE DIVISIONTHE 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 DIVISIONTHE DIVISION(cont.)(cont.)THE DIVISIONTHE DIVISION(cont.)(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 OTHER TOPICS IN THE FPMTHE FPM

OTHER TOPICS IN OTHER TOPICS IN THE FPMTHE FPM

Courtesy, Protocol, and Ceremonies

The Auxiliary’s Electronic World

Staff Duties

Flotilla Correspondence

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THE UNITED STATES COAST GUARD ETHOSTHE 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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RESOURCESRESOURCESRESOURCESRESOURCES

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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leadershipleadership national training department

Documents

leaders vision

leader leadership

ps of leadership

leadership direction

leadership style

leadership situations

leadership theories

positional leadership