Honor Respect Devotion to Duty

GNATS - Leadership

Honor Respect Devotion to Duty

GNATS - Leadership

Facilitator – Garrison BromwellFC 21, PDCDR 02DSO-MT

A brief introduction about me

o As DSO-MT I’m involved in providing leadership training

o Been there, done that (currently doing it as FC)

o Been in the Auxiliary 15 years, was employed in industry, served as volunteer firefighter, etc.

o Seen good ones, seen bad ones

LEADERSHIP – GNATS 14 APRIL 2012

What we’ll covero Who are the leaders in the Auxiliary?o What’s the “bottom line” job of a Aux Leader?o How do we grow leaders?o What tools are available for leaders? o What about standards?o How do leaders function

• Up and down the chain• Across the chain

LEADERSHIP – GNATS 14 APRIL 2012

Honor Respect Devotion to Duty

Who are the leaders in the Auxiliary?

Honor Respect Devotion to Duty

WE ALL ARE

What’s the job of a leader in the Auxiliary?

• Ask 50 Auxiliary leaders and you’ll get 55 answers

• Most will focus on what the job description says

• BUT – ever read the really fine print at the bottom of the job description?

• The print so fine you can’t see it?

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Honor Respect Devotion to Duty

What’s the bottom line fine print job of all Auxiliary leaders?

Honor Respect Devotion to Duty

TO SUPPORT THE MEMBERS

How do we lead?

• The Auxiliary Leader certainly doesn’t lead from a position of power – agreed?

• The best leaders set good examples, communicate clearly, respect their shipmates

• Good leaders are constantly growing their own skills and knowledge

• What other traits make good Auxiliary leaders?

LEADERSHIP – GNATS 14 APRIL 2012

Leading by example – do we always?

• Proper wear of the uniform• Read “what’s new” on the national web

site in the last 10 days?• Communicated with your members (FC t0

members, FSO to members, etc.) within last 2 weeks?

• Read a book on leadership, took a class about leadership, thought about leadership?

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Honor Respect Devotion to Duty

Leading by example – how many in this room turned in 7029 hours for March?

How do we grow leaders?

• Do leaders just come up out of the ground fully formed?

• Is leadership a natural trait?• What skills and knowledge do you think a

good leader should have?• What about staff officers – what is their

real role?

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The Business Analogy For Staff Officers

• Members = the workers• FSOs = Leads or first level supervisors• SOs = Managers • DSOs = Senior Managers (Subject Matter

Experts)• DDCs = Directors• DIRs (National) = Senior Directors

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Keys for staff officers…

• Above FSO, little actual work • The member with the most VEs might not

be the best FSO-VE or SO-VE• Staff officers shouldn’t report to

themselves• Suggestion – SOs should be an FSO in

another discipline• DSO, SO and FSOs must know the units’

goalsLEADERSHIP – GNATS 14 APRIL 2012

Lets focus on a few available tools

• The basic document of the Auxiliary – the AUXMAN

• Most programs have their own manuals (e.g. Operations – surface, radio and air)

• A good leader knows the basics and knows where to find answers and whom to ask if there are questions.

LEADERSHIP – GNATS 14 APRIL 2012

Tools for leaders - continued

• Other leaders – same program, up the chain, or down the chain or just someone you admire

• Publications - both CG and others • Lots of resources – we’ll cover the some

new D13 resources in a minute

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Leadership continuum

• Starts with the new member test• APC – gets into AUXMAN• AUXLAMS/LAMS – basic leadership and

people management (AUX 02)• FLC – Nuts and bolts of running a flotilla• AMLOC – Advanced nuts and bolts of

running a Division (AUX 05A)• DCAP – District Captain – etc.

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Leadership competencies

• CG has identified 28 leadership competencies.

• AUX has translated those into AUXILIARY office and terms

• Available through course resource material on Flotilla 21 Web Site

• Also link to D13 FLC/DLC material

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Other leadership competencies

• Communication o Ability to write clearlyo Ability to use Email o Ability to use the phone, social media, etc.

• Concern for the member - empathy• Ability to find answers • Others – lets list

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System design – small jobs – big impact

• Ever wonder why there are so many staff positions?

• Each one designed to be a small piece of the pie

• Each task crosses multiple staff positionso Put on a BSC class – as an example

• Each takes relatively little time and effort• The whole > sum of the parts

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Honor Respect Devotion to Duty

SILOS

Let’s play

Communication – use the chain

• Each level and position has its own communication issues

• Keep your bridge informed at all times• Unless you have specifically been asked

don’t sent a direct message over your next level

• Keep Emails to a single subject• Be clear about voice• Be timely

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The Good Follower

• All leaders are followers• Make your “boss” look good - always• Praise in public – kvitch in private• Have two replacements in mind• Listen • Don’t be afraid to use TCT• Be sure of your ground - research

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Adjournment