REFLECTIONS ON A 50 YEAR CITADEL JOURNEY COL Joe Trez, USA (Ret.), ’69, 1 1

Basis of Reflections Memories of my TACs Experience as an active duty TAC Experience as Commandant/Deputy Commandant Observations as a senior administrator in Bond Hall Observations as Director of the Krause Center for Leadership & Ethics and Chair of the Leadership Development Council

Vision Achieve excellence in the development and education of principled leaders through the coordination and integration of leader development programs. 3

Strengthening The Citadel Experience LTC Weart BG Carter BG Poole COL Trez Preparation Phase Looking in the Mirror Turning the Tide Creating the Culture Embedding the Culture - Krause Initiative established - Revised HC Training and Education - Leadership Studies Minor created - Revised Leadership Seminars and Training - V & R Survey - V & R Program established - Leadership Model created - Company Leadership Teams created - Established SARC Position - Established KCLE - Hired more TACs - Leadership Symposium - Started CIT Started LDRs 201 /211 - Transitioned to LEP - Established CEIT - Revised Leader Development Model -Reduced number of core values - Staffed all TAC positions - Developed Junior Seminar - Developed Senior Seminar - Revised Cadet Rank Selection process -Modify Cadre Training POI - IPAC - Started Junior Seminar (JEEE) - Started Senior Seminar (SLIS) - Revise cadet rank structure -Expand leadership training and opportunities -Refine Leadership Studies Minor -QEP Development -Established LDC - Established Department of Leadership Studies - Hired Director for Assessment of LDP - Defined Outcomes for Leader Development Model - Execute QEP (Ethical Reasoning) -Codify LTP standards -Publish Guide to LDP -Revise and republish the CTM -Establish Certification Program -Assess Programs V – 8 Oct 2014 MG Grinalds Lt. Gen Rosa BG Carter BG Stevens BG Carter BG Hines New Provost BG Mace COL Stone COL Mercado CAPT Paluso BG Poole

Leadership Development Program Certification Corps of Cadets PrincipledLeader Krause Center Programs (Moral Ethical) Cadet Life: The Commandant’s Program “The leadership laboratory” (Military, Moral Ethical, & PE ) Club Sports & Athletic Programs (P.E. Moral Ethical & Military Mentor Programs (Faculty, Staff, and career professionals) External Pressures & Influences The Citadel Experience This term relates to the full- immersion, developmental nature of the Citadel’s unique leadership education, training and experiential programs and systems. Internship Programs Cultures and Traditions Alumni Social Media Friends Internet Media Family Entering students with life experiences, expectations, and pre-Citadel values Peer Pressure Academic Programs (Academic, P.E. & Moral Ethical) CITADEL GRADUATE TAC Officer Leadership Integration Development and Assessment The Citadel Experience “A Program View” ROTC Programs (Academic, Military, Moral-Ethical, and PE) Spiritual Development Programs (Moral-Ethical) Honor Code (Moral-Ethical)

Transition to current role (COL Trez/ COL Popham/COL Trez) – Active Duty Structure (Commandant, TACs, and Deputy Commandants) – Lords of Discipline Culture – Lane Report Implementation (Whitmire ‘69/ Mood ‘80) – Shannon Falkner decisions – Army/ DOD/ Sara Lister – Messer/Mentavlos…CPT Rick Ellis, USA – National spotlight, Alumni on steroids – Social Media age ( ) catches on (BG Mace) – Battalion TACs with incremental expansion of number of TACs (three per battalion) – Accountability…take back control of barracks culture-autocratic model – Adhere to high disciplinary standards – TAC Offices in the barracks (COL Greg Stone) – Incremental expansion of number of TACs – Contemporary Army model of leadership – Contrasting leadership styles with BG Mace – West Point influence - alumni resistance (COL Leo Mercado) – Incremental expansion of number of TACs (one per company) – Addition of Assistant Commandant for Leadership Development – Combination of Mace-Stone leadership style – Social media explosion – Challenges: BOV & Appeals, Watts Bks Riots, Starkes case, Reville, Summerall Guards, IPAC ?? (CAPT Geno Paluso) – Focus on leader development – Challenges (Hazing cases), alumni pushback

Active Duty ROTC Officers and NCOs Old model.. Primary Mission: select, train, access, and commission officers Teach the science of leadership “ROTC is the college’s leadership department!” Serve as leadership role models Assist the Commandant in maintaining military standards (D&C, Inspections, & PT) Coach cadets in the “Art of leadership” Recommend punishments Sit on disciplinary boards Serve as Officer-in-charge (OC) ADOs Today… Primary Mission: select, train, access, and commission officers Teach the science of leadership “ROTC is the college’s leadership department!” Serve as leadership role models Assist the Commandant in maintaining military standards (D&C, Inspections, & PT) Coach cadets in the “Art of leadership”

Two categories of people on the bus The Tactical Officer Looks at what they do as a job Looks at their primary role as being in charge / in command of the company/battalion Looks at their role as being the chief disciplinarian Tells cadets what to do and how to act Blames Jenkins Hall, Bond Hall, the faculty, and the BOV for how things are Complains about the hours, the pay, and the lack of resources Looks at most cadets as being slick, unethical troublemakers who do not want to be here The TAC (Teacher Advisor & Coach) Looks at what they do as a professional calling…shaping the next generation of America’s leaders Looks at their primary role as serving as a Teacher, Advisor, & Coach to the cadet leadership Looks at their role as integrator of the leader development model Serves as a leadership role model- walks the walk as well as talks the talk Helps cadets understand the “why” Finds ways to make things better and does not complain in front of cadets Looks as most cadets as being here for the right reasons who need guidance, direction, advising, and coaching

Current Role for TACs (Trez view) Serve as role models for the cadets Hold cadets accountable to enforcing standards Integrate the leader development model into the cadet experience Assess cadets as the develop in the cadet experience Provide coaching and feedback to cadets as they develop in the cadet experience Certify cadets in three of the pillars leadership development model

Success requires resources Get the right people on the energy bus Provide them the tools they need to be successful Training Experience Clear guidance and direction Support Fully Employ Leader Development Teams Faculty Active Duty Officers and NCOs Supported by a user friendly Cadet Accountability System Provide a regular feedback system between those who teach leadership and those who participate (teach, advise & coach)and certify leadership in cadet life

Operational Model 11 Academics Military Physical Effectiveness Moral/Ethical 4C Prepare 4C Prepare 3C Serve 3C Serve 2C Lead 2C Lead 1C Command 1C Command Small-task execution Small-task execution Team leader Team leader Command capable Command capable Proficient Follower Proficient Follower Cert Corps Leading the Corps 11 (Schools & Departments) (Commandant & ROTC) (Commandant ) (Krause Center & Commandant)

The Citadel in 2018 Operating a four-year leadership development program that is nationally recognized as an exemplar among university leadership programs Executing an integrated cadet leadership program (curriculum, training, and experience) fully funded by donors to include class reunion campaigns Operating with a comprehensive leadership development model with defined learning outcomes where cadets demonstrate principled leadership within The Citadel experience