1. LD 2-3: Setting a Positive Leadership environment/ Command climate
CAO: 13 Sep 2013

2. We Can Meet Our Goals Both Ways—You Choose
Unit XX
Unit ZZ
I’m better than you
You don’t belong
Do this because I said so
Why can’t you do it and your classmates can?
What’s wrong with you?
We don’t know who’s doing the training
We, us, our
You’re part of our Co now
Here’s why this matters
If they can do it, so can you
As a leader, have I set expectations and properly trained the knob?
Commander & 1SG are on scene

3. Purpose Understand concept of command climate
Appreciate command team’s responsibilities regarding command climate
Examine unit command climate & consider ways to enhance or improve environment
In this session, we examine the concept of command climate and the command team’s responsibilities for that climate. Ultimate responsibility indeed rests with the commander, but everyone on the team contributes or detracts from the unit climate.
We also will get at the current climate within our company. Is it positive environment for all? Or is it negative in some cases?
If we identify a problem area, then we will also spend some time sketching out a strategy to effect change in our company.

4. BLUF A positive command climate is rooted in TRUST
A positive command climate creates COMMITMENT & TEAMWORK
A positive command climate is sustained only through routine affirmation and reinforcement by entire leadership team

5. What is Command Climate (CC)?
Perception among cadets about their leaders, unit, mission, programs & policies (positive and negative)
Enhanced or constrained by culture
Dynamic and can change quickly
AY12-13 Co CDR: “Morale is the most fickle thing…it changes with the wind. One day it will be up and then two hours later it will be down”
Created by commander’s vision, focus, & persistent leadership
Most influential element of command climate is leadership
WHAT is Command Climate?
Here is one definition. UNDERSTAND that your unit will have a CC…which will it be? Positive or Negative? So where does the CC come from?
Importantly, command climate is enhanced or constrained by culture. SCCC culture enhances or constrains the desired command climate at the battalion level; battalion level culture enhances or constrains the desired command climate at the company level.
Command climate, on the other hand, is dynamic. It can change quickly for better or worse. You have to work hard, proactively, EVERY DAY to keep it positive!
Culture = set of long-held values, beliefs, expectations, and practices shared by a group that signifies what is important and influences how an organization operates (US Army definition).
Command Climate comes directly from the commander and subordinate leaders. Your unit will take on personality and leadership of the commander; commander sets the tone!
Know you know that your unit will have a Command Climate and you’re responsible for it…
Let’s ask the question…How hard is it to change the CC? It may be easier than you think. The CC is dynamic, it can change quickly for better or worse. It is short term by nature. This is opposed to unit “culture” which is long term by nature and harder to change (but we’ll leave this for another class). If you understand that CC is short term, what does this tell you??? You have to work hard, proactively, EVERY DAY to keep it positive!
Bullet 4: How does it work? Everything we do in a unit needs to support mission accomplishment. In an effective unit, subordinates are proactive, independent thinkers who act/take the initiative to get the job done. A positive CC thrives in an environment of trust, loyalty and discipline at all levels throughout the chain of command. The best way for the leader to infuse these traits is to SET THE POSITIVE EXAMPLE ALL THE TIME!
As the unit leader, you will be a “force for good” or a “force for other.” My experience tells me that there are 3 kinds of leaders: Contributors/Builders, Maintainers, & Consumers….
Contributors/Builders take what they are given and create a positive climate to build on previous success and truly leave the unit better than they found it….their units tend to rise to the top!
Maintainers tend to foster a climate where doing what we did before is okay or desired…while the unit may perform at the same level, it will normally be surpassed by other units who are improving.
Consumers tend to put self before others (and the unit) and rely on previous success to further their own ends. The climate tends to be negative in terms of trust, loyalty & discipline, the chain of command is ineffective and the unit spirals downward in terms of mission accomplishment.
WHICH TYPE ARE YOU? WHAT WILL YOUR CC LOOK LIKE? S

6. Why is Command Climate Important?
“While there are many leadership styles, the result must be a unit of Marines and Sailors who have absolute trust in their leaders, and in their competence.” – USMC Message, June 2013
A strong command climate:
Creates trust, commitment, teamwork
Enhances mission success
Develops people
Command climate creates conditions for success – mission success & success in developing next generation of leaders. S

7. What is Commander’s Responsibility?
A Commander is responsible for EVERYTHING
Slide 3 – Sam
What is the Commander’s Responsibility? (build slide) You are responsible and accountable for EVERYTHING…both good & bad!
What do you think this really means? (ask for input…address accountability 24/7, supervision, commander’s intent/guidance, etc.)
When something bad happens (say a hazing incident), and the commander didn’t direct it, didn’t supervise it, & even didn’t know it was going to occur…Who is responsible? Ultimately, the individuals who committed the hazing will be held accountable; HOWEVER, the commander also shares in the responsibility…”EVERYTHING MEANS EVERYTHING!”
(build slide) Why is this important? You are a leader in an officially appointed billet with the DUTY to TAKE CARE OF YOUR CADETS! Leadership is a people business…You are officially charged with the incredible responsibility for the well-being, development and professionalism of others! (build slide)
We talked about the “official appointment” of the Commander. Where does this come from?
Commander “owns” command climate

8. How do I assess outfit Climate?
How do you assess the CC? (ask for volunteer responses, then talk to the list)
When do you assess your CC? EVERYDAY S

9. How do I assess outfit Climate?
Self Assessment – walk around a lot & everywhere
Unit appearance
Personal appearance
Guards
Mindset – value initiative & accept mistakes; positive
Metrics – academics, class absences, PT scores, parade results, punishment orders, retention
Morale & Trust – overall, within classes, between classes
Participation rates in activities
Level of commitment to goals & priorities
How do you assess the CC? (ask for volunteer responses, then talk to the list)
When do you assess your CC? EVERYDAY S

10. Assessment What is our command climate?
Is the climate what we want it to be?
What actions can we recommend to our leaders and commit to so as to change our climate?
Main discussion of lesson.
Next series of slides provide grist for the discussion on “how to set climate”

11. How Do I Create a Positive Command Climate?
Being present
Communicating key themes
Treating everyone fairly
Doing things for the right reasons (the mission)
Valuing teamwork & asking “what do you think”
Accepting subordinates’ initiative & mistakes
Being the example

12. Commander’s Words Matter --The Power of 6 Phrases--
My fault, I made a mistake (6)
You did a good job (5)
What do you think (4)
Would you, please (3)
Thank you (2)
We (1)
How might Maj Gen Lindell’s “Six Phrases” create a positive work environment?
Would it be helpful to integrate Maj Gen Lindell’s six phrases into our leadership approach within the unit?
Note: the parenthetical numbers after each phrase represent the number of “words” in the phrase.
What tone does this set?
*Adapted from Remarks by Maj Gen Jay Lindell, 21 Oct 2009, at AFROTC Commanders Conference

13. Commander’s Mindset Matters -- Alan Wilson, SC Attorney General, --
“Leadership is about service…the whole purpose of a leader’s training is to allow him/her to take care of the team.”
“Never keep a soldier at attention, when parade rest will do; never keep a soldier at parade rest, when at ease will do; never keep a soldier at ease, when no formation is required.”
SERVE
SC AG Wilson’s comments speak to mindset of a leader: service, communicating genuine care for people, success is the team, not the commander (it’s not about you).
GENUINELY CARE
“As a leader, I love being in a room where everyone else is smarter than me.”
HARNESS THE THOROUGHBREDS – IT’S NOT ABOUT YOU
*Adapted from Remarks 5 Sep 13 at Honor Committee Luncheon

14. Barracks Application Do we enforce or do we embrace standards?
Do we clearly state the purpose for every activity?
For example, a leader might say about the Commandant’s Inspection, “this is about our company demonstrating our discipline, our teamwork, and that we’re willing to put in the right level of effort to ‘show off’ our home to the Commandant.”
*Adapted from Remarks by Maj Gen Jay Lindell, 21 Oct 2009, at AFROTC Commanders Conference

15. Barracks Application Do we enforce or do we embrace standards?
Do we see opportunity to improve the unit or enhance the reputation of the unit in every activity? For example, a leader might say about next week’s CPFT, “Excellence is our standard, which means giving it our personal best in the PT test. Our #1 goal, though, is everyone passes. Motivate each other as we knock out push-ups and sit-ups. When you finish the run, our standard is to go back and find a company mate and get’em across the finish line.”
*Adapted from Remarks by Maj Gen Jay Lindell, 21 Oct 2009, at AFROTC Commanders Conference

16. Barracks Application Do we enforce or do we embrace standards?
Do we affirm our standards in every activity? For example, a leader might say to the guard, “thanks for being squared away…I notice, and you are setting the tone for the whole battalion.” Do we emphasize unit pride? For example, for last week’s Field Day, a leader might have said, “This is about company camaraderie, and it’s about winning. Even when we’re not competing, we’re going to stay together as a company…and we’re going to win.”
*Adapted from Remarks by Maj Gen Jay Lindell, 21 Oct 2009, at AFROTC Commanders Conference

17. What actions are we recommending
Take Aways
A positive command climate is rooted in trust and creates teamwork and commitment to the mission
Leaders set the climate
Leaders must affirm the climate in daily example
What actions are we recommending
to change our climate?

18. Questions and Comments

19. Sample Command Climate
Be on time (standards)
We…us…our (teamwork)
We win…they lose (excellence)
Know where we came from (heritage)
Add company-specific rallying cry or ethos
Be a Leader…All the Time

20. Command Climate
What does a healthy command climate look like in a Corps of Cadets outfit?
When should you begin to establish your Command Climate?
How do you create a healthy command climate within your unit? s