2. Operations Training Lesson 2 Be >> 1

3. Operations Training 2 This Lesson’s Agenda  Review  Educational Courses & Seminars  Leadership Training & Programs  Module II  Staffing  Leadership  Scheduling  Case Study Lesson 2 >>

4. Operations Training SEO (Squadron Educational Officer) reports to DEO and District Educational Officer reports to NEO 3 Educational Opportunities The Boating Course (ABC3) Advanced Grade Courses Elective Courses Guides Seminars Boat Operator Certification On-the-water Training Education Learning Lamp >>

5. Operations Training 4 Advanced Grades 1.Seamanship (S) 2.Piloting (P) 3.Advanced Piloting (AP) 4.Junior Navigation (JN) 5.Navigation (N) Education >>

6. Operations Training 5 Electives Cruise Planning (CP) Engine Maintenance (EM) Instructor Development (ID) Marine Electrical Systems (MES) Marine Communications Systems (MCS) Marine Navigation Systems (MNS) Sail (SA) Weather (WX) Education >>

7. Operations Training HANDOUT # 6 Manuals, Publications, How-to Guides 6 Additional Training for Members Operations Training (OTP) Leadership Development (LDP) Leadership Training Trilogy  LD101 – LD102 – LD103 - Many self-education publications  Squadron/district job descriptions  Parliamentary procedures  Parliamentary Skit  Presenter’s guides Training >>

8. Operations Training 7 Membership Participation Educational Activities - internal & external External Activities - involves working with agencies outside of USPS - some relate to civic services Internal Activities - directly benefit members of USPS Staffing >> Not everyone is ready

9. Operations Training 8 Why Members Decline Committee Positions Lack of knowledge Lack of time Individual’s feeling of inadequacy Monetary reasons >> Staffing

10. Operations Training 9 Why Members Volunteer Self Fulfillment : authority (power, influence, control), personal growth (knowledge, skills, attitude) Commitment: to USPS mission Loyalty: to friends and/or organization (‘peer pressure’ to be involved) Recognition : getting attention, acceptance Staffing >> Interesting work Part of organization

11. Operations Training 3 Fundamentals of Motivation Recognition Money Feeling a part of organization 10 Why Members Volunteer Staffing >>

12. Operations Training 11 Staffing Staffing is a key responsibility - - - shared by all leadership (Cdr + Lt/C + Lt)  Nominating Committee - critical to ensuring nomination of qualified leaders  No activity should be undertaken without a solid understanding of position to be assigned Staffing >>

13. Operations Training Staffing 101 Integrity Dependable Conduct Work habits Accustomed to hard work Follow through on tasks Exhibit the desire for personal growth Adaptability Works well with others Tolerant of opinions of others Invent & reinvent Gracefully accept constructive criticism Enthusiasm Positive attitude toward the procedures and policies of USPS Toward committee mission and goals >> 12 Staffing

14. Operations Training 13 Staffing begins with accepting a job description Parties involved need agreement Leaders should be able to outline the ‘Job’ our committee members take A publication of the USPS Leadership Development Committee Explore this booklet Job Descriptions Staffing >>

15. Operations Training 14 A Good Job Description Essential components Purpose/Goal of job  What overall function does job serve for squadron? Specific tasks  What specific tasks must be accomplished to meet purpose/goal? Staffing >>

16. Operations Training 15 Revising a Job Description 1.Lacks clearly-defined purpose / specific tasks 2.Changes in USPS rendered it obsolete 3.Not adaptable to local situation,  Limited resources to implement as written  Some tasks are best achieved at district level Staffing For at least 3 reasons, a published job description may be unsuitable: >>

17. Operations Training 16 How Many is Enough? How would you know - what can you do? Discuss problem with departmental bridge officer Interview potential committee members  inactive members &  especially your friends Staffing How large of a committee is needed to get job done? >>

18. Operations Training 17 We All Think About Leadership I’d like to be a role model that others will respect for my honesty, integrity, competence and ability to communicate with clarity and precision Leadership >>

19. Operations Training 18 Leadership vs. Management What’s the Difference? Leadership >>

20. Operations Training Leadership and USPS What are these right things that members volunteer their time and effort to achieve ? Leadership 19 >>

21. Operations Training 20 A Working Definition of Leadership The process of getting other people willingly committed to a course of action Leadership is all about understanding people & getting them focused Leadership is the ability to convey a sense of vision or mission in a way that transforms or enhances the follower’s sense of the possible Best definition ? Leadership >>

22. Operations Training 21 Tips & Hints The motivation to lead comes from personal satisfaction & _ _ _ _ _ _ The operating climate & total demand must be kept reasonable OT designed to increase organizational knowledge & prepare members to take the lead  When they are ready Leadership >>

23. Operations Training 22 Officers Critical to Developing Future Leaders Getting to know & listening to members  Learn common values  Their reasons for joining USPS  Their expectations  Level of satisfaction Encouraging involvement without manipulation Results-oriented planning is key Leadership >>

24. Operations Training 23 Appointments A Test of Leadership Appointing people to the “Right Job” is not always an easy task Requires knowledge of the people, interpersonal skills, & ability to articulate common values. Task includes expectation of failure. Leadership >> Find a job that fits the member

25. Operations Training 24 Working with your Team A leader must: 1. Have excellent listening skills and be open to ideas of others 2. Understand follower’s needs, (aspirations, values, concerns etc.) relative to doing the job 3. Know what is to followers Leadership >>

26. Operations Training Leadership Two Concepts of USPS Policy Participative Decision Making  Developing leaders by sharing decision-making process Accountability for Achieving Goals  Shared responsibility for decision-making leads to better goal achievement Bridge officers are expected to learn duties & responsibilities of district & national officers 25 >>

27. Operations Training Leadership 26 USPS DISTRICT SQUADRON COMMITTEES INDIVIDUAL COMMITTEE MEMBERS USPS Interactive Process for Creating Committee Goals >>

28. Operations Training 27 an Example Abracadabra Squadron should Increase membership by 25% Leadership Squadron Goal Setting >>

29. Operations Training HANDOUT # 7 What’s the Plan 28 Planning for Goal Achievement Planning begins by finding answer to 3 questions, for each of the specific tasks 1. Result you want to achieve? (what outcome, action, actors) 2. How will you gauge success of your efforts? (criteria, measurement) 3. When will result be realized? (time, date) Leadership >>

30. Operations Training 29 Planning – 5 Prelim Steps Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Information Build a Support Team 5 Preliminary Steps 1 2 3 4 5 Leadership >>

31. Operations Training 30 What has been trend in performance? What were past successes? Failures? What led to success? To failure? What /Who can help you develop/achieve objectives for tasks? What stands in the way? Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team What else do we need to know about current situation - regarding goal to increase membership? Leadership Analyze Present Situation >> Step 1

32. Operations Training 31 Proposed Goal -- To increase membership by 25% Abracadabra squadron’s new member & non-renewal grid - - 51 93 - - 36 77 - - 36 82 Net Non - - +1 2007 -36 46 82 2009 +1 39 38 2011 -51 42 93 2010 41 New Net Non- Renewal -36 77 2008 Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Analyze Present Situation >>

33. Operations Training 32 Examine status of your availability, knowledge, skills & attitudes related to goal Don’t question your ability - - What may hinder you from achieving level of performance required. Requires a candid eye Then, work on any obstacles Don’t assume that obstacles don’t exist Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Determine Obstacles >> Step 2

34. Operations Training 33 Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership List Essential Inputs >> Step 3

35. Operations Training 34 What information can I get from members in our squadron, district or national What have we done in the past that worked Learn from experience of others  Past commanders  Members of bridge  District chairman  Chairs of neighboring squadrons Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team Leadership Utilize Available Information However you acquire it, knowledge is an essential key to success >> Step 4

36. Operations Training 35 Build a Support Team Identify people, in & out of squadron, whose support you will seek in achieving goal List what assistance you will seek & for which task The RACI chart in your OT manual is a great tool Leadership Analyze Present Situation Determine Obstacles List Essential Inputs Utilize Available Info Build a Support Team >> Step 5

37. Operations Training 36 Simplistic Goal Statement Inadequacies Beware the over-simplified goal statement Yields only a single level of performance Does not build motivational milestones Limited to routine tasks; not applicable to other types of goals If you can’t measure it, you can’t manage it. Leadership >>

38. Operations Training 37 Simplistic Goal Statement Solutions Establish goals in a participatory plan for success Do a reality check with team Set a range of outcomes for routine tasks Think in terms of results desired Leadership >>

39. Operations Training 38 Drafting Personal Goals What do YOU want to accomplish? Any hurdles to overcome? Need a refresher or more knowledge/skill? Which of your goals can be met by doing committee work? Which by learning from other members? Which by study? Leadership Personal goals - - - Administrative, Community or Education based. What do YOU really want to do? >>

40. Operations Training Let’s take a 10 min Break Please return when you hear the bell 39 >>

41. Operations Training 40 ‘If you don’t know where you’re going; any road will get you there’ ‘I came to a fork in the road and took it’ Planning >> Financial Plan

42. Operations Training 41 Planning A Critical Skill Plans can be very broad  Building our bridge  Cruises offered during the year  5 yr Course Calendar Plans can be very specific  Seamanship lesson plans  Boating Course faculty  Designing a meetings flyer Planning >>

43. Operations Training Do you have an idea for doing something new & different to achieve a goal? Innovation 42 Planning >>

44. Operations Training Innovative Planning Planning Worksheet 1.Innovative Concept – Not the goal, but new idea for achieving a goal 2.Results Desired – Goal to be achieved 3.Procedure Steps 4.Cost in Resources Planning 43 >>

45. Operations Training Cost-Benefit Analysis Whenever innovative plan is under consideration, a COST-BENEFIT analysis is in order. For every step in planning procedure, cost of planned event is assigned Does the squadron have the resources? Every cost in squadron resources is considered—people, time, facilities, money Planning 44 >>

46. Operations Training Scheduling the Work The squadron calendar - a vital tool for organization & scheduling For an entire ‘watch’ year Published & available to all members Scheduling 45 >>

47. Operations Training Building Squadron Annual Calendar Scheduling Meetings - required by bylaws: National, District, Squadron Officer & Committee duties & tasks Deadlines: Roster, Newsletter, Merit Marks, USPS Educational Fund, Chapman Award, etc. Courses, Seminars Training Programs Squadron Special Events (cruises parties, etc.) District & National Special events (trainings) 46 >>

48. Operations Training Educational Department A 5-Year Calendar: Boating & Advanced Grades (SP=spring, FA=fall) 2005 2006 2007 2008 2009 COURSE TITLE SP FA SP FA SP FA SP FA SP FA Public Boating X X X X X X X X X X Seamanship X X X X X Piloting X X X X X Adv. Piloting X X Jr. Navigation xxxxxx xxxxxx Navigation xxxxxx Scheduling 47 >>

49. Operations Training Educational Department A 5-Year Calendar: Elective Courses (SP=spring, FA=fall) 2005 2006 2007 2008 2009 COURSE TITLE SP FA SP FA SP FA SP FA SP FA Weather X X X Engine Maint. X X X Marine Elect. X X Sail X X Instructor Develop. X X X Cruise Planning X XX Scheduling 48 >>

50. Operations Training Case History Studies 49 >> Scheduling

51. Operations Training Case History Studies Real situations - Actual cases Names changed - Protection of guilty Who should have done what? What was underlying cause? Who was in charge – Did they know that? Do we have all the facts – Did they? Was it a learning experience? Now what? 50 >> Scheduling

52. Operations Training Case History Studies Case # M3-2 Educational Calendar presented to ExCom by SEO and recommended for approval In discussion prior to final approval, additional courses/seminars were suggested by several P/Cs in attendance. Cdr recommended they be added, ExCom agreed Over ½ the courses ended up cancelled, due to insufficient classrooms, instructors, students. SEO did not renew, thinking he had failed the Squadron 51 >> Scheduling

53. Operations Training Case History Studies Case # M3-14 As new Cdr, you are conducting your 1 st ExCom Meeting. SEO moves that Squadron run a 2 nd Boating Course this year, in the summer months. Outburst from Joe C – opposes motion – “if it had been a good idea, we would have done it before. I resent this change - - - - -” You are stunned and call on SEO to reply – he shrugs and looks hopefully at you 52 >> Scheduling

54. Operations Training 53 Teamwork We are a volunteer organization We have shared goals No department can be successful as an island No squadron can survive as an island >> Scheduling

55. Operations Training Accountability:Makes the Decision Person ultimately accountable. Includes strategic authority, yes-no, veto & assignment powers & final approval Consult:Communicate the work (2-way) Person(s) who provide special support or to be consulted when making decisions or doing work Inform:Socialize the Work (1-way) Person(s) to be informed at key decision points during work. Work’s providers, customers & beneficiaries Responsibility:Perform the work Person(s) assigned job by the “A”. Includes tactical responsibility for doing work & completing tasks A I C R What is RACI? >> 12 54 Scheduling

56. Operations Training Scheduling Be sure you think through your objectives & goals. These need to be articulated throughout decision making process Accountable Inform Responsible Consult Using the R A C I Grid A Simple Example Start with an idea – Offer Seminar Series to public Who is involved in decision process? Develop action steps & timetable Define participants Assign RACI to each action step Monitor results Proctors Site Team Member PRO Instructors SEO Commander SXO LB Seminar Chair >> 55

57. Operations Training Work Task or Activity Squadron Commander SEO SXO PRO Treasurer Instructors Proctors Team Member Bass Pro Shops Manager Special Resource LB Seminar Chair Special Resource Decision to Offer Seminar Series to Public Locate a site for Seminars – e.g. Bass Pro Shops Develop timetable for project Prepare Seminar Schedule Identify Instructor for each Seminar Order Seminar Materials Develop Publicity and distribute Collecting money Assist with set up and take down >> The R A C I Tool Activity Matrix - Example Accountability – Makes the decision Responsibility – Performs the work Consult – Persons who provide support Inform – Persons needing to be informed 56 The Participants Tasks, Activities and/or Decisions RACI Codes Populate the Matrix What to watch for: Too many R’s More than one A No A Biased work loads Mis-Qualifications

58. Operations Training Work Task or Activity Squadron Commander SEO SXO PRO Treasurer Instructors Proctors Team Member Bass Pro Shops Manager Special Resource LB Seminar Chair Special Resource Decision to Offer Seminar Series to Public Locate a site for Seminars – e.g. Bass Pro Shops Develop timetable for project Prepare Seminar Schedule Identify Instructor for each Seminar Order Seminar Materials Develop Publicity and distribute Collecting money Assist with set up and take down A RCCC IA C IR I I I I I I I A A A A A A A I I I I I I II I I I I I I II I IIR R R R R R R I I I I I I I I I I C I I I >> 57 The R A C I Tool Activity Matrix - Example Accountability – Makes the decision Responsibility – Performs the work Consult – Persons who provide support Inform – Persons needing to be informed

59. Operations Training Scheduling HANDOUT # 8 R A C I Grid Accountable Inform Responsible Consult Start with an idea Who is involved in decision process? Develop action steps & timetable Define participants Assign RACI to each action step Monitor results Proctors Site Team Member PRO Instructors SEO Commander SXO LB Seminar Chair >> 58 R A C I Recap

60. Operations Training Summary Educational Courses & Seminars Leadership Training & Programs Staffing 101 - Committees Job Descriptions – Using & Revising Goal Setting AND - - - Lesson 2 - Operations Training Program 59 >>

61. Operations Training Summary Planning for Goal Achievement  3 questions to ask  5 preliminary steps to take Scheduling  Calendar of Events  R A C I tool Case History Studies Lesson 2 - Operations Training Program 60 >>

62. Operations Training Homework 61 Start developing your Personal plan Courses & seminars you want to take Skills you have to offer & want to learn Reading assignment Squadron Job Descriptions – on CD Operations Training Modules I & II – on CD OM - Ops Manual (Chapters 5-7) – on CD >> HANDOUT Homework for Lessons 1 & 2

63. Operations Training Next Lessons Lesson 3 Problem Solving Communications Conducting a Meeting Case Studies Lesson 4 USPS Protocols Using the USPS Tools 62 >>

64. Operations Training The Committee and I appreciate your candid evaluation of these lessons Please complete the form provided. The Committee and I appreciate your candid evaluation of these lessons Please complete the form provided. Evaluation Lesson 2 63 >>