Major points to "mikeylikey" from CAPTalk who turned me onto this article from the Air Force about leading differing generations. After reading it, I couldn't help but think about the differing generations within the Civil Air Patrol. The demographics of the seniors at my squadron range from 22 (myself) to over 80. In thinking about the differing generations at my unit, and the way they act, the descriptions outlined in the article are uncanny. Although all embody a spirit of service and "how can I help?", the post-war generation embodies that spirit the most, followed by the Baby Boomers who tend to have the biggest ideas. The Generation X-ers do have a 'distrust' of authority, yes, but don't buck it like the article implies. Instead, they follow those they respect more than someone they don't. Of course, that's a natural fact of leadership in general. Being part of the Millennial Generation, I will concur with the assessment made by the Colonel.
In short, the advice given by the Colonel in the article should be taken to heart. I intend to try it out myself. I highly suggest the read.
Got something to say on this? joint the discussion here on CAPTalk.
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
May 8, 2008
February 16, 2008
Professional Development Academy
From the Official Maryland Wing Website:
2/13/2008–Reisterstown, Md.–Maryland Wing Civil Air Patrol officers from across the state traveled to Camp Fretterd to experience an intensive weekend of administrative and leadership training. The Professional Development Academy, dubbed PRODEV, brought together three basic schools in CAP management and leadership at the same time. These elements are: Squadron Leadership School (SLS), Corporate Learning Course (CLC), and Unit Commander’s Course (UCC).
I was unable to attend that course due to other commitments, however after talking with my Squadron Commander (who did have the opportunity to attend). He enjoyed it, and thought that it was a great opportunity. I noticed a slightly more confident air to him last week, as well as another member of my unit who attended. As a result, I think it's worth branding this as a success. Not only was the National Guard involved and supportive, but it drastically increased the expertise of the wing as a whole. This solution worked for us this one time. I would be excited to see what more would do.
Read the whole article here.
July 20, 2007
Expertise, Responsibility, Corporateness
There is much fear within the Civil Air Patrol (CAP) Community about the reduced number of missions, compounded with increasing UAV's, Airborne Sherrifs and fewer crashes. Many have cited Technology as the cause of our loss of mission effectiveness in many of these areas, and the supreme reason that CAP is not receiving new missions on the National Level.
However, although Technology has played a part in turning the current CAP into something obsolete, it is not the overriding reason. Rather, it is the standards of professionalism that hold the modern Civil Air Patrol back.
In his book "The Soldier and the State", Samuel Huntington defines 'professionalism' as dependent on three characteristics: expertise, responsibility and corporateness. He says "The Professional man is an expert with specialized skill and experience" that he can use to achieve his aim. Doctors and Lawyers are the examples he uses to describe the professional man. Both are specifically trained in a specific area, and use the knowledge they learned in school, and that special knowledge acquired over time, to make decisions.
"Responsibility" Hutington says constitutes the use of the skill in a way to benefit society. "A research chemist" he says "is still a research chemist if he uses his skills in a manner harmful to society". However, using the methods in a way to benefit society does make one professional.
"Corporateness" is a way "the members of a profession share a sense of organic unity and consciousness of themselves as a group apart from laymen". In this way, the professional armed forces share a collective sense of self. Broken down further, each branch of service shares a personal identity with other members of the same service. This sense of belonging and teamwork further influence each other to uphold certain standards.
If one applies the above three to the modern CAP, it is discovered that the CAP does not have a high sense of professionalism. Although those who participate in Emergency Services are trained in the vocation, the training is simplified and basic. The Civil Air Patrol is behind many of the other Emergency Services organizations by not requiring any of the NIMS courses for it's members. Huntington says of the expertise of the professional "His expertise is acquired only by prolonged education and experience". Although Civil Air Patrol's training is good, it should continue beyond the initial phase of training, which many members do not progress beyond. The level 1 training for new members is incomplete, and the practice of making one an officer after 6 months probation does not help matters. Rather, there should be stricter requirements to become an officer, and a fuller initial training curriculum.
Responsibility is where CAP scores the highest. Emergency Services have been a cornerstone of the Civil Air Patrol since it's inception. The use of technology and skills to save lives is beneficial to society, and thus qualifies as a part of professionalization. Where the CAP looses points, however, is allowing member use of corporate property for their own gain. Although it is not detrimental to offer members the use of the airplane for currency, the same idea becomes dangerous when there is a sect that only uses the aircraft for currency. Sadly, this is a large sect within the greater Civil Air Patrol.
Additionally, this sect has deeply effected the corporateness of the organization. There are almost two Civil Air Patrols: the one whose members are dedicated to saving lives, and the one whose members are in it for their own personal gain. This schism does not give members the camaraderie needed to create "sense of organic unity and consciousness" to move CAP forward. In many ways, 'corporateness' is where CAP fails the most, and it is because of this schism.
There are many ways to solve this problem. Perhaps greater restrictions on who can and cannot use corporate property are needed to increase the corporateness of CAP, and create a greater sense of unity. Additional training of the membership would also increase the member's expertise and rate the organization as a whole higher on the professional chart.
These problems are solvable, but they go largely ignored. Although solving them will make many in the membership disappear, it will increase our mission-readiness in the personnel area. Greater standards will also attract a different sort of member: one who is willing to learn and move forward with professional training. It will also attract those in the Emergency Services field to a greater degree, and thus further increase CAP's expertise in the area. However, if these problems are not solved, the CAP will become trapped in the past, and lose all of it's Emergency Services missions.
References:
Hutington, Samuel P "The Soldier and the State: the Theory and Politics of Civil-Military Relations" Harvard University Press; Caimbridge, MA. 1957
However, although Technology has played a part in turning the current CAP into something obsolete, it is not the overriding reason. Rather, it is the standards of professionalism that hold the modern Civil Air Patrol back.
In his book "The Soldier and the State", Samuel Huntington defines 'professionalism' as dependent on three characteristics: expertise, responsibility and corporateness. He says "The Professional man is an expert with specialized skill and experience" that he can use to achieve his aim. Doctors and Lawyers are the examples he uses to describe the professional man. Both are specifically trained in a specific area, and use the knowledge they learned in school, and that special knowledge acquired over time, to make decisions.
"Responsibility" Hutington says constitutes the use of the skill in a way to benefit society. "A research chemist" he says "is still a research chemist if he uses his skills in a manner harmful to society". However, using the methods in a way to benefit society does make one professional.
"Corporateness" is a way "the members of a profession share a sense of organic unity and consciousness of themselves as a group apart from laymen". In this way, the professional armed forces share a collective sense of self. Broken down further, each branch of service shares a personal identity with other members of the same service. This sense of belonging and teamwork further influence each other to uphold certain standards.
If one applies the above three to the modern CAP, it is discovered that the CAP does not have a high sense of professionalism. Although those who participate in Emergency Services are trained in the vocation, the training is simplified and basic. The Civil Air Patrol is behind many of the other Emergency Services organizations by not requiring any of the NIMS courses for it's members. Huntington says of the expertise of the professional "His expertise is acquired only by prolonged education and experience". Although Civil Air Patrol's training is good, it should continue beyond the initial phase of training, which many members do not progress beyond. The level 1 training for new members is incomplete, and the practice of making one an officer after 6 months probation does not help matters. Rather, there should be stricter requirements to become an officer, and a fuller initial training curriculum.
Responsibility is where CAP scores the highest. Emergency Services have been a cornerstone of the Civil Air Patrol since it's inception. The use of technology and skills to save lives is beneficial to society, and thus qualifies as a part of professionalization. Where the CAP looses points, however, is allowing member use of corporate property for their own gain. Although it is not detrimental to offer members the use of the airplane for currency, the same idea becomes dangerous when there is a sect that only uses the aircraft for currency. Sadly, this is a large sect within the greater Civil Air Patrol.
Additionally, this sect has deeply effected the corporateness of the organization. There are almost two Civil Air Patrols: the one whose members are dedicated to saving lives, and the one whose members are in it for their own personal gain. This schism does not give members the camaraderie needed to create "sense of organic unity and consciousness" to move CAP forward. In many ways, 'corporateness' is where CAP fails the most, and it is because of this schism.
There are many ways to solve this problem. Perhaps greater restrictions on who can and cannot use corporate property are needed to increase the corporateness of CAP, and create a greater sense of unity. Additional training of the membership would also increase the member's expertise and rate the organization as a whole higher on the professional chart.
These problems are solvable, but they go largely ignored. Although solving them will make many in the membership disappear, it will increase our mission-readiness in the personnel area. Greater standards will also attract a different sort of member: one who is willing to learn and move forward with professional training. It will also attract those in the Emergency Services field to a greater degree, and thus further increase CAP's expertise in the area. However, if these problems are not solved, the CAP will become trapped in the past, and lose all of it's Emergency Services missions.
References:
Hutington, Samuel P "The Soldier and the State: the Theory and Politics of Civil-Military Relations" Harvard University Press; Caimbridge, MA. 1957
May 13, 2007
On a Personal Note...
You'll forgive me for celebrating a little. I just recieved word that I passed the AFAIDL 00013 today. I've already taken SLS and been a TFO for over a year now. So...
I'm a Senior Flight Officer.
April 9, 2007
New Book: The Soldier and The State
I have been a Samuel Huntington fan since I first read his essay "The Clash of Civilizations" in High School. After reading his "The Third Wave" and starting his book "The Clash of Civilizations" (a book based on the essay), I looked into his other works and discovered another book of his called "The Soldier and the State: The Theory and Politics of Civil-Military Relations". I ordered a used copy off of Amazon, and it just arrived. Just from the cover I would say that it is something any member of the Defense industry should pick up. This includes CAP Officers. I will read it and let you know...
February 25, 2007
Washington on Leadership
Being a student at Washington College, I was recently privy to a talk on George Washington and the lessons he can teach us about effective leadership. The talk was chaired by the Executive Director of Mt. Vernon, James C. Rees.
The talk focused on the subject of his book: "George Washington's Leadership Lessons". The talk was very good, focusing on Washington's character, saying that character was the key to good leadership. However, Mr. Rees only had 45 minutes to cover all elements of his book, and therefore it was a very general presentation on Washington's character.
However, the talk was good enough that I bought a copy of the book after the lecture. At only 181 pages, it is a quick read, and like the talk itself, it is very general and to the point. Mr. Rees spoke of the length, saying his publisher wanted it "Short enough that [a traveller] could pick it up at the airport, and finish reading it by the time he touched down at his destination".
Yet, despite this, it provides an excellent overview on the successful character traits for leadership. Although not as sweeping or elegant as David McCullough's "1776", the quick and to the point style allows it to be enjoyed as a 'primer' to the Father of our country for those who are only beginning to learn about Washington. The style also lends itself well to young adults, and could serve well as a supplement to our Cadet Program as another way to teach the important aspects of leadership. For seniors, much of what it says can also be found in the AFAIDL 00013, and yet when I read the same here, I found that it makes much more sense. Overall, a recommended read for both Cadets and Seniors alike.
"George Washington's Leadership Lessons" can be bought on Amazon.com at: http://www.amazon.com/George-Washingtons-Leadership-Lessons-Effective/dp/0470088877
February 8, 2007
Rescuemen? or a Flying Club?
I was in Wal-Mart the other day, browsing the movies, and I came across "The Guardian". For those who don't know, it's about Coast Guard Aviation Survival Technicians, more commonly called 'Rescue Swimmers'. Costner and Kutcher are excellent in this portrayal of these unsung heroes.
Despite it's military-movie cliches and some cheese, it is mostly an enjoyable experience. The heroism of Coster, and later Kutcher's character is fun, and inspiring to watch. The soundtrack is not bad either, and the song playing over the end credits is probably my new favorite. ("Never Let Go", by Trevor Rabin, Sung by Bryan Adams)
A must watch for anyone in the business of Rescue, but anyone calling themselves an American should sit down and watch this one.
When you do, go to the "Special Features" and watch the "Unsung Heroes: So Others May Live". Pay particular attention to PO1 Watson says in one of his scenes:
You get to help them, and that's a cool thing...I have volunteered to put myself
in harms way for somebody that I don't know. So I better be ready when
that call comes in, because that's my calling as far as I'm concerned. I never take that lightly, and I never short-cut it.
At my squadron, most of our senior are pilots, and they do belong to what some would call the "Good Ol' Boys" club. Every week, the hot topic of conversation is who gets to rent the plane this weekend. There are exceptions, and yes, they do come through in the crunch, but sometimes, it seems as though us in the Civil Air Patrol loose sight of this fact. I know that I blogged about the new uniform earlier today, and so I'm as guilty as anyone else of focusing on frivolous things. I would say, however, that in light of the above, a renewed emphasis on the missions, and less on how cool we look.
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