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Introduction and Key Thirdclass Learning Objectives for the Military Pillar

Corporal Academy

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Introduction

• The purpose of the CPL, NCO, and Officer Academies is to facilitate the transition from one level of cadet leadership to the next, with an emphasis on the military pillar.

• The Academies consist of five sessions conducted as LTPs between the return from spring furlough and the end of academic classes, and three practical application exercises conducted during Graduation Week. – All three Academies have the same basic curricula, although

due to resource constraints, the classes are conducted in different orders.

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Introduction

• CPL Academy schedule– Day 1: Introduction and LDP Key Learning

Outcomes Orientation– Day 2: Drill & Ceremonies Confidence-building

Exercise– Day 3: Commandant’s Address– Day 4: NCO Business– Day 5: CPL Duty Position Roles and Responsibilities– Three PEs during Graduation Week

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Training Objective

• Task: Understand the LDP military pillar learning outcomes thirdclass cadets will have to accomplish in the upcoming year and the supporting skills needed to be developed in order to achieve those learning outcomes

• Condition: Given A Guide for the Leader Development Program and a block of instruction in a classroom environment

• Standard: As part of a group, correctly identify the learning outcomes and supporting skills

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3C Military Pillar Key Learning Outcomes

• Under supervision– Lead by example– Understand CTM leadership concepts– Lead small groups to complete tasks or detail to

standards• Maintain individual resiliency; apply CTM

principles to grow small-unit resiliency• Refine personal career plan and develop a

leadership resume

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“Under supervision…”

• All cadet corporals have a direct supervisor– For Squad CPLs, that’s the Squad Sergeant– For clerks, the 1SG– For armorers, the Supply Sergeant– For HA CPLs, the HA NCO– For Recruiting CPLs, the 1SG

• What do you expect from your supervisor?

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“Under supervision…”

• Leaders supervise by– Giving instructions– Giving intent– Being present– Checking and rechecking– Giving feedback– Coaching

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“Under supervision…”• “Direct supervision” is when the leader maintains, by such

controls as his instructions, physical presence, and considerations of time and space, the ability to intervene in person immediately

• “Indirect supervision” is when the leader maintains responsibility for and influence over his subordinate’s actions, but does not have the ability to intervene in person immediately

• Blue Book para 2.2.2.9 states that “Cadet Corporals will not be allowed unsupervised interaction with fourth class cadets under any circumstances.”• The implication in this regulation is that the supervision be

direct

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“Under supervision…”

• The type of supervision you can expect as a Squad Corporal:– Your Squad Sergeant delegates to you the authority to get the

squad members’ rooms ready for an upcoming inspection– She remains on the gallery as you go from room to room,

observing your activity– She does not intervene unless errors, sloppy work, or lapses

occur– If necessary, she is there to answer questions or resolve a

problem that you can’t handle– By this technique, the Squad Sergeant is both ensuring the

squad is prepared and helping you develop as a leader

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“Lead by example”

• Leadership is about influencing others to accomplish organizational goals

• “Leading by example” is more than just following the rules yourself

• It is using the example of your behavior to influence others

• How can you do that?

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“Lead by example”

• By “showing, not telling” subordinates, leaders: – Model the desired behavior as an instructional aid– Provide a tangible and relevant example

subordinates can relate to– Create a consistency between word and deed– Demonstrate their own commitment to the

organization’s values in a way that builds trust in subordinates

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“Lead by example”

• Leaders are always being watched and subordinates are always learning from their leaders

• What are the consequences of a leader’s actions not aligning with his words?

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“Understand CTM…”

• Five Steps of CTM– Set expectations– Build basic skills– Give feedback• INPUT+

– Follow through with consequences• PRIDE

– Work for growth in others

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CTM and the Squad Corporal at Morning Formation

• Set expectations– “Assembly is at 0708 so everyone must be in ranks, dressed and groomed according to the

Blue Book at that time. Everyday I will be inspecting personal appearance and taking accountability, and reporting it to the Squad Sergeant.”

• Build basic skills– Leading by example and “showing them, not telling them”

• Give feedback– Use INPUT+ to quickly and professionally address both positive and negative behavior

• “Good looking shoes.”• “You’re getting close to needing a haircut.”

• Follow through with consequences– You don’t need to always write a PR, but using PRIDE, all unsatisfactory performance must

be addressed or else you have created a new standard– PRIDE requires “even-handed” consequences… the standards articulated in your

“expectations” apply to everyone, not just knobs• Work for growth in others

– Train your 4C to be ready to be a squad corporal next year– Leverage stronger members of your squad to help those needing improvement

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Lead small groups…

• Small group leadership is usually– Direct– Face-to-face– Done in a relatively certain and uncomplicated environment

• Direct leadership optimizes leadership by example• Face-to-face leadership is personal and requires the

leader to have a detailed and specific relationship with his subordinates

• The certainty of the environment usually means the task is done in a proscribed way to a proscribed standard

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“Lead small groups…”

• What does it mean to have a detailed and specific relationship with your subordinates?

• What does it mean to care for your subordinates?

• What is servant leadership?• What does it mean to complete a task to

standard?• What are some sources of those standards?

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“Maintain individual resiliency…”

• Resiliency is the ability to bounce back and recover quickly from change, hardship, or misfortune

• What are some typical occurrences that may require you to demonstrate individual resiliency as a sophomore cadet?

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“Maintain individual resiliency…”

• Individual resiliency requires you to have a realistic and intimate knowledge of yourself: your strengths and weaknesses, your emotions, your values, your experiences– How do you achieve this personal awareness?

• Your resiliency can be bolstered by a supportive personal and professional network– How do you build such a network?

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“Grow small-unit resiliency…”

• Typical occurrences that could require your squad to demonstrate resiliency include:– Collective poor performance on an inspection– The initiation of a new policy that the majority of

cadets do not favor– A change in key leadership – Mid-term exams– A devastating life crisis for one squad member– What are other examples?

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“Grow small-unit resiliency…”

• You can help your unit demonstrate resiliency in these situations by– Keeping them focused on the vision, broader perspective,

context, and end state– Demonstrating optimism– Focusing on continuous learning– Using the different skills, personalities, and energies in the

squad to create balance– Tapping into campus resources such as the HA Team,

Chaplain, and the Counselling Center– How else?

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“Grow unit resiliency” Scenario

• Squad moral is low because the weather has been miserably cold the last two weeks for regimental PT and it looks like this week will be more of the same

• Using the steps of CTM, describe how you might promote unit resiliency as a squad corporal

• Set expectations• Build basic skills• Give feedback• Follow through with

consequences• Work for growth in

others

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Open Discussion• What were some good

examples you saw this year of a corporal demonstrating one of these key military pillar learning outcomes?

• What were some bad examples?

• Which of the thirdclass military pillar key learning outcomes do you think will be the most challenging?

• Why, and how can you begin preparing for it now?

• Under supervision– Lead by example– Understand CTM leadership

concepts– Lead small groups to complete

tasks or detail to standards

• Maintain individual resiliency; apply CTM principles to grow small-unit resiliency

• Refine personal career plan and develop a leadership resume

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Next Lesson

• Drill & Ceremony Confidence-building– Under the control of a class leader, form up in

your company area and march to your company’s spot for parades on Summerall Field

– Be in position on Summerall Field NLT 1100– A NCO will meet you there, give you a quick D & C

orientation, and then you’ll each take turns marching the unit around

– The objective is confidence-building rather than D & C precision