TheAuxiliaryLeadershipCourse

LeadershipCompetencies

Onlinecoursestudentstudyguide

UnitedStatesCoastGuardAuxiliary

January2018v1

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TableofContentsAuxiliaryBasicLeadershipcourse...............................................................................................................1

TheCoastGuardAuxiliaryleadershipcompetencies...............................................................................1

Responsibilitylevelsandrequiredlevelsofexpertise.............................................................................2

Gaininganddemonstratingcompetency.................................................................................................2

Expertiseateachperformance/responsibilitylevel................................................................................3

Organizationalresponsibilitiesforleadershiptrainingandprofessionaldevelopment...........................3

Members.....................................................................................................................................................4

FlotillaCommander,ViceFlotillaCommander,FlotillaStaffOfficer,BranchChiefandAssistantBranchChief...........................................................................................................................................................11

DivisionCommander,DivisionViceCommander,DivisionStaffOfficer,NationalDivisionChief.........16

DistrictChiefofStaff,Director,DistrictCaptain,DirectorateDirector,andDistrictStaffOfficers........20

AllCommodores........................................................................................................................................25

MethodsforGainingandDemonstratingCompetence...........................................................................29

LevelOne:Member...............................................................................................................................29

LevelTwo(FC,VFC,FSO,BCandBA).....................................................................................................30

LevelThree(DVC,DCDR,VCDR,SO,NationalDVC)...............................................................................30

LevelFour(DIR,DCOS,DCAPT,DD,DIR,DIR-dandDSO)......................................................................30

LevelFive(NEXCOM,ANACO,DCO,DCOS)............................................................................................31

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AuxiliaryBasicLeadershipcourseTheAuxiliaryisresponsibleforprovidingunitleaderswiththeformalsystemsandprocessesnecessarytosupporton-going,continuous,uniformdevelopmentalprograms.Additionally,theAuxiliaryhastheresponsibilityandtheauthoritytoestablishspecificleadershipperformanceexpectationsforthevarioussegmentsandlevelsofitsmembership,inadditiontothoseavailableCoastGuardC-Schools.Thisleadershiptrainingconsistsofthreecomponents:(1)TheCoastGuardAuxiliaryleadershipcompetencies,(2)responsibilitylevelsandrequiredlevelsofexpertise,and(3)methodsforgaininganddemonstratingcompetency.Theseskillsdefinealeaderwhetherappointedorelected.TheCoastGuardAuxiliaryleadershipcompetencies.Leadershipcompetenciesaretheknowledge,skills,andexpertisetheCoastGuardandAuxiliaryexpectoftheirleaders.Whilethereissomeoverlapinthesecompetencies,theygenerallyfallwithinfourbroadcategories:Leadingself,Leadingothers,Leadingperformanceandchange,andLeadingtheCoastGuardAuxiliary.Together,thesefourleadershipcategoriesandtheirelementsareinstrumentaltocareersuccess.DevelopingtheminallmembersoftheCoastGuardteamwillresultinthecontinuousimprovementnecessaryforustoremainSemperParatus.

• Leadingself:Fundamentaltosuccessfuldevelopmentasaleaderisanunderstandingofselfandone’sownabilities.Thisincludesunderstandingone’spersonality,values,andpreferences,whilesimultaneouslyrecognizingone’spotentialasamemberoftheCoastGuardteam.Personalconduct,healthandwell-being,character,technicalproficiency,lifelonglearning,followership,andorganizationalcommitmentareelementstoconsiderwhensettingshortandlong-termgoalsfocusedupontheleadershipdevelopmentof“self.”

• Leadingothers:Leadershipinvolvesworkingwithandinfluencingothersto

achievecommongoalsandtofosterapositiveworkplaceclimate.Auxiliaristsinteractwithothersinmanyways,whetherassupervisor,mentor,manager,teammember,teamleader,peerorworker.PositiveprofessionalrelationshipsprovideafoundationforthesuccessofourService.Showingrespectforothers,usingeffectivecommunications,influencingothers,workinginteams,andtakingcareofone’speopleareelementstoconsiderwhenevaluatingone’scapacityforleadingothers.Developingthesequalitieswillincreasecapacitytoserve.

• Leadingperformanceandchange:MembersoftheCoastGuardteamconstantly

facechallengesinmissionoperations.Tomeetthesechallenges,leadersmustapplyperformancecompetenciestotheirdailyduties.Performancecompetenciesincludedevelopingavision,managingconflict,qualityanddailymanagementofprojects,appraisingperformance,problemsolving,creativity,innovation,decisionmaking,andcustomerfocus.Havingthesecompetencies

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enableseachleader—andtheService—toperformtotheutmostinanysituation.

• LeadingtheCoastGuardAuxiliary:AsleadersgainexperienceintheCoast

GuardAuxiliary,theymustunderstandhowitfitsintoabroaderstructureoftheCoastGuard,government,andthenationasawhole.Atalocallevel,leadersoftendeveloppartnershipswithpublicandprivatesectororganizationsinordertoaccomplishthemission.TheCoastGuard"plugsin"viaitskeysystems:money,people,andtechnologyandtheAuxiliarysupportsCoastGuardactivities.AleadermustthoroughlyunderstandthesesystemsandhowtheyinteractwithsimilarsystemsoutsidetheCoastGuard.AnawarenessoftheCoastGuard'svaluetothenation,andpromotingthatusingadeepunderstandingofthepoliticalsysteminwhichanAuxiliaristoperatesbecomesmoreimportantasonegetsmoresenior.LeadersmustdevelopcoalitionsandpartnershipswithalliesinsideandoutsidetheAuxiliary.

Responsibilitylevelsandrequiredlevelsofexpertise:ResponsibilitylevelsintheCoastGuardaremostgenerallydefinedbygradeorrank.TheAuxiliary,incontrast,doesnothaverate/rank,butratherasequenceofoffices(electedandselected)thatalsoentailsasequenceofresponsibilitylevelsandmatchingcompetencies.AsyourlevelofresponsibilityintheAuxiliaryincreases,yourlevelofexpertiseineachoftheseleadershipcompetenciesdeepens.Asyouadvance,youmaintaintheexpertiseyouachievedatthelowerlevelsofresponsibilityandbuilduponyourknowledge,skills,andabilities.Gaininganddemonstratingcompetency:Regardlessofwhetheryouareanactivedutymember,reservist,civilianemployee,orAuxiliarist,CoastGuardpersonnelareinterestedinknowinghowtobecomecompetitiveforincreasinglyresponsibleandrewardingpositions.Supervisorsandmanagerswanttoknowhowtoimprovetheirownperformance,howtomanagechangeintheirorganizations,howtoimproveorganizationalperformance,andhowtoassistsubordinateswiththeirownprofessionaldevelopment.Simplylearningnewskillsandabilitiesisnotenough.Educationortrainingaloneisneveraguaranteeofgrowthandadvancement.Tocompletetheprofessionaldevelopmentcycleyouneedtopracticethoseskillsandtodemonstrateyourabilitiesasaleader.Ifyouwaittobepresentedwiththat“big”leadershipchallenge,youwillcontinuetowait.Itisimportantthatyouincorporatenewlyacquiredskillsintocurrentperformance.Lookforthenumerous,smallopportunitiesthatpresentthemselvesdailyandpracticeyournewlyacquiredleadershipabilities.RepeateddemonstrationofcompetencyistheeasiestwaytomaximizeyourcontributionstoCoastGuard/Auxiliarymissions.

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Expertiseateachperformance/responsibilitylevel:TheAuxiliary’sleadershipcompetenciesatyourlevelaredefinedinthefollowingpages.ThesegeneraldefinitionsarethenfurtherrefinedintoextendeddefinitionsreflectingthelevelofexpertiseAuxiliaristsareexpectedtodemonstrateateachofthefiveperformance/responsibilitylevels.Thetitlesofthevariousleadershipcompetenciesareabbreviated.Youshouldreadthroughthefulldescriptionoftheleadershipcompetencytounderstandwhatitmeans.Auxiliaristsareahighlydiversegroup.Somehaveextensivecivilianleadershiptrainingandexperience.Othershavehadmorelimitedopportunities.Thisleadershipframeworkiswrittentoensureacommonunderstandinganddefinecommonexpectations.Invariousplacesbelowthewordsubordinateisused,intheAuxiliarycontextasubordinatemeans“someoneinyourcare.”Youshouldreadthroughtheleadershipcompetenciesatalllevelsoftheorganization—notjustthelevelatwhichyouarepresentlyserving.Theleadershipcompetenciesshoulddefinetheirexpectationsfortheirleaders,peers,andthoseintheircare.Youareurgedtotakeanonline,openbookexam.Passingtheexamwillgainyouacertificateofcompletionforthatlevel,entryinAUXDATAandwillshowonyourDirectorypage.TheexamcanbefoundintheNationalTestingCentersite.Organizationalresponsibilitiesforleadershiptrainingandprofessionaldevelopment

Leadershiptraining,mentoringandmember/employeedevelopmenttakeplace,primarily,atthelocalflotilla,andlocalflotillaleadersareultimatelyresponsiblefortheprofessionaldevelopmentoftheirsubordinates.Thismakessense.Theknowledge,skills,andabilitiesamember/employeeacquiresmustbevalidated,andtheprimaryplacewheremembers/employeescandosoisintheworkplace.Itisintheworkplacewhereknowledge,skills,andabilitiescanbeapplied,analyzed,tested,synthesizedwithexistingcompetencies,andthen,evaluatedthroughperformance.

TheindividualandtheCoastGuard/Auxiliary,however,alsohaveresponsibilitiesandplaykeyrolesinthedevelopmentprocess.Theindividualisresponsiblefortakingtheinitiativeandforcreatinghis/herpersonaldevelopmentplan.Thisshouldbedoneinconjunctionwithinputanddiscussionwithmentors,supervisors,spouses,andothers.

TheAuxiliaryisresponsibleforprovidingflotillaleaderswiththeformalsystems

andprocessesnecessarytosupporton-going,continuous,uniformdevelopmentalprograms.Additionally,theAuxiliaryhastheresponsibilityandtheauthoritytoestablishspecificleadershipperformanceexpectationsforthevarioussegmentsandlevelsofitsmembership.

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Members1.LeadingselfAccountabilityandResponsibilityAuxiliaryleadersknowthatweareanorganizationofvolunteers,notamilitaryservice.Theyrecognizetheorganizationalstructureandthechainofleadershipandmanagement.Eachindividualissensitivetotheimpactofhis/herbehavioronothersandontheorganization.Leaderstakeownershipfortheirareasofresponsibility,areaccountabletoeffectivelyorganizeandprioritizetasks,andefficientlyuseresources.Guidelinesintheformofdirection,strategicbusinessplans,jobdescriptionsandanobjectivemanagementsystemoutlineaccountabilityandresponsibilityforleadershipcommitments.FollowershipAllAuxiliaristsarefollowersaswellasleaders.Thefollowershiproleencompassesinitiative,commitment,responsibility,accountability,criticalthinking,andeffectivecommunications.Followerslooktoleadersforguidanceandfeedback;theyexpectchallengingtaskstobothlearnanddevelopcompetence.Activelyinvolved,theyseektounderstandthroughlistening,responsiblequestioningandfeedback.Followershavetheresponsibilitytoworkwithleaderstoensuresuccessfulmissionaccomplishment.Self-awarenessandlearningAuxiliaryleaderscontinuallyworktoassessselfandpersonalbehavior,seekandareopentofeedbacktoconfirmstrengthsandidentifyareasforimprovement,andaresensitivetotheimpactoftheirbehavioronothers.Successfulleadersusevariousevaluationtoolsandindicatorstoassistinthisprocessofunderstandingthemselves.Theyunderstandthatleadershipandprofessionaldevelopmentarealife-longjourneyandalwaysworktoimproveknowledge,skillsandexpertise.Theyseekfeedbackfromothersandopportunitiesforself-learninganddevelopment,alwayslearningfromtheirexperiences.Leadersareopentoandseeknewinformation,andadapttheirbehaviorandworkmethodsinresponsetochangingconditions.AligningvaluesAuxiliaryleadersdevelopandmaintainanunderstandingoftheCoastGuardCoreValuesofHonor,RespectandDevotiontoDuty.Leadersalignpersonalvalueswithorganizationalvalues,reconcilinganydifferencesthatexist.LeadersembodythehigheststandardsofCoastGuardCoreValues;cancommunicatetheirmeaning;holdpeersandthoseintheircareaccountabletotheseorganizationalmerits;andusethemtoguideperformance,conductanddecisions—everyday.Leadersaligntotheorganizationalvalues,aswellastotheorganizationalvision,mission,direction,andexpectations.

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HealthandwellbeingLeadersconsidertheenvironmentinwhichtheyandtheirpeoplework,attendingtosafetyandwellbeing.Theysetapersonalhealthexampleandencourageotherstodeveloppersonalprogramsincludingphysicalandmentalwellbeing.Workingwithfunctionalspecialiststheystrivetoensurethatmembersarephysicallyqualifiedtodischargetheirduties.PersonalconductLeadersdemonstratebeliefintheirownabilitiesandideas;areself-motivated,results-orientedandaccountablefortheirperformance;recognizepersonalstrengthsandweaknesses;emphasizepersonalcharacterdevelopment;andusepositionandpersonalpowerappropriately.TheyunderstandtherelevanceandimportanceofCoreValuesandstriveforpersonalconductthatexemplifiesthesevalues.TechnicalproficiencyAuxiliaryleaders’technicalknowledge,skillsandexpertiseallowthemtoeffectivelyorganizeandprioritizetasksanduseresourcesefficiently.Alwaysawareofhowtheiractionscontributetooverallorganizationalsuccess,leadersdemonstratetechnicalandfunctionalproficiencyinAuxiliaryprograms.Theymaintaincredibilitywithothersontechnicalmattersandkeepcurrentontechnologicaladvancesinprogramareas.Successfulleadersworktoinitiateactionsandcompetentlymaintainsystemsintheirareaofresponsibility.2.LeadingothersCommunicationsAuxiliaryleaderscommunicateeffectivelyinbothformalandinformalsettings.Goodlisteners,theyreinforcethemessagetheyconveywithsupportivemannerisms.Leadersexpressfactsandideassuccinctlyandlogically,facilitateanopenexchangeofideas,askforfeedbackroutinely,andcommunicateface-to-facewheneverpossible.Theywriteclear,concise,andorganizedcorrespondenceandreports.Successfulleadersprepareanddelivereffectivepresentations.Insituationsrequiringpublicspeakingtheydeliverorganizedstatements,fieldaudiencequestions,confidentlycommunicatewiththemediaandotherexternalentities(asauthorized),anddistinguishbetweenpersonalcommunicationsituationsandthoseasaCoastGuardorAuxiliaryrepresentative.Competentcoaches,supervisors,followers,performancecounselors,interviewers,andnegotiators,leadersknowhowtoapproachmanysituationstoachieveorganizationalgoals.InfluencingothersAuxiliaryleaderspossesstheabilitytopersuadeandmotivateotherstoachievethedesiredoutcome:tocreatechange.Theyinfluenceandpersuadebycommunicating,directing,coaching,anddelegating,asthesituationrequires.Successfulleadersunderstandtheimportanceandrelevanceofprofessionalrelationships;developnetworks;gaincooperationandcommitmentfromothers;buildconsensus;empower

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othersbysharingpowerandresponsibility;andestablishandmaintainrapportwithkeyplayers.RespectforothersanddiversitymanagementThroughtrust,empowermentandteamwork,Auxiliaryleaderscreateanenvironmentthatsupportsdiverseperspectives,approachesandthinking,fairness,dignity,compassionandcreativity.Theydemonstratesensitivitytoculturaldiversity,race,gender,background,experience,andotherindividualdifferencesintheworkplace.Leadersguideandpersuadeotherstoseethevalueofdiversity,buildingandmaintainingahealthyworkingenvironmentTeambuildingLeadersrecognizeandcontributetogroupprocesses;encourageandfacilitatecooperation,pride,trustandgroupidentity;andbuildcommitment,teamspirit,andstrongrelationships.Auxiliaryleadersinspire,guideandcreateanenvironmentthatmotivatesotherstowardgoalaccomplishment;considerandrespondtoothers’needs,feelings,andcapabilities;andadjusttheirapproachtosuitvariousindividualsandsituations.Auxiliaryleadershaveahistoricalperspectiveofleadershiptheorythattheycontinuallydevelopthroughpersonalexperienceandstudyofcontemporaryleadershipissues.Theyworkwiththoseintheircaretodeveloptheirleadershipknowledgeandskills.Auxiliaryleadersadaptleadershipstylestoavarietyofsituations;andpersonifyhighstandardsofhonesty,integrity,trust,openness,andrespectforothersbyapplyingthesevaluesandstylestodailybehavior.TakingcareofpeopleSuccessfulleadersidentifyothers’needsandabilitiesintheAuxiliary,particularlythoseofusintheircare.Theyensurefair,equitabletreatment;projecthighexpectationsforsubordinatesand/ortheirteams;expressconfidenceinabilities;recognizeeffortsanduserewardsystemseffectivelyandfairly.Leadersappropriatelysupportandassistinprofessionalandpersonalsituationsanduseformalprogramstoresolvesituationspositively.MentoringDrawingontheirexperienceandknowledge,leadersdeliberatelyassistothersindevelopingthemselves;provideobjectivefeedbackaboutleadershipandcareerdevelopment;andhelpidentifyprofessionalpotential,strengthsandareasforimprovement.Successfulleadersidentifywiththeroleofmentortotheirstaff.Theyhavetheskilltoadviseanddevelopothersinthecompetenciesneededtoaccomplishcurrentandfuturegoals.LeadersseekoutmentorsandmaybeengagedintheformalCoastGuard/Auxiliarymentoringprogrambothasmentorsandmentees.AswiththeCoastGuard,theAuxiliaryoffersmanydiverseprograms;mentorshelpmembersidentifyprogramsofspecificinteresttohelpensuremembersatisfaction.

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3.LeadingPerformanceandChangeCustomerfocusAuxiliaryleadersacknowledgethemembers,CoastGuard,andrecreationalboatingcommunityastheircustomers,andmakeeveryefforttoidentifyandfulfilltheirneeds.Leadersunderstandtheimportanceofmeasuringandmonitoringthedegreetowhichtheircustomers’needsaremetorexceeded.ManagementandprocessimprovementSuccessfulleadersdemonstratetheabilitytoplan,organize,andprioritizerealistictasksandresponsibilitiesforthemselvesandtheirpeople.Theyusegoals,milestones,andcontrolmechanismsforprojects.Leadersseek,anticipateandmeetcustomers’needs—internalandexternal.Toachievequalityresults,Auxiliaryleadersmonitorandevaluateprogressandoutcomesproducedbycurrentprocesses;ensurecontinuousimprovementthroughperiodicassessment;andarecommittedtoimprovingproducts,services,andoverallcustomersatisfaction.Theyeffectivelymanagetimeandresourcestosuccessfullyaccomplishgoals.Decision-makingandproblemsolvingLeadersidentifyandanalyzesituations;usefacts,inputfromothers,andsoundreasoningtoreachconclusions;explorevariousalternativesolutions;distinguishbetweenrelevantandirrelevantinformation;perceivetheimpactandimplicationsofdecisions;andcommittoaction,eveninuncertainsituations,toaccomplishorganizationalgoals.Theyevaluaterisklevels,createriskcontrolalternatives,andimplementriskcontrols.Successfulleadersareabletoisolatehigh-importanceissues,analyzepertinentinformation,andinvolveothersindecisionsthataffectthem,generatepromisingsolutions,andconsistentlyrenderjudgmentswithlasting,positiveimpact.ConflictmanagementAuxiliaryleadersfacilitateopencommunicationofcontroversialissueswhilemaintainingrelationshipsandteamwork.Theyeffectivelyusecollaborationasastyleofmanagingcontention;confrontconflictpositivelyandconstructivelytominimizeimpacttoself,othersandtheorganization;andreduceconflictandbuildrelationshipsandteamsbyspecifyingcleargoals,rolesandprocesses.Conflictmanagementisimportantinanyorganization,butparticularlysoinavolunteerorganization.CreativityandinnovationLeadersdevelopnewinsightsintosituationsandapplyinnovativesolutionstomakeunitandfunctionalimprovements.Leaderscreateaworkenvironmentthatencouragescreativethinkingandinnovation.Theytakereasonablerisks,andlearnfromtheinevitablemistakesthataccompanyprudentrisk-taking—andtheyapplythissamethinkingtothosewhoworkforthem,encouraginginnovationandhelpingtheirpeopleapplythelessonslearned.Leadersdesignandimplementneworcutting-edgeprogramsandprocesses.

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VisiondevelopmentandimplementationLeadersareabletoenvisionapreferredfuturefortheirunitsandfunctions,settingthispictureinthecontextoftheAuxiliary’soverallvision,missions,strategyanddrivingforces.Concernedwithlong-termsuccess,leadersestablishandcommunicateorganizationalobjectivesandmonitorprogresstowardobjectives;initiateaction;andprovidestructureandsystemstoachievegoals.Leaderscreateasharedvisionoftheorganization;promotewideownership;manageandchampionorganizationalchange;andengineerchangesinprocessesandstructuretoimproveorganizationalgoalaccomplishment.4.LeadingtheAuxiliaryStewardshipTheCoastGuard’sunofficialmottowasonce“Youhavetogoout–butyoudon’thavetocomeback!”ThisbravadowasatestamenttothebraveryandcommitmenttoserviceofCoastGuardmenandwomen.Butamoreappropriatemottomightbe“Youhavetogooutandyouhavetocomebackandyouhavetobringourresourcesbackbecausewe’llneedthemagaintomorrow!”PerformingthemissionatANYcostisanunacceptablerisk,notonlyforthoseimmediatelyinvolvedbutforallwhowouldhavebenefitedfromtheeffortsofCoastGuard/Auxiliarycrewstomorrow,andnextweek,andnextyear.Protectingthenation’sinvestmentisimportant,andpresentsthedifficulttaskofbalancingperformancewithrisk.Achievingtheproperbalanceisacrucialelementofleading.TechnologymanagementTechnologicaladvancesmakeitpossibletoimprovemissionperformanceprovidedprudentinvestmentsaremadeupfront.Auxiliaryleadersuseefficientandcost-effectiveapproachestointegratetechnologyintotheworkplaceandimproveprogrameffectiveness.Auxiliaryleadersimplementeffectivecommunications/trainingtechnologies(e.g.,Internetuse,computeruse,PowerPoint,e-mail)usingmodernmethods.Leadersdevelopstrategiesusingnewtechnologytoenhancedecision-making.Theyfullyappreciatetheimpactoftechnologicalchangesontheorganization.FinancialmanagementLeadersmustdemonstratebroadunderstandingoftheprinciplesoffinancialmanagementandmarketingexpertisenecessarytoensureappropriatefundinglevelsfortheirareasofresponsibility.Theyprepare,justify,and/oradministerthebudgetfortheunitorprogram;usecost-benefitthinkingtosetpriorities;andmonitorexpendituresinsupportofprogramsandpolicies.Leadersseekandidentifycost-effectiveapproaches,andmanageprocurementandcontractingappropriately.HumanresourcemanagementAuxiliaryleadersassesscurrentandfuturestaffingneedsbasedonorganizationalgoalsandbudgetrealities.Makingdecisionsthataremerit-based,theyensuretheirpeopleareappropriatelyselected,developed,trainedassigned,evaluated,andrewarded.Leaderstakecorrectiveactionwhenneeded.Theyguideandmentorothersin

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appropriateinteractionwiththesesystemelements.Leaderssupportpersonnelcompletingrequirementsforadvancement,specialprogramsorfutureassignment;recognizepositiveperformanceanddevelopmentthroughtheformalandinformalrewardsystem;andassistothersinrequestingformaltrainingordevelopmentalassignments.PartneringTheAuxiliaryexistswithinabroaderenvelopeofpartners,stakeholderorganizations,andthebusinesscommunity.Auxiliaryleadersmustdevelopnetworksandbuildalliances,engagingincross-functionalactivitieswhereitmakessense.Leaderscollaborateacrossboundaries,andfindcommongroundwithawideningrangeofstakeholdersatthelocal,regional,national,andinternationallevels,andusetheircontactstobuildandstrengtheninternalbasesofsupport.ExternalawarenessAuxiliaryleadersidentifyandkeepuptodateonkeynationalpoliciesandeconomic,political,militaryandsocialtrendsthataffecttheorganization.Auxiliaryleadersunderstandnear-termandlong-rangeplansanddeterminehowbesttobepositionedtoachievetheadvantageinanincreasinglycompetitivenationaleconomicclimate.EntrepreneurshipAuxiliaryleadersseekandidentifyopportunitiestodevelopandmarketnewmethodswithinoroutsideoftheAuxiliaryandsubmittocompetentauthorityfornecessaryapprovals.Leadersarewillingtotakerisksandinitiateactionsthatinvolveadeliberaterisktoachievearecognizedbenefitoradvantage.Politicalsavvy(awareness,knowledge)AuxiliaryleadersidentifytheinternalandexternalpoliticsthatimpacttheworkoftheCoastGuardandtheDepartmentofHomelandSecurity.Leadersapproacheachsituationwithaclearperceptionoforganizationalgoalsandpoliticalreality,andrecognizetheimpactofalternativecoursesofaction.LeadersunderstandcorrectproceduresandthelimitsoninteractionwithCoastGuardandothergovernment(e.g.,federal,state,andlocal)personnel.StrategicthinkingAuxiliaryleadersreacttocrisesimmediately,androutinelysolveurgentproblems.Beyondthat,leadersmustalsoconsidermultipletimehorizonsandverycomplexinteractions.Thisrequiresthinkingstrategically,whichconsistsofadoptingasystemsview;focusingonintent—whatarewereallytryingtoaccomplish;thinkingacrosstimehorizons;creatingandtestinghypotheses;andbeingintelligentlyopportunistic—takingadvantageofcurrentconditions.

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FlotillaCommander,ViceFlotillaCommander,FlotillaStaffOfficer,BranchChief

andAssistantBranchChief1.LeadingselfAccountabilityandresponsibilitySupervisesthejobactivitiesandperformanceofFlotillamemberstoensurecompliancewithAuxiliarypoliciesandprocedures.Solvesindividualandteamperformanceproblems.Refersindividualsforrewardsorcorrectiveactionaswarranted.AccountablefortheoverallperformanceassessmentofthosebeingsupervisedFollowershipLookstoelectedandselectedAuxiliaryleadershipforguidanceandfeedbackandactivelyseekstounderstandthroughlistening.Isresponsibleforaskingquestionsandprovidingfeedbackwhenappropriate.Accountabletoleadershipfortheefficientandeffectiveperformanceoftasksassigned.Responsibletosubordinatesandpeersforrequestingandobtainingtheresourcesneededtoensurepropermissionperformance.Attemptstoanticipatecurrentandfuturerequirementsandmakespreparationstofulfillsuchrequirementsthroughappropriateuseoftimeandresources.Self-awarenessandlearningConductstrainingofFlotillamembers.Continuestodeveloppersonalknowledge,skillsandabilitiesthroughcontinuingeducation,intermediatelevelserviceschools,professionalmilitaryeducation,andAuxiliary-specifictrainingopportunitieswithgoalofmasteryofalltechnicalandleadershipabilitiesnecessaryforsuccessandadvancementinfield(s)ofexpertise.AligningvaluesCommunicatesthemeaningofCoastGuard’scorevaluestoothersandholdspeersandFlotillamembersaccountablefordemonstratingsameinperformanceandconduct.HealthandwellbeingMaintainspersonalhealthexampleandencouragesFlotillamemberstodeveloppersonalprogramsincludingphysicalandmentalwellbeing.Workswithothersasnecessarytoensurethatmembersarephysicallyqualifiedtoperformtheirduties.PersonalconductSupervisesotherstoensurecompliancewithAuxiliarypoliciesandproceduresanddemonstratesgoodleadershipbyexemplarypersonalconduct.Solvesindividualandteamconductproblems.Refersindividualsforrewardsorcorrectiveactionaswarranted.AccountablefortheoverallperformanceofFlotillamembers.

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TechnicalproficiencyUnderstandsAuxiliaryrolesandmissionsandiscapableofleadingtheirunitsincompletingmissionunderthedirectionofelectedandselectedleaders.AssistsFlotillamembersindevelopingskillsandassistsmanagerinthedeliveryoftraining.TakeresponsibilityforthedevelopmentofFlotillamembers.2.LeadingothersCommunicationsWritessuccinctlyandproduceswrittenmaterialsthatareclearandarticulate.Speaksinconcise,effective,organizedmanner;tailoredtotheaudienceandsituation.Listensattentively,understandsandabsorbsthemessageofothers.Observesbodylanguageandotherformsofnon-verbalcommunication.Communicatestomembersandtransmitsmemberconcerns/ideastoelectedandselectedleaders.InfluencingothersLearnstoinfluenceothers;gainscooperation,whileshowingrespectfulunderstandingofothers’positions.Promotessharing,understanding,andawareness.RespectforothersanddiversitymanagementTreatsallindividualsfairlyandwithoutbias.ActsincompliancewithapplicableAuxiliarypolicies.TeambuildingIsopentoviewsofothers;worksincollaborative,inclusive,outcome-orientedmannerwithleaders,peers,andFlotillamembers.Clearlyunderstandsthebenefitsoftheteamconcept.TakingcareofpeopleIdentifiesothers’needs,abilities,andinterests.Ensuresfair,equitabletreatment;projecthighexpectationsofsuperiors,peersandthoseintheircarealike.Expressesconfidenceintheabilitiesofothersandrecognizestheirefforts.Usesrewardsystemseffectivelyandfairly.Appropriatelysupportsandassistsinprofessionalandpersonalsituationsandusesformalprogramstoresolvesituationspositively.Works(atappropriatelevels)tohelpensuremembersatisfaction.MentoringSeeksoutjobrelatedknowledgeandreadilygraspsitsimplicationfortheworkplace.Seeksandprovidesinformalfeedbackandlearnsfromothers.Coachesothersandprovidessound,thoughtfuladvice.Helpsotherstogaininsightregardingprofessionaldevelopmentneedsandopportunities.WorkswithFlotillamemberstoincreasemembersatisfactionbychannelingmembersintoprogramsthatfittheirinterestsandskills.

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3.LeadingPerformanceandChangeCustomerfocusUnderstandstheimportanceofprofessionalresponsivenesstothechangingneedsofcustomers.MonitorstheperformanceofindividualsandworkteamstoensureaserviceorientationconsistentwithAuxiliarypolicy.Requestsresources(physicalorpersonnel)whennecessarytosupportunitmissions.ManagementandprocessimprovementIdentifieskeyinformation,centralissuesandcommonthemestoidentifystrengthsandweaknessesofvariousapproaches.ParticipatesinthepreparationofworkrequirementsforselfandworkswithFlotillamembersinpreparingtheirworkrequirements.Plans,organizesanddirectsactivitieseffectively,ensuresthatprojectswithinareaofresponsibilityarecompletedinatimelymanner.Asksforhelpandguidancefromotherunits.Isfamiliarwithavailableresourcesandseeksmethodstoemploythemwherenecessary.Decision-makingandproblemsolvingCarriesoutthedecisionsofleaderseffectivelyandefficiently.Solvesissueswithinownauthorityandrefersotherstoleader(s)promptly,providingallpertinentfactswithoutbias.ConflictmanagementIdentifiesandtakesstepstopreventpotentialsituationsthatcouldresultinunpleasantconfrontations.Managesandresolvesconflictsanddisagreementsinapositiveandconstructivemannertominimizenegativeimpact.CreativityandinnovationDesigns,recommends,andimplementsneworcutting-edgeprogramsandprocesses.Encouragecreativethinkingandinnovationamongthoseintheircare.Seeksandrecommendstheadoption/investigationofnewmethods,skills,andtechniques.VisiondevelopmentandimplementationInfluencesotherstotranslatethesharedvisionintoaction.Usesthesharedvisiontoguidepersonalactionsandtoprioritizeactivities.4.LeadingtheAuxiliaryStewardshipDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheCoastGuardandtheAuxiliary.Seeksopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingoftheelementsofstewardship.Worktoensureadequateriskmanagementformembersengagedinoperationalorotherpotentiallyhazardousactivities.Seekstolearnmoreaboutmethodsandtechniquesofriskmanagement.

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TechnologymanagementResponsiblefortheproperuseoftechnologyintheworkplaceandfortrainingofFlotillamembers.FinancialmanagementDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheCoastGuardandAuxiliarybyobservingthosecurrentlyleadingtheAuxiliaryandtheCoastGuard.Seeksopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofallelementsoffinancialmanagement.WorkingwithothersasnecessaryhelpstoensureprudentmanagementofFlotillafinancesandthemaintenanceofaccuratefinancialrecords.ProvidesfeedbacktoAuxiliaryandCoastGuardleadersonthelimitsofavailablefinancialresources.Providesamechanism/frameworkwherebyunitandmembersareabletosupportthefinancialneedsoftheiractivitiesinanethicalmanner.HumanresourcemanagementSupervisesthejobactivitiesandperformanceofFlotillamemberstoensurecompliancewithAuxiliarypoliciesandprocedures.Usesavailabletoolsinsupervisingmembersandmakesrecommendationsorreferralsconcerningotherpersonnelactionsaswarranted.PartneringDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheAuxiliary.Seeksopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofallelementsofeffectivepartnering.MakesDivisionsawareofavailablecontacts.ExternalawarenessDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheAuxiliary.Seeksoutopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofallelementsofexternalawareness.Fostersappropriatelevelofcontactandinteractionwithcommunity.Isawareofandfostersunderstandingofissuesimportanttothelocalcommunityandseekswaystobeofservice.EntrepreneurshipDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheAuxiliary.Seeksoutopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofallelementsofresponsible,effectiveentrepreneurship.Looksforwaystoimproveteamandindividualperformance.Makesrecommendationsconcerningpossibleinnovations.Politicalsavvy(awareness,knowledge)DevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheAuxiliary.Seeksoutopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofall

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elementsofresponsible,effectiveentrepreneurship.Looksforwaystoimproveteamandindividualperformance.Makesrecommendationsconcerningpossibleinnovations.StrategicthinkingDevelopsafoundationalunderstandingofissuesandresponsibilitiesrelatedtoleadingtheAuxiliarybyobservingthosecurrentlyleadingtheAuxiliary.Seeksopportunitiestoprepareselfforgreaterresponsibilitiesandtogainadeeperunderstandingofallelementsofstrategicthinking.Providesinputtothedevelopmentofactionplanstoimplementthenationalstrategy

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DivisionCommander,DivisionViceCommander,DivisionStaffOfficer,NationalDivisionChief

1.LeadingselfAccountabilityandresponsibilityAppliesAuxiliarypoliciesandproceduresandsolvesperformance/complianceissueswithinactivity,section,ordepartment.Makesrecommendationstoseniormanagersconcerningrewardsandcorrectiveactions.AccountablefortheoverallperformanceassessmentoftheAuxiliaryDivisionandcomponentFlotillas.

.FollowershipLookstoelectedandselectedAuxiliaryleadershipforguidanceandfeedbackandactivelyseekstounderstandthroughlistening.Isresponsibleforaskingquestionsandprovidingfeedbackwhenappropriate.Accountabletoleadershipfortheefficientandeffectiveperformanceoftasksassigned.Responsibletosubordinatesandpeersforrequestingandobtainingtheresourcesneededtoensurepropermissionperformance.Attemptstoanticipatecurrentandfuturerequirementsandmakespreparationstofulfillsuchrequirementsthroughappropriateuseoftimeandresources.Self-awarenessandlearningPlans,supervises,schedules,trains,andevaluatesthepreparationanddevelopmentofsubordinatesusingguidanceprovidedbyseniormanagement.Continuestodeveloppersonalknowledge,skills,andabilitiesthroughadvancededucation,andAuxiliaryleadershipschools.Togetherwithtechnicalandtacticalexpertise,developscriticalandstrategicanalysisskillsandexpandedCoastGuard/Auxiliaryinteroperabilityliteracy.AligningvaluesAssistssubordinatesinthealignmentofpersonalvalueswithCoastGuardcorevaluesandreconcilesdifferencesthroughcounseling,trainingorotherinterventions.Healthandwell-beingImplementspoliciesandmethodsdevelopedbyAuxiliaryleadersandsupervisessubordinates’activities.Evaluatesperformanceandsatisfactionofthoseintheircareandtakescorrectiveactionasnecessary.PersonalconductAppliesAuxiliarypoliciesandproceduresandsolvesconductissueswithinactivity,section,ordepartment.Makesrecommendationstoleadersconcerningrewardsandcorrectiveactions.Accountablefortheoverallconductoftheactivity,section,ordepartment.TechnicalproficiencyUnderstandsCoastGuardandAuxiliaryrolesandmissionsandcapableofcompletingmissiontaskswithlimitedsupervision.Directscompletionofmissionsandsupporting

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tasks.Capableofplanningandconductingtraininganddevelopmentactivitiesforelementsofthemembership.2.LeadingothersCommunicationsWritespersuasivelyandfollowstheconventionsofAuxiliarycorrespondence.Speakswithauthorityanddemonstratescomprehensiveunderstandingofissuesandoptions.Instillstrustinothersandmotivatesthemtospeakopenlyandcandidly.Servesasacommunicationsinterface.InfluencingothersInfluencesothersandfostersunderstandingofCoastGuardandAuxiliarymissions,policiesandprocedures.Developsallianceswithothersandfindscommongroundamongdisparateopinionsandbuildsconsensus.Facilitateswin-winsituations.RespectforothersanddiversitymanagementDemonstratessensitivityandrespondsconsideratelytotheneeds,feelingsandcapabilitiesofothers.Showsrespectforculturaldifferences.Navigateseasilyinanenvironmentofshiftingrelationships,anticipatessociallysensitiveissuesandtakesappropriateaction.Promotesawarenessofbenefitsofdiversity.TeambuildingFacilitatesopenexchangeofideas;fosterscooperationandcollaborationamongpeersandthoseintheircare;motivatesandguidesteammemberstowardacommongoal.TakingcareofpeopleIdentifiesothers’needs,abilities,andinterests.Ensuresfair,equitabletreatment;projecthighexpectationsofsuperiors,peersandthoseintheircarealike.Expressesconfidenceintheabilitiesofothersandrecognizestheirefforts.Usesrewardsystemseffectivelyandfairly.Appropriatelysupportsandassistsinprofessionalandpersonalsituationsandusesformalprogramstoresolvesituationspositively.Works(atappropriatelevels)tohelpensuremembersatisfaction.MentoringDevelopsplanstobroadenownknowledgeandtoteachothersintheunitssupervised;providesinformalfeedbacktocolleagues.Recognizes,develops,andrecommendstalent.3.LeadingPerformanceandChangeCustomerfocusEncouragesandassistssubordinatestomaintainandstrengthenAuxiliaryorientation.Anticipatesandmeetsthechangingneedsofcustomers.Monitorstheperformanceofworksections/departmentstoensureaserviceorientationconsistentwithAuxiliarypolicy.Usesmetricsandcustomerfeedbacksystemstoidentifycustomerneedsandto

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ensureappropriatecustomerservicelevels.Suppliesresourcestolocalunitsasnecessary.ManagementandprocessimprovementIsolateskeypoints,centralissues,andcommonthemestodeterminebestsolutionorarangeofoptions.Objectivelyanalyzestheorganization’sstrengthsandweaknessesandtakesappropriateaction.Monitorsplanstoaccomplishworkrequirements,delegatesappropriately,andensuresthateffectiveinternalcontrolsareinplace.Continuallyreviewssignificanttasksandprocessesforpossibleimprovement.Assesses/integratesavailableresourcestoachievemissionresults.Decision-makingandproblemsolvingIdentifiesissueswithinthecontextofownactivity/division/departmentthatrequiredecisionsorotheractionandarrivesatlogicalrecommendations.Actsconfidentlyanddecisivelywithinownpurview,relyingonguidanceprovidedbyleaders.ConflictmanagementIdentifiesandtakesstepstopreventpotentialsituationsthatcouldresultinunpleasantconfrontations.Managesandresolvesconflictsanddisagreementsinapositiveandconstructivemannertominimizenegativeimpact.CreativityandinnovationDesigns,recommends,andimplementsneworcutting-edgeprogramsandprocesses.Encouragecreativethinkingandinnovationamongthoseintheircare.Seeksandrecommendstheadoption/investigationofnewmethods,skills,andtechniques.VisiondevelopmentandimplementationInfluencesotherstotranslatethesharedvisionintoaction.Usesthesharedvisiontoguidepersonalactionsandtoprioritizeactivities.4.LeadingtheAuxiliaryStewardshipConductsmissionrelatedtasksinaccordancewithguidanceprovidedbyAuxiliaryleadersandCoastGuardpersonnel.Makesoperationaldecisionsapplyingthesamecriticalanalysisofperformance/riskassuperiors.EnsurestheproperuseandmaintenanceofAuxiliaryresources.EvaluatestheeffectivenessofriskmanagementattheDivisionandFlotillalevels.

TechnologymanagementIntegratestechnologyintotheworkplace.Identifiespossibleopportunitiesforimprovementthroughtheuseoftechnologyandmakesrecommendationsconcerningtheuseoftechnology.Responsibleforthetechnicalcompetencyofthosesupervised.

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FinancialmanagementAppliesAuxiliaryguidance,policyandproceduresinmanagingfinanceswithinanactivity/section/department.Exercisesfirstlevelcontrolandaccountability,ensuresadherencewithpreviouslydeterminedcost-benefitprioritiesandcost-effectiveapproaches.Evaluatesthecostsandbenefitsofassistinglocalunits.HumanresourcemanagementAppliesAuxiliarypersonnelpoliciesandprocedurestosuccessfullyperformassignedmissionresponsibilities.Usesavailabletoolsinsupervisingsubordinatesandmakesrecommendationsorreferralstoseniormanagersconcerningpersonneldevelopment,utilization,appraisal,rewardsanddisciplineactionsoutsideofthemid-levelmanager’sauthority.Communicatespersonnelrequirementstosuperiors.PartneringAsappropriatedevelopslocalcontacts.Developsandmaintainsnetworkandalliancestoenhanceandsupportassignedmissionsandtasks.Engagesinacrossboundariescollaborationsandcross-functionalactivities.Makeslocalunitsawareofavailablecontacts.ExternalawarenessKeepsuptodateonkeyissuescriticaltocurrentandfutureoperations.Maintainsappropriatelevelofcontactwithlocal,regional,andsubjectareacommunities.Understandsnational,local,regionalandsubjectareaissueswithimmediateandfutureimpactontheAuxiliaryasitappliestotheirspecificareas.EntrepreneurshipAssistsinthedevelopmentandmarketingofnewmethods.LooksfornewandinnovativemethodsandencouragesinnovationonthepartofsubordinatesPoliticalsavvy(awareness,knowledge)Implementstheapproachtoeachsituationwithaclearunderstandingoforganizationalandpoliticalreality.Takesactionconsistentwiththoserealitiesandrecommendsalternativecoursesofaction.Seekscounselofothersasappropriate.StrategicthinkingAssistsAuxiliaryleadersintheformulationofpolicyandstrategicplansorintheimplementationofthesestrategies.Providesdirectionandsupervisiontosubordinatestoensureefficientandeffectiveexecution.PreparesselfforgreaterresponsibilitythrougheducationandthroughcompletionofappropriateCoastGuard/Auxiliaryschools.Developsactionplan(s),consistentwithnationalstrategicandDistrict/Departmentoperationalplans.

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DistrictChiefofStaff,Director,DistrictCaptain,DirectorateDirector,andDistrictStaffOfficers

1.LeadingselfAccountabilityandresponsibilityImplementsAuxiliarypoliciesandproceduresandensurescompliancebysubordinateactivities/sections/departments.Evaluatestheperformanceofsubordinatemanagersandusesformaltoolstorewardandcorrectperformance.Accountablefortheoverallperformanceofthecommandorprogram.Holdsthoseintheirchargeaccountablefordemonstratinganticipatedlevelofexpertise.

.FollowershipLookstoelectedandselectedAuxiliaryleadershipforguidanceandfeedbackandactivelyseekstounderstandthroughlistening.Isresponsibleforaskingquestionsandprovidingfeedbackwhenappropriate.Accountabletoleadershipfortheefficientandeffectiveperformanceoftasksassigned.Responsibletosubordinatesandpeersforrequestingandobtainingtheresourcesneededtoensurepropermissionperformance.Attemptstoanticipatecurrentandfuturerequirementsandmakespreparationstofulfillsuchrequirementsthroughappropriateuseoftimeandresources.Self-awarenessandlearningExecutesandadministersthecomprehensiveplansforthepreparationandtrainingofthemembership.Maintainspersonalexpertiseandcontinuestoprepareforgreaterresponsibilities.Evaluatestraining(programsandmethods)andperformance;asappropriate,takecorrectiveactionorrecommendschanges.Holdssubordinatesaccountablefordemonstratinganticipatedlevelofexpertise.Preparesselfforgreaterresponsibilitythroughcompletionofseniorserviceschoolsorothersimilarprofessionaldevelopment.AligningvaluesProvidesdirectionandleadsthemembershipinthealignmentofpersonalvaluesandtheintegrationofvalueswithdailyperformance.Holdssubordinatesaccountablefordemonstratinganticipatedlevelofexpertise.Healthandwell-beingImplementsAuxiliarypoliciesandprogramsandmonitorsperformance.Developsmethodsforintegratinghealth,well-beingandsafetywithdailyperformance.Holdssubordinatesaccountablefordemonstratinganticipatedlevelofexpertise.PersonalconductImplementsAuxiliarypoliciesandproceduresandensurescompliancebysubordinateactivities,sections,anddepartments.Accountablefortheoverallconductoftheunitor

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program.Holdssubordinatesaccountablefortheconductoftheiractivities,sections,and/ordepartments.TechnicalproficiencyHasasophisticatedgraspofCoastGuardandAuxiliaryroles,missions,andoperationsandisthesubjectmatterexpertwithindomainsofresponsibility.WhennecessaryisabletoactindependentlytofurtherAuxiliarygoalsorcompletemissions.Abletosuperviseandevaluatethetraininganddevelopmentelementsoftheworkforce.2.LeadingothersCommunicationsExhibitsfullmasteryofwrittencommunications,andeditsothers’textsjudiciously.Assistssubordinatesdevelopeffective-writingskills.Effectiveinpublicoutreachandindealingwithpolicyissues.Articulatesinwaysmosthelpfultosuperior’spolicyandoperationalissues. InfluencingothersInfluencesothersandfostersunderstandingofCoastGuardandAuxiliarymissions,policiesandprocedures.Developsallianceswithothersandfindscommongroundamongdisparateopinionsandbuildsconsensus.Facilitateswin-winsituations.RespectforothersanddiversitymanagementEnsuresbyexampleandinstruction,andverifiesthroughmonitoringandfollow-up,thatallmembersaretreatedinafairmanner.Appliesmeritprinciplesconsistently;identifiesandaddressessituationsgivingrisetocomplaintsandgrievancesbasedonissuesoffairnessintheworkplace.TeambuildingInspiresandmotivatessubordinatestoparticipateandcontribute;encouragesanddevelopsateamidentityandcohesivenessamongstaff.Resolveswork-relatedproblemsbymobilizingteamskillsandresources.TakingcareofpeopleIdentifiesothers’needs,abilities,andinterests.Ensuresfair,equitabletreatment;projecthighexpectationsofsuperiors,peersandthoseintheircarealike.Expressesconfidenceintheabilitiesofothersandrecognizestheirefforts.Usesrewardsystemseffectivelyandfairly.Appropriatelysupportsandassistsinprofessionalandpersonalsituationsandusesformalprogramstoresolvesituationspositively.Works(atappropriatelevels)tohelpensuremembersatisfaction.MentoringAnticipatestheneedfornewinformationorknowledgeforselfandothers;identifiessourcesofnewinformationandcommunicatesthesesourcestosubordinates.Seeksandrecommendsnewtalent.

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3.LeadingPerformanceandChangeCustomerfocusManagerImplementsCoastGuardpoliciesandproceduresatmajoractivitiesandencouragessubordinatestomaintainandstrengthenserviceorientation.Monitorstheprofessionalresponsivenessofsubordinateorganizationsandactivities.ManagementandprocessimprovementAnalyzesanddefinescomplexpolicyissuesclearly,intermswhichpermitthemtobedealtwithinapracticalway.Encouragesstafftoanalyze.EstablishesbroadperformanceexpectationsformajorAuxiliaryactivities,focusingonresults.Establisheseffectivemanagementproceduresandcontrols;foreseeschallengesto,andopportunitiesfor,majorAuxiliaryactivitiesandtakesstepsinadvancetodealwiththem.ContinuallyreviewsmajorAuxiliaryactivitiesforcompliancewithpolicyandprocedureandtoidentifypossibleprocessimprovements.Decision-makingandproblemsolvingMakesreasonedeffectiveandtimelydecisionsafterconsideringallrelevantfactorsandoptions.Implementsdecisionsandevaluatestheirimpactandimplications,makingadjustmentsasneeded.ConflictmanagementIdentifiesandtakesstepstopreventpotentialsituationsthatcouldresultinunpleasantconfrontations.Managesandresolvesconflictsanddisagreementsinapositiveandconstructivemannertominimizenegativeimpact.CreativityandinnovationDevelopsnewinsightsintosituationsandappliesinnovativesolutionstomakeorganizationalimprovements;fostersaworkenvironmentthatencouragescreativethinkingandinnovationVisiondevelopmentandimplementationInfluencesotherstotranslatethesharedvisionintoaction.Usesthesharedvisiontoguidepersonalactionsandtoprioritizeactivities.4.LeadingtheAuxiliaryStewardshipUsingthegeneralguidanceprovidedhasprimaryresponsibilityandauthorityforconductingcriticalanalysisofmissionrequirements/riskandforensuringtheproperbalancebetweenperformanceandrisk.Providessubordinateleaderswithdirectionandcounselconcerningriskmanagement.AtmajorAuxiliaryactivities,monitorstheuseofresourcesandensurecontinuingmissioncapability.

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TechnologymanagementFindsopportunitiesfortheuseofefficientandcost-effectiveapproachestointegratetechnologyintotheworkplace.Implementsstrategiesforusingnewtechnologytoenhanceperformance.Understandsandmanagestheimpactoftechnologicalchanges.FinancialmanagementImplementsguidance,policyandproceduresandensurescompliancebysubordinateactivities/sections/departments.Exercisesresponsibilityandcontroloversignificantfinancialmanagementfunctions/activities.Prepares,justifiesand/oradministersthebudgetforprogramarea(s);usescostbenefitanalysistosetpriorities;identifiescost-effectiveapproaches;andmonitorsexpendituresand/orcontractingandprocurement.HumanresourcemanagementImplementsCoastGuardandAuxiliarypoliciesandproceduresconcerninghumanresourcesandensurescompliancebysubordinateactivities/sections/departments.Supervisessubordinateleadersastheyapplyappropriatetoolstodevelop,utilize,appraise,rewardanddisciplinesubordinates.Accountableformaintainingcurrentstaffingatapprovedlevelsandforcommunicatingorganizational,missionorbudgetrequirementsimpactingcurrentorfuturestaffing.PartneringContinuestodevelopnationalandlocalcontacts,whereapplicable.DevelopsandmaintainsnetworksandalliancestoenhanceandsupportmajorCoastGuardactivitieswhileintroducingandencouragingsubordinatestoengageinacrossboundariescollaborationsandcross-functionalactivities.ExternalawarenessUnderstandsshortandlong-termplansanddetermineshowbesttoexecutecurrentoperationstoachievebothmissionandlong-termcompetitiveadvantage.Keepsuptodateonkeyissuescriticaltocurrentandfutureoperations.Understandskeynationalandinternationalissues.Maintainsappropriatelevelofcontactwithlocal,regional,andsubjectareacommunitiesandcanadviseexecutiveleadershiponlocal,regionalandsubjectareaissueswithimmediateandfutureimpactontheCoastGuardandtheAuxiliary.EntrepreneurshipIdentifiesopportunitiestodevelopandmarketnewmethodsbothwithinandoutsideoftheAuxiliary.Initiatesactionsthatinvolvedeliberaterisktoachievearecognizedbenefitoradvantage.Encouragesinnovationonthepartofsubordinates.Politicalsavvy(awareness,knowledge)Developsanddirectsapproachestoeachsituationwithaclearunderstandingoforganizationalandpoliticalreality;recognizestheimpactofalternativecoursesofaction.

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StrategicthinkingImplementsstrategies,providesguidanceandexercisescontroloversignificantAuxiliaryactivities.Ensuresobjectivesandprioritiesareefficiencyandeffectivelypursuedwhileprovidingfeedbacktoexecutivemanagementconcerningpotentialthreatsandopportunities.PreparesselfforgreaterresponsibilitythroughcompletionofCoastGuard/Auxiliaryschoolsorothersimilarprofessionaldevelopment.Developsoperationalplans,consistentwiththenationalstrategicplanfortheirDistricts/Departments.

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AllCommodores1.LeadingselfAccountabilityandresponsibilityDevelopsandestablishes(inconjunctionwiththeCoastGuard)Auxiliarypoliciesandproceduresgoverningtheaccountabilityandresponsibilityofsubordinateleadersandprovidesappropriateformaltoolstoallowsubordinateleaderstoholdothersaccountableasthesituationwarrants.AccountablefortheperformanceoftheAuxiliary.

.FollowershipLookstoelectedandselectedAuxiliaryleadershipforguidanceandfeedbackandactivelyseekstounderstandthroughlistening.Isresponsibleforaskingquestionsandprovidingfeedbackwhenappropriate.Accountabletoleadershipfortheefficientandeffectiveperformanceoftasksassigned.Responsibletosubordinatesandpeersforrequestingandobtainingtheresourcesneededtoensurepropermissionperformance.Attemptstoanticipatecurrentandfuturerequirementsandmakespreparationstofulfillsuchrequirementsthroughappropriateuseoftimeandresources.Self-awarenessandlearningBasedupontheCoastGuard’sandtheAuxiliary’sstrategicvisions,developsandresourcescomprehensiveplansforthepreparationandtrainingoftheforce.Constantlyseeksnewinformationandprovidesorganizationalstabilityassistingsubordinatesinadaptingcurrentstructuresandmethodstoemergingrequirements.Ensuresadequatesuccessionplanning.AligningvaluesDevelopsandcommunicatesorganizationalvaluestothemembership.EnsuresvaluesreflectbothCoastGuardandAuxiliaryheritageandcontemporaryethicalthoughtandstandardsforconductformembersandvolunteersoftheAmericanArmedForces.Healthandwell-beingConductsstrategicplanningconsideringthehealthandwell-beingofthemembership.PromotesCoastGuardpolicyconcerninghealth,well-being,safetyandacceptableriskasitpertainstotheAuxiliary.PersonalconductDevelopsandestablishesAuxiliarypoliciesandproceduresgoverningpersonalconductandprovidesappropriateformaltoolstoallowsubordinateleaderstoholdothersaccountableasthesituationwarrants.AccountablefortheoverallconductoftheAuxiliary.

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TechnicalproficiencyCombinesmasteryofCoastGuardandAuxiliaryroles,missionsandoperationswithknowledgeofU.S.policyandoperationaldomainstoadvanceCoastGuardgoalsandtoprovideforcontinuingmissionsuccess.2.LeadingothersCommunicationsShowssophisticatedabilitytoanalyze,synthesize,andadvocateinatimelymanner.Effectivelydiscussescomplexpolicyissues;dealscomfortablywiththemediaandwithseniorlevelsofgovernmentandsociety.Adeptlydiscernstheinnermostmeaningsandnuancesofmessagesothersconvey InfluencingothersNegotiateseffectivelyinawiderangeofissuesininternal,bilateral,landmultilateralenvironments.Managesandresolvesmajorconflictsanddisagreementsinaninterest-basedmanner.Manifestsafacultyforastutecompromisewithoutsacrificingultimategoals.RespectforothersanddiversitymanagementFostersandpromotesacultureinwhichdiversityisvaluedandrespected.Providespersonalleadershipandsupportofworkplacediversityandfairpractices.TeambuildingFostersandpromotesaculturetoinspireandmotivateallmembers/employeestoparticipateandcontribute.Developspoliciesandprocedurestoencouragethesharingofinformationamongmembers/employees.Recognizesthevalueofteamworkinthedevelopmentofguidance,doctrineandprocedures/processes.TakingcareofpeopleIdentifiesothers’needs,abilities,andinterests.Ensuresfair,equitabletreatment;projecthighexpectationsofsuperiors,peersandthoseintheircarealike.Expressesconfidenceintheabilitiesofothersandrecognizestheirefforts.Usesrewardsystemseffectivelyandfairly.Appropriatelysupportsandassistsinprofessionalandpersonalsituationsandusesformalprogramstoresolvesituationspositively.Works(atappropriatelevels)tohelpensuremembersatisfaction.MentoringFostersandpromotesaculturetoinspireandmotivateallmembers/employeestoparticipateandcontribute.Developspoliciesandprocedurestoencourageprofessionaldevelopmentandthesharingofinformationamongmembers/employees.

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3.LeadingPerformanceandChangeCustomerfocusFostersacustomer-orientedculturethroughouttheorganization.Developspolicyandprocedurestoensurecommitmenttocontinuingcustomerserviceimprovement.ManagementandprocessimprovementIntegratesfullyawiderangeofinformationandpriorexperiencesinpolicymaking.EmployssophisticatedinstitutionalunderstandingtoavoidproblemsandadvanceAuxiliarygoals.Establishesorganization-wideperformanceexpectationsandinspiresahighlevelofperformance.Developsguidancetoassistsubordinatesintheexecutionoftheirresponsibilities.Decision-makingandproblemsolvingIntegratespolicyandadministrationfactorsintoproblemsolvinganddecisionmakinginamannerenhancingtheentireAuxiliary.Providesgeneraldecisionguidancetosubordinates.Promotesconceptoffairandunbiasedinformation.ConflictmanagementIdentifiesandtakesstepstopreventpotentialsituationsthatcouldresultinunpleasantconfrontations.Managesandresolvesconflictsanddisagreementsinapositiveandconstructivemannertominimizenegativeimpact.CreativityandinnovationFostersandpromotesaculturewhichencouragesnewinsightsandtheapplicationofinnovativesolutionsandcreativethinking.Developsguidelinesthatencourageneworcutting-edgeprogramsandprocesses.Keyqualitiesareopenmindednessandlackofbias.VisiondevelopmentandimplementationCreatesandcommunicatesasharedvisionfortheAuxiliary.Asnecessary,isthecatalystfororganizationalchanges.4.LeadingtheAuxiliaryStewardshipFostersandpromotesacultureofcarefulmanagementofresourcesandthepreservationoffuturemissioncapability.Createsanenvironmentwheremissionrequirementsandriskarecriticallyanalyzedandaproperbalancebetweenperformanceandriskmaintained.Providesgeneralguidancetosubordinateleaders.TechnologymanagementFostersandpromotesaculturewhichencouragestheefficientandeffectiveuseoftechnology.UnderstandstheimpactoftechnologicalchangeanddevelopsAuxiliary-widepolicies,proceduresandplansfortechnologyintegrations.ProvidesinputtoCoastGuardpoliciesastheyrelatetoAuxiliarytechnologyneedsandrequirements.

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FinancialmanagementDevelopsandestablishesAuxiliaryguidelinesconcerningfinancialmanagementpractices.WithintheAuxiliary,hasultimateresponsibilityforthebudget,financialexecution,contracting,andprocurement.Providesguidanceanddirectiontosubordinateleadersconcerningfinancialmanagement.HumanresourcemanagementDevelopsandestablishesAuxiliaryguidelinesconcerninghumanresourcesandtheiremployment.Providessubordinateleaderswithappropriateformaltoolstoallowthemtodevelop,utilize,appraise,rewardanddisciplinesubordinates.Controlscurrentandfuturestaffingbasedonorganizationalgoals,missionrequirementsandbudgets.PartneringFostersaculturethatencouragesthedevelopmentofnetworksandthebuildingofalliances;collaboratesacrossboundariesandengagesincross-functionalactivities.Maintainsinternational,nationalandfederalcontactstobuildandstrengthensupportbase.ExternalawarenessHasexpertknowledgeofkeynationalandinternationalpolicies.Maintainsappropriatelevelofcontactandexpertisewiththirdpartiesandcanidentifyemergingtrends-political,economic,militaryandsocial.Developsshortandlong-termplansanddetermineshowbesttopositiontheCoastGuardandAuxiliarytoachievebothmissionandlong-termcompetitiveadvantageEntrepreneurshipFostersaculturethatencouragesthedevelopmentandmarketingofnewmethodswithinoroutsideoftheAuxiliary.Establishespolicyandprovidesguidanceconcerningentrepreneurshipandacceptableentrepreneurialrisks.Politicalsavvy(awareness,knowledge)IsanexpertinidentifyingtheinternalandexternalpoliticsthatimpacttheAuxiliaryandtheCoastGuard.DevelopsCoastGuardpolicyandguidancereflectingorganizationalandpoliticalreality.StrategicthinkingFormulateseffectivestrategiesconsistentwiththeroles,missionsandstrategyoftheAuxiliary.Examinespolicyissuesandstrategicplanningwithalong-termperspective.Determinesobjectivesandsetspriorities,anticipatespotentialthreatsoropportunities.Developsoverarchingstrategicplan(s)atthenationallevelconsistentwithCoastGuardguidance.

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MethodsforGainingandDemonstratingCompetenceAsnotedabove,Auxiliaristsareadiversegroup.Somehaveextensivecivilianleadershiptrainingandexperience.Othershavehadmorelimitedopportunities.ToensuresuccesstheAuxiliaryneedscapableleadersatalllevelsintheorganization.TheabovesectionsdefinetheminimumexpectationsforleadersateachlevelintheAuxiliary.ThissectionidentifiestheintendedperformanceleveltargetsforeachofthemajorAuxiliaryleadershiptrainingcourses.InadditiontoAuxiliarytrainingcourses,thereareotherresourcesavailabletoAuxiliarists.CheckwithyourMemberTrainingStaffOfficerforavailablesources.ManyDistrictspublishDistrictPolicyManuals.Auxiliarymembersatalllevelsareencouragedtoutilizetheseresources.Thesectionbelowdescribesthespecificleadership/managementcoursesintendedforeachlevelandtheminimumperformanceleveltargetsforeachoftheseintermsofthe28leadershipcompetenciesexpectedofgraduatesofthesecourses.Threetargetperformancelevelsareincluded:

1. Awareness:TheAuxiliaristisawareoftheconceptandcandefineitsmeaning.

2. Application:TheAuxiliaristiscapableofapplyingtheconceptsandprinciplesoftheleadershipcompetencyinhis/hercustomaryworkenvironment(e.g.,attheFlotilla,Division,District,orNationalLevels).

3. Overall responsibility: The Auxiliarist has awareness, application skills, andoverall responsibility for ensuring that members in their care have sufficienttrainingandskills.

Inthedescriptionsbelow,thesethreelevelsaredenoted1,2,3,4,and5respectively.LevelOne:MemberCurrently,thetwocoursesspecificallytargetedforthememberaretheBasicQualificationsCourse(BQC-II)andtheAuxiliaryFlotillaLeadershipCourse(AFLC).TheBasicQualificationsCourseisanintroductiontoAuxiliary.Althoughsomeleadershipmaterialisincluded(atleastimplicitly)thecourseprovidesbackgroundmaterial.Nonetheless,therecommendedAuxiliaryFlotillaLeadershipCoursecontainstargetperformancelevelsformanycompetenciesnotcoveredbytheBasicQualificationsCourse.Members(withoutotherAuxiliaryoffice)arealsoexpectedtolearnleadershipcompetenciesbyobservationofelectedandappointedleaders(on-the-jobtraining)andbyutilizinggeneralmaterials,suchasthereadinglistspublishedbytheCommandantoftheCoastGuardandDistrictCommodoresaswellasno-costFederalEmergencyManagementAgency(FEMA)leadershipcourses.

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LevelTwo(FC,VFC,FSO,BCandBA) AuxiliaristsatleveltwohavecompletedtheBasicQualificationCourseand(inmanycases)theAuxiliaryProceduresCourse(APC).Additionally,theyshouldhavecompletedmoreadvancedAuxiliaryLeadershipandManagementSchool(AUXLAMS).However,thecoursespecificallytargetedforthisgroupistheAuxiliaryFlotillaLeadershipCourseandlocalorDistrictFlotillaCommandersAcademy(FCA).Inthecategoriesof“LeadingSelf”and“LeadingOthers”theperformancelevelsaretypically“2s,”meaningthattheyhavenotonlyanawareness,butalsoarequalifiedtoapplythesecompetencies.Inthecompetencygroups“LeadingPerformanceandChange”and“LeadingtheAuxiliary”withafewexceptions(e.g.,conflictmanagement,customerfocus,financialandHRmanagement)theanticipatedtargetperformancelevelsareall“1s.”LevelThree(DVC,DCDR,VCDR,SO,NationalDVC) AuxiliaristsatlevelthreeshouldhavecompletedtheBasicQualificationCourseand(inmanycases)theAuxiliaryProceduresCourse(APC),theAuxiliaryLeadershipandManagementSchool(AUXLAMS),andtheFlotillaCommandersAcademy.Additionally,theyshouldhavecompletedtheAuxiliaryMid-LevelOfficerCourse(AMLOC)thatisspecificallydesignedforlevelthreeleaders.Inthecategoriesof“LeadingSelf”and“LeadingOthers”theperformancelevelsaretypically“2s,”meaningthattheyhavenotonlyanawareness,butalsoarequalifiedtoapplythesecompetenciesattheleveloftheAuxiliaryDivisionwithinaDistrictoraDivisiononNationalStaff.TheAuxiliaryexpectsthatleadersatthislevelwillhavesuperiorcommunicationskills,sothiscategoryisassigneda“3.”Inthecategory“LeadingPerformanceandChange”AMLOCisexpectedtohelpthemachieve“2s”and“3s”formanycompetencies,whichreflectstheirincreasedresponsibilitiesatthisperformance/responsibilitylevel.AMLOCisnotexpectedtoprovideadditionaltraininginstewardship,technologymanagement,financialmanagement,orhumanresourcemanagementbecausethesecompetencieshavebeenaddressedatleveltwo.AMLOCintroducesinformationrelevanttothe“politicalsavvy”competencyasthisbecomesmoreimportantatthisperformancelevel.LevelFour(DIR,DCOS,DCAPT,DDC,DIR,DIR-dandDSO) Auxiliaristsatlevelfourhavehadtheopportunitytocompleteallcoursesforlevelthreeleadership:theBasicQualificationCourseand(inmanycases)theAuxiliaryProceduresCourse(APC),theAuxiliaryLeadershipandManagementSchool,theFlotillaCommandersAcademy,andtheAuxiliaryMid-LevelOfficerCourse.Additionally,theyshouldhavecompletedtheAuxiliaryUpperLevelOfficerCourse(AULOC).Thiscourseisspecificallydesignedforlevelfourleaders.Theresponsibilities

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atlevelfourchangequiteabitfromlevelthreeleadershipcompetencies.ThiscoursefocusesontheDistrictCaptains,NationalDirectorsandDistrictStaffOfficersandtheirattainmentof“3s”inAccountabilityandResponsibility,EffectiveCommunications,ConflictManagementandProcessImprovement.ThecoursewillalsopreparethelevelfourleaderswithmoreadvancedTeamBuildingskillstoenhancetheirDistrictandDepartmentprojects.Thisenablestheleaderstonotonlyapplythesecompetenciesintheirworldofwork,buttoalsoberesponsibletoensurethatthemembersintheircarehavethepropertrainingintheseareas.TheUpperLevelOfficerCoursewillnotfocusonmanyofthecompetenciesthatarelistedinthecategoryof“LeadingtheAuxiliary.”LevelFive(NEXCOM,ANACO,DCO,DCOS) LevelfiveleadershaveshouldhavehadtheopportunitytocompletetheBasicQualificationCourseand(inmanycases)theAuxiliaryProceduresCourse(APC),theAuxiliaryLeadershipandManagementSchool,theFlotillaCommandersAcademy,theAuxiliaryMid-LevelOfficerCourse,andtheAuxiliaryUpperLevelOfficerCourse.TheAuxiliarySeniorOfficerCourse(ASOC)isactuallydesignedtopreparememberstotransitiontolevelfive,tothepositionsofDistrictChiefofStafforAssistantNationalCommodore.ASOCemphasizes“3s”inmostofthecompetenciesitteaches.DCOSs,ANACOSandDCOswhocompletethiscourseareexpectedtomastercompetenciesinallfourcategories.Follow-uponadditionalcompetenciesisdonewiththelevelfiveleadersthroughworkshopsandindependentstudyprojectsrelativetotheirpositions.WiththeexceptionofBQC-II,theleadershipcourseopportunitieslistedarenotmandatory.However,itissuggestedthatmemberswhowishtoadvancethroughtheelectedandselectedleadershipchainsoftheAuxiliary,shouldmakeeveryefforttocompleteallcourseofferingsateachlevel.Successfulleadershipcoursecompletionwillenhancethemember’stransferableskills,bringthememberintoalignmentwithorganizationnorms,andenhancetransitionsfromoneleadershipleveltothenext.