LEADERSHIP

1
LEADERSHIP

• National Training Department

2
WHAT YOU WILL LEARN

• Leadership in the Auxiliary
• Leadership Tools Resources
• Management and Leadership Situations
• Know How and When to Act as a Transactional or
  Transformational Leader
• Adapt Leadership Style to Follower Needs
• Use Charisma to Influence Others
• Act as a Service Leader

3
BEING A LEADER

• Leadership is the process of providing
  direction, energizing others, and obtaining their
  voluntary commitment to the leaders vision.
•           YOU influencing others to achieve a
  goal!
• Leaders create, grow, and transform
  organizations.
• You cannot effectively lead without goals
• Goals give your leadership direction
• Direction gives your leadership purpose
• Purpose attracts followers and builds a strong
  unit

4
SIX QUALITIES OF EFFECTIVE LEADERS

1. EthicsYou need to have a clear sense of right
   and wrong. Define your values and beliefs and
   determine what you will and will not do to obtain
   your goals. People need to trust you. They need
   to see that you consistently choose courses of
   action that match your code of ethics. If you
   constantly switch sides depending on the
   popularly held opinion of the moment, your
   co-workers will not have confidence in you.

5
SIX QUALITIES OF EFFECTIVE LEADERS

• EmpathyShow that you care about others thoughts
  and ideas. Listen to them. Take time to learn
  about their strengths, weaknesses, and concerns.
  Ask them to help you meet a goal that will be
  beneficial to both. People need to know that you
  care about them and want what is best for them.

6
SIX QUALITIES OF EFFECTIVE LEADERS

• CuriosityKeep learning. Life moves quickly you
  need to keep up with it if you want to be
  effective. Use your knowledge to refine and reach
  your goals. Informed decisions are the only kind
  of resolutions you should make.

7
SIX QUALITIES OF EFFECTIVE LEADERS

• VisionLearn to see beyond the immediate. Reach
  into the chaos and pull out order. Offer
  solutions. You should know where you want to go,
  and you should have the ability to make plans for
  getting there.
• CourageIt takes courage to follow your dreams.
  Face your fears. Learn about them and then master
  them.

8
SIX QUALITIES OF EFFECTIVE LEADERS

• CommunicateYou must be able to express your
  interest in others and your total belief in your
  vision. Communication is the glue that ties it
  all together. Without that connection, everything
  else is nothing more than good intentions.

9
TRANSACTIONAL VS.
TRANFORMATIONAL LEADERS

• Transactional leaders focus on
• Keeping an organization running smoothly and
  efficiently
• Commitment to follow the rules

Transformational leaders tend to be more
visionary and concerned about charting a mission
and direction
10
LEADERSHIP IN THE AUXILIARY

• Key questions
• Do we have positional leadership?
• Do we have authority?
• Do we have the power to discipline?
• How do we get members to do what we need done?
• Find the Five Ps of Leadership on the website.
  How does this list relate to the leadership
  theories?

11
ELEMENTS OF LEADERSHIP

• Effective Leadership - the ability to work
  through others to accomplish a task.
• Leadership Development - the system by which an
  organization grows its workforce into leaders.
• Leadership Competencies - measurable patterns of
  behavior essential to leading.
• Leadership Performance Expectations - the
  knowledge, skills, attitudes, and abilities the
  Coast Guard requires of each individual.

12
COAST GUARD LEADERSHIP COMPETENCIES

• Leadership competencies are the knowledge,
  skills, and expertise the Coast Guard expects of
  its leaders.
• Leadership competencies are measurable patterns
  of behavior essential to leading. The Coast Guard
  identifies 28 competencies that are consistent
  with our missions, workforce, and core values of
  Honor, Respect, and Devotion to Duty.

13
COAST GUARD LEADERSHIP COMPETENCIES

• These competencies are classified into
  three broad categories for a majority of the
  workforce (see 28 Leadership Competencies (with
  descriptions).
• Leading Self 
• Leading Others 
• Leading Performance and Change 
• Leading the Coast Guard 
• Developing these competencies in all Coast
  Guard people will result in the continuous
  improvement necessary to remain always
  ready-Semper Paratus. 

14
CREATING A LEADERHSIP STRATEGY

• A leadership strategy will be required to
  implement strategies that call for changes in the
  direction or capabilities of the organization.
• Without proper leadership, even the best and
  boldest strategies die on the vine, their
  potential never realized.

15
CREATING A LEADERHSIP STRATEGY

• Read the Leadership Strategy paper to learn what
  a leadership strategy is and how to go creating
  one for your Flotilla that will forever change
  the way you develop leaders and create new
  leadership capabilities.

16
LEADING THE FLOTILLA

• Flotilla Commanders MUST conform to the rules and
  policies set by the CG.
• Members MUST honor their ethical obligation to do
  what they commit to do.

17
TOOLS AVAILIABE

• USCG web site
• Flotilla Procedures Manual (FPM)
• Auxiliary Manual
• Flotilla Standing Rules (sample rules are
  contained in the Flotilla Procedures Manual)
• AUXDATA / AUXINFO
• Flotilla Staff and members
• Division District officers
• Active duty personnel

18
TRAINING AVAILABLE

• C Schools (watch the Web for schedules)\
• National Training Department
• AUXLAMS road shows
• District conferences
• District seminars

19
THE TEAM

• The VFC is the Chief of Staff.
• Sample staff appointment letters and duties are
  in the Flotilla Procedures Manual.
• Each Flotilla must have the following appointed
  staff CS, FN, IS, MA, MT, PS, PA, PB and SR.
• Each Flotilla must also have at least one of the
  following appointed staff CM, NS(AN), PV, OP, PE
  or VE.

20
THE PLAN

• A plan should be developed that includes
• A calendar (conflict avoidance)
• Goals
• Budget

21
LEGAL ITEMS

• Contracts can be signed by an FC ONLY after
  DSO-LP approval
• Donations
• Fund raising

22
DIVERSITY

• The goal is to increase performance and
  productivity through diversity and inclusion.
  This is more than the recognition of differences
  it leverages the knowledge, skills and
  experiences of all members so the Auxiliary can
  develop the best talent, create an inclusive
  culture of our ranks as we grow.

23
DIVERSITY

• The Diversity divisions goal is to make
  diversity an organizational imperative and bring
  to us a treasure trove of different perspectives,
  insights as we reach out in areas where the
  auxiliary has not gone before.
• Be open about differences
• Dont assume anything
• Make friends with people different from you.
• Avoid telling ethnic or sexual jokes
• Make your feelings known

24
RETENTION AND GROWTH

• Every Flotilla needs new members to stay vital
  and active.
• MT is a key to retention of new and old members.
• Fellowship is a vital key to retention of
  members.
• Recognition needs to be given

25
MEMBER TRAINING

• IT, VE, PV, and APC examinations are administered
  at the Flotilla
• FCs may obtain paper copies of test from ANSC.
• Encourage online testing.
• FCs certify a members test completion score and
  training mission completion to the appropriate IS
  staff person for input.

26
MEMBER TRAINING

• AUXOP EXAMINATIONS
• Paper tests are ordered by submitting Form
  7026 to the District designee
• Must be proctored by an approved proctor
• Can be taken online with an authorized proctor

27
FLOTILLA MEETINGS

• The FC normally presides.
• The date, time and place should be agreed to by
  the members.
• A written agenda is a tool for a good meeting.
• Members should be encouraged to attend in
  uniform.

28
THE DIVISION

• The Division exists to support and provide
  direction to the Flotilla.
• The voting body of the Division is the DCDR,
  VCDR, IPDCDR, and the FCs.
• The DCO is an ex-officio member and, if absent,
  may appoint in writing a voting representative
  (COS(formerly VCO), DCPT, IPDCO).
• The VFC may substitute for the FC at Division
  meetings. If neither the FC or VFC can attend,
  then the IPFC shall be entitled to represent the
  Flotilla.

29
THE DIVISION(cont.)

• Division officers (elected and appointed) must
  work with and support their Flotilla counter
  parts.
• Flotilla officers (elected and appointed) must
  work with and support their Division counter
  parts.

30
OTHER TOPICS IN THE FPM

• Courtesy, Protocol, and Ceremonies
• The Auxiliarys Electronic World
• Staff Duties
• Flotilla Correspondence

31
THE UNITED STATES COAST GUARD ETHOS

• I AM A COAST GUARDSMAN.
• I SERVE THE PEOPLE OF THE UNITED STATES.
• I WILL PROTECT THEM.
• I WILL DEFEND THEM.
• I WILL SAVE THEM.
• I AM THEIR SHIELD.
• FOR THEM I AM SEMPER PARATUS.
• I LIVE THE COAST GUARD CORE VALUES.
• I AM PROUD TO BE A COAST GUARDSMAN.
•  WE ARE THE UNITED STATES COAST GUARD.

32
RESOURCES

• Exercises Dilemmas of Leadership
• Leadership Activities
• The Unit Leadership Development Program (ULDP).
  Select the Open Access to Resources link at
  http//learning.uscg.mil/uldp.
• Glossary
• Select a highlighted letter to go directly
  to the associated glossary words.
• A B C D E F G H I J K
  L M N O P Q R S T U V W X
  Y Z

33

Click on the box to access the USCGAUX AUXWeb