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Introduction and KeyThirdclassLearning 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.Allthree 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 scheduleDay 1: Introduction and LDP Key Learning Outcomes OrientationDay 2: Drill & Ceremonies Confidence-building ExerciseDay 3: Commandant’s AddressDay 4: NCO BusinessDay 5: CPL Duty Position Roles and ResponsibilitiesThree PEs during Graduation Week
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Training Objective
Task:Understand the LDP military pillar learning outcomesthirdclasscadetswill have to accomplish in the upcoming year and the supporting skillsneeded to be developed inorder to achieve those learningoutcomesCondition: GivenA Guide for the Leader Development Programand a block of instruction in a classroom environmentStandard: As part of a group, correctly identify the learning outcomes and supporting skills
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3C Military Pillar Key Learning Outcomes
Under supervisionLead by exampleUnderstand CTM leadership conceptsLead small groups to complete tasks or detail to standardsMaintain individual resiliency; apply CTM principles to grow small-unit resiliencyRefine personal career plan and develop a leadership resume
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“Under supervision…”
All cadet corporals have a direct supervisorFor Squad CPLs, that’s the Squad SergeantFor clerks, the 1SGFor armorers, the Supply SergeantFor HA CPLs, the HA NCOFor Recruiting CPLs, the 1SGWhat do you expect from your supervisor?
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“Under supervision…”
Leaders supervise byGiving instructionsGiving intentBeing presentChecking and recheckingGiving feedbackCoaching
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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, theability to intervene in personimmediately“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 immediatelyBlueBook 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 inspectionShe remains on the gallery as you go from room to room, observing your activityShe does not intervene unless errors, sloppy work, or lapses occurIf necessary, she is there to answer questions or resolve a problem that you can’t handleBy 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 yourselfIt is using the example of your behavior to influence othersHow can you do that?
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“Lead by example”
By “showing, not telling” subordinates, leaders:Model the desired behavior as an instructional aidProvide a tangible and relevant example subordinates can relate toCreate a consistency between word and deedDemonstrate 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 leadersWhat are the consequences of a leader’s actions not aligning with his words?
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“Understand CTM…”
Five Steps ofCTMSet expectationsBuild basic skillsGive feedbackINPUT+Follow through with consequencesPRIDEWork for growth in others
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CTM and the Squad Corporal at Morning Formation
Setexpectations“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 basicskillsLeading by example and “showing them, not telling them”GivefeedbackUse INPUT+ to quickly and professionally address both positive and negative behavior“Good looking shoes.”“You’re getting close to needing a haircut.”Follow through withconsequencesYou don’t need to always write a PR, but using PRIDE, all unsatisfactory performance must be addressed or else you have created a new standardPRIDE requires “even-handed” consequences… the standards articulated in your “expectations” apply to everyone, not just knobsWorkfor growth inothersTrain your 4C to be ready to be a squad corporal next yearLeverage stronger members of your squad to help those needing improvement
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Lead small groups…
Small group leadership is usuallyDirectFace-to-faceDone in a relatively certain and uncomplicated environmentDirect leadership optimizes leadership by exampleFace-to-face leadership is personal and requires the leader to have a detailed and specific relationship with his subordinatesThe 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 misfortuneWhat 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 experiencesHow do you achieve this personal awareness?Your resiliency can be bolstered by a supportive personal and professional networkHow 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 inspectionThe initiation of a new policy that the majority of cadets do not favorA change in key leadershipMid-term examsA devastating life crisis for one squad memberWhat are other examples?
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“Grow small-unit resiliency…”
You can help your unit demonstrate resiliency in these situations byKeeping them focused on the vision, broader perspective, context, and end stateDemonstrating optimismFocusing on continuous learningUsing the different skills, personalities, and energies in the squad to create balanceTapping into campus resources such as the HA Team, Chaplain, and the Counselling CenterHow else?
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“Grow unit resiliency” Scenario
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Open Discussion
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Next Lesson
Drill & Ceremony Confidence-buildingUnder the control of a class leader, form up in your company area and march to your company’s spot for parades onSummerallFieldBe in position onSummerallField NLT 1100A NCO will meet you there, give you a quick D & C orientation, and then you’ll each take turns marching the unit aroundThe objective is confidence-building rather than D &C precision
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