Transcript Responsibilities of a Staff Cadet/Officer

“Let the Journey Begin!”
THE RESPONSIBILITIES OF A STAFF
CADET/OFFICER
LEARNING POINTS
 Examine the Sea Cadet Creed
 Discuss the concepts of Responsibility,
Authority, and Accountability
 Describe your Certificate of Appointment
CORE VALUES
HONOR - "I will bear true faith and allegiance..." Accordingly, we will conduct ourselves in the
highest ethical manner in all relationships with peers, superiors and subordinates. We will be honest
and truthful in our dealings with each other and with those outside the Navy. Illegal or improper
behavior will not be tolerated. We are accountable for our professional and personal behavior.
COURAGE - "I will support and defend..." Accordingly, we will have courage to meet the
demands of our profession and the mission when it is demanding, or otherwise difficult. Courage is the
value that gives us the moral and mental strength to do what is right, even in the face of personal or
professional adversity.
COMMITMENT - "I will obey the orders..." Accordingly, we will demand respect up and down
the chain of command. We will care for the safety, professional, personal and spiritual well being of
our people. And we will show respect toward all people without regard to race, religion, or gender
SEA CADET APPOINTMENT
This appointee will therefore carefully and diligently
discharge the duties of the rate to which appointed by doing
and performing all manner of things thereunder pertaining.
And I do strictly charge and require all personnel of lesser
rate to render obedience to appropriate orders. And this
appointee is to observe and follow such orders and
directions as may be given from time to time by superiors
acting according to the articles governing the discipline of
the
NAVAL SEA CADET CORPS.
LEADERSHIP
Leadership
Accountability
RESPONSIBILITY
“The obligation to carry forward an
assigned task to a successful conclusion.
With responsibility goes authority to
direct and take the necessary action to
ensure success.”
RESPONSIBILITY
Not only are we responsible FOR our subordinates, but we
are responsible TO them.
• Provide for well-being
• Work performance, task completion
• Development
• Moral
• Education/training
• Maintaining standards of behavior
• Effective leadership
• Mutual respect and dignity
• Environment free of discrimination/harassment
• Be the example in behavior on ethics & values
PERSONAL RESPONSIBILITY
 Personal job performance
 Personal Behavior
Behavioral problems
 Ethical behavior and leadership
 Sexual Harassment/Fraternization
FOLLOWERSHIP
 Practice good followership
 Perform your duties to the best of your
abilities
 Effectively supervise subordinates
 Consider the well-being of your
subordinates
 Report inappropriate behavior
AUTHORITY
“The power to command,
enforce laws, exact obedience,
determine or judge.”
BASIS OF AUTHORITY
 Legal Authority
 Earned Authority
 Moral Authority
LIMITATIONS OF AUTHORITY
Organizational authority beyond that necessary
to fulfill assigned duties and responsibilities
should not be delegated. Authority should never
be delegated beyond the lowest level of
competence and may be limited by command.
ACCOUNTABILITY
“The leader must be accountable ‘period’! I think that
accountability is something that we’ve gotten away from in
the last few years. We tend not to make decisions on our
own, we do it by committee, and when we do it by committee,
then no one person is accountable. The leader must be
accountable for actions and decisions made, regardless of
their outcome, and meet personal commitments promptly and
fully. I couldn’t stress this more.”
ACCOUNTABILITY ASSOCIATIONS
Self
Family
Nation
Command
Spirituality
COMMUNICATING WITH OTHERS
COMMUNICATION ELEMENTS
M
E
S
S
A
TRANSMISSION
G
MEDIUM
E
Sender
FEEDBACK
Receiver
PERCEPTIONS
Perception is the act of gaining knowledge
through one of the senses: seeing, hearing,
touching, smelling or tasting. Since
perceptions differ, successful communication
occurs only when the receiver successfully
interprets the message as the sender intended.
ZONES OF INTERACTION
Intimate zone
Personal zone
Social zone
BODY LANGUAGE GESTURES
Eye contact
Face
Hands
Arms and legs

PSYCHOLOGICAL BARRIERS




Lack of common core experience
Fear
Distractions
Filtering
OPERATIONAL DEFINITION
“Clean this table.”
 For a working table…
 For a table where people would be eating…
 For a table where surgery will be conducted…
THE ELEMENTS OF LEADERSHIP
LEADERSHIP DEFINITION
Leadership is the art of inspiring,
guiding, and directing bodies of men and
women so that they ardently desire to do
what the leader wishes.
LEADERSHIP DEFINITION
“Leadership is the process of influencing the
activities of an individual or a group of
individuals in efforts toward goal achievement in
a given situation.”
LEADERSHIP SKILLS
Team Building
Influencing
Maintaining Self-control
Advising and Counseling
Developing positive expectations
Developing Realistic Expectations
Understanding
LEADERSHIP QUALITIES
High standards of performance
Moral courage
Dedication to the NSCC
Leads by example
Initiative
Loyalty
Accountability
MOTIVES OF A LEADER
Power
Drive
 Personalized
 Achievement
 Socialized
 Ambition
 Initiative
 Energy
 Tenacity
ONE-ON-ONE LEADERSHIP
“There is no substitute for knowing your
people.”
MANAGEMENT DEFINITION
“Management is the process of working
with and through individuals, groups, and
other resources to accomplish organizational
goals.”
MANAGEMENT FUNCTIONS
 Planning and budgeting
 Organizing and staffing
 Controlling and problem solving
 Process management and process
improvement
RESOURCE STEWARDSHIP
“Stewardship is the management of
another’s property, finances, or other
affairs.”
PDCA CYCLE
A Method for Continual Improvement
1. Plan a change
4. Act on what
or test
was learned
3. Observe the
effects of the
change or test
ACT
PLAN
CHECK
DO
2. Carry out the
change or test,
preferably on a
small scale
5. Repeat step 1, with new knowledge
6. Repeat step 2, and onward
ETHICS AND CORE VALUES
IMPACT OF VALUES
Behaviors
Individuals are more likely to “like” a
situation that supports their values and
to “dislike” those situations that do not.
MORALS
WRONG IS WRONG...
“Wrong is wrong even if everyone
agrees with it, and right is right even
if everyone disagrees with it.”
THE OATH
Honor
“I will bear true faith and allegiance . . .”
Commitment
“I will obey the orders . . .”
Courage
“I will support and defend . . .”
NAVY’S CORE VALUES
HONOR
Vice Admiral Stockdale’s conduct while imprisoned.
COURAGE
John Paul Jones’ actions in battle during the Revolutionary
war.
COMMITMENT
Adm. Sims set high standards for conduct of personnel,
battle readiness and cleanliness preceding WWI.