1. Welcome Back to ACHS and JROTC Lead, Follow or Get out of the Way

2. Objectives Become better acquainted with class members. In process. Define expectations

3. Expectations –Set the Standard –Be an adult –Lead, follow or get reassigned –Be responsible/accountable –My expectations of you should not be higher than your expectations of yourself –Grading Leadership PT Uniform Plan, coordinate, and supervise the execution of assigned projects Lead, Follow or Get out of the Way

4. In Process –JROTC Registration Form –Parental Release Form –Publication Release form –Review packet –ID Card – Goal and Objectives Lead, Follow or Get out of the Way

5. Identity Cards My Goals are: You are successful if: Name: One word to describe myself is: In my opinion, the purpose of ROTC is: S – Specific M – Measureable A – Achievable R – Relevant T – Time Bound

6. Lead, Follow or Get out of the Way Identity Cards My strengths are: My areas needing improvement are: Back of Cards

7. Lead, Follow or Get out of the Way JROTC and YOU How can this program help you achieve your goals? What are the benefits of belonging to an organization? What aspects of the organizations make membership appealing?

8. Lead, Follow or Get out of the Way Core Abilities Build your capacity for life-long learning Communicate using verbal, non-verbal, visual, and written techniques Take responsibility for your actions and choices Do your share as a good citizen in your school, community, country, and the world Treat self and others with respect Apply critical thinking techniques

9. Lead, Follow or Get out of the Way Competencies Make a decision Perform a skill Perform a service Solve a problem Create a product

10. Lead, Follow or Get out of the Way Program Outcomes Maximize potential for success through learning and self-management Develop leadership skills Incorporate principles of mental and physical wellness into behaviors and decisions Build effective relationships with peers, co-workers, and the community Apply physical and political geography to building global awareness Correlate the rights and responsibilities of citizenship to the purposes of U.S. government Relate events in U.S. history to choices and responsibilities Americans have today Characterize the role of the military and other national service organizations in building a democracy and maintaining peace in a democratic society

11. Lead, Follow or Get out of the Way Atlantic Community High School JROTC Program Ethos: Hard Work Good Education Leave things Better than you found them

12. Battle Rhythm Role Call/Attendance (CSM) Weekly Staff Update Use your phones as a tool to manage your schedule Assign duties Work to accomplish objectives Lead, Follow or Get out of the Way

13. August Priorities Get all cadet information updated in JUMS Conduct Fitness Assessment ID “Fit 4 Life” Goals Issue uniforms as required Get to know each other Develop an overall plan for this SY Start planning process Lead, Follow or Get out of the Way

14. Task Analysis Specified Tasks - things you must do/were told to do Implied Tasks – things you must do, but were not specifically told to do “assume” Essential Tasks – thing you must do or the task will not be accomplished to standard Determine the critical path

15. Goals and Objectives End State. Start with the end in mind –We are successful if? How is success defined? Success Criteria (SMART) –Specific –Measurable –Achievable –Realistic –Timely What mechanism will be used to reach success What person, place, thing, or action is critical to success –Where will the plan/event fail or succeed –When is the plan/event at the most risk –Who is managing the critical path/activity

16. What were the goals? Were they met? What did we do well? What could we have done better? Recommendations! Start with end in mind We are successful if: Goals and Objectives Measurable Realistic Definable G Goals G Task Analysis G Develop / Communicate a Plan G Coordinate Supervise Follow-up G AAR Specified Implied Essential – Determine the Critical Path Rehearse Talk thru Walk thru Full rehearsal Focus on the critical Path Check back with people Staff Action Worksheet Task-Action Officer-Suspense Critical path LOI/Brief Background Duties and Responsibilities Coordinating Instructions Timeline (1/3 2/3 Rule) Develop Options Suitable, Feasible Acceptable, Complete, Distinguishable Analyze Options Determine criteria Analyze Options Decide The Process EXECUTION

17. Develop/Coordinate/ Communicate a Plan Staff Action Worksheet –Task-Action Officer-Suspense Develop Options –Suitable, Feasible –Acceptable –Complete –Distinguishable Analyze Options –Determine criteria –Analyze Options –Decide LOI/Brief –Background –Duties and Responsibilities –Coordinating Instructions –Timeline

18. Develop Courses of Action Suitability - Must accomplish the mission and comply with the commanders guidance Feasibility – must accomplish the mission within mission parameters/constraints Acceptability – Advantages must outweigh costs Distinguish ability – COAs are significantly different Completeness – must include all required elements and provide for flexibility

19. Types of Briefings Information – intended to inform the listener Decision – intended to obtain an answer or a decision Mission – used to provide operation information required to accomplish a mission Staff – designed to coordinate or unify an effort

20. COA Briefing 1. Purpose of the Briefing (information, decision…) 2. Briefing Agenda 3. State the problem/restate the mission 4. Background (as required) 5. Facts that influence the problem or its solution 6. Assumptions necessary for a logical discussion of the problem 7. Courses of Action (at least 2, 3 is best) 8. Decision Criteria (include a decision matrix) 9. COA Analysis 10. Recommendation

21. Prepare Order/ Letter of instruction 1. Background 2. Mission – Purpose - Goals 3. Concept - Discussion of what/how the activity will be conducted Overall responsibilities Organizational responsibilities Individual responsibilities Coordination Instructions (instructions for two of more people/organizations Timeline Equipment requirements Chain of command Communications requirements. 4. Point of contact information

22. Conduct AAR Review goals and objectives Determine if your goals and objectives were met Discuss things that went well Discuss things needing improvement Write report Subject – Discussion – Recommendation Include the good, bad and ugly

23. Why do people and organizations not perform to standard or not comply with policies

24. NON-COMPLIANCE DON’T KNOW CAN’T COMPLYWON’T COMPLY NEVER KNEW FORGOT TASK IMPLIED FEW RESOURCES DON’T KNOW HOW IMPOSSIBLE NO REWARD NO PENALTY DISAGREE Root Cause Analysis Systemic Solutions

25. DON’T KNOW - WHY NOT? Never knew -- -- may be systemic problem getting guidance down to user level. Forgot -- -- usually a local/personal problem; Task implied -- -- could be lack of experience or specific guidance.

26. CAN’T COMPLY - WHY NOT? Scarce resources/ low priority -- look at the big picture. Don’t know how -- -- lack of training Impossible -- -- determine if the task is even do-able

27. WON’T COMPLY - WHY NOT? No reward -- -- look for incentives No penalty -- -- nobody cares Disagree -- -- seek exception to policy; Try to change the rules.

28. Root Cause Analysis as a Flow Chart COMPLIANCE? (MEET STD?) START YES GOOD NEWS! (SPREAD IT AROUND!) NO KNOW ABOUT REQ & STD? NO ROOT CAUSE MAY BE; NEVER KNEW IMPLIED TASK FORGOT YES SUFFICIENT RESOURCES? NO WHICH RESOURCE LACKING; TIME?MANPOWER? MONEY?EQUIPMENT? FACILITIES?KNOWLEDGE? YES THEN THEY CHOSE NOT TO COMPLY WHAT ARE REWARDS FOR MTG STD? WHAT ARE PENALTIES FOR NOT MTG STD? WHY DID THEY CHOOSE NOT TO COMPLY?

29. Project 1.Select three `Service Learning projects. At least one project must be a class project. 2.List goals for each project, you must have at least one service goal and one learning goal. 3.Make a decision matrix and choose the project you want to execute. 4.Do a task analysis, include when and who. 5.Brief the class