1. LEADERSHIPLEADERSHIP 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 2

3. BEING A LEADER Leadership is the process of providing direction, energizing others, and obtaining their voluntary commitment to the leader’s 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 3

4. SIX QUALITIES OF EFFECTIVE LEADERS I. Ethics You 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. 4

5. SIX QUALITIES OF EFFECTIVE LEADERS II. Empathy Show that you care about other’s 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. 5

6. SIX QUALITIES OF EFFECTIVE LEADERS III. Curiosity Keep 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. 6

7. SIX QUALITIES OF EFFECTIVE LEADERS SIX QUALITIES OF EFFECTIVE LEADERS IV. Vision Learn 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. V. Courage It takes courage to follow your dreams. Face your fears. Learn about them and then master them. 7

8. SIX QUALITIES OF EFFECTIVE LEADERS VI. Communicate You 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. 8

9. TRANSACTIONAL VS. TRANFORMATIONAL LEADERS TRANSACTIONAL VS. TRANFORMATIONAL LEADERS Transactional leaders Transactional leaders focus on: Keeping an organization running smoothly and efficiently Commitment to “follow the rules” Transformational leaders Transformational leaders tend to be more visionary and concerned about charting a mission and direction 9

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 P’s of Leadership on the website. How does this list relate to the leadership theories?Five P’s of Leadership 10

11. ELEMENTS OF LEADERSHIP 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. 11

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.28 competencies 12

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).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. 13

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. 14

15. CREATING A LEADERHSIP STRATEGY 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.Leadership Strategy 15

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. 16

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 17

18. TRAINING AVAILABLE “C” Schools (watch the Web for schedules)\ National Training Department AUXLAMS road shows District conferences District seminars 18

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. 19

20. THE PLAN A plan should be developed that includes: A calendar (conflict avoidance) Goals Budget 20

21. LEGAL ITEMS Contracts can be signed by an FC ONLY after DSO-LP approval Donations Fund raising 21

22. DIVERSITYDIVERSITY 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. 22

23. DIVERSITYDIVERSITY The Diversity division’s 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 Don’t assume anything Make friends with people different from you. Avoid telling ethnic or sexual jokes Make your feelings known 23

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 24

25. MEMBER TRAINING IT, VE, PV, and APC examinations are administered at the Flotilla FC’s may obtain paper copies of test from ANSC. Encourage online testing. FC’s certify a member’s test completion score and training mission completion to the appropriate IS staff person for input. 25

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 26

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. 27

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. 28

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. 29

30. OTHER TOPICS IN THE FPM Courtesy, Protocol, and Ceremonies The Auxiliary’s Electronic World Staff Duties Flotilla Correspondence 30

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. 31

32. RESOURCESRESOURCES Exercises: Dilemmas of LeadershipDilemmas of Leadership Leadership Activities The Unit Leadership Development Program (ULDP). Select the “Open Access to Resources” link at http://learning.uscg.mil/uldp.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 | ZABCDEFHIMO PRS 32

33. 33 Click on the box to access the USCGAUX AUXWeb