1

Introduction and Key Secondclass Learning Objectives for the Military Pillar

Sergeant Academy

2

Introduction

• The purpose of the Corporal, Sergeant, 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. – All three Academies have the same basic curricula, although

due to resource constraints, the classes are conducted in different orders.

3

Introduction

• Sergeant Academy schedule– Day 1: Commandant’s Address – Day 2: Introduction and LDP Key Learning Outcomes

Orientation– Day 3: NCO Business– Day 4: How to Conduct PT Train-the-Trainer

(Summerall Field)– Day 5: NCO Duty Position Roles and Responsibilities– Three PEs during Graduation Week

4

Training Objective

• Task: Understand the LDP military pillar learning outcomes secondclass cadets will have to accomplish in the upcoming year and the supporting skills needed to be developed in order to achieve those learning outcomes

• Condition: Given A Guide for the Leader Development Program and a block of instruction in a classroom environment

• Standard: As part of a group, correctly identify the learning outcomes and supporting skills

5

2C Military Pillar Key Learning Outcomes

• Understand, apply, and execute CTM concepts to develop individuals and small groups

• Lead squad- and platoon- sized groups to complete a task to standards

• Maintain individual resiliency and apply CTM principles to grow squad- and platoon- sized unit resiliency

• Continue to develop career-building skills; develop a career-based resume

6

“Understand, apply, and execute CTM concepts…”

• What does it mean to “understand” CTM?– What are the five steps?– Why does The Citadel use this model?

• What does it mean to “apply” and “execute” CTM?– “Apply” means to “bring or put into operation or practical use.” – “Execute” means “to carry out or put into effect.”– Both suggest deliberate and observable action– At first you must consciously force yourself to systematically use the five

steps of CTM as your personal leadership philosophy, mission analysis, and problem-solving technique.

– With practice and repetition, it will become natural and instinctive.– How can you “apply” and “execute” CTM to your philosophical

approach to your NCO duties?

7

“Understand, apply, and execute CTM concepts…”

• How can you “apply” and “execute” CTM to the philosophical approach to your NCO duties?

• How can you “apply” and “execute” CTM to the practical approach to your NCO duties?

8

“…to develop individuals and small groups”

• In what areas do you anticipate developing individuals?– How does an individual’s

responsibility for himself and a leader’s responsibility for an individual intersect at the NCO level at The Citadel?

• In what areas do you anticipate developing small groups?– What does a “good squad” look like

at The Citadel? A “good platoon”?– What are the adjectives you would

use and the capabilities you would expect?

– How does the NCO leader make a difference?

9

“Lead squad- and platoon- sized groups…”

• What is the definition of leadership?• What are tools NCOs have available to influence others?

• What is principled leadership?• How do The Citadel core values shape leadership?

– As a sophomore you lead individuals and small groups under supervision.

– As a junior you will be supervising other leaders (corporals as squad sergeants, squad sergeants as platoon sergeants, and platoon sergeants as 1SGs)• How does having subordinate leaders impact your

leadership technique?

10

“…to complete a task to standards”• What are sources of standards at The

Citadel?• During what step of CTM are those

standards articulated to subordinates? Why is this such an important step?

• If you allow a training event to end without achieving the standard or if you walk past an individual who is not in compliance with the standard and do nothing about it, what have you just done?• What are the long-term repercussions of

this?

11

“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 experiences– How do you achieve this personal

awareness?– How does it impact you as an NCO

leader?– What are some specific challenges to

your resiliency you can anticipate in an NCO duty position?

12

“…and apply CTM principles to grow squad- and platoon- sized unit resiliency”

• Typical occurrences that could require your squad or platoon to demonstrate resiliency include:– Collective poor performance on an

inspection– The initiation of a new policy that the

majority of cadets do not favor– A change in key leadership – Mid-term exams– A devastating life crisis for one unit member– What are other examples?

13

“…and apply CTM principles to grow squad- and platoon- sized unit resiliency”

• You can help your unit demonstrate resiliency in these situations by– Keeping them focused on the vision, broader perspective,

context, and end state– Demonstrating optimism– Focusing on continuous learning– Using the different skills, personalities, and energies in the

squad to create balance– Tapping into campus resources such as the HA Team,

Chaplain, and the Counselling Center– How else?

14

“Grow unit resiliency” Scenario• The platoon worked hard to get ready for

the Commandant’s Inspection and did very well. In the subsequent weeks, though, standards slipped because the command emphasis was gone. Now routine personal and room appearance has declined to the point that each MRI yields three or four gross rooms, a couple cadets are late for each formation, and several cadets are blowing off their squad sergeants when they tell them they need haircuts

• How is this a resiliency issue?• Using the steps of CTM, describe how you

might promote unit resiliency as a platoon sergeant

• Set expectations

• Build basic skills

• Give feedback• Follow through

with consequences

• Work for growth in others

15

Open Discussion• What were some good

examples you saw this year of a sergeant demonstrating one of these key military pillar learning outcomes?

• What were some bad examples?

• Which of the secondclass military pillar key learning outcomes do you think will be the most challenging?

• Why, and how can you begin preparing for it now?

• Understand, apply, and execute CTM concepts to develop individuals and small groups

• Lead squad- and platoon- sized groups to complete a task to standards

• Maintain individual resiliency and apply CTM principles to grow squad- and platoon- sized unit resiliency

• Continue to develop career-building skills; develop a career-based resume

16

Next Lesson

• NCO Business– Taught in battalion classrooms