Sweat pours down the face of the rigidly standing cadet, as he tries to keep his gaze fixed on the nebulous place his flight sergeant keeps referring to as "infinity." One thought fills his mind--do not mess up.

Depending on the environment, this cadet can cultivate that motivation for the next three months, or for the next 30 years. It is our responsibility as the leadership of the cadet program to create the optimal environment for the progression of these new members. Offered here is a recipe for the survival of cadets in the program.

The first of the tenets of survival in the cadet program is timing. This is most applicable to speaking. Too often, cadets have their careers halted because their opinions are offered at the wrong time. The cliché is very applicable, "There is a time and place for everything," and the converse is also true, "Strike while the iron is hot." Deciding if an action is premature or overdue comes from quickly evaluating the consequences of that action. If the outcome justifies acting now, act; if not, wait for a better time.

Next is the idea of restraint. We have lost many potentially successful cadets to impulse. The remedy: think before action, remembering that some battles are not worth winning. It is common for cadets to visibly overreact when faced with orders that they do not agree with. Generally (though not in matters of safety), the subordinate will succeed best by following orders, rising in prominence and position, and changing the rules to his or her liking when he or she earns the right to do so.

Another rule for survival is, "Do not let things slip." Too often we allow infractions to occur (disciplinary, procedural, uniform, etc.) and ignore them due to "relative unimportance" or "time constraints." The biggest fractures begin as the smallest cracks. Standards should always be enforced since making exceptions is a habit-forming activity.

The CAP cadet program should not be an environment in which subordinates or superiors are commonly offended. It is important to remain tactful in all situations. People are most productive when they are least offended. Treat issues of controversy delicately, being mindful of the phrases that offend. Attack issues, not people.

Sensitivity, the next of the tenets, is defined as mindfulness to the needs, goals, and emotions of subordinates. Understand that cadets are in the program to have fun, to learn, and to serve--in that order. Group and organizational goals are important, but not at the cost of losing the interest of those cadets who feel neglected.

We are tasked with solving problems, most of which are overwhelming (retention, recruiting, training, etc.). We have a responsibility to lead, and in leading, we must remain positive regardless of any overwhelming circumstance that befalls us. We must ensure that the corps will retain faith in us and in our program. A positive attitude is extremely important to preserve; we must be careful to mold it wisely.