So, you joined a Squadron four years ago that had twenty
members “on the books” but really had five cadets showing each week, and the
Commander’s dog, “Fuselage” an eighteen year old mutt. Well, Fuselage has
gone to that big airport in the sky and you somehow have found yourself assigned as the
new Cadet Commander. Even better, your Squadron has recruits coming out of the woodwork,
and a pretty large selection of senior cadet NCO’s and a couple Cadet Officers. You
have two flights but you discover as you grow that there are more deserving cadets then
positions available for them. What’s a commander to do?
As the commander you have several different missions you are
trying to accomplish at one time. From 30,000 feet you have the famous: Aerospace
Education, Emergency Services, and the one closest to your heart-Cadet Programs.
Let’s zoom in on Cadet Programs, specifically Leadership Development.
In most Squadrons the best, most qualified, cadets will be serving
on the Cadet Command Staff. You of course are the cream of the crop and hold the position
of Cadet Commander. Your number two, Cadet Deputy Commander, is also right up there with
you in terms of being an all-around poster boy (girl) for the cadet program. You have two
good flight commanders and some fairly over qualified senior cadet NCO’s as flight
sergeants, but they the best leaders and they deserve a staff position, so they fill the
Flight Sergeant slots. Your best NCO is the First Sergeant, and she (he) is your right
hand girl (guy). Cadets are talking about leaving because they don’t see any slots
opening up for a position and they are fast burners, just like you.
It is time to drop back and begin to evaluate your staff. It is
time to open the doors to slotting cadets into executive staff positions. Now I am sure
you are saying, give me a list and I’ll fill the slots. Whoa boy, it doesn’t
work (at least not very well) that way. Each Squadron is different and you have to pick
and choose and grow as you “Develop a Cadet Staff” (I think I saw that phrase
somewhere before?).
In the cadet program we have books and tests on leadership. We
teach classes on leadership. We have schools for leadership. We go to encampment to learn
about and practice leadership. We choose cadets for leadership positions, give them
authority and responsibility, then we hold them accountable. (if we are doing our job
correctly). Leadership is more then teaching drill and doing call downs. It also includes
learning how a squadron works and doing some of that work to help it run smoothly. This is
where we pick up on building a cadet executive (or support) staff to work with their
Senior Member counterpart.
You still need to assign cadet officers as flight commanders, just
like encampment. Focus their efforts on being leaders for their flights, including having
them sit on the promotion review board for the cadets in their flights.
Assign cadets support staff roles with senior counter part.
Logistics (supply), PAO (does the monthly newsletter), Admin, Communications, Aerospace Ed
(he oversees the cadet mentoring program), Emergency Services (helps teach some ground SAR
courses and helps keep rosters and logs updated), Safety, Operations (works on various
things including special activities), and whatever other positions your Squadron has that
perform a worthwhile function on a regular basis. The idea is for the cadets to learn
about staff positions; we do that in writing and call it Staff Duty Analysis. (SDA) The
key here is we are looking for opportunities for leadership for the cadets who need and
deserve them. We are not looking to fill up a manning table with a bunch of names, i.e.
assign C/A Jones to that job he’s been in three weeks, got his first stripe fast, we
need a large staff, and we don’t really need anybody to do the job anyway.
When you get large enough, except for testing, each senior has a
cadet counterpart. Some do more then others but a big part of that is how much the cadet
wants to learn and do. If he wants to work hard he can almost do the job on his own with
moderate supervision.
Move cadets in and out of line and staff positions to broaden
their abilities. You have also opened up a new position for the Cadet Command Staff,
because someone has to watch over these folks so you will need a Cadet Executive Officer
to ensure that everything, and everyone, is working.
Build slowly, don’t try and fill every little slot if you
don’t have the right person for it. Get buy in and help from your Senior
Member’s to make it work. Keep your cadets focused and learning, and build you
Squadron into the largest in your Wing. |
Lt Col Knowles started his
cadet career wearing 1505’s in 1973. He achieved the rank of C/Lt Col, and at one
time or another served as the Cadet Commander of the Maryland Wing, the Cadet Commander of
Middle East Region, and commanded a squadron that was ranked #3 in the
nation. He has served as acting
Squadron Commander twice and is currently serving as Deputy Commander for Cadets of the
largest Squadron in Maryland: Bethesda-Chevy Chase Composite Squadron. He holds a Master
Rating in Cadet Programs, Operations, Aerospace Education and Senior Rating in ES. Lt Col
Knowles is a graduate of the USAF Inland Search and Rescue School, MER Staff College, and
National Staff College. He has graduated from five different Ground SAR programs and is
currently a rated GTL. He is also, as far as he knows, the only surviving Maryland Wing
Ranger from the dark ages. Those who concern themselves with such things will recognise
him as a frequent and insightful poster to the