1. Describe the organizational climate you and your commander want to have in your company during the cadre period.

Transcription

1 Duty Position: Company 1SG 1. Describe the organizational climate you and your commander want to have in your company during the cadre period. 2. Describe how you plan to influence such an organizational climate as the 1SG. Include how you will use communications, the NCO support channel, and your personal example to do so. 3. What are your expectations of the cadre NCOs? 4. How and when will you communicate these expectations to them? How will you ensure they understand them? 5. How will you help them meet these expectations? 6. How will you indirectly supervise the cadre platoon sergeant? 7. What specific missions (task and purpose) will you assign the clerks during the cadre period? 8. What are your and your commander s expectations of the company (-) during the cadre period? How will you use communications, the NCO support channel, and your personal example to do facilitate accomplishment of these expectations?

2 Duty Position: Drillmaster 1. What does it mean to control something in the sense of command and control? 2. How will you control drill instruction for your commander during the cadre period? 3. How will you train and certify the cadre NCO trainers on the blocks of drill instruction for which they are responsible? 4. How will you track the training progress and status of the cadet recruits on each drill task? 5. How will you use hip pocket and opportunity training to train drill and ceremony tasks?

3 Duty Position: Supply Sergeant 1. What are the logistical support tasks that much be accomplished during cadre period? What is your specific plan for each? 2. How do you plan to do the equipment inventory during Challenge Week? 3. How will you control keys as cadet recruits move rooms? 4. What are and how will you execute your supply responsibilities regarding cadet recruits who are out-processing? 5. How will you receive logistical support guidance from the commander? XO? 1SG? 6. How will you report on the logistical status of the company to the commander?

4 Duty Position: Human Affairs NCO 1. What do you think are some observable indicators of a positive organizational human affairs/social climate during cadre period? 2. How will you gather data about those indicators and monitor them? 3. How will you report to the HAO the degree to which the organizational climate she desires is being established and maintained during cadre period? 4. What are your expectations of the HA CPL during the cadre period? What specific missions (task and purpose) will you assign him? How and when will you communicate this to him? 5. How will you help the HA CPL succeed during cadre period? How will you directly supervise him? 6. How will you use the NCO support channel to accomplish the HA mission? 7. The HA Team gets some of the best training of any cadre. How will you formally and informally share that information with the rest of the cadre NCOs? 8. What type of individual cadet emotional crises do you anticipate during the cadre period? How can you prepare for them?

5 Duty Position: Platoon Sergeant 1. When you Ask yourself if what I m about to do has any training value, what are some things that have historically occurred during the cadre period that would result in an answer of no? How will you hold yourself accountable in this area? How will you hold your NCOs accountable in this area? 2. What is the training objective (task, condition, and standard) for Hell Night? How will you ensure that the NCOs in your platoon accomplish this training objective? 3. How will you directly supervise your squad sergeants? 4. How will you indirectly supervise your squad corporals? 5. How will you deliberately, systematically, and habitually make the CTM style of leadership the standard in your platoon? 6. Describe what you consider to be the desired end state of the cadre period for the NCOs in your platoon? For the cadet recruits?

6 Duty Position: Squad Sergeant 1. Describe what a squad organizational climate that optimizes the ability of each cadet recruit to successfully transition to a fourthclass cadet looks like. 2. What do you think are some observable indicators of such an organizational climate during cadre period? How will you gather data about those indicators and monitor them? 3. What is the NCO business you will be doing during cadre period? 4. What are your expectations of your squad corporal during the cadre period? What specific missions (task and purpose) will you assign her? How and when will you communicate this to her? 5. How will you directly supervise your squad corporal? 6. What is your leadership plan for a weak but motivated cadet recruit? A weak and unmotivated cadet recruit? A capable and motivated cadet recruit? A capable but unmotivated cadet recruit?