Troop One Training and Leadership Manual training page 1 of 53 TRAINING AND LEADERSHIP MANUAL. (Revised September 2014)

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1 Troop One Training and Leadership Manual training page 1 of 53 TROOP TRAINING AND LEADERSHIP MANUAL (Revised September 2014) I PROMISE TO READ THIS AND USE THIS TO DEVELOP MYSELF AS A LEADER IN TROOP ONE. MY NAME AND SIGNATURE

2 Troop One Training and Leadership Manual training page 2 of 53 Training Contents Scouting is a Values-Based Movement... 4 Mission Statement of the BSA... 4 AIMS OF SCOUTING... 4 METHODS OF SCOUTING... 4 Leadership Skills... 5 TWO Functions of Leadership Skills of Leadership From Wood Badge (about 1993)... 5 Seven Leadership Skills of NYLT... 9 Your Vision, Goals and Plans To Lead You Must Know How To Learn! How do you like to learn? General Suggestions for Good Meetings Suggested opening and closing for troop meetings The ten rules of leadership The seven sins of leadership Leadership Tips to Get You Started Learning to listen Feedback from others is a Gift Troop, Patrol and Team Development A Troop Self-Assessment Troop One Builds High Performing Teams Stages of Team Development Matching Leadership Style to Stages of Team Development Team Leadership and Team Development models in Scouting Troop and Patrol Organization TROOP LEADERSHIP Troop Organization Chart PATROLS Patrol Leader's Job Patrol Meetings Patrol Activities Patrols must have responsibility Patrols must Compete National Honor Patrol Award Role Plays for SPLs and the Patrols Patrol Leaders Council Types of Planning - Planning is central to the PLC PATROL LEADERS COUNCIL AGENDA, TROOP ONE Troop One Quarterly Planning Review at PLC meeting Your Job Descriptions Introduction to Leadership My Duties and Goals as a Troop One Junior Leader The patrol leaders code The senior patrol leader / assistant senior patrol leader team Here is the job of the assistant senior patrol leader in a nutshell: Assistant Senior Patrol Leader - Venture Assistant Senior Patrol Leader For Experienced Scouts (ASPL-Exp) The Senior Troop Guide, Troop Guides / New Patrol Leader Team The Patrol Leader/Assistant Patrol Leader team Here is the job of the assistant patrol leader in a nutshell: Patrol Leader - Venture Venture Crew Chief... 39

3 Troop One Training and Leadership Manual training page 3 of 53 Scribes Duties Scribe s Troop One Camping Record Date / / Quartermasters The Chaplain Aide HISTORIAN Bugler OA Troop Representative Job Description: FORMS Troop One Troop Meeting Plan Troop One Troop Campout Plan Troop One Leader Performance for event Service Hour Report Form Use of Silent Signals to have the troop assemble Setting up Camp, Troop One Style... 53

4 Troop One Training and Leadership Manual training page 4 of 53 SCOUTING IS A VALUES-BASED MOVEMENT MISSION STATEMENT OF THE BSA To prepare young people to make ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath and Law. AIMS OF SCOUTING 1. TO BUILD CHARACTER self-reliance self-discipline self confidence self-respect 2. TO FOSTER CITIZENSHIP how to be the best individual you can be how to thrive in a group setting 3. TO DEVELOP FITNESS Physical Mental Emotional Moral METHODS OF SCOUTING 1. Ideals 2. Patrols 3. Outdoors 4. Advancement 5. Personal Growth 6. Adult Association 7. Leadership Development 8. Uniform

5 Troop One Training and Leadership Manual training page 5 of 53 LEADERSHIP SKILLS TWO FUNCTIONS OF LEADERSHIP 1. To get the job done 2. To keep your group together 11 SKILLS OF LEADERSHIP FROM WOOD BADGE (ABOUT 1993) 1. COMMUNICATING What kinds of communication? How can you keep facts straight? Where can you use this skill? How can you evaluate your communication? 5W+H = Who, What, When, Where, Why, How? Summary Tell them what you are going to tell them Tell them Tell them what you told them Give them a summary See the sections Learning to Listen and Feedback is a Gift elsewhere in this manual. 2. KNOWING AND USING THE RESOURCES OF THE GROUP What are the skill levels of your patrol members? What outside interests and knowledge do individual patrol members have? What resources are available in the troop to help accomplish the goals of the patrol? 3. UNDERSTANDING THE NEEDS OF THE GROUP What are the characteristics of the patrol? What are the needs of the patrol? 1. Basic level needs (water, shelter, warmth) 2. Second level needs (Safety and security) 3. Third level needs (friends, association with others, and feeling of belonging) 4. Fourth level needs (recognition, self-esteem, and self-respect) 5. Fifth level needs (need for self-improvement, confidence, achievement, and growth to fulfillment, selfassurance) Before we can understand others' needs we need to understand our own needs first. Needs change based on time, place, situation, tenure in group.

6 Troop One Training and Leadership Manual training page 6 of REPRESENTING THE GROUP Phases of representation BSA means before, sitting and after. 1. Before sitting in council (find out what they want) 2. While sitting in council (act on their behalf) 3. After sitting in council (communicate the results) One champion emerges Your "voice" is heard One "voice" wins out From diversity comes unity 5. SETTING THE EXAMPLE Everything you do and don't do sets the example How? Obedient (following instructions) Trying hard Showing initiative Acting mature, using good judgment Knowing the job Be trained Read, read, read Positive mental attitude 6. PLANNING 1. Consider the task (RAD=reach a decision) 2. Consider the resources (RAD) 3. Consider the alternatives (plan B, then RAD) 4. WRITE DOWN the final plan (RAD) 5. Put the plan into action (RAD) 6. Evaluate afterwards (RAD) Verbal Rehearsal 1. What's the problem? 2. What's our goal? 3. Stop and Think. 4. Make a plan. 5. Do it. 6. Keep at it. 7. How did it go? Always answer these: What, Why, Where, When, Who, and How

7 Troop One Training and Leadership Manual training page 7 of CONTROLLING THE GROUP Why is this important? Nothing gets done otherwise To get attention To have a patrol not a mob To set the example To get more done in less time To get the job done To keep the group together To provide an opportunity for growth Leaders motivate by praise and challenges, not criticism and impossible tasks Praise anywhere Criticize in private Basic tools for controlling the group Observing Instructing Helping, if needed Inspecting Reacting Setting the example 8. EVALUATING Why evaluate? To set and maintain standards To improve patrol performance To recognize achievement To motivate Six questions 1. Did the job get done? 2. Did the job get done right? 3. Did the job get done on-time? 4. Did everyone take part? 5. Did they enjoy themselves? 6. Do they want more? Delicate balance between 1. Keeping the group together, and 2. Getting the job done. Evaluate while the project is underway, not only at the end. DON'T WAIT FOR A PROJECT TO FAIL!

8 Troop One Training and Leadership Manual training page 8 of EFFECTIVE TEACHING Steps 1. See a need (establish learning objectives) 2. Test (a discovery experience) 3. teaching/learning 4. Practice (application) 5. Check it out (evaluating) A discovery experience is not always planned Until the scouts are aware that they need to know effective teaching cannot take place (motivation). Effective teaching cannot take place without other leadership skills being used (for example, understanding the needs of the group) THE TEACHING EDGE 1. EXPLAIN the trainer explains how something is done. 2. DEMONSTRATE After the trainer explains, the trainer demonstrates while explaining again. 3. GUIDE The learner tries the skill while the trainer guides him through it. 4. ENABLE The trainee works on his own under the watchful eye of the trainer. The trainer s role in this step is to remove any obstacles to success, which enables the learner to succeed The 4 part BSA Advancement Method 1. The Scout learns 2. The Scout is tested 3. The Scout is reviewed 4. The Scout is recognized 10. SHARING LEADERSHIP (AND SERVANT LEADERSHIP) Styles of leaders vary from most authority (big boss) to most group freedom. Which is best? THE LEADING EDGE Explaining Demonstrating Guiding Enabling Can each style be appropriate in different circumstances? Explaining for teams that are Forming Demonstrating for teams that are Storming Guiding for teams that are Norming Enabling for teams that are Performing See the sections on teams and servant leadership elsewhere in this manual

9 Troop One Training and Leadership Manual training page 9 of COUNSELING Counseling other scouts is a critical leadership skill Do more listening than talking Always strive to create a positive present as opposed to a negative past. One solution - Empathy, Invention, and Selection Empathy: put yourself into each person s position Invention: help the scout(s) think of possible solutions Selection: help the scout(s) select the best possible solution. Help the scout make the decision -- do not make it for him. If you tell the scout what to do, rather than allowing the scout to come to their own decision, it could backfire! Another Solution Express, Address and Resolve Express Address: Resolve: SEVEN LEADERSHIP SKILLS OF NYLT Of TLT, CLT, Kodiak, NYLT, and NAYLE. Even Wood Badge and PLC. 1. Creating a shared Vision of Success 2. Planning 3. Communication 4. Teaching EDGE 5. The Stages of Team Development 6. Servant Leadership 7. Leveraging Diversity Through Inclusiveness

10 Troop One Training and Leadership Manual training page 10 of 53 YOUR VISION, GOALS AND PLANS WHAT IS YOUR PERSONAL VISION And what is your vision for the troop? YOUR GOALS MUST BE SMART o Specific o Measurable o Attainable o Relevant o Time-Based Why are all of these so necessary? Use this space to take notes on the review of troop goals. WHAT PLANS MUST YOU MAKE TO ACHIEVE YOUR VISION?

11 Troop One Training and Leadership Manual training page 11 of 53 TO LEAD YOU MUST KNOW HOW TO LEARN! From Chapter 22 of an older Boy Scout Handbook Q. What is the force with the most power on earth? A. Knowing how to learn. How to gather Information: - look at life as a mystery and be a detective. 1. Looking - learn by observation. Other senses? Taste and touch? 2. Listening - make yourself aware. 3. Asking - When you are curious about something people are almost always willing to share what they know. Be polite. Arrange a time if they are busy. No question is too simple, none too silly. Unless you ask - you may never know. 4. Reading - read to yourself and to others. Let others read to you so as to improve your listening. Books hold adventures and provide a window into the past and the future. 5. Writing - Explorers going into new territory always write down their observations. Scientists keep notes of their discoveries. Keep a journal. Get a notebook and write something every day. Put special things in your journal. 6. Learning by Doing. Think you can read about how to ride a bike and then get on for the first time and be good at it? You must try to do things yourself. 7. Learning by teaching. You learn more when you teach than when you learn it the first time. Boy Scout leaders are constantly use to teach the newer scouts and that makes the teacher better each time as well. Have Initiative - seize your opportunities. Strive to constantly do new and different things, go different places. Meet new people and listen to them - they will have different and interesting stories to tell. Look for chances to increase your knowledge. The hardest part of making a new friend is first saying hello. The hardest part of reading is opening the book. The hardest part of getting that merit badge is calling the counselor. Take initiative. Approach big Goals as small steps: A 20 mile hike is done one mile at a time, a one mile hike is done one step at a time. Nothing will happen unless you make it happen. You've got to get out of the chair, turn off the TV, and get going. Open a book and see what it says. Open your mind and see what you can put into it. Open your heart and let other people come inside. Make the most from life: Can you say: "I always hope for the best, prepare for the worst and accept whatever comes my way. And then I have fun no matter what." Challenges are the world s great teachers when you let them be. If you want to see life as full of opportunity and excitement, it will be. The choice is up to you. SELF RELIANCE

12 Troop One Training and Leadership Manual training page 12 of 53 Scouting skills improve your ability to take care of yourself rather than depending on others to do something for you. Scouting teaches independence. By knowing what to do, you develop trust in your own abilities. You have quite confidence that you will do your best no matter what happens. That's what self-reliance is all about. GOOD JUDGEMENT Doing the right thing and having wisdom are paramount. Good judgment is the ability to make wise decisions even under difficult conditions. You don't need great knowledge in order to use good judgment. You just have to do your best with what you already know. "Good judgment comes from having lived through lots of bad judgments." Don't let discouragement prevent you from learning from your mistakes. Chapter 23, 24, 27 HOW DO YOU LIKE TO LEARN? Go to and test yourself. VARK = Visual, Aural (hearing or listening), Read/Write, and Kinesthetic (hands-on) General Suggestions for Good Meetings Start on time Close on time Plan more, not less than you can actually do. Keep length of any activity to less than 20 minutes Stop activities when they are still fun Avoid wearing out good ideas Gaps during which nothing happens invite trouble. Pace the program fast so no one gets bored. Keep the adult involvement to a minimum Every meeting must have Action Variety Purpose

13 Troop One Training and Leadership Manual training page 13 of 53 SUGGESTED OPENING AND CLOSING FOR TROOP MEETINGS Version 1 March 30, :15 PM - Before meeting Stand-up PLC at the stage or place of assembly] SPL briefs all PL and TG on the nightly meeting plan Mobilization of Resources for the night will be checked Check on whether the plan can be delivered as envisioned SPL can call an audible as last minute changes may need to happen SPL gives specific direction to PL and reminds them to take charge and control their patrols. PLs get their flags and line up with their patrols. PL on the right side of the line, or in front of the column. 7:30 PM Start of Meeting Start on time SPL determines the opening o o Typical Opening is calling on the Program Patrol to lead Pledge, Oath, Law and Outdoor Code Patrol Leaders hold their patrol flag at the opening SPL calls for patrol leaders to report telling them how he wants them to report o o o o SPL could ask for how many are in attendance SPL could ask how much fun in one word they had on the last campout PL responds and salutes. After the SPL thanks the patrol for their report and returns the salute, the patrol should respond with their patrol cheer. SPL then tells everyone what is happening tonight at the meeting SPL will then direct to take charge of their for the next part of the meeting o o o o Patrol leaders; patrols Troop Guides or Patrol Leaders; patrols or teaching groups ASPLs (New, Experience, Venture); patrols Etc. SPL reminds all when to return 8:45 PM end of meeting Time is adjusted by SPL to be sure we can finish by 9:00 PM Patrols line up in a circle; PL with their flags, patrol members to the PL s left. That is the PL is on the right. SPL has checked with adults and assigned time to them, otherwise they do not speak. Announcements are made after recognition by the SPL Scoutmaster Time is the last thing SPL closes the meeting and first reminds service patrol to clean up.

14 Troop One Training and Leadership Manual training page 14 of 53 THE TEN RULES OF LEADERSHIP 1. Set an example. If your habits and actions are good, then your patrol members are likely to have good actions and habits. 2. Show your patrol members what and why a something needs done. Most people do not like to do something unless they know why they are doing it. 3. Ask for advice from your patrol members. Letting others help in making the decisions, makes them feel as part of the team, and the work will get done with fewer problems. 4. Let you patrol know that you support them. If a patrol member has an idea, and it may work, help them to try it. Even if it fails, it allows them and you to learn. And it will help promote new ideas. 5. Don't give orders. Suggest, direct and ask. 6. Emphasize skills, not rules. Judge the job of the patrol member by the results, not the method that the job was done. One person may be better at doing something a different way than another. 7. Give credit where credit is due. When someone does a job, let him know it was appreciated. 8. Praise in public. Telling someone that they did an excellent job in front of the other patrol members will help to encourage all members do better. 9. Criticize in private. When someone doesn't do a job properly, or is out of line, let him know in private. 10. Criticize constructively. The job of leader is to guide, teach and coach, not to pass or fail a person on a job. Give suggestions and discuss ways to do the job better.

15 Troop One Training and Leadership Manual training page 15 of 53 THE SEVEN SINS OF LEADERSHIP 1. Trying to be liked rather than respected. Don't except favors from others, or do favors for only certain people, just to be liked. Everyone is equal in the patrol, including the patrol leader. 2. Failing to ask for help or advice from your patrol members. Remember, this is a team. Everyone counts and should have input. 3. Failing to develop responsibility in each patrol member area give everyone a chance to the important jobs. Let him know that everyone else is counting on his part. 4. Failing to keep criticism constructive. When something goes wrong, don't assume who is at fault. Get all the facts, and try to work out solutions with everyone involved. 5. Not paying attention to complaints or suggestions. If someone complains, be certain you evaluate it to see if in fact there is a problem. If someone suggests something, look at the suggestion and discuss it before you decide not to use it. Perhaps it is a good suggestion, but just not complete period 6. Failing to keep people informed. When there is something going on in the patrol or troop, it is your responsibility to let your people know even if it means calling them on the phone. Patrol members cannot be prepared if they don't know. 7. Emphasizing rules rather than skills. Scouting is a learning activity. Rules must be followed, but there must also be some freedom to allow each person to grow individually.

16 Troop One Training and Leadership Manual training page 16 of 53 LEADERSHIP TIPS TO GET YOU STARTED This comes from the SPL handbook, but most of the ideas are good for everyone in leadership position. There are lots of ways to be a good senior patrol leader. Over time, you will learn many of them. The adult leaders of the troop and the other members of the patrol leaders council will help you put effective leadership methods into practice. On your own, you will also figure out much about leading through trial and error. All of that will take time, of course. The following tips can help you lead the troop right from the start. You may already have used some of them when you were a patrol leader or while you held other offices in the troop. These tips can prove effective in nearly every setting where you are called upon to be a leader: 1. Keep your word. Don t make promises you can t keep. 2. Be fair to all. A good leader shows no favorites. Don t allow friendships to stand in the way of treating all members of the troop equally. Get to know the interests of troop members and try to assign responsibilities to Scouts according to their strengths. 3. Communicate. A good leader knows how to get and give information so that everyone understands. You do not need a commanding voice, but you do need to be a good listener. Understanding what the members of the patrol are thinking will help you guide them in the right direction. 4. Be flexible. Meetings, campouts, and other patrol events will not always go as planned. Be open to new opportunities, and be willing to shift to a different plan if original expectations change. 5. Be organized. Time spent preparing for troop meetings and events will be repaid many times over. Ensure that the troop scribe keeps accurate notes of the decisions and assignments made by the patrol leaders council. Checklists and meeting agendas can be invaluable organizational aids. 6. Delegate. Among the greatest strengths of a good leader is the willingness to empower others to accomplish all they can. Most people like to be challenged. They want to be trusted to carry their share of the load. Encourage troop members to do things they can do well and to increase their knowledge and confidence by taking on tasks they have never tried. 7. Set the example. Whatever you do, Scouts in the troop are likely to do the same. Lead by example, both while you are in uniform and throughout other parts of your life. 8. Be consistent. Nothing is more confusing for a group than a leader who is one way one moment and the opposite a short time later. When the troop members know what to expect - from you, they will be more likely to respond positively to your leadership. 9. Give praise. Offer honest compliments whenever you can. A simple Nice job! can go a long way toward making a Scout feel he is contributing to the advancement of the troop. 10. Ask for help. Do not be embarrassed to draw on the many resources available to you. When confronted with a situation you do not know how to handle or just to get another opinion on a plan that seems to be going well ask experienced troop leaders for guidance and advice. 11. Criticize in private. There will be times when you must provide a Scout with critical feedback. Pull the Scout aside and quietly explain what he is doing wrong. Add a suggestion on how it should be done correctly. 12. Have fun. Most of all have fun learning to be a leader. Your joy and enthusiasm will spread to other Scouts and will help energize the activities of the troop.

17 Troop One Training and Leadership Manual training page 17 of 53 LEARNING TO LISTEN Why? (1) It connects us with others, and (2) It helps us make decisions and solve problems. Seek first to understand, then be understood. Stephen Covey ACTIVE LISTENING (1) Rephrase what you hear -- Let me understand what you are saying. Are you saying? (2) Check what you heard -- Is that what you mean and (3) Always be nonjudgmental. EMPATHETIC LISTENING (1) Put yourself in the speakers place, (2) Try to see things from the speaker s viewpoint, and (3) Try to understand how the speaker feels. FEEDBACK FROM OTHERS IS A GIFT TIPS FOR GIVING FEEDBACK 1. Consider your motives. Feedback should always be helpful. 2. Find out if others are open to receiving feedback. Rephrase what they are saying to be sure you understand. 3. Deal only with behavior that can be changed. 4. Deal with specifics, not generalities. 5. Describe the behavior; do not evaluate it. 6. Let the other person know the impact the behavior has on you. 7. Use an I statement to accept responsibility for personal perceptions and emotions. 8. Ask the person receiving the feedback to rephrase what they heard you say. TIPS FOR RECEIVING FEEDBACK 1. Seek out feedback. It will nearly always provide information to improve performance. 2. Listen carefully. Receiving feedback requires a heightened awareness. 3. Listen actively. Restate feedback in your own words so the speaker knows that you understood the message. 4. Listen emphatically. Put feedback in context by observing the speaker s body language, tone of voice and emotions. Consider the speaker s reasons for offering feedback. 5. Note how you feel when someone offers you feedback. Becoming angry or defensive can cloud your ability to listen effectively.

18 Troop One Training and Leadership Manual training page 18 of 53 TROOP, PATROL AND TEAM DEVELOPMENT A TROOP SELF-ASSESSMENT This is a self-assessment exercise designed to help highlight areas of troop success and to discover areas open to improvement. A troop that is succeeding should have a high score or should have numbers that continue to improve over time. Share the self-assessment with other youth leaders at meetings of the patrol leaders council, and use it to explore ways to make the troop better. Keep the self-assessment forms with the troop log so that you can compare troop performance over time. Scoring: Troop Meetings 3 points if the statement is always true about the troop 2 points if the statement is sometimes true about the troop 1 point if the statement is seldom true about the troop 1. Troop meetings are planned at the monthly patrol leaders council meeting. 2. The patrol leaders council uses the sevenpart troop meeting plan. 3. Troop meetings are run by the senior patrol leader. 4. Troop meetings are fun and full of action. 5. Skills instruction is divided into three levels of experience. 6. Boys and adults wear appropriate uniform at all troop activities. Patrol Method 7. The troop has both a new-scout patrol and a Venture patrol. 8. Each patrol has a patrol name. 9. Each patrol has a patrol flag. 10. Each patrol has a patrol yell or song. 11. Each patrol has its symbol on its equipment. 12. Patrol members all have patrol jobs. Camping 13. When the troop is camping, Scouts pitch their tents in patrol campsites. 14. Camping menus are planned and prepared by patrols. 15. The troop camps out at least 10 days and nights each year. 16. The troop attends a BSA-approved long-term camp. 17. The troop offers high-adventure opportunities for its older Scouts, often in the form of a Venture patrol. 18. All Scouts and adults are adequately trained in outdoor skills, including health and safety. Advancement Training 19. New Scouts achieve the rank of First Class during their first year in the troop. 20. All Scouts advance at least one rank per year. 21. Boards of review and courts of honor are held regularly. 22. The troop helps Scouts find opportunities to earn merit badges required for advancement. 23. Newly elected youth leaders are given Introduction to Leadership training. 24. Troop junior leader training occurs at least once a year. 25. Members of the patrol leaders council are encouraged to participate in the local council s junior leader training conference. 26. Scoutmaster and assistant Scoutmasters are fully trained. I 27. Troop committee has completed Troop Committee Challenge or its equivalent. Character Development 28. Members of the troop participate in at least 10 hours of service per year. 29. Scouts are encouraged to do a Good Turn daily.

19 Troop One Training and Leadership Manual training page 19 of 53 TROOP ONE BUILDS HIGH PERFORMING TEAMS Characteristics of High Performing Teams Purpose Empowerment Relationships and Communication Flexibility Optimal Performance Recognition and Appreciation Morale What to Observe in Groups Communication and participation Decision making Conflict Leadership Goals and roles Group norms Problem Solving Climate and tone High PERFORMing Team Rating Form Think how your team would rate on a scale of 1 3 (1 = low; 3 = high) Purpose 1. Members can describe and are committed to a common purpose. 2. Goals are clear, challenging and relevant to purpose. 3. Strategies for achieving goals are clear. 4. Individual roles are clear. Empowerment 5. Members feel a personal and collective sense of power. 6. Members have access to necessary skills and resources. 7. Policies and practices support team objectives. 8. Mutual respect and willingness to help each other is evident. Relationships and Communication 9. Members express themselves openly and honestly. 10. Warmth, understanding and acceptance are expressed. 11. Members listen actively to each other. 12. Differences of opinion and perspective are valued. Flexibility 13. Members perform different roles and functions as needed. 14. Members share responsibility for team leadership and team development. 15. Members are adaptable to changing demands. 16. Various ideas and approaches are explored. Optimal Productivity 17. Output is high. 18. Quality is excellent. 19. Decision making is effective. 20. Clear problem-solving process is apparent. Recognition and Appreciation 21. Individual contributions are recognized and appreciated by leader and other members. 22. Team accomplishments are recognized by members. 23. Group members feel respected. 24. Team contributions are valued and recognized by the organization. Morale 25. Individuals feel good about their membership on the team. 26. Individuals are confident and motivated. 27. Members have a sense of pride and satisfaction about their work. 28. There is a strong sense of cohesion and team spirit.

20 Leadership Manual page 20 of 53 STAGES OF TEAM DEVELOPMENT Productivity is about the skills of the group Morale is about commitment and enthusiasm. FORMING STORMING NORMING PREFORMING Explaining Demonstrating Guiding Enabling

21 Leadership Manual page 21 of 53 MATCHING LEADERSHIP STYLE TO STAGES OF TEAM DEVELOPMENT SERVANT LEADERSHIP The most effective leaders put those whom they are leading first. A good leader sees himself as serving those he leads, enabling their success Youth would rather not be told what to do Leadership is not about the patch! You must choose to lead Are you ready to take on leadership? The servant leader knows what success looks like, not only for that patrol or group, but for each member of the patrol or group. THE LEADING EDGE Team Development Stage Forming Storming Norming performing Best Leadership Approach Explaining Demonstrating Guiding Enabling When a team starts to learn a new skill or work toward a new goal, it will go back to the Forming stage. A team can slip back to a previous stage if it runs into barriers or has failures, or if it loses or adds members. A leader should adjust his approach to match the current stage of team development.

22 Leadership Manual page 22 of 53 TEAM LEADERSHIP AND TEAM DEVELOPMENT MODELS IN SCOUTING Explaining = Directing Demonstrating = Coaching Guiding = Supporting Enabling = Delegating Forming=Orientation Storming = Dissatisfaction Norming = Resolution Preforming = Performance TROOP AND PATROL ORGANIZATION TROOP LEADERSHIP

23 Leadership Manual page 23 of 53 Adults Troop Committee Chartered Representative Committee Chairman Advancement Chairman Others Scoutmaster Number one job Training boy leaders to run the troop is the Scoutmaster s most important job. Baden- Powell Number two job Train Scouts to do a job, then let them do it. Baden-Powell Remember Never do anything a boy can do Baden-Powell Provides for safety Makes sure that events happen Observes and counsels scouts Advises the PLC and coaches the SPL Has final authority Uses Assistant Scoutmasters to help accomplish the program ASM for operations and programming ASM for new scouts ASM for Venture YOUTH Troop Officers Senior Patrol Leader Assistant Senior Patrol Leader, ASPL-Exp and ASPL-Venture Senior Troop Guide (also known as ASPL-New) Patrol Leaders Troop Guides (PLC in this Box) Instructors Patrol Instructors Quartermaster Scribes Troop Historians Troop Librarians Den Chiefs Chaplain Aide Junior Assistant Scoutmaster OA Troop Representative

24 Leadership Manual page 24 of 53 TROOP ORGANIZATION CHART Empowering boys to be leaders Troop One Builds Leaders Also Den chiefs This is the best thing you can do for recruitment! This is excellent leadership development

25 Leadership Manual page 25 of 53 PATROLS Why? Friends Small Size Responsibility Frees adult leaders for other duties Democratic experience Nothing else seems to work According to Robert S. S, Baden-Powell The patrol method is not a way to operate a Boy Scout troop, it is the only way. Unless the patrol method is in operation, you don t really have a Boy Scout troop. PATROL LEADER'S JOB He is elected by his patrol members. He appoints each member to a patrol job so all can share in leadership Assistant Patrol Leader Scribe Quartermaster Grubmaster Cheermaster He takes the lead in planning and steering regular patrol meetings and activities He controls the group He helps members to advance, and may teach Scouting skills He encourages members to recruit new boys to fill patrol vacancies He represents members on the Patrol Leader's Council, and reports to the patrol the decisions of the council He sets a good example by Working on his own advancement Wearing the uniform Taking junior leader training, and Living up to the Scout Oath and Law See more information on the patrol leader elsewhere in this manual and the supplement called the patrol leader.

26 Leadership Manual page 26 of 53 PATROL MEETINGS Patrol follows a planned and businesslike agenda Scribe takes attendance, dues, and reads from the patrol log APL reports on advancement PL reports on recent PLC meeting Perhaps skill instruction or skill practice Play a game Planning for next patrol meeting, for patrol assignment at the next troop meeting, for next hike, service project, fundraiser, or camp. PATROL ACTIVITIES A patrol may hold its own events without the entire troop (see our policy for rules on this) A patrol may never conflict with or bypass a troop activity Safe fun is better than any other kind Outdoor experiences will require two-deep leadership PATROLS MUST HAVE RESPONSIBILITY Planning Room preparation Demonstrations Games Cooking Cleaning... The works PATROLS MUST COMPETE Can a patrol beat the other patrols? Can a patrol beat its own records? Celebrate winners Competition in skills, fun events, advancement, attendance, uniform, recruiting, etc.

27 Leadership Manual page 27 of 53 NATIONAL HONOR PATROL AWARD The national honor patrol award is given to patrols whose members make an extra effort to have the best patrol possible. A patrol can earn the award by doing the following over a period of three months: Requirements 1. Have a patrol name, flag, and yell. Put the patrol design on equipment and use the patrol yell. Keep patrol records up to date. 2. Hold two patrol meetings every month. (SM note and keep a record of those meetings) 3. Take part in at least one hike, outdoor activity, or other scouting event. 4. Complete two Good Turns or service projects approved by the patrol leaders council. 5. Help two patrol members advance one rank. 6. Wear the full uniform correctly at troop activities (at least 75 percent of the patrol s membership). 7. Have a representative attend at least three patrol leader council meetings. 8. Have eight members in the patrol or experience an increase in patrol membership. To earn this award Keep good written records of each point. You will have to show this evidence to qualify for the award. Everything in your record must be dated. That is what dates did you hold your patrol meetings on. Tell the SPL that you are working on the award and consult with him often to make sure you are on-track. When you have met each and every requirement, get your written evidence together (write neatly and make it easy to read). Turn your record into the SPL who must confirm that you met all requirements within a three month period. The SPL will then confer with the Scoutmaster who will also check the evidence and will arrange for the patrol to be rewarded.

28 Leadership Manual page 28 of 53 ROLE PLAYS FOR SPLS AND THE PATROLS TROOP ONE PATROL METHOD LEADERSHIP EXERCISE Exercise Instructions 1. Divide group into teams of two to four people. 2. Pass out copies of the scenario sheet. 3. Instruct teams they have 10 minutes to complete the exercise. 4. Give each team a 2 minute warning. 5. Have each team report back on their organization plans. 6. Group similar solutions (see below). 7. Through group discussion, develop a set of advantages and disadvantages for each set of solutions and discuss how each follows the patrol method. TROOP ORGANIZATION SECENARIO EXERCISE # 1 First Baptist Church had a church carnival on the Sunday before a troop meeting. Troop One volunteered to take a troop meeting to take down the carnival and clean up Judson Hall. The troop meeting has begun and opening ceremonies are over. Getting the scouts attention, the Senior Patrol Leader describes what needs to be done. The troop needs to do the following: 1) Take down the five game areas and the check in/ prizes table; 2) Secure games in a church storage room; 3) Sweep floor; 4) Mop floor; 5) Pick up trash and put in dumpster; 6) Fold and put away tables. Even before the SPL is finished describing the chores to be done, scouts are rushing him, shouting and volunteering to do different jobs, loosely organizing themselves in work teams. As he raises the quiet sign, he turns to you and says, This is chaos. How should we organize this? You have ten (10) minutes to discuss an answer to his question (in real life you would have two minutes). Briefly describe below how you would organize the troop to get this task accomplished. TROOP ORGANIZATION SECENARIO EXERCISE #2 Troop One is on a historical high adventure trip. Because of the number of boys and limited space, the normal five patrols have been condensed into three with the patrol leaders of the condensed patrols becoming the assistant patrol leaders of the new patrols. Arriving at the historical site, the tour leader says they would like the troop to take on roles in the historical play they will be presenting. Getting the scouts attention, the Senior Patrol Leader describes what needs to be done. The following roles are needed for the play : 1) Speaking parts leadership of the winning army; 2) Speaking parts leadership of the loosing army; 3) Support troops for winning army ; 4) Support troops for loosing army; 5) Sound effects for the play; 6) Ushers and other helpers for the audience. Even before the SPL is finished describing the tasks to be done, scouts are rushing him, shouting and volunteering to do different jobs, loosely organizing themselves in work teams. As he raises the quiet sign, he turns to you and says, This is chaos. How should we organize this? You have ten (10) minutes to discuss an answer to his question (in real life you would have two minutes). Briefly describe below how you would organize the troop to get this task accomplished. (These scenarios are written by ASM and Eagle Scout Dr. Steve Brooks)

29 Leadership Manual page 29 of 53 PATROL LEADERS COUNCIL Meets monthly and as needed) Voting Members Senior Patrol Leader Assistant Senior Patrol Leaders Patrol Leaders (or their designate) Troop Guides Venture Crew Chief Non-voting members (advisory to PLC) Junior Assistant Scoutmasters Scribe Non-members (may be asked to attend) Quartermaster Instructors Librarian Historian OA Troop Representative Other Officers TYPES OF PLANNING - PLANNING IS CENTRAL TO THE PLC 1. Annual Planning Conference a. Once a year in August or September 2. Quarterly checkups by PLC and TC. 3. Troop Meetings - weekly 4. Outdoor Program - monthly 5. Service Projects - one per quarter 6. Fundraisers - annual to semi-annual 7. Troop Activities - as desired or needed

30 Leadership Manual page 30 of 53 PATROL LEADERS COUNCIL AGENDA, TROOP ONE OPENING: Brief opening ceremony Call meeting to Order Roll Call Reading and approval of last PLC log PATROL LEADERS' REPORTS: Activities of patrol Recent Attendance Scout spirit by members Advancement needs Recognitions OLD BUSINESS: Anything left undone? PLANNING AHEAD: Long term - more than two months off. Short term - one month ahead or After the next big event. Next Big Event. Plan this event in detail. Use a theme and Woods Wisdom. MEETING PLANNING: Plan each meeting until the next big event. Use a theme and Woods Wisdom. Each meeting needs: Setup / Service Patrol Preopening / program patrol Opening ceremony / program patrol Skills instruction (together or separate for new, experienced and older scouts) Patrol meetings Interpatrol activity Closing / program patrol After the meeting Clean up / Service Patrol Quickie PLC Plan additional meetings beyond The big event if necessary. NEW BUSINESS: SCOUTMASTER'S TIME: DISMISSAL:

31 Leadership Manual page 31 of 53 TROOP ONE QUARTERLY PLANNING REVIEW AT PLC MEETING Should be held every three months (Typically Nov-Dec, Feb-Mar, and May-June for annual plan in Aug-Sept.) How are we doing? To have an effective troop, the troop must 1. regularly recruit new members 2. provide programming to retain the older scouts 3. have trained junior leader that make it all work Review the past 1. Goals from September Planning meeting 2. Scheduled campouts 3. Program for campouts 4. Program for meetings Evaluate the Present 1. membership 2. younger scouts experience 3. older scouts experience 4. youth leadership 5. adult leadership View the Future 1. What is coming up in the next 6 months? 2. What do we need to do to be ready? 3. How should we adjust what we currently do? Set Goals for the next three months

32 Leadership Manual page 32 of 53 Your Job Descriptions Introduction to Leadership

33 Leadership Manual page 33 of 53 MY DUTIES AND GOALS AS A TROOP ONE JUNIOR LEADER Name Office or Appointment I represent I report to MY SPECIFIC DUTIES (ESPECIALLY WHAT DOES TROOP POLICY SAY ABOUT MY POSITION?) MY GOALS FOR THIS TERM (DO THESE WITH CONSULTATION OF WHO YOU REPORT TO)

34 Leadership Manual page 34 of 53 THE PATROL LEADERS CODE As the leader of my patrol I will do my best to: Learn all I can about my job in order to be a good leader. Plan and lead good patrol meetings and activities. Give every member a definite job so that each will have a part in patrol activities. He ahead on advancement so I am prepared at all times to teach patrol members. Be thoughtful of my fellow scouts and a friend to all of them. Live the scout oath and law and coach my patrol members to do the same. Wear the uniform correctly and neatly so my scouts will too. As a leader in my troop I will do my best to: Take an active part in the patrol leader s council. See that my patrol is prepared to take an active part in all troop activities. Work with my scoutmaster and other troop leaders to make the troop run well. THE SENIOR PATROL LEADER / ASSISTANT SENIOR PATROL LEADER TEAM Here is the job of the senior patrol leader in a nutshell: Job description: the senior patrol leader is elected by the scouts to represent them as the top junior leader in the troop. Reports to: the Scoutmaster. Senior patrol leader duties: Runs all troop meetings, events, activities, and the annual program planning conference. Runs the patrol leaders council meeting. Appoints other troop junior leaders with the advice and counsel of the scoutmaster. Assigned duties and responsibilities to junior leaders. Assists the scoutmaster with junior leader training. Sets a good example Enthusiastically wears the scout uniform correctly. Lives by the scout oath and law. Shows scout spirit.

35 Leadership Manual page 35 of 53 HERE IS THE JOB OF THE ASSISTANT SENIOR PATROL LEADER IN A NUTSHELL: Job description: the assisted senior patrol leader is the second highest-ranking junior leader in the troop. The senior patrol leader with the approval of the Scoutmaster appoints him. The assistant senior patrol leader acts as the senior patrol leader in the absence of the senior patrol leader or when called upon. He also provides leadership to other junior leaders in the troop. Reports to: the senior patrol leader Assistant senior patrol leader duties: Helps the senior patrol leader lead meetings and activities. Runs the troop in the absence of the senior patrol leader. Helps train and supervise the troop scribe, quartermaster, instructors, librarians, historians, and chaplain aide. Serves as a member of the patrol leaders council. Sets a good example. Enthusiastically wears the scout uniform correctly Lives by the scout oath and law. Shows scout spirit very ASSISTANT SENIOR PATROL LEADER - VENTURE Job description: This ASPL-V is a troop executive officer and is the primary program advocate for the older boy program. Unlike the ASPL #1 this is an elected position by all members of venture for a six-month term. Reports to: the Assistant Scoutmaster for Venture and to the SPL Eligibility: Venture Strip or permission of the Scoutmaster Patch: ASPL Serve as ASPL-Venture for Troop One Works closely with the SPL for the good of the troop. This is a troop level office. Represents the Venture Scouts at all patrol leaders council meetings Is the primary program advocate for the older boys for meetings and campouts. Has indirect reports of PL-V and direct report of each VCC Appoint chairman for any ad-hoc committees (i.e. tee shirts, fundraising, etc.) Plans and chairs joint monthly meetings for all venture patrols Plans and executes annual Venture Training and Planning Conference with help of ASM Venture Locates and secures resources necessary for Venture activities Keeps venture members informed of meetings and activities Encourages venture members to take part in all troop activities Sets the example Wears the uniform correctly Lives by the scout oath and law Shows scout spirit

36 Leadership Manual page 36 of 53 ASSISTANT SENIOR PATROL LEADER FOR EXPERIENCED SCOUTS (ASPL-EXP) (This position is new as of February 2012) Job description: the assistant senior patrol leader of experienced scouts is a member of staff and a successor to the SPL. This ASPL-Exp is a troop executive officer and is the primary program advocate for the experienced boy program. The senior patrol leader with the approval of the Scoutmaster appoints him. The assistant senior patrol leader acts as the senior patrol leader in the absence of the senior patrol leader and ASPL or when called upon. He also provides leadership to other junior leaders in the troop. Reports to: the senior patrol leader Assistant senior patrol leader duties: Helps the senior patrol leader lead meetings and activities. Runs the troop in the absence of the senior patrol leader and other ASPLs. Represents the experienced scouts at all patrol leaders council meetings Is the primary program advocate of the experienced Patrol Leaders and the experienced boys for meetings and campouts. Helps see that scouts not yet first-class rank have an opportunity to advance Serves as a member of the patrol leaders council. Assists the assistant scoutmaster for experienced scouts Counsels individual scouts on scouting challenges Sets a good example. Enthusiastically wears the scout uniform correctly Lives by the scout oath and law. Shows scout spirit

37 Leadership Manual page 37 of 53 THE SENIOR TROOP GUIDE, TROOP GUIDES / NEW PATROL LEADER TEAM SENIOR TROOP GUIDE (ASPL-NEW) First proposed March 27, 2009, moved to policy September 26, 2009 A Senior Troop Guide is a Troop Guide on the level of an Assistant Senior Patrol Leader and is appointed by the SPL to a six month term. He is the primary program advocate for scouts not yet first class and works closely with the Assistant Scoutmasters for new scouts. He will direct and coordinate the troop guides, may sign handbooks and vote in the PLC. He will back up the troop guides if they are absent. The appropriate office insignia is the Troop Guide patch. HERE'S THE JOB OF THE TROOP GUIDE IN A NUTSHELL: Job description: the troop guide works with new scouts. He helps them feel comfortable and earn their first class rank in their first year. Troop Guides (called Rovers) may be assigned to older scouts or special tasks. Reports to: the assistant scoutmaster for new scouts. Troop guide duties: Introduces new scouts to troop operations Guides new scouts through early scouting activities Shields new scouts from harassment by older scouts Helps new scouts earn first-class rank in their first year Teaches basic Scout skills the only Coaches the patrol leader of the new scout patrol on his duties Works with the patrol leader at patrol leaders council meetings Attends patrol leader council meetings with the patrol leader of the new scout patrol Assists the assistant scoutmaster with training Counsels individual scouts on scouting challenges Sets a good example Enthusiastically wears the scout uniform correctly Lives by the scout oath and law Shows scout spirit Troop Guide Learning to Be a Leader Know how to get and give information Know how to counsel a patrol leader on how to represent his patrol at the patrol leader s council meeting Know how to teach Know how to plan Know what you want to do Know what equipment you are going to need Consider several ways you can accomplish your goal Take some action to get it going Know how to control the patrol Troop Guide Training the New Scout Patrol Leader Use pages from Junior Leader Training Kit Continuous since New Scout PL changes often TG wants the patrol to look at the PL as the leader, not the TG Never teach the PL in front of the scouts Criticize in private, praise in public

38 Leadership Manual page 38 of 53 THE PATROL LEADER/ASSISTANT PATROL LEADER TEAM HERE IS THE JOB OF THE PATROL LEADER IN A NUTSHELL: Job description: the patrol leader is the elected leader of his patrol. He represents his patrol on the patrol leaders council. Reports to: the senior patrol leader. If you re the patrol leader for the new scout patrol, you will also work with the troop guide who is assigned to your patrol. Patrol leader duties: Appoints the assistant patrol leader Represents the patrol on the patrol leaders council Plans and steers patrol meetings Helps scouts advance Acts as the chief recruiter of new scouts Keeps patrol members informed Knows what his patrol members and other leaders can do Since the example Wears the uniform correctly Lives by the scout oath and law Shows scout spirit HERE IS THE JOB OF THE ASSISTANT PATROL LEADER IN A NUTSHELL: Job description: the assistant patrol leader is appointed by the patrol leader and leads the patrol in his absence. Reports to: the patrol leader Assistant patrol leader duties: The patrol leader plan and steer the patrol meetings and activities Helps the patrol leader keep the patrol members informed Helps the patrol get ready for all troop activities Represents his patrol at patrol leader council meeting when the patrol leader cannot attend Lends a hand controlling the patrol and building patrol spirit Sets a good example Wears the uniform correctly Lives by the scout oath and law Shows scout spirit

39 Leadership Manual page 39 of 53 PATROL LEADER - VENTURE Job description: the Patrol Leader is the elected leader of his Venture Patrol. He represents his patrol on the patrol leaders council. There may be more than one venture patrol. Reports to: ASPL-V (indirectly) and SPL (directly) Eligibility: First Class required and the Venture Strip preferred Patch: PL Serve as Patrol Leader for Venture Patrol Works closely with the ASPL-V and SPL for the good of the venture patrol. Appoints APL, and Patrol Scribe and Quartermaster Represents the Venture Patrol at all patrol leaders council meetings Is in charge of all operations of the venture patrol such as camping and similar events. Help plan and steer Venture Meetings Serves as ASPL-V when ASPL-V is unable to attend activities or meetings Develops patrol spirit and control Keeps patrol members informed of meetings and activities Encourages patrol members to take part in all troop activities Sets the example Wears the uniform correctly Lives by the scout oath and law Shows scout spirit VENTURE CREW CHIEF Job description: the crew chief is the elected leader of his venture crew. He represents his crew on the patrol leaders council as long as his position stays in effect. He is elected to plan a specific venture activity and to lead the program during that activity. Definition: A Crew is a specially created entity for a specific Venture Sponsored Activity. The Crew Chief and his assistant are responsible for the crew for that activity. Reports to: the ASPL for Venture Eligibility: First Class and Venture Strip or permission of ASM-V Patch: Venture Crew Chief Serve as the leader at prepatory meetings and the campout or activity for which crew chief was elected Appoints Assistant Venture Crew Chief Plan and execute quarterly Venture campout or activity for which he was elected Oversees activity helpers in planning event Contact Crew members for meetings or activities to prepare for Venture activity Sets the example Wears the uniform correctly Lives by the scout oath and law Shows scout spirit This Venture Crew Chief will have a voting position on the Patrol Leaders Council as long as the position stays in effect. The term of office will begin immediately at the time of the election and normally will end either (1) upon the conclusion of the Venture event, but not until such time as all necessary reports have been filled including a report to the Troop Committee on the evaluation of the event or (2) on the anniversary of the election. The term will be made clear by the Scoutmaster at the time of the election (From Troop One Policy Manual)

40 Leadership Manual page 40 of 53 SCRIBES DUTIES Attendance Record Every time the troop meets (Tuesday nights, special events, Friday s of campouts, etc.) the scribe is to distribute the green attendance cards to each patrol at the beginning of the meeting. The patrol leader is responsible (possibly through the patrol scribe) for filling out the attendance card and returning it the same evening to the Troop Scribe. The attendance card has enough entries for 10 scouts and 7 events for every month. The Troop Scribe makes sure the patrol name and month and year is on the top of the card. The patrol leader makes sure that the card is marked with a slash / to mark attendance and an X to indicate attendance in uniform. If a scout is recorded as attending after the cards have been returned to the troop scribe the / or X should be circled to indicate the scout was late or missed. Troop One Monthly Attendance for Patrol Month/Year Names of Patrol Members Attending and NOT in Uniform (mark as /) Attending and Wearing the Uniform (mark as X) Not attending (leave 'blank') Meeting Dates /////////////////////////////////// /// / / / / / / / / / / / / / / Card to be filled out each time by the Patrol and returned to the Troop Scribe. After receiving the cards each evening the Scribe then transfers the record to a master record before leaving that evening. This record must be available to the SPL and SM on request and must be passed on to the next scribe. When there are two scribes they both must have access to the cards and record. PLC RECORD The troop scribe is responsible for taking notes at the troop meetings. Every decision of the PLC is to be properly recorded and attendance recorded. At the SPL s request the Scribe might be responsible for filling out the monthly planning forms and weekly troop meeting planning forms. The Scribe is to be ready to be called on by the SPL or Scoutmaster to recall past decisions so a historical record must be kept in the scribe notebook. SCRIBES TRAVEL RECORD The Troop Scribes have special role in travel planning and must create a list of drivers and riders (including adults) by car and make arrangement for the storage of gear. There is a form that must be used and will provide a record of the attendance of the troop and allow the adult leader in charge to be certain of the details of travel. Scribes will fill out the information requested on that form by interviewing each and every driver and assigning riders and gear to that vehicle. The Scribe should work with the SPL and SM (and any other travel authority such as a VCC or tour leader) to see what strategies might be necessary for assignment of scouts and gear for that trip. OTHER RECORD KEEPING AND DUTIES AS ASSIGNED The troop scribe may be called on to take spontaneous notes and do other duties from time to time.

41 Leadership Manual page 41 of 53 SCRIBE S TROOP ONE CAMPING RECORD DATE / / ASSIGN IN WRITING ALL PEOPLE GOING ON THE TRIP - CAMPING LOCATION Vehicle #1 Make/model license plate Number of people accept more gear Vehicle #2 Make/model license plate Number of people accept more gear 1. Driver s name Driver s license Driver s name Driver s license gear notes: gear notes: Vehicle #3 Make/model license plate Number of people accept more gear Vehicle #4 Make/model license plate Number of people accept more gear 1. Driver s name Driver s license Driver s name Driver s license gear notes: gear notes: PAGE OF

42 Leadership Manual page 42 of 53 QUARTERMASTERS Quartermasters have a huge job and their responsibilities are throughout this document and in the policy document as well. Quartermasters also use a form to manage our inventory and that form is on this page. It is the responsibility of the quartermasters to complete this form accurately and to maintain a copy. Copies should also go to the adult QM advisors and a permanent record should be kept. Inventories of all troop and patrol gear in the responsibility of the QM be done and submitted to the Scoutmaster on the first weekend of March and September. Gear that is tagged for damage must be replaced or repaired before the next campout.

43 Leadership Manual page 43 of 53 THE CHAPLAIN AIDE The chaplain aide is an approved youth leadership position in Boy Scout troops. The responsibilities of this position include encouraging the spiritual growth and awareness of each member of the troop and assisting the troop chaplain (and adult committee members). The chaplain aide should 1. Work with the troop chaplain (usually an adult member of the clergy) to plan appropriate interfaith religious services during troop outings 2. Encourage troop members to strengthen their own relationships with God through personal prayer and devotion and participation in religious activities appropriate to their faith 3. Participate in patrol leaders council panning sessions to ensure that spiritual emphasis is included in troop activities 4. Help the troop chaplain (or other designated adult) plan and conduct an annual Scout-oriented religious observance, Preferably during Scout Week in February 5. Present an overview of the religious emblems program at troop meetings at least once per year 6. Help the troop chaplain (or other designated adult) recognize troop members who receive their religious emblems, perhaps during a troop court of honor (note: most religious emblems are conferred during a service at the Scout's place of worship, but the achievement should also be recognized at a significant troop event.) Qualifications 1. The chaplain aide must be mature and sensitive and have earned the respect and trust of his fellow Scouts. 2. The chaplain aide must be at least a First Class Scout. 3. The chaplain aide must have received or be working on the requirements leading to the age-appropriate religious emblem for his faith. Troop Worship Opportunities Praying as a Group When present, members of the clergy or chaplain aides may be asked to lead the troop or other Scouting groups in a prayer. If the group consists of members of mixed beliefs, or if the beliefs of the group are unknown, prayers should be of an interfaith nature. However, if the group is of like belief, it is entirely appropriate to offer beliefspecific prayer. Sample Interfaith Prayers and Benedictions 1. For health, strength, and daily food, we give you thanks, o Lord. 2. For this and all your mercies, Lord, make us truly grateful. 3. For food, health, and friendship, we give you thanks, o Lord. 4. For food, for raiment, for life, for opportunity, for friendship and fellowship, we thank you, o Lord. (Philmont grace) 5. Come, o Lord, be our guest and bless what you have bestowed on us. 6. Gracious giver of all good, we thank you for food and rest. Grant all we say or do pleases you. 7. Lord, bless our Scouting leaders who spend so much of their time and energy to help us grow up well. Guide them in their work, give them patience and wisdom, and reward them in this life and the next. Amen. 8. As our campfire fades, we thank you for the joys and blessings of this day. We lift our minds and hearts to you in gratitude for life, happiness, and the Scouting movement. Lord, protect our camp this night. May we rise refreshed and ready to serve you. Amen. 9. May the great Scoutmaster of all Scouts be with us until we meet again. At Camp Since troops often camp on weekends, Scouts and leaders may not be able to attend their regular worship services. A troop worship service should be conducted and all encouraged to attend. The troop chaplain aide and the troop chaplain (or other designated adult) should conduct these services.

44 Leadership Manual page 44 of 53 HISTORIAN Other Troop One Specific jobs: Keep records, pictures and other items in the back office neatly and safely stored. Present the honors of the troop and pictures and scrapbooks at occasions like courts of honor and Open House. Take pictures and give to the webmaster in digital format. Keep a written inventory and submit it to the SPL and SM before your term is complete. Other duties as assigned.

45 Leadership Manual page 45 of 53 LIBRARIAN Other Troop One Specific Duties: Maintain the back office as a clean working area for the scribes, the historians and the librarians. Keep records on all program material and maintain that program material for use in the normal program of the troop. Provides an inventory of all program materials by the end of their term. Give to the SPL and SM. Other duties as assigned. Librarians are primarily responsible for the back office and wherever program gear is stored. It is the responsibility of the librarians to make sure the troop has adequate resources to run our program. Inventories of all troop and patrol gear in the responsibility of the QM be done and submitted to the Scoutmaster on the first weekend of March and September. Program gear that is tagged for damage must be replaced or repaired as soon as possible. More Detail on the librarian position is throughout this document and the policy.

46 Leadership Manual page 46 of 53 BUGLER Responsible to ASPL Specific Duties: The bugler is responsible for waking scouts in camp calling assemblies and helping organize the troop at assemblies conducting flag ceremonies assisting the SPL in taking the flags and posting them at camp

47 Leadership Manual page 47 of 53 OA TROOP REPRESENTATIVE JOB DESCRIPTION: An Order of the Arrow Troop Representative is a youth liaison serving between the local OA lodge or chapter and his troop. In his troop, he serves as a communication and programmatic link to the Arrowman and adult leaders and Scouts who are not presently members of the Order. He does this in a fashion that strengthens the mission of the lodge and purpose of the Order. By setting a good example, he enhances the image of the Order as a service arm to his troop. OA Troop Representative Duties: Serves as a communication link between the lodge or chapter and the troop. Encourages year round and resident camping in the troop. Encourages older Scout participation in high adventure programs. Encourages Scouts to actively participate in community service projects. Assists with leadership skills training in the troop. Encourages Arrowmen to assume leadership positions in the troop. Encourages Arrowmen in the troop to be active participants in the lodge and/or chapter activities and to seal their membership in the Order by becoming Brotherhood members. Sets a good example Enthusiastically wears the Scout uniform correctly. Lives by the Scout Oath, Scout Law and OA Obligation Shows Scout spirit OA Troop Representative Qualifications: Under 18 years old Appointed by SPL with SM approval OA Member in good standing OA Troop Representative Reports To: Assistant Senior Patrol Leader See the website