Minnesota Wing CAP

Recruiting and Retention

Articles of Interest

These articles were originally published in CAP Officer. That On Line journal has closed and we are reproducing them here. These are the opinions of the authors. They are not  official CAP or MN Wing policy.  They are commended to to you for your information and perhaps to give you some ideas for your unit.

If you would like to contribute an article to talk please send it to the webmaster and it will be published here.

Leadership: The Essence of CAP's Missions
Brig Gen Richard Anderson

Achieving a Balance: Promotion, Careerism and Success in the Cadet Program
Capt Shawn Stanford

The Care and Feeding of Volunteers
Lt Col Allen Pogorzelski

The Legend of Gunny Hartman and the Question of the Career Cadet NCO
Capt Shawn Stanford

Targeting and Recruiting the Hispanic Community
Major David Albanese

7 Habits of Highly Effective Squadrons
C/Lt Col Mickey Jordan

The Mission of CAP Senior Training

Mentoring Cadets to Develop Their Potential
Major Curt Lafond

The Advantages of Doing it Right: Techniques for Successful Recruiting
Lt Col Gordon Odell

Getting Parents to Fall In and Support Your Cadet Program
Capt Tillmon Ancrum & 1st Lt Joseph Faust

Public Affairs: Who Needs It?
1st Lt Craig Moore

Personal Views and Experience With Rebuilding a Squadron's Cadet Program
Major Peter Bowden

The End of Innocence: Cadet to Senior Transition
Capt Shawn Stanford

What's In It For Me?  An Essay on Volunteerism
Major Dale Robinson

Quality Unit Publications and Resources

These articles come from the US Army Training and Doctrine Command (TRADOC) on-line library. The target audience is potential officers, Company Grade Officers and Warrant Officers. The articles are taken from training texts on leadership and functions of command. While they may not 100% apply to CAP there are lessons in them that can be applied to CAP.

Taking Charge, Taking Command: For the new company (staff section or equivalent) commander, how you take charge will be of great interest to your subordinates as well as superiors. They will be interested in your leadership style. They will want to know your goals and standards and how you expect to achieve them. They’ll want to know what changes you have in mind before you make them. They’ll probably have as many questions about you as you do about them and the organization. In fact, you will be tested by some and expected to show improvements within the unit.

Fundamentals of Motivation and Motivational Techniques: Motivation can be defined as the cause of action. Motivation energizes human behavior. It causes a person to act. Motivation often explains why a person performs at a particular level. People can be motivated to do just about anything and conversely, they can be motivated to do absolutely nothing.

Building a Cohesive Organization: Unit cohesion is defined as the bonding together of soldiers and their leaders in such a way as to develop and sustain their commitment to their unit and their resolve to accomplish the mission. Cohesion is not something that you can give to a unit. It CANNOT be imposed by a unit’s leadership. Cohesion is developed within an organization both by the soldiers in the unit and by the unit’s leaders.

Motivate Subordinates to Improve Performance: Motivation has been defined in many ways. It is derived from a Latin word meaning "to move." The term motivation is usually considered to consist of three components: energy, direction and persistence. Accordingly, motivation implies something that results in action. However, as a leader, you must do more than energize motion, you must provide direction for that action.



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