7 HABITS OF A HIGHLY EFFECTIVE SQUADRON


by C/3C (C/Lt Col) Mickey Jordan, USAF (CAP)

In my career with the Civil Air Patrol, I've had the benefit of working in every cadet staff position in the cadet chain of command. I've also had the opportunity to work under four different squadrons, as well as with Group and Wing staffs. In my last squadron, I worked with one of the most efficient, mission-oriented squadrons in the nation. With more than 105 cadets and 15 senior members, our squadron has been commended several times as a top unit in the group, wing, and region. As Cadet Staff Advisor, I was able to closely examine the inner workings of our executive staff. I was also able to research and observe other staffs on all levels of command in the Civil Air Patrol. We were also pioneers on the forefront of a new joint era with other community organizations, such as Air Force ROTC and JROTC. After extensive research, I saw 7 key traits emerge from the diverse operation procedures of today's leading squadrons.

1. Be guided by your mission.

With recruiting and retention becoming an increasing aspect of our program, we slip into a counter-productive routine of changing our program to make it more appealing to the stigmas we've branded today's youth with. If youth are going to embrace our program in the long run and have long term viability in our program, they must feel like they are a key part of our squadron. They must see that our squadron is a key part of our national mission as a whole. One way to ensure that our activities are guided toward the efficient and accurate execution of our three key missions is to analyze which mission each activity falls under and question whether or not the activity proposed is the most accurate procedure to meet all of the tenants of the mission named.

2. Maintain continuity.

The first thing that any new member or inspecting officer notices is the leadership. Many traits that develop in cadets and seniors can directly linked to the leadership characteristics of his/her superior. We must maintain a constant, effective style of leadership that can be positively reflected in everyone in our organization. Each position must reflect the unit's standard operation procedures, regardless of who is in the position. One way to ensure this is to create continuity binders for each staff position that accurately describes and documents every aspect of the respective position.

3. Keep your team moving forward with little down time.

The true measure of any squadron's effectiveness is seen in the final product. If a meeting/activity can be effectively run with little planning or waiting time in the interim, it reflects highly on the hosting organization. An effective squadron can face many set-backs in planning and in an activity and quickly rebound with an effective solution that gets its members back in action. There is a direct tie between morale and activity. Many members find a large degree of worth in being utilized and kept active. Always mentioned, but often overlooked, having a number of contingency plans to back up standard operating procedures can often mean the difference between a failed activity and a successful one

4. Maintain highly effective communication.

Even with dozens of contingency plans and a common understanding of the mission, communication can be the weak link that causes the fence to fall. We often get so focused in our tasks or issuing tasks to others that we forget to ensure that the job is being done properly and that it is the best game plan to accomplish the mission. A breakdown in communication, especially during an event, can cause a team to go off track. In addition, a lack of communication with subordinates and fellow staff personnel can make others feel that you have little interest in them or hold them with little value.

5. Accurately measure your team's limits and build on them.

There's an old wives tale circulating that if cadets' parents aren't screaming, you aren't doing enough. I disagree. When cadets and parents get worn out, they begin to withdraw from the program. However, if there isn't any activity, the cadets leave as well. Leaders must determine where the delicate balance lies and reach it. A key part of our program is the challenging its members. We must continually strive to push our limits and build as a team, while challenging its members

6. Be more observant of past actions and their results.

Many squadrons who face problems in recruiting/retention or other areas can often look into their own history or the history of other units. The CAP Officer's Journal, as well as CAC, are wonderful networks to use other teams' experiences and problem solving techniques and apply them to your team.

7. Create effective solutions that will outlast your leadership.

To ensure long-term viability, we must use techniques that will provide lasting solutions for years to come. Many squadrons facing recruiting/retention problems can see that they may have been in the same position two years ago. Continually facing repetitive problems wears down the staff and lowers morale. If we are going to grow as a team, we must create solutions that will solve problems and leave a lasting impact so that other problems won't arise

If we are going to be a formidable organization in the 21st century, we must band together and establish a standard by which all levels of command can be judged. We must set our standard higher than any other group and keep these keys paramount in every aspect of our operations.

 
C/3C (C/MAJ) Mickey Jordan, USAF (CAP) can be contacted by email at AFMICK@aol.com.
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