Hi All,
I’m potentially going to become a CO in the next few months (current CO moving away), no other occifers on Sqn.
I searched for the “100 Top Tips” that was made by Oz, but couldn’t find it. Does anyone have a copy they could email me?
Also, what advice would you give to someone about to take command? Any pointers, things to definitely do/not do?
TIA
Get Batfink to do it?
Haha, nice try Matt. Do you think I’d be allowed to do it if he was able to 
It has been uploaded to the Library (link above) or here http://aircadetcentral.net/acc/acc-library/viewcategory/4-guidance-and-help
Yay, thank you!
My advice would be to keep an eye on your commitment. Taking on a squadron for the first time can be an exciting and enjoyable challenge - so much so that you can get carried away and things around you can suffer. Just be aware of how much you try and take on yourself!
It rather depends on the squadron you are taking over; if it’s a well established and well run one then you should be able to take the rein without too much work. However if it’s struggling, prepare for a couple of years of hard work to bring it up to a good standard. Whichever it is, check all of the important ‘legal’ things first - make sure all of the compliance stuff is in place and up to date with current regulations - with the best will in the world even the best OCs will miss some stuff.
Use those 100 top tips - all the time. Focus on your staff training first, then once you have a good staff team in place, focus on the cadets. Get grants. Lots of grants. Get to squadron half an hour early - do all your paperwork then spend the night out on the floor. Give your NCOs all the responsibility you can.
That’s really good advice right there 
Being an OC can be the best and worst job in the corps. It is certainly the most important. I have been one for about 3 years at the same place and I am only just starting to get the hang of it!
I would advocate not meddling if meddling is not required. I know of plenty of units where a new OC has gone in and changed things for the sake of it rather than for an actual need. These people are now struggling, facing staff revolt and making people resent the OC and the Corps which isn’t good.
However, if it is broken, get stuck in and fix it and accept that people will probably not like it along the way. You can’t please everyone all of the time - the good ones who see the need for change and think you are on to something will stay, the chaff will depart and they will continue to develop at units other than yours.
Some very good comments above.
The important ones for me, are work on (and recruit) staff. If you’re the only officer on the squadron I’d guess you aren’t particularly overwhelmed with staff. Don’t forget the older cadets near timing out. If they can make the switch come 20, get the paperwork going as soon as you can. Get the staff structure in place, with roles/responsibilities as appropriate.
DONT DO IT ALL YOURSELF! The OC is not a superman. Wings may sometimes expect you to do it all, but you can not, and should not. Pick those (off squadron) events you need to be at, and those that you want to be at. Don’t be afraid to ask your staff to do their bit (some will need gentle encouragement to do a bit extra). Don’t forget to thank them when they do!
Consider your cadet/NCO structure. This is as important as the staff structure (unless you want SNCOs(ATC) doing tuck/taking registers etc etc).
Have a plan. Where do you want to go with the squadron, what do you want to achieve over the coming 3/6/12/24 months etc.
Get out, be seen, talk to the cadets. But don’t be afraid to hide away if you need to - you’ll know your priorities.
Don’t be afraid to say no.
Speak to your Wing Staff/Sector officer. Tell them what help/advice/assistance/guidance you need (see my don’t do it all yourself comment).
As Xab says - don’t meddle with what you don’t need to. The old system of changing everything to make your mark isn’t a good course of action in a volunteer organisation, and may not be a change for the good.
Finally, if you do become OC - enjoy it!
I always say, the minute I don’t enjoy this, I’ll bang out.
Agree with Perry on making a plan - I have mine in a Sqn Management plan which serves as a reminder to me of my intentions and allows me to gauge progress. Happy to share if you want a butchers.
Don’t take any crap either. Stand up for your staff and cadets (if it’s justified) and don’t let politics get you down. When politics/workload/paperwork do get you down (and it will at some point), then bin it off for the night and go and do something you enjoy - coach on the range, run the climbing wall, teach a lesson… That will ground you and remind you of why you deal with all the hassle.
I agree with most of the above and would add-
Make sure you have a good Adj, if you can get someone who has a handle on the admin your problems are halved. For my first year in command I had a cadet FS doing the Adj’s job and I was effectivly having to do it myself. For the last few months I have had another officer who loves admin and my problems have been at least halved.
Also although its not a good idea to change for the sake of it you shouldn’t be afraid to change things if you want to, just don’t try and change everything at once.
I would finally add that not only do you need to know where your going, its important for the rest of the staff to know aswell. If you give them a clear idea of your vision and what you want to achieve, what your main thrust is they are more likely to support and fllow you.
Hope this helps.
[quote=“redowling” post=1217]Agree with Perry on making a plan - I have mine in a Sqn Management plan which serves as a reminder to me of my intentions and allows me to gauge progress. Happy to share if you want a butchers.
Don’t take any crap either. Stand up for your staff and cadets (if it’s justified) and don’t let politics get you down. When politics/workload/paperwork do get you down (and it will at some point), then bin it off for the night and go and do something you enjoy - coach on the range, run the climbing wall, teach a lesson… That will ground you and remind you of why you deal with all the hassle.[/quote]
That would be excellent if you could share. I’ve PMed you an email address…
Ask to see the property book, most current bank statement and get a summaries of income and spend for the last 3 years. You can have all the plans under the sun but poor finances and they count for nowt in the modern ATC. Get a cash float you’re entitled. I use mine for ad hoc expenses and to reimburse staff.
Just sit in the first 2 or 3 CWC meetings to see the characters. Arrange for the Treasurer to come down once a fortnight to pass money for camps and get consolidated cheques. See how the subs are collected as this is your only set income and do they gift aid. Gift aid brings us c.£600 a year for doing nothing. Redowling’s right in going for grants but be ultra aware that funding bodies invariably have restrictions and priorities for funding and normally want something in retrun. Plus I haven’t found one application that doesn’t run to several pages of repeated questions. One of the best things to do is cultivate good relationship with RAFA, RBL, Rotarians and any other local groups. Our RAFA and RBL “sponsor” (at their suggestion) our wreaths each year for what we do for them. Other groups like Rotary, Roundtable, Moose etc have a penchant for giving to youth groups. Don’t ever let your CWC get complacent and challenge them over fundraising.
Take 3 months to see who’s who cadetwise, every cadet and NCO will try and impress the new boy but only those who mean it will sustain it and ignore any cadets put forward as good ones. On my first sqn I took other’s advice on board and went with it and regretted it. Since then I’ve given myself space to see who’s who.
Find out what staff’s work patterns are, of the 8 staff (excl me) 2 work in shops, one does shiftwork, one has a job that has unique demands and one is a teacher on the SLT, which makes for interesting staffing at times. Plan around working patterns.
Find out who does what and what if any qualifications they have and or want to get.
While building a staff team is the dream, the reality is that you’ve got what you get and have to work with that. If people dream of becoming SNCOs or Officer’s point them in the right direction, tell them yours and the Corps’ expectations and give them responsibilities broadly aligned with that role, then be brutally frank in your appraisal, not forgetting we have real lives.
While Redowling’s idea of getting there early to clear the desk is a good one, be very aware that a COs planned night can go out of the window as you never know what’s going to come through your door. This is why you delegate, but do try and get in front of cadets as much as possible.
Ultimately there is no kudos or privilege that goes with being CO. If it all goes to pot then the buck stops with you, if things go well you share the praise. It is also difficult as you have to consistent in terms of your disciplinary process, because of this as the CO you have no friends per se at the squadron, as it may cloud judgement.
If you develop a plan, do it as broadly as possible and not linked to any particular people, as they can leave or have changes in their lives, and with both eyes on the squadron finances.
[quote=“redowling” post=1217]Agree with Perry on making a plan - I have mine in a Sqn Management plan which serves as a reminder to me of my intentions and allows me to gauge progress. Happy to share if you want a butchers.
Don’t take any crap either. Stand up for your staff and cadets (if it’s justified) and don’t let politics get you down. When politics/workload/paperwork do get you down (and it will at some point), then bin it off for the night and go and do something you enjoy - coach on the range, run the climbing wall, teach a lesson… That will ground you and remind you of why you deal with all the hassle.[/quote]
I’d certainly be interested in the said plan to see, not a sqn commander yet, but have been politely informed that it is highly likely in 2013.
When I was a Sqn Cmd, I never actually did any paperwork at the unit unless it was urgent or required someone else’s input. I just did it at home, in more comfortable surroundings!
I also come into work early and do anything paperwork-wise that needs doing in the first half hour or so. Leaves me time to enjoy home without paperwork!
Did 9 years as an OC, cost me my marriage. Don’t get sucked in so far you cannot see a way out. It’s only a hobby. OZ’s 100 top tips are excellent and I recommend them to anyone - even long standing OC’s. IN fact I would say this: If you’ve been OC in one place for over four years - it’s time for a move (or even a downgrade) for a change and a rest. You can and will get itred in the same place - also you need to allow new people to flex their wings.
To counter that, i know people who run very successful Squadrons who are married and have small children. They are very good time managers and know when to say yes and no to the ATC, and sometimes their family. On the flipside I know people who are so far under the thumb they may as well ask their other half (non ATC) if they are allowed to wear a short sleeved shirt or not on an evening.
Personally marriage is a 2-way street both my wife and I do things, there are some weeks we only get one night when we’re both at home, but we always make time to veg in front of the TV with a drink of choice and now the kids are off-hand go out. If you let the ATC rule your life and you don’t need to be a CO to have that happen, then relationships will suffer. When I took my first command it was family first and nuts to the ATC. However it was accepted by my wife that I would be away for camp, weekends or days, with the sweetener that I would get paid.
As for being in one place for a period of time, is pretty much down to the individual I would say. I’ve been on my current sqn for 13 years and still enjoy it, the day I stop enjoying it is the day I make that call to the Wg Cdr. There are ups and downs but that’s life and taking the rough with the smooth is part and parcel of command. If you’re not willing to accept this, don’t even think about dipping your toe in the murky waters of command. If anyone thinks that being the CO is an easy ride, then they are in for a big surprise.
I guess becoming an OC for the first time depends on the Sqn you’re getting.
A. The Sqn you’re currently a staff member on and its career progression - if its successful and you know the staff then perhaps very little tinkering is needed. Just a few changes to stamp your own mark on the place
B. A Sqn which you’re “posted” to where you know a little bit about it and the staff and cadets. My advice is take a month or two to observe what happens and then start to make changes from there. Don’t be afraid to make immediate changes to anything where they’re lacking H&S/Training/etc after-all you’re the OC. If you’ve got a good WSO then happy days but IMHO WSOs have very litle time/interest in helping out at Sqns!
Most people have commented on getting a staff team together that can deliver a good “cadet career” to the members of the unit. I agree but remember sometimes it can take years to get the required staff in. DOn’t be afraid to use the older 18+ cadets and get them on AFA Courses/BEL Courses etc if they’re going to stick around and can help you deliver the cadet experience! They could be your only source of potential staff!
[quote=“Leeroy” post=1492] A Sqn which you’re “posted” to where you know a little bit about it and the staff and cadets. My advice is take a month or two to observe what happens and then start to make changes from there. Don’t be afraid to make immediate changes to anything where they’re lacking H&S/Training/etc after-all you’re the OC. If you’ve got a good WSO then happy days but IMHO WSOs have very litle time/interest in helping out at Sqns!
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i could not recommend this enough based on my own experience.
different as i was not going in as the CO, instead as the only NCO. there was a handover period between the out going Sgt (joining the army in Jan) and my arrival (Sept).
i looked at what worked and what didnt, and fortunately the first night back after Christmas was a Staff and Cadet NCO meeting.
the CO put his words in, what we needed to do better at this year that kind of thing
when it was my turn i gave the facts as i saw them, with my 3 months experience on i could see what was a “standard” night and the repeated failings.
the biggest one was a complete lack of staff-cadet interaction. of the 5 staff (plus myself) none had taken any form of lesson, training, or “class time” with any of the cadets, it was left up to the Adult NCO to run the program using the SNCOs where possible whille 4 CIs sat in the office not doing a great deal…(pre-Bader days so not even an inbox/sharepoint to work through)
things turned around slowly, making tiny steps but they soon came round to the idea. the CO wasn’t the best chap for the job, he was certainly no “manager” which by is own admission had caused the initial situation, he appreciated someone coming in with experience of other Sqns and things began to turn around