Morning. Hoping for some advice and to leverage the considerable knowledge and experience in the room please.
So I’ve recently taken on the OC role for our squadron after the previous OC was asked to take on another squadron. Long story.
I was offered the role the day after I got back from my JIC at Cranwell.
So I guess what I’m asking is, what do people consider to be the most important parts of the role? Where do I need to concentrate my energy and time?
Also looking at progression. I’ve booked on to the UCC in May. What else do I need to do to be appointed as Flight Lieutenant? I know I need to speak to the CoC and get terms of reference agreed, but I believe there are such things as skill matrices that need to be filled in, but I can’t find them anywhere. If anyone has example terms of reference for an OC I’d be really grateful, and also if someone has a link to the skills matrix to be appointed Flt Lt.
I’m also looking at TOR for my staff. I have one sergeant, and two CI’s and would like to agree with them what their roles entail.
I have some assistance in the form of a Flt Lt who has agreed to help us out for a few months, and he’s very good, but in “real life tm" I work in the NHS with QA and QI and am all about continuous improvement and communicating best practice, so I’d love to hear experiences of good (and bad) practices to help inform my approach.
Firstly, congrats. It’s a really big responsibility and they’re lucky to have someone who is willing to take it on.
BLUF:
Ask for help early
Understand your vision, then talk about it
Set your standards and ensure everyone is on the same page / has certainty
The first big piece of advice is exactly what you’ve done — ask for help. None of us is an island and I’m always trying to visit other units and pinch great ideas with pride.
Just last night we had our annual dinner and a local boss /sector commander was talking about a really successful book club they’ve just started running as part of their DofE Award Scheme. Brilliant. That’s the sort of thing you only find out by making time to learn from colleagues and try new things.
The second biggest thing is this: set the culture.
No idea what you’ve currently got, and I’m not saying you have to rearrange furniture just to flex, but think about the kind of place you want to lead, then sit down with your staff and NCOs and talk to them about it.
Tell your NCO team what you expect, compliment them on what they’re doing well, highlight what would be “even better if…”
I spent my first few months in the role being out on the shop floor constantly, driving the agenda and pace, giving feedback to NCOs until I was happy that things were happening how I wanted them to, and then I handed bits over and gave more responsibility once I’d made it clear what my expectations were and people understood them.
But every place is different and every HO/TO scenario is different. Everyone needs certainty from you so they know how to support the delivery of your vision, and you can work out what support they need in turn.
If you have only just completed JIC check out ACTO 94 as a starter for ten
There use to be a 100 top tips for OC on here but I can’t find it.
The key thing is that you are creating an environment & acting as an enabler.
Other tip is remember is about you finding your own way - do not let other staff & especially NCOs dictate how you be a CO - it’s your Sqn not there & they will want to keep things the same whilst you need to do that change program to move the Sqn fwd.
I found the David Marquet video on intent based leadership as a really good way to communicate style (even showed it to my Sqn team) & it helped create that followership mutually supporting culture.
Always looking for ways to introduce positive change.
Leadership is about having a vision. Without that, you’ll just start to stagnate and it’s time to find a successor (or other staff who you can enable to deliver positive change and good ideas — being the rock and allowing others to flourish and deliver the progress is also valid).
I’m lucky with my staff NCO (sgt) as we started as CI’s at basically the same time and get on very well. He’s extremely supportive and very open to change.
The squadron had been run by the same CO for something like ten years, and before that her husband was CO (he’s now a wing officer) so inevitably some things had become a bit stale.
I’ve shifted some responsibilities, and am trying to reinvigorate the civ com as they had been more nominal than active previously. We’ve got some great support from them and we’re hoping to get some fundraising events up and running in the next few weeks.
I’m like you. I enjoy spending time with the cadets, and I do still take some of the classes. I think it’s important that they respect the staff for their knowledge and skills as much as for the bling on their shoulders. I’ve stopped some of the things that I always felt awkward with, like the cadets cleaning the staff office, and making tea for the staff. I think (hope) it helps to set a good example. If the staff make a mess, we clean it up, and we expect the same from the cadets with the rest of the squadron.
My key learning from taking on OC as an APO; know what your boundaries are, communicate them and respect them.
It’s a very rewarding but highly demanding role. Where you need to be, make sure you are being deliberately selfish to protect your longevity. You can’t be all things to all people.
Another thing I have found is make sure the night has a time structure & so a quick ten minute brief at the start so everyone knows the score. i have the duty cdt SNCO start with number of cdts down, duty JNCO, JNCO doing canteen & which NCOs are absent.
Then trng off, adj, OC summary, Quick round the room for Qs then crack on. Keep to a strict 10 minutes.
Just as important - do a hot debrief at the end just prior to final - it allows everyone to highlight frustration & problems & avoid toxicity building up between parade nights. Again keep strict 10 minutes & if you do it before final you can address any discipline or immediate issues then.
I have it fixed that I turn up to parade at 21:20 and do not wait to be summoned & my expectation is the cadets are ready for when I arrive. 10 minute waffle then out by 21:30. Works quite well.
When mentoring junior officers about to take their first position of command.
Learn to say no, it’s the strongest word in a volunteers arsenal.
If it means there are opportunities not available to your cadets, so be it, something is better than nothing because you’ve burnt out. I’m an advocate of us not really being overstretched (remove admin from that though, it’s crazy bad ATM) but we try to over deliver.
I do irritate some people with that advise but sustainable service is key to success.
I once received a bit of a snot-o-gram (not just me, it was a broad distro) because no one had supported a specific event, but accompanying my “sorry but I cannot support / our cadets have no interest in this” email was a request for the people involved to co-ordinate and then set a list of priorities, so we could act accordingly.
There were three huge events going on at the same time (two were RAFAC events), and I was quite satisfied that this event would be bottom of the pile for those in my CoC.
The ask clearly wasn’t doable based on staff and cadet availability, but if you’re ever saying “no”, it’s always worth taking the time to clarify what you can do and what will suffer.
It helps with understanding, and to clarify that you’ve thought about it — and will hopefully lead to consideration from the other side too.
Ignore this for now. Focus on the unit and its people, do the things you enjoy and find ways you can add value. Maybe in 6 months time check the matrix and see how you’re doing and how you can use it as a guide for development, pointing the way, as opposed to a menu to sample.
Exercise caution here. I don’t know how long you’ve been in the organisation or at that unit, but especially if they’ve been around longer make sure you consider their input and experience before making a decision. What staff does the unit have currently?
To develop this, also learn to say it to yourself. You can’t do all the things and you can’t do them all at once. Bolster what the unit excels at, focus on what the unit does well, build where it can improve, gradually introduce the extra and new.
UCC will include talk on vision and culture, and you’ll meet a lot of people with different skills and experiences that you can take tips from as well.
Take some time to reflect privately on SWOT for the unit, and what goals you want to set.
My advice, and it’s simple but important, is speak to your other half if you have one. It’s a big commitment and will impact your personal life massively. If they are happy, or you don’t have that to worry about then crack on but like others have said:
Ask for help early if you’re unsure. If you realise that you are not the fountain of knowledge just yet then you’ll be fine.
Let your staff do their job (if you have any)
Be a role model not a tyrant. You’re setting the standard for the Sqn. ie don’t turn up looking like a dirty sack when cadets, and staff, have spotless uniforms.
Be fair but firm
ALWAYS wear your headgear when outside
If your staff are shift workers, understand that they can’t always be there.
Finally, and most importantly for me, be seen in your Sqn. Don’t hide in your office and only come out at finals. Speak to cadets and staff. Ask them if there is anything they’d like to see changed (new broom and all that) but be mindful you’re the Boss, not their mate.
