Re: Troop Leadership Requirement-Part 2
Bruce E. Cobern (bec@NYC.PIPELINE.COM)
Thu, 3 Oct 1996 23:40:37 GMT
On Oct 03, 1996 10:56:00, 'Murphy Peter <MurphyP@RND3.INDY.TCE.COM>' wrote:
>After the last troop election, I give each every junior leader two
>copies of a performance contract for their job.
Although I am not sure this is necessary in all cases, I see no problem
with it. However, I trust that each contract is NEGOTIATED with the
leader, and not just handed down from you to him. Each boy is different,
and each one who holds the same position brings different thing to it, so
that each contract needs to be tailored to the individual as well as to the
position. Also, unless the leader feels some ownership in what he is being
expected to do it will be much more difficult for him to self motivate. It
will also be much more difficult to convince him that any failure comes
from his failure to do the things he agreed to do, as opposed to not doing
things he was told he HAD to do if he wanted the position. There is a
significant intangible difference here.
>I also gave each junior leader a copy of the performance contract
>for the jobs that they supervise so they can see what is expected
>of the leaders who report to them.
>This is new for me. It's an experiment. It's too early to tell how it
>will work. But my goal was to avoid giving credit for leadership
>to a Scout who did nothing in their position. It's about time for a
>mid-term counseling/report card on all of the contracts.
Interim evaluation and feedback is the most important part of this. All
too often I'll sit on an Eagle board and hear the committee complain about
the candidate's job performance. Yet, when I ask if anyone ever TOLD him
that his performance was unacceptable, all I get is dumb stares.
Bruce E. Cobern
Terry Howerton Sakima Group, Inc. SCOUTER Magazine Kansas City