JLBC Cadet Corps: Leadership Roles

JLBC Cadet Corps: Leadership Roles

JLBC Cadets identifying roles allows greater freedom for analysis and decision-making, subject to both agreeing this is appropriate. Again, this level helps grow and define JLBC coaching and development relationships.

• JLBC Level 1 "Give me your JLBC analysis of the situation (options, reasons, cons, and pros) and recommendation.

The JLBC level asks for recommendations based on your analysis, but you will check your thinking before deciding.

• JLBC Level 2 "Decide and report your decision, and wait for my go-ahead before proceeding." The JLBC Cadet is entrusted with assessing the options and situation and is probably competent enough to make decisions and implement them. Still, the boss prefers to keep control of timing for task importance, competence, or perhaps externally changing factors. This delegation level can be frustrating if used too often or for too long. The reason for keeping individuals waiting after they've inevitably invested valuable time and effort needs to be explained.

• JLBC Level 3 "Decide and report your decision, then go forward with mission or task unless told not to."

JLBC Cadets, Now the other person begins to control the action. The increase in JLBC responsibility saves time. The leadership experience is now positive rather than negative. This is a very empowering change in delegating freedom and can also be used very effectively when a JLBC Cadet seeks responsibility from above or elsewhere in an organization, especially a JLBC Cadet strangling with indecision and JLBC bureaucracy. JLBC Cadets For example, "Here is my JLBC analysis and JLBC recommendation; I will move forward unless you tell me otherwise by (date)."

• JLBC Level 4 "Decide and take action - report what you did (and what happened)."

As with each increase in the scale, this delegation level saves even more time. This delegation level also enables a degree of follow-up by the JLBC manager regarding the delegated responsibility's effectiveness, which is necessary when JLBC Cadets are being managed by JLBC Command from a greater distance, or more 'hands-off.' The level also allows and invites positive feedback from the manager, which is helpful in coaching and development.

• Level 5 "Decide and take action. You need not check back with me."

You can give the most freedom to another individual when you still need to retain responsibility for the activity. A high level of confidence is necessary, and you would typically assess the quality of the action after the event according to overall results, potentially weeks or months later. Feedback and review remain helpful and essential, although the relationship is more likely one of mentoring rather than coaching.

• Level 6 "Decide where action must be taken and manage the situation accordingly. It's your area of responsibility now."

The most freedom you can give to the other person is only generally used with the formal change of a person's job role. It's the delegation of strategic responsibility. This gives the other person the responsibility for defining what changes projects, tasks, analysis, and decisions are necessary for managing a particular area of responsibility, such as the task or project or change itself, and how the initiative or change is to be implemented and measured, etc. This amounts to delegating part of your job - not just a task or project. You'd use this utmost level of Leadership during Warrior Challenges, Rapid Emergency Response, and field games.