by WVBeaver05 » Sat Jan 06, 2007 10:24 am
There have been a lot of good observations on this subject. Let me summarize them (and, of course, add my thoughts).
* Throughout life we learn from experiences - we learn somewhat from good experiences, but it seems that we learn more/better from bad ones.
* The situation that you describe is not unique to Scouting, but I have seen it numerous times in Scouting. That is to say - someone not doing their job.
* Setting expectations is IMPORTANT (in Scouting, in school, in the work place, in a family, etc.). In Scouting for positions of responsibility, the expectations should be set by the Scoutmaster very soon after the election / appointment. There are materials available to help with this so they can be very clear.
* In addition to setting the expectations we do a grave disservice to the Scouts if we don't provide the training needed to fulfill the positions. This is the basis for Junior Leader Training. The first component is the expectation setting, but it must be followed by training and support on HOW to do the job. For the ASPL, both the SM and the SPL must take the responsibility for providing this training -- AND SUPPORT.
* We hold elections every 6 months, but only do the day long Troop Level JLT once a year (usually). This means that there needs to be one on one training if there are Scouts in PORs that haven't had the full day training.
* Many Troops don't do the full training even annually. I personnally feel that this is a huge mistake. We know that we have to train the Scouts on things like tying knots, First Aid, cooking, etc. but for some reason we feel like they will just know or "absorb" leadership skills. I have seen the same thing in the work place. The Scouts deserve to have the training to introduce them to the skills of leadership just like all the other skills that we teach.
* Communications is important! That means that when you (and/or the SM) sees that the ASPL isn't doing his job / meeting the expectations set for him, that he has to be told / reminded. Nearly everyone will, at some point, deviate from what is expected. If no one mentions it, they are much more likely to continue to deviate further and further. Not because they are BAD, but because they haven't been told / reminded. The communications should start very informally and gently as soon as something is noticed. It is sometimes a hard thing to do even then.
* But it doesn't get any easier. If the performance is not corrected, then the leadership must "do it's job, too" and that means moving to more formal correction and trying to bring the performance back up to an acceptable level. The bad news is that this is usually painful and hard for a leader to do. The good news is that in most cases when it is clear both what is expected and that the person will be held accountable that most people respond well and correct the problems. In many cases this is the catalyst for not only bringing people back to expectations but to exceeding them.
* And, even harder, if the performance does not come back to expectations within a reasonable time, then the leadership has the extremely hard job of removing the person from the position. It is hard to do in Scouting just as it is in other areas of life, but it has to be done. Even with Troops that have elections on a 6 month interval, just waiting until the next election isn't exhibiting the leadership that we are trying to teach / instill, it is simply a cop out.
* That leaves the hardest job. If you have to remove someone from a position, then you have to deal with the fallout. And that means taking flack from other Scouts and adults for one thing (the SM should be taking most of it, but no doubt the SPL will get some) and knowing that you did everything you could and the decsion was the right one you can stand by it. (While internally admitting that the failure of a subordinate was partly your fault and learning from that as well.) But the hardest part of this is to continue to work witht he Scout that had to be removed from the position. Even if done well and even if he recognizes that he wasn't doing what he had been clearly told he needed to do, there will still be anger and resentment from him. You have to be willing to deal with that rather than push him aside (and thus, usually, push him out of Scouting). Finding a way to interact with the Scout removed from a position may be the hardest thing you do, but you HAVE to try and do it.
* No one said it would be easy, but there is learning in everything. So, step up and learn and practice the leadership skills. (And then hope that you never have to do it in a workplace.)
WOW!! As I look back, this post is WAY longer than I was expecting it to be, but I'll leave it since I stand by the observations. And, I can tell you from personal experience that these things are not easy.
One last point - if you don't think you are getting the leadership training that you need, talk to your SM and ask for more for yourself and your other Junior Leaders. And, (people who know me in Scouting know what is coming here) see if you can attend your Council level JLT Course (now officially called National Youth Leadership Training or NYLT). It is usually a week long leadership training conference usually taugh in a camp setting. You will be taught leadership skills in detail in a Scouting environment, you will work hard, and you will have FUN. If your Council isn't having one, or you can't attend, check with adjacent Councils, but don't miss the opportunity. And Scoutmasters, promote this to you Youth Leaders and help them make sure they can go. Not only will the individuals who go benefit, but when they return to the Troop as better leaders your Troops will benefit, too.
YiS
Wayne
Scoutmaster Troop34
Roundtable Commissioner
Eagle Scout - 1973
Wood Badge Beaver - 2005
