“These recruits are
entrusted to my care. I will train them to the best of my ability.
I will develop them into smartly disciplined, physically fit, basically trained
Sailors. I will instill in them, and demonstrate by my own example, the highest
standards of Honor, Courage, and Commitment.”
This was the Recruit
Division Commander’s (RDC) creed when I trained future U.S. Navy Sailors at
Recruit Training Command (RTC) in Great Lakes, IL. The creed contained succinct
and clearly defined goals that helped me, and others, successfully train 10 recruit
divisions.
How did we do it?
Using Tuckman’s Model to illustrate team lifecycles, Adair’s Model to
illustrate leadership processes, and a Cross Functional Team Integration
concept, I’ll demonstrate how three separate teams (Recruits, RDCs, and Support)
came together every week to change civilians into Sailors who are ready for
follow-on training and service to the fleet.
Team Building, Tuckman’s Model
Bruce Tuckman asserts
that teams navigate four phases: forming, storming, norming, and
performing. Tuckman’s model established that each phase is necessary for
the team to grow, overcome challenges, and deliver results.
This is what Tuckman’s
model looks like at Navy boot camp.
Forming
On the day recruits
arrive, they are assigned to a division of approximately 88 civilians.
Prior to their arrival, an entire support staff prepares for every need or
incident that can arise during training. In addition, a team of RDCs is
assigned to that division and familiarizes themselves with the upcoming,
intense, 2-month boot camp schedule. Processing days, including day of arrival,
take 3 to 5 days to complete; akin to herding cats, these forming days are the
most challenging days for all teams, yet everyone has one goal in mind:
graduation.
Storming
Each day, between 4:30 am and 6 am, recruits are awakened by “reveille”. The first person to greet
them is their RDC, barking out instructions for all to hear, and preparing each
future Sailor for the day’s events. Their day flow includes uniform of
the day, assemble for breakfast, march, arrive at medical, eat lunch, become
familiarized with training standards, attend classroom instruction, have
dinner, conduct hygiene and evening routine (letters home) and more!
Lights go out at 10 pm, which is called “taps”. During the storming phase,
recruit leadership is identified and established. Though at first they
are usually hesitant to step forward, those with apparent leadership skills or
High School ROTC experience will stand out and be appointed to lead in several
different roles.
Norming
After only a few days,
a routine takes hold and divisions, RDC’s, and supporting teams norm and begin
to function like clockwork. The strict scheduling of events, and common
goals provide a foundation for stability. Along with proper assignment of
roles and responsibilities and repetition of a few basic functions, training is
in full swing. Practice inspections, practice marching, and practice for
everything is the norm. This phase lasts from approximately week 2 until
week 6. Then the heat turns up!
Performing
Leading up to
graduation, recruits and RDCs alike are encouraged to strive for excellence
throughout training and receive recognition for outstanding performance in
several areas. Everything they have practiced for the last several weeks
will now be graded. Physical training, inspections, academics, and other
disciplines are meticulously observed and judged by exacting standards.
The results of which, if positive, are rewarded with recognition flags and
pennants displayed during graduation in front of families, peers, and
leadership at a graduation ceremony.
Every week new
divisions form, while other divisions graduate. New teams of RDCs are
assigned to train the next cycle. Some RDCs rotate into the support
staff, while others return from their supporting roles. It’s a
never-ending cycle of team building. How does it all go so
smoothly? Quite simply, leadership.
In part 2 of this blog, we will discuss Adair’s Model of team
building and three tips you can use.
What teams are in your
organization? Have you assembled the right team? Is the team
focused on a common goal? Does your communication system allow you to
interact with other teams effectively and efficiently? Is the team
forming, storming, norming or performing?
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