| Training - for Staff in General |
|
Intro
for
Training
Staff
·
Aspects
of
training
·
Training
Outlines
·
Grading
Correspondence
Courses
· Correspondence Course Changes · Classified/Restricted Courses |
| A private fresh out of boot camp, a recently commissioned ensign, or a Tango member in MARS might feel a little nervous at the term. A more seasoned member may take staff somewhat for granted, or not give them much thought at all. The Commandant of the Coast Guard or the President of the United States view their staff quite seriously. |
| No matter where you stand in the scheme of things all of the views boil down to one key focal point; staff members are thought of as people with training, experience, and know how. They are the ones to look to for guidance. |
|
staff
anywhere
are
are
looked
to
for
their
expertise,
those
who
hold
such
positions
in
Navy-Marine
Corps
MARS
are
no
exception.
They
are
thought
to
be
"the
best
of
the
best",
the
ones
who
know
how,
the
go-to
person
for
help.
Don't
confuse
"one
who
knows
how"
with,
"one
who
knows
it
all" |
|
A
rather
natural
extension
of
all
this
is
the
membership
holding
the
view
that,
"if
they
do
things
a
certain
way
it
must
be
right,
or
at
least
acceptable." Each of you accepted your position of responsibility because you felt you had something to contribute. You may have had other reasons too, but contributing to the successful execution of the MARS mission has to be pretty universal among all of us. |
| The best way to lead is by example. We've all heard that one. Granted, all MARS staff positions are not ones of direct leadership. Then again, the chief advisors to the President are not in direct leadership roles either, yet their duties are vitally important and people look to their examples of what is expected. |
| Regardless of how you see yourself and your staff position, you also have a leadership part to play. To be a leader you must set the best example of the right way to do things. Review your training materials. Look at NTP-8 and your Ops Guides occasionally. If you haven't looked them over in a while, you might be surprised how many things you thought you knew that were not correct. |
| It doesn't matter who your are: whether Chief MARS, a State Director, the Assistant to your director for participation, or the Commander, Naval Network and Space Command. On-going training, daily assessments of how you did things, and regular review of the regs is essential to good performance. |
|
Members
look
upon
all
staff
as
examples
of
how
to
conduct
business.
Don't
guess.
Don't
tell
yourself,
"This
way
sounds
good
enough
to
me." As long as the job gets done" isn't good enough. It has to be, "is the job getting done right?" |
| Please look over any of the other material in this training site. Review any courses you want. You may even find something new you would like to study. Go for it! While you're at it, check out the staff training courses. They are required for all new staff and highly recommended even for those who have been doing it a while. |
| Perhaps it's been many more days than you care to count since your Trial Service period. Never-the-less, don't be shy about taking the MARS Operator Course (MOC, which replaced the MCI) again, perhaps for the first time since their have been so many changes. |
| If you have questions talk to your training staff and your directors. If they don't have the answers I bet they know where to find it. If your stuck, drop me a note. |
| Be proud of that staff call sign you hold! |
| One final note, for area directors in particular: |
| It is by no means a requirement, but it is highly recommended that the member selected to serve as the area FOUR will have attained the rating of NMO Chief, or higher. This is recommended because the area FOUR will have copies of the NMO courses answer keys, thus posing a potential conflict. |