Results For Competition
Please Login to see 4 Best Practices Results
- Sizing up the Competition - Dave Taibl
- Year in Review - Col Ray Rottman, USAF, Ret. (AMCSUS)
- Content Marketing - Andrew Erickson
- Design for Enrollment - Kate Persons
- State of Independent Schools - Dave Taibl
- Keynote: Mission Guidance - John Buxton (Culver)
- TABS - Buxton
- Globalization and Civic Engagement - Brigadier General Doug Murray, USAF, Ret. (NMMI)
- Transitioning to College - Victor Schwartz MD
- Relationship between Commandant and Dean - Brigadier General Richard Geraci, USA, Ret (MMA)
- Cadet Command Update - U.S. Army
You're In Charge... Now What?! - Maj Gen Randal Fullhart
Virginia Tech Corps of Cadets
When leadership fails to understand the root cause(s) of a problem, they often waste critical time, energy, and resources addressing only the symptoms.
This chapter is written from a new Head of School's perspective...though it could certainly be used by the leader of any component area of a school's operation: enrollment, academics, athletics, facilities, etc.
The underlying theory here is called the Theory of Constraints. It is a theory coined by the late Eliyahu Goldratt who wrote the best-selling book, The Goal, which illustrates the five thinking processes of the theory. The setting for the book is a manufacturing plant that is struggling to produce both the quantity and quality of product, at a price that is sustainable and that provides for a profit. The head of the plant is confronted with the reality that if things don't improve, the plant will be closed. He must figure out what is wrong and turn it around...quickly...without the benefit of additional personnel, facilities, equipment, or money. In other words, he must fix things with what he has available while continuing to operate the plant.
Sound interesting? Sound familiar? Instead of parts going through the plant and coming out the other end as a finished product think of students coming to our programs, progressing through our system, and emerging after graduation as successful scholars that are disciplined and honorable people ready to go to the next level.
Needless to say... I encourage you to read the book, The Goal. In the meantime, permit me to prime the pump.
If you are coming in as a new Head of School, then you are doing so along the line of a spectrum that begins where the previous head was fired, left, or retired. The school is somewhere on the spectrum of struggling, maintaining, or thriving.
You'll also face some realities regardless of where you are at on those spectrum. Whatever it costs to operate today, will cost more in the future. Even if you have the perfect team, people will leave for other jobs, or retire. Worse case, you don't have the perfect team and you'll need to be able to compete for high quality replacements. Your facilities will not get younger...meaning repairs and renovations will increase, nor will they likely grow significantly in capacity without expansion. The demographics and population of your potential students are going to change over time. Your sources for funding will continue to come from two major areas: Tuition & Fees and Endowments & Donations. Your competition will range from "free" public education, to private schools, to private boarding schools, to private, military boarding schools.
The Theory of Constraints is based on physics in that there is a cause and effect relationship between all things. Some of the things that affect the success of your school are within your direct control, some you influence, and some are outside of your control. Your focus should be on the first two areas.
Given this, the diagram that follows this article represents a rudimentary suggestion of how this might be applied to a school. (Note: take the two sheets and align them left to right.) This is called a Future Reality Tree and is read in the form of "If...Then"...from left to right...from box to box. Some things require more than cause to be in place to create an effect. That's what the circle with the "and" means.
You'll see that it begins with the makeup and inclination of the Board to support the institution's mission, the ability to provide for resources, and the selection and support to the Head of School. You may infer from this that if this is not present, the rest of the endeavor will be very hampered if not doomed to fail.
From there it flows into major components of the program to include admissions, academics, athletics, facilities, etc. For purposes of this article I've limited the complexity somewhat in order to illustrate the point.
At the far right, it illustrates the desired outcome of our programs and suggests that this can lead to increased resources and increased demand for the school enrollment. In short...a virtuous circle.
What's the benefit of such a diagram for your organization?
It gives you a place to start to analyze the health and well-being of what exists, and what is going to be necessary to move things forward. It is important to note that if you don't know what causes a situation to exist, you will be tempted to work on the symptom and not the problem.
As an example, if you go about repainting the dorm without realizing that the underlying cause of it looking dilapidated is that you don't have the financial support from your board, you will may get a freshly painted dorm in the near-term but it is only a matter of time before the problem surfaces elsewhere.
Is this diagram perfect as it currently stands? Is it a perfect reflection of your situation? The answer to both questions is, "No." As military experts will tell you it is not the "plan" that is important, it is the "planning."
My hope is that this will be encouragement to develop the diagram that reflects your desired outcome. What it takes to create the reality that you wish to achieve. In so doing you will discover the underlying relationships and prerequisites for achieving success in all aspects of your organization.
And here is the most important part...
Once you have that understanding, conduct a clear-eyed assessment of where your organization stands (in each element of the diagram) and trace they symptom(s) back to the problem that is causing the symptom(s) in the first place. That's where you need to put the bulk of your time and effort. And once you get things the way they should be...don't rest on your laurels because external realities and the march of time will soon be along to drive the need to address the cause that is now limiting your organization's success.
Athletics as an Integral Component of a Military Academy Education - Mark P. Ryan, Ph.D.
North Valley Military Institute
Athletics is arguably an essential, non-negotiable component of a military academy education. Each of the Service Academies, all military colleges in the U.S., and nearly all military secondary schools have integrated athletics into the core components of a cadet's experiences and requirements. While all schools approach athletics in different ways, there are a number of very common characteristics, including quality physical education courses, intramural athletics, interscholastic athletics, fitness activities/challenges outside a cadet's physical education coursework, and a school-wide emphasis on personal wellness.
Quality Physical Education (PE) Courses - Physical education courses should align with the five National Physical Education Standards (see shapeamaerica.org):
Standard 1 - The physically literate individual demonstrates competency in a variety of motor skills and movement patterns.
Standard 2 - The physically literate individual applies knowledge of concepts, principles, strategies and tactics related to movement and performance.
Standard 3 - The physically literate individual demonstrates the knowledge and skills to achieve and maintain a health-enhancing level of physical activity and fitness.
Standard 4 - The physically literate individual exhibits responsible personal and social behavior that respects self and others.
Standard 5 - The physically literate individual recognizes the value of physical activity for health, enjoyment, challenge, self-expression and/or social interaction.
That means quality Physical Education classes should include explicit instruction in movement patterns/principles/concepts, motor skills, strategies, tactics, and teamwork skills AND provide frequent opportunities for students to be active and interact with others in individual, dual, team sports/activities, and a variety of health-promoting activities. Most quality PE programs perform assessments of student fitness levels, have students set and work toward goals of improving those fitness levels, and provide focused instruction and experiences to enhance the fitness test performance of their cadets.
Intramurals - Intramural athletics involves competition WITHIN THE SCHOOL in a variety of team sports. Since some team sports like basketball or soccer or volleyball are so common and students may have preconceived notions about their abilities or lack thereof in those sports, many schools use intramural athletics as way to expose students to less common sports where they are on a more level playing field with their peers. Sports such as archery, orienteering, bocce ball, bowling, speed badminton, table tennis and paddleball can augment more traditional intramural sports such as flag football, softball, kickball, and sockball. The typical military school intramural competition scenario involves companies competing against each other for some form of honors, whether those are honor unit points, or an intramurals banner or trophy, or some other public recognition for the achievements. Many schools have cadet intramurals NCOs who help schedule participation, organize matches, arrange logistics, and track results. Some schools use cadet leaders as officials for intramural contests, and many schools require all cadets to participate in intramurals as a mandatory element of their cadet experience.
Interscholastic Athletics - Similar to intramurals, interscholastic athletics involves competition OUTSIDE the school, usually against schools of similar size. Most military academies belong to a state or regional consortia of schools aligned within the larger National Federation of State High School Associations (see nfhs.org). Those schools follow standard rules for player eligibility, officiating, conduct of matches, uniforms, etc. Some military academies require all cadets to participate in interscholastic sports at some point during their high school or college careers. Almost all academies offer a wide range of interscholastic athletics, particularly those that appeal to the demographic and skillset of the Corps of Cadets.
Physical Fitness Activities Outside the PE Class - There is a definite culture at a military school. That culture includes a strong sense of esprit de corps, morale, discipline, etc. Part of the athletic dimension of military schools often involves cadets participating in physical fitness activities and challenges outside the regular Physical Education Classroom. West Point requires all cadets to successfully complete the Indoor Obstacle Course Test (IOCT) which tests agility, coordination, strength, aerobic capacity, flexibility, and adaptability. A number of other military schools and colleges have created similar obstacle course experiences for cadets. Many schools also have "physical challenges" that demand cadets hike, river raft, run long distance, backpack, or do other very demanding physical tasks. A number of schools have created special clubs for physical fitness and wellness. Still others have special military awards for successful participation and/or completion of those tasks. At NVMI, we have a grade level challenge for each grade: 6th grade cadets complete an in-cadence mile run; 7th graders complete a high ropes course, 8th graders a 5K run, 9th grades a 35 mile bike ride, 10th graders a Class IV River Rafting expedition, 11th graders a 25 mile hiking/backpacking weekend on the Pacific Crest Trail, and 12th graders run the Los Angeles Marathon. For successfully completing the task, they are awarded a fitness challenge "merit badge."
Wellness Programs - Military academies promote the broader concept of wellness by having healthy meal service, having fitness centers for cadets and staff, providing counseling and religious service supports, and providing both academic and non-academic instruction focused on such skills as decision-making, problem-solving, accessing reliable health information, goal-setting, communication, negotiation and refusal, assertiveness, and advocacy skills.
The United States Military Academy has a saying that "every cadet is an athlete." The military school model emphasizes athletics because they promote teamwork, communication, fitness and wellness, self-confidence, respect for self and others, put winning into perspective, and foster academic success.