REFLECTIONS ON A 50 YEAR CITADEL JOURNEY

COL Joe Trez, USA (Ret.), ’69,

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Basis of Reflections

•Memories of my TACs 1965-1969•Experience as an active duty TAC 1978-1981•Experience as Commandant/Deputy Commandant 1994-1997•Observations as a senior administrator in Bond Hall 1997-2012•Observations as Director of the Krause Center for Leadership & Ethics 2012-2015 and Chair of the Leadership Development Council 2013-2015

Vision

Achieve excellence in the development and education of principled leaders through the

coordination and integration of leader development programs.

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StrengtheningThe Citadel Experience

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 LTC Weart BG Carter BG Poole COL Trez

Preparation Phase

Looking in the Mirror

Turning the Tide

Creating the Culture

Embedding the Culture

- Krause Initiative established- Revised HC Training and Education- Leadership Studies Minor created- Revised Leadership Seminars and Training

- V & R Survey- V & R Program established- Leadership Model created- Company Leadership Teams created- Established SARC Position

- Established KCLE - Hired more TACs- Leadership Symposium- Started CIT 101- Started LDRs 201 /211- Transitioned to LEP

- Established CEIT- Revised Leader Development Model-Reduced number of core values- Staffed all TAC positions- Developed Junior Seminar- Developed Senior Seminar- Revised Cadet Rank Selection process -Modify Cadre Training POI- IPAC

- Started Junior Seminar (JEEE)- Started Senior Seminar (SLIS)- Revise cadet rank structure-Expand leadership training and opportunities- Refine Leadership Studies Minor- QEP Development- Established LDC

- Established Department of Leadership Studies- Hired Director for Assessment of LDP - Defined Outcomes for Leader Development Model- Execute QEP (Ethical Reasoning)- Codify LTP standards- Publish Guide to LDP- Revise and republish the CTM

- Establish Certification Program- Assess Programs

V – 8 Oct 2014

MG Grinalds Lt. Gen RosaBG Carter BG Stevens BG Carter BG Hines New ProvostBG Mace COL Stone COL Mercado CAPT Paluso

BG Poole

2014-15Leadership DevelopmentProgram Certification

Corps of Cadets

Principled Leader

Krause Center Programs(Moral Ethical)

Cadet Life: The Commandant’s Program

“The leadership laboratory”(Military, Moral Ethical, & PE )

Club Sports & Athletic Programs

(P.E. Moral Ethical & Military

Mentor Programs(Faculty, Staff, and career professionals)

External Pressures & Influences

The Citadel Experience

This term relates to the full-immersion, developmental nature of the Citadel’s unique leadership education, training and experiential programs and systems.

Internship Programs

Culturesand Traditions

AlumniSocial MediaFriendsInternetMediaFamily

Entering students with life experiences, expectations, and pre-Citadel values

Peer Pressure

Academic Programs(Academic, P.E. & Moral Ethical)

CITADEL GRADUATE

TAC Officer Leadership Integration

Developmentand Assessment

The Citadel Experience“A Program View”

ROTC Programs (Academic, Military, Moral-Ethical, and PE)

Spiritual Development Programs (Moral-Ethical)

Honor Code (Moral-Ethical)

Transition to current role

• 1994-1997 (COL Trez/ COL Popham/COL Trez)– Active Duty Structure (Commandant, TACs, and Deputy Commandants)– Lords of Discipline Culture– Lane Report Implementation (Whitmire ‘69/ Mood ‘80)– Shannon Falkner decisions– Army/ DOD/ Sara Lister– Messer/Mentavlos…CPT Rick Ellis, USA– National spotlight, Alumni on steroids– Social Media age (Email) catches on

• 1997-2006 (BG Mace)– Battalion TACs with incremental expansion of number of TACs (three per battalion)– Accountability…take back control of barracks culture-autocratic model– Adhere to high disciplinary standards– TAC Offices in the barracks

• 2006-2009 (COL Greg Stone)– Incremental expansion of number of TACs– Contemporary Army model of leadership– Contrasting leadership styles with BG Mace– West Point influence - alumni resistance

• 2009 -2014 (COL Leo Mercado)– Incremental expansion of number of TACs (one per company)– Addition of Assistant Commandant for Leadership Development– Combination of Mace-Stone leadership style– Social media explosion– Challenges: BOV & Appeals, Watts Bks Riots, Starkes case, Reville, Summerall Guards, IPAC

• 2014 -20?? (CAPT Geno Paluso)– Focus on leader development– Challenges (Hazing cases), alumni pushback

Active Duty ROTC Officers and NCOs

Old model..• Primary Mission: select, train,

access, and commission officers• Teach the science of leadership

“ROTC is the college’s leadership department!”

• Serve as leadership role models• Assist the Commandant in

maintaining military standards (D&C, Inspections, & PT)

• Coach cadets in the “Art of leadership”

• Recommend punishments• Sit on disciplinary boards• Serve as Officer-in-charge (OC)

ADOs Today…• Primary Mission: select, train,

access, and commission officers• Teach the science of leadership

“ROTC is the college’s leadership department!”

• Serve as leadership role models• Assist the Commandant in

maintaining military standards (D&C, Inspections, & PT)

• Coach cadets in the “Art of leadership”

Two categories of peopleon the bus

The Tactical Officer• Looks at what they do as a job

• Looks at their primary role as being in charge / in command of the company/battalion

• Looks at their role as being the chief disciplinarian

• Tells cadets what to do and how to act• Blames Jenkins Hall, Bond Hall, the

faculty, and the BOV for how things are

• Complains about the hours, the pay, and the lack of resources

• Looks at most cadets as being slick, unethical troublemakers who do not want to be here

The TAC (Teacher Advisor & Coach)• Looks at what they do as a

professional calling…shaping the next generation of America’s leaders

• Looks at their primary role as serving as a Teacher, Advisor, & Coach to the cadet leadership

• Looks at their role as integrator of the leader development model

• Serves as a leadership role model-walks the walk as well as talks the talk

• Helps cadets understand the “why” • Finds ways to make things better and

does not complain in front of cadets• Looks as most cadets as being here for

the right reasons who need guidance, direction, advising, and coaching

Current Role for TACs (Trez view)

• Serve as role models for the cadets

• Hold cadets accountable to enforcing standards

• Integrate the leader development model into the cadet experience

• Assess cadets as the develop in the cadet experience

• Provide coaching and feedback to cadets as they develop in the cadet experience

• Certify cadets in three of the pillars leadership development model

Success requires resources

• Get the right people on the energy bus

• Provide them the tools they need to be successful• Training• Experience• Clear guidance and direction• Support

• Fully Employ Leader Development Teams• Faculty• Active Duty Officers and NCOs

• Supported by a user friendly Cadet Accountability System

• Provide a regular feedback system between those who teach leadership and those who participate (teach, advise & coach)and certify leadership in cadet life

Operational Model

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Academics

Military

Physical Effectiveness

Moral/Ethical

4C Prepare

3CServe

2CLead

1CComman

d

Small-taskexecution

Teamleader

Commandcapable

HonorDuty

RespectProficientFollower

Cert Cert Cert Cert

Corps Leading the Corps11

(Schools & Departments)

(Commandant & ROTC)

(Commandant )

(Krause Center & Commandant)

The Citadel in 2018

• Operating a four-year leadership development program that is nationally recognized as an exemplar among university leadership programs

• Executing an integrated cadet leadership program (curriculum, training, and experience) fully funded by donors to include class reunion campaigns

• Operating with a comprehensive leadership development model with defined learning outcomes where cadets demonstrate principled leadership within The Citadel experience