The Guide to Officership and Leader
Development (GOLD) Program
Summer 2010 Assessment Report
LT Jeffrey Brewer, GOLD Officer &
Dr. Jason Siniscalchi, LDC
Table of Contents
I.
II.
Executive Summary
Research Process
III.
Findings
IV.
Recommendations
V.
VI.
Leadership Competencies
A.
Accountability and Responsibility
B.
Followership
C.
Self Awareness and Learning
D.
Aligning Values
E.
Health and Well-Being
F.
Personal Conduct
G.
Technical Proficiency
H.
Effective Communications
I.
Influencing Others
J.
Respect for Others and Diversity Management
K.
Team Building
L.
Taking Care of People
M.
Mentoring
Appendix
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Executive Summary
The GOLD Officer’s summer 2010 responsibilities focused on conducting an in-depth analysis of
the Coast Guard Academy’s (CGA) Second Class (2/c) summer cadre leadership development experience.
The effort led to over 15,000 pieces of data collected over a four month period. Assessments included a
pre-summer self-evaluation, a post-summer self-evaluation, three different external reviewer evaluations
(Cadet Sail Training Program, Training (T)-Boats, and LDC Evaluators), and a day-by-day reflective
journal/evaluation. The study used the first thirteen Coast Guard leadership competencies (Accountability
and Responsibility, Followership, Self Awareness and Learning, Aligning Values, Health and Well-Being,
Personal Conduct, Technical Proficiency, Effective Communications, Influencing Others, Respect for
Others and Diversity Management, Team Building, Taking Care of People, and Mentoring) as the
foundational components of the development.
Significant findings were made in a variety of different categories. Several leadership
competencies were shown to experience extraordinary levels of growth and development (Accountability
and Responsibility showed a self reported 23% growth), but other areas were perceived as not being
developed at all. One in five cadets believed there was not a single program or experience that contributed
to their ability to manage diversity. Similarly some programs were mentioned repeatedly as key pieces of
the cadets’ leadership development, whereas others, even some of significance, were rarely mentioned. As
an example, the Luders program was mentioned as a “significant component or experience that developed
leadership” more than five times as often as the 100th Week Program (on a per participant basis). The
results require further longitudinal data to validate, but preliminary analysis reveals important insights into
cadet development, program effectiveness, and areas of potential future focus.
The assessment program also yielded outstanding, actionable data for Practicum Supervisors, the
Cadet Training Staff, and the 2011 Swab Summer Officer. Preliminary plans are in place to replicate many
of the assessments to validate the data and inform process improvement. This document seeks to inform
stakeholders, but also as evidence of the potential of high quality assessment instruments in the
development of leaders of character. It is the hope of the authors that this work be continued, expanded, and
institutionalized as we build the robustness and quality of the Coast Guard Academy’s leadership
development programs.
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Research Process
Overview
During the summer of 2010, the CGA GOLD Officer conducted an intensive study of the Class of
2012 as they underwent their 2/c Summer Leadership Program. The research was part of a greater effort
seeking to understand and optimize the leadership programs at the Academy known as the 200-Week
Analysis. The research was also heavily influenced by the recommendations of AIM Consulting in their
work in late 2009 and early 2010. The project gathered over 15,000 data points as it examined a variety of
components of the various summer experiences. This project, in addition to the insights gained, was
intended to serve as a proof of concept for future leadership assessment efforts at the Academy.
It should be noted that some of the information is self assessment data and some is external
assessment. Because self assessment does have greater potentials for bias, the word
“perceived” is used prior to any self assessed data. As noted in the diagram
to the right, this prototype assessment effort is a necessary line of
Long Term
position as we utilize the insights from the AIM Report and
Leadership
the 200-Week Analysis to determine the proper route
Assessment
going forward. The aspired destination is the
Program
2010 Summer
creation and proper utilization of a cycling,
Assessment
Report
multi-year leadership assessment program.
AIM Consulting
Report &
200-Week Program
Findings
Methodology
Prior to their summer experiences, every member of the Class of 2012 (then 3/c) was provided the
opportunity to evaluate themselves on a 1-5 scale in each of the CG’s 13 Leadership Competencies. At the
conclusion of the summer, they were provided the same survey with two additional questions, “Looking
back, how would you rate your pre-summer capability level in _____ competency?” This was then
compared to the cadet’s pre-summer numbers to assess pre-summer (typically) overestimation of abilities,
and compared to post-summer values to assess perceived growth through the summer. In addition, the
cadets were asked, “What program/experience aided your leadership development in this area to the
greatest extent?” A full content analysis of this data is located in the final section of this report.
Finally, the cadets were evaluated by several external reviewers (all again using the same 13
competencies and the same 1-5 rating scale). They included: Cadet Sail Training Program (CSTP, also
commonly referred to as Luders) Officers-in-Charge (OinC), Training Boat Program (T-Boats) Practicum
Supervisors, and several members of the Leadership Development Center (LDC) Staff. The purpose of the
multiple reviewers was to get several “lines of position” to get a “fix” on the cadet’s true leadership
capabilities. The level of interaction by these reviewers varied from a full two-week pseudo-mentoring
relationship by the CSTP OinCs to a simple 30 minute interview by a LDC researcher.
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Notable Findings
1.
2/c Cadets, on average, overestimate their strengths in leadership (as compared to external reviewers)
in every one of the first thirteen CG Leadership Competencies (Values, Respect, Taking Care of
People, and Mentoring were the most significant with ~20% overestimation of capabilities).
2.
At the completion of the summer, cadets believed they personally overestimated their capabilities in
the following categories at the beginning of the summer to the greatest extent: Taking Care of People
(9.6%), Mentoring (9.0%), and Effective Communications (8.0%).
3.
Greatest areas of cadet perceived leadership growth are: Accountability and Responsibility (23%), Self
Awareness (19%), Influencing Others (19%), and Effective Communication Skills (18%).
4.
Overall weakest areas of leadership (by self analysis): Technical Proficiency, Accountability and
Responsibility, Effective Communications, and Mentoring
5.
Overall strongest areas of leadership (by self analysis): Taking Care of People, Aligning Values,
Health and Well Being, Self Awareness, and Followership
6.
LDC reviewers (30 minute interviews) tended to evaluate cadet’s capabilities much lower than the two
other groups of external reviewers. There is significant anecdotal evidence showing cadets having
much more difficulty explaining/describing leadership than demonstrating it.
7.
Swab Summer was cited more than twice as often as the second place experience/program for
leadership development, yet not every cadet participates as a Swab Summer cadre.
8.
In two categories, Aligning Values (16%) and Diversity Mgmt (20%), over 15% of the comments were
“Not Applicable.” In other words, as much as 1 in 5 cadets didn’t see a single program during their
summer experience that provided for growth in these areas.
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Recommendations
1.
Verification of Findings – The GOLD Officer sought to study 2/c cadre summer due to its reputation
as one of the most impactful experiences for developing leadership. It is recommended that the
research be replicated during the summer of 2011 to verify the findings.
2.
Electronic Evaluation – By utilizing the CGA Portal,
the GOLD Officer was able to gather vast amounts of
evaluative data. Unfortunately it required replicating
the paper based evaluations currently in use, thereby
almost doubling the evaluation efforts of the
practicum supervisors. It is recommended that all 2/c
summer cadre evaluations be completed online
(including the Cadet Evaluation Reports). The
electronic data is easier to analyze and track by
researchers, Company Officers, and the Training
Officer.
3.
Long Term Leadership Assessment Program - Due to the required effort associated with an assessment
of this kind, it is recommended that the GOLD Program, in conjunction with the Council for
Institutional Effectiveness, establish a long term assessment program with rolling evaluations for all
significant leadership development programs.
4.
Training Program – It is recommended that all Practicum Supervisors (and any individuals working
directly with cadets during the summer program) be introduced to this data. Simple awareness of
where the cadets (in general) have weaknesses will allow them to tailor their programs to better meet
the leadership development needs within their various programs.
5.
Area for Deeper Study – Taking Care of People: Cadets rated this competency as their best (both preand post-summer), but external reviewers rated cadets 20% (on average) lower than the self ranking
(Findings 1 and 2),
6.
Area for Deeper Study – Accountability and Responsibility: Cadets rated themselves worst in this
category, but also perceived growth in this area greater than any other category. (Findings 3 and 4)
7.
Area for Deeper Study – Diversity Management: Over 20% of the cadets broadly dismissed this
competency as “not applicable” when asked to describe a program or experience that developed it
(Finding 8).
8.
Area for Deeper Study – Mentoring: Even though the class of 2012 was told this was their primary
responsibility as a 3/c (and given a great deal of practice in mentoring their 4/c), many external
reviewers found the cadets very weak in this area (11th out of 13 competencies) (Findings 1, 2, and 4).
6|Page
13 Leadership Competencies
The following section provides in-depth analysis of the Class of 2012’s development in the CG’s
13 Leadership Competencies. They are presented in the following way:
Title
Coast Guard’s definition of the category.
Quantitative Analysis (all data is averaged from the 213 members of the class who submitted pre- and
post-summer data.
Pre-Summer – Class Average (out of 5), Rank among the 13 (1 st – highest, 13th – lowest)
External Reviewers – Average (out of 5), Rank
“Looking Back” – Average, Rank
Overestimation – Percent (Pre-Summer greater than “Looking Back”), Rank
Post Summer – Average, Rank
Perceived Growth – Percent (Post Summer to “Looking Back”), Rank
Content Analysis
Program or Experience
Freq – Frequency term used in comments
Pct – Percentage of responses
Leading/Role Model/Etc
Several example comments taken directly from data
Overall Most Cited Programs/Experiences for Leadership Development
Across all competencies, the most prominent code throughout the summer was Swab Summer (16%,
n=485), followed by Not Applicable (8%, n=227) and Teaching (7%, n=221).
Category
Program
Experience
Experience
Program
Experience
Experience
Experience
Experience
Experience
Experience
Experience
Experience
Experience
Experience
Program
Experience
Experience
Experience
Experience
Experience
Code
Swab Summer
Not applicable
Teaching
Boats
Leading
Role model
Teamwork
Caring for others
Safety/Wellness
100 week
Evaluations
Communication
Details
Entire experience
AIM
Chain of Command
Awareness
Accountability
Self
Motivation
Count
485
227
211
200
183
175
117
111
90
90
82
80
73
73
70
57
53
52
51
51
% Codes
16%
8%
7%
7%
6%
6%
4%
4%
3%
3%
3%
3%
3%
3%
2%
2%
2%
2%
2%
2%
7|Page
Accountability and Responsibility
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.37 (Ranked 13th)
External Reviewers – 3.19 (Ranked 6th)
“Looking Back” – 3.07 (Ranked 13th)
Overestimation – 6% (Ranked 5th)
Post Summer – 4.20 (Ranked 12th)
Perceived Growth – 23% (Ranked 1st)
Content Analysis
Program
Experience
Experience
Experience
Experience
Program
Experience
Swab Summer
Leading
Role model
Caring for others
Teaching
Boats
Regulation
Freq
65
38
34
13
13
13
12
Pct
25%
15%
13%
5%
5%
5%
5%
Leading
During Cadre when I got to see how what we did as people effected and controlled what happened in the
situation and outlook of the people around us.
Having a division on EAGLE over the summer greatly increased my accountability and responsibility.
Even though I wasn't around them all the time, I still had to check up on them and make sure their watches
were going well.
Role model
The inability to hold a Swab accountable to a certain standard because I myself was not upholding the
standard (room appearance). The one specific event I remember is when swabs were unexpectedly lined up
out front of my room where they could see directly in. My room was not at the standard that I would expect
of them.
Caring for Others
I think helping out with swab summer the first week really made me very aware of the fact that I was
actually responsible for the safety of around 34 kids. After all the trainings we had had, it finally became
"real".
Dealing with a possible suicide case for an AIMster who's parents forced them to be there and mentally
abused him his whole life.
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Teaching
Seeing everything from a new perspective and being responsible for someone who knows nothing, and you
have to teach.
I learned about this during the first week of AIM. We had plenty of GB Time and didn't have enough
activities planned and had to "wing it".
Regulation
Making sure that we strictly followed the SOP, and helping our shipmates make sure they also follow the
SOP.
Having swabs and being in charge of bringing them to all of their trainings and military obligations.
Followership
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 4.00 (Ranked 2nd)
External Reviewers – 3.30 (Ranked 2nd)
“Looking Back” – 3.68 (Ranked 4th)
Overestimation – 6.4% (Ranked 4th)
Post Summer – 4.25 (Ranked 7th)
Perceived Growth – 11% (Ranked 11th)
Content Analysis
Experience
Experience
Experience
Experience
Program
Program
Experience
Experience
Communication
Teamwork
Chain of Command
Not leading
Boats
Swab Summer
100th Week
Not applicable
Freq
35
33
26
25
24
22
20
14
Pct
15%
14%
11%
11%
10%
9%
8%
6%
Communication
I always listened to what my fellow cadres had to offer whenever they had an opinion on an issue. If it was
valid and something I agreed with I would follow their judgment, however, if I disagreed I wouldn't. With
command staff and the officers, I did follow their wishes.
I learned that communication is key to good followership. The follower has to have a good understanding
of why the leader is doing what he is doing. And also the leader has to be open to ideas from the followers.
9|Page
Teamwork
If I had to describe this summer, the word I would choose is teamwork. From banning together to train
swabs, to coordinating transportation during CATP, to man-overboards on Tboats, to planning meals in
Luders, etc. this summer went so smoothly when people worked as a team. I think the most important
aspect of a team is effective followers, and that was never more apparent than during our training this
summer.
Chain of Command
The LT aboard was completely in charge of what was going on and I really was just going off what he said
because I had limited knowledge of the inner-working of a T-Boat.
As Eagle cadre, we were more or less left to our own devices to figure out how to prepare and eventually
run the swab summer Eagle program. By working with the department head and mast captains I was able
to work to support them by completing my assigned tasks in a timely manner and suggesting improvements
to our methods that would make Eagle cadre more effective
Not leading
Working with the Cape May Company Commanders allowed me to become a better follower. The Cape
May CC's shows all of the 2/C how to be the best leaders possible and what kind of example we would be
expected to set for the swabs.
The beginning of the summer during LAMBS (sic) week when we had to be broken down as followers in
order to become leaders during the summer.
Self Awareness
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.53 (Ranked 11th)
External Reviewers – 3.41 (Ranked 6th)
“Looking Back” – 3.27 (Ranked 12th)
Overestimation – 5.2% (Ranked 6th)
Post Summer – 4.25 (Ranked 8th)
Perceived Growth – 20% (Ranked 2nd)
Content Analysis
Experience
Program
Experience
Evaluations
Swab Summer
Leading
Freq
35
33
26
Pct
15%
14%
11%
10 | P a g e
Program
Experience
Experience
Experience
Experience
Boats
Self
Role Model
Not applicable
100th Week
25
24
22
20
14
11%
10%
9%
8%
6%
Evaluations
Using thoughts of the day to realize the impact I was having on the swabs.
During the waterfront sessions, I would constantly ask for feedback from peers and leaders on how to better
teach and lead.
Holding cadre meetings every night and having an admissions officer supervisor helped to develop this
Leading
I learned a lot about myself simply by doing. I learned how I would react in split second decisions when
interacting frequently with the swabs.
I became more aware of myself and my leadership on days when I was lead cadre and found myself in
situations where I had to think on my feet. I gained a better understanding of my personal thought process.
Self
I had some personally conflict going into my trip on Luders. I had failed my ROTR test and was not
looking forward to sailing for a week when i could of been studying and working out at CGA. My mind
was elsewhere the entire trip; but then i realized toward the end that i had to be aware of my personal
conflicts and not let it show during times when you have to get a job done.
I was always evaluating my performance as a leader at the end of the day, both down at waterfront and up
in Chase Hall. I would reflect on the day and see what strategies were working and which were not.
Role Model
This summer was what really clicked for me on self-awareness. Before this summer I don't think I cared as
much as I should have about the little things but since I was teaching it to the swabs, I DID care. The best
form of teaching is through being a role model so I tried to be a good role model for them to look up to.
Recognizing that not only was command watching to make sure you're doing your job, but that the swabs
were watching to learn how to do the job
Not applicable
Nothing during the summer program helped develop my self awareness and learning.
I've always been self aware/open to constructive criticism.
Being a cadre gave me less time to be self aware
100th week
I remember during 100th week the Cape May CCs talked to us about how important it was to be very aware
of what you are doing because the recruits/swabs will notice everything and pick up on your non-verbal
attitude. They stressed how important it was to just be yourself and not to fake anything because it can be
very obvious. It is also important to pay close attention to the people you are leading and your peers and see
11 | P a g e
how they react to you and your leadership style. If they are not responding well, then perhaps you should
try something new and be open to ideas from others.
Aligning Values
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.97 (Ranked 3rd)
External Reviewers – 2.90 (Ranked 12th)
“Looking Back” – 3.88 (Ranked 2nd)
Overestimation – 1.8% (Ranked 10th)
Post Summer – 4.38 (Ranked 2nd)
Perceived Growth – 10% (Ranked 12th)
Content Analysis
Experience
Program
Experience
Experience
Experience
Teaching
Swab Summer
Not applicable
Role Model
Accountability
Freq
55
35
33
30
11
Pct
24%
16%
16%
14%
5%
Teaching
I hold the core values very closely because they matched my own personal values before even attending the
academy. Teaching the swabs about honor and respect and devotion to duty on a daily basis even further
grounded those values.
While leading the swabs, I was able to fully embody the concept of the core values. I have always heard
and understood them, but after teaching swabs about honor, respect and devotion to duty I was able to
understand them better.
Not Applicable
I don't feel that i improved in this area. I feel that I have strong values, and this summer didn't change them
all that much.
We live our entire lives by these core values and I do not think that this summer has taught me anything
new about them.
It was the topic of my LOB identity paper, my values have been similar to those of the Coast Guard long
before I became a cadet and since they have been aligned as my own, I do not think I can make much
improvement in this area.
Role Model
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Swab Summer was the reason why I reconnected or realigned my values in a stronger way. I would argue
that the only thing that helped realign these values was the fact that I now had 38 swabs looking up to me
expecting to see these values in my every action and word.
I understood the importance of the CG core values before the swabs arrived, but I realized to a new degree
how important it is that my values align with the CG's after the swabs arrived. They needed to see an
example of aligning values with the CG's and I needed to set that example.
Accountability
Watching swabs tell little white lies, leave shipmates out to dry, and other slips of values AND realizing
how upset I got has shown me just how much I have learned at the Academy. The changes aren't as readily
apparent until you have corrected someone else.
During the summer there wasn’t much accountability as to who was doing their job. we had to keep each
other accountable. If someone wasn’t doing their job we made it known at our nightly cadre meetings.
Health and Well-being
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.77 (Ranked 6th)
External Reviewers – 3.28 (Ranked 3rd)
“Looking Back” – 3.70 (Ranked 3rd)
Overestimation – 1.4% (Ranked 11th)
Post Summer – 4.34 (Ranked 3rd)
Perceived Growth – 13% (Ranked 10th)
Content Analysis
Experience
Experience
Experience
Program
Experience
Experience
Experience
Experience
Leading
Safety/Wellness
Time Management
Swab Summer
Caring for Others
Role Model
Not Applicable
Self
Freq
28
26
25
22
21
20
20
12
Pct
13%
12%
11%
10%
10%
9%
9%
6%
Leading
I helped to organize and lead swab summer vespers while at the academy, and encouraged my peers and
subordinates to realize the importance of maintaining cleanliness in rooms and heads etc. both in Chase hall
and on the Eagle.
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During swab summer i realized i need to be in good physical and mental condition in order to give 100%
effort at all times to help train the swabs.
Safety/Wellness
I always felt like i had outstanding personal fitness, but sometimes i could not balance the stress of the
Academy. I time when I was watch captain, i was heading out of a pier and there was dense traffic
everywhere. I almost crashed into two boats and my classmates were waiting on commands. I felt
completely stressed out. My office took me step by step and told me to tone everyone out and think about
the right decisions.
We had one aimster taken to the hospital which really reminded me I needed to be getting more rest and
fluids taking care of myself
During Waterfront my awareness of safety increased more than ever. It was very important to explain
safety precautions to the swabs and watch out for them while they were sailing.
i actually feel as though i lost some of my health due to the cadre program because i found myself needing
as much energy as i could get so i got in the form of energy drinks and coffee.
Time Management
I also had to stay emotionally strong throughout the entire summer because I would not be a good leader if
they saw me at points where I felt tired and unable to handle the stress. I knew when to walk away and
take a break and when to come in full force.
During this summer I got into a great routine as far as eating right and exercising. Now I just need to keep
that routine up as I enter the academic year.
Although I had to do a lot of time management this summer, it was not that challenging, and my personal
health time was worked in. Being a cadre was stressful, but I still managed to find time and ways to relax
in order to be the best leader I could under the circumstances.
I know how much sleep is healthy, I know what foods are healthy, but still under the busy stressful life at
the academy, I find it difficult to maintain the optimum balanced healthy lifestyle.
Caring for Others
As EAGLE's Cadet Duty Officer in Savannah, Georgia, I was responsible for the smooth operation of tours.
It was a particularly hot day with heat indexes passing 100 degrees. My top priority was making sure the
swabs in the duty section did not succumb to heat-related illness. I periodically made rounds of the deck to
ensure the swabs were keeping hydrated and regularly relieving each other for breaks. Throughout the
evolution, I made sure I was also remaining hydrated so that I could continue to lead the duty section
throughout the day.
I made sure my swabs stayed healthy by personally filling sanitizer containers in the wardroom and in our
wing area, getting them excited about circuit training and the o-course, and encouraging them to eat a lot of
protein, fruit, and vegetables at meals.
Making sure sea sick cadets made it to the rail and were taken care of as well as making sure cadets got
enough sleep and had enough time between watches.
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Role Model
Morning Calisthenics with the AIMsters led me to realize that if I expected the AIMsters in my charge to
perform well physically, that I had to set the example and continue to exercise throughout my cadre
experience even though being a cadre is exhausting.
This summer I realized that I perform better when the swabs are watching. With the swabs, you do
everything at 150% to prove you can...so therefore they can too.
My time as cadre, as it forced me to be the best and not give up physically, so the scholars would want to
look up to me.
Not Applicable
There was no moment/experience/component of the summer program that developed my health and well
being to any noticeable degree.
I continued to work out as much as possible during the summer and eat healthy just as i had done during the
school year.
Self
The programs where I was away from the Academy and had to be more self sustaining helped me to see
that I need to be more health conscience.
When we had all the free time and we could check and workout more.
Definitely working out on my own time greatly improved my fitness level.
Personal Conduct
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.57 (Ranked 9th)
External Reviewers – 2.97 (Ranked 9th)
“Looking Back” – 3.56 (Ranked 5th)
Overestimation – 0.2% (Ranked 13th)
Post Summer – 4.27 (Ranked 6th)
Perceived Growth – 14% (Ranked 9th)
Content Analysis
Experience
Program
Experience
Experience
Experience
Role Model
Swab Summer
Accountability
Not Applicable
Leading
Freq
50
31
21
19
15
Pct
23%
14%
10%
9%
7%
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Role Model
Receiving a collateral duty completely different from what I requested gave me practice in being optimistic
and self-motivated in front of my trainees and fellow cadre. This allowed me to overlook some of the less
enjoyable parts of my job and maintain great enthusiasm about the big picture in front of my trainees.
I really developed in this area while being CC for the first week of AIM. I had to do everything in a
professional manner because I realized that I was being observed at all times.
I set the example I expected my swabs to follow
Accountability
During Luders and T-Boats, I was made more aware of my strengths and weaknesses as I dealt with my
peers. My strengths of technical proficiency on the water and my strength of taking initiative were
recognized and utilized during these programs. Likewise, my weaknesses of followership and self
accountability were recognized and I was able to work harder to improve these areas during the summer.
When, after several AIMsters had admitted that they had lied to the Echo AIM cadre, I counseled the
AIMsters on the importance of maintaining their honor.
The idea that this summer we were most accountable to each other caused me to not want to put my
classmates in a difficult situation.
Not Applicable
None, I have always understood the importance of personal conduct, and have always held myself as
accountable as possible.
I stayed the same
Leading
Having to stand up for your ideas with your own friends and classmates.
Seeing how my conduct affected the people under me.
Being company commander for a week during aim helped me become more aware of my personal conduct.
Technical Proficiency
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.60 (Ranked 8th)
External Reviewers – 3.15 (Ranked 5th)
“Looking Back” – 3.40 (Ranked 9th)
Overestimation – 4.0% (Ranked 7th)
Post Summer – 4.13 (Ranked 13th)
Perceived Growth – 15% (Ranked 8th)
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Content Analysis
Program
Experience
Experience
Experience
Program
Freq
52
33
30
27
17
Boats
Teaching
Details
Not Applicable
Swab Summer
Pct
24%
15%
14%
12%
8%
Teaching
No doubt being an EAGLE cadre was demanding in this regard, in order to teach the swabs about the in
and outs of the ship I have to be proficient myself so it goes without saying that experience helped me to
grow even further in ensuring that I have the know how and competence to not only get the job done, but to
teach others how to do it as well.
During engineering time when I was residing over groups of AIMsters that were building their boats for the
AROW Program. I gave them advice on their craft's construction and design while at the same time
explaining the relevance of the Coast Guard missions that they were going to simulate with their water
crafts.
I learned a lot about sailing which I had no experience in before. Being able to learn quickly and then pass
on personal knowledge to others developed my proficiency the most, such as teaching swabs to sail two
weeks after I had learned.
Speaking in front of the swabs. One time I told them about my honor case and how I used it as motivation
to improve. Speaking highly of the coast guard and what we do helped not only the swabs, but also myself
work harder and take things more serious.
Details
Playing the role as navigator really helped me learn how to prepare and prioritize my task. I spent four ours
preparing a navigation brief which led to a great success the next day in reaching our destination in a safe
and timely manner.
Using the Wiki to keep a record of swab performance increased my technical proficiency.
Swab summer. As a group our section had to plan each day and use every minute.
As bravo liaison, I had to make sure i had a suitable classroom that could play the slide show and hold all
the swabs in the company.
Not Applicable
I have always been technically competent with the latest technology and the different computer based
programs around campus.
My technical proficiency did not increase from this summer
Communication
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
17 | P a g e
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.73 (Ranked 7th)
External Reviewers – 2.96 (Ranked 9th)
“Looking Back” – 3.33 (Ranked 10th)
Overestimation – 8.0% (Ranked 3rd)
Post Summer – 4.21 (Ranked 10th)
Perceived Growth – 18% (Ranked 4th)
Content Analysis
Program
Experience
Experience
Experience
Program
Experience
Swab Summer
Teamwork
Teaching
Chain of Command
Boats
Leading
Freq
38
37
29
24
23
19
Pct
16%
15%
12%
10%
9%
8%
Teamwork
It was amazing to see how different and how well all the cadre communicated with each other by week 3.
Week one we were awful at it and a lot of people butt heads. However, we all learned really quickly what
worked and didn't work in terms of good communication and I feel like I have improved a lot in this
category.
having to always be on the same page with the other cadre and the summer staff in order to present a
consistent picture to the swabs.
Teaching
Before reporting in day I was very nervous about being in front of the swabs and being able to
communicate to them. That changed immediately when I gave the quad speech to the incoming foxtrot
swabs. From that point on I was more confident and could effectively communicate with not only the
swabs but the other cadre as well. I feel like this is the area where I improved the most on over the
summer.
When I had to give the Wind and Weather Lecture to the swabs I stepped out of my comfort zone and had
to learn how to effectively convey what I needed to the swabs. It was important to keep the lecture
interesting so they would stay awake and learn about sailing.
I was worried about speaking spur of the moment in front of swabs. I was afraid I would be unable to
convey a message adequately, or be able to express the importance of what i was speaking about. Over the
course of the summer, I became better and better...after realizing that confidence, not volume, was what
won over them.
Chain of Command
When interacting with my supervising officer regarding issues I had with the resources provided to my
grandfather who was sailing with us, I initially let my emotions influence my words negatively. I was later
counseled by this officer as to what would have been a better approach when asking a superior for a favor
18 | P a g e
like I had. This helped increase my self-awareness significantly as well as fine tuned my approach to
interactions with officers.
The success of EAGLE cadre weighed strongly on our ability to communicate effectively. Sometimes we
didn't do this so well. I made sure that if I had an issue that I used the chain of command and would always
bring it up behind the scenes, not in front of a large group. Communication with my division was also
import .
Having to interact constantly with higher ranking officers, JO's, crew, and even other cutters aboard Eagle.
Leading
Over the summer the head conditions were deplorable because the heads went for almost an entire week
without being cleaned. After speaking with numerous people about the situation with no results, I took it
upon myself to contact the building manager to handle the situation. I also had to complete a write up about
the situation.
In our division i would always try to set standards and expectations, and make sure that the swabs knew
what they were.
Influencing Others
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.47 (Ranked 12th)
External Reviewers – 2.96 (Ranked 10th)
“Looking Back” – 3.29 (Ranked 11th)
Overestimation – 3.6% (Ranked 8th)
Post Summer – 4.24 (Ranked 9th)
Perceived Growth – 19% (Ranked 3rd)
Content Analysis
Program
Experience
Experience
Experience
Experience
Swab Summer
Motivation
Leading
Teaching
Teamwork
Freq
48
27
27
17
12
Pct
20%
12%
10%
7%
5%
Motivation
Learning how to influence others and how to make someone motivated this summer was one of the biggest
challenges. Everyone responds to different motivators in different ways so it was hard to find one way that
was effective on everyone. The 3 weeks of cadre had the biggest impact on this category.
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Luders and Swab Summer experiences were the most important in my development with regards to being
able to influence others. In both cases, working as a team and having a clear mission necessitated learning
how to motivate each other and our subordinates.
Leading
In general having to get a group of people to perform how you want them to.
Being in the direct leadership position puts you in direct situation to lead someone in the correct or
incorrect course very easily.
Teaching
Teaching swabs how to do military things, like prep uniforms, that they had never done before.
I was able to influence all of the swabs and teach them something that will build on their foundation of
becoming a Coast Guard officer.
Teamwork
I certainly became more capable to influence others through my oral skills through Swab Summer. All the
Cadre had to be on the same page in order for everything to function smoothly.
Working closely with classmates as cadre provided some opportunity to practice those skills. Luders
provided even more of an opportunity to do so with my role as Commissary officer and the chance to work
closely with the small group that made up the crew of the boat.
Diversity
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.90 (Ranked 4th)
External Reviewers – 2.87 (Ranked 13th)
“Looking Back” – 3.89 (Ranked 1st)
Overestimation – 0.2% (Ranked 13th)
Post Summer – 4.29 (Ranked 5th)
Perceived Growth – 8% (Ranked 13th)
Content Analysis
Experience
Program
Experience
Experience
Experience
Experience
Experience
Not Applicable
Swab Summer
Caring for Others
Awareness
Entire Experience
Teaching
Teamwork
Freq
38
34
17
16
14
10
10
Pct
20%
18%
9%
9%
8%
5%
5%
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Not Applicable
I have always showed the utmost due respect for others and I do not see much improvement in this area as
probable.
Diversity has never really been on my mind since I have been here. I try to treat everyone as equals and just
work with the people I have around me. I never seek to try and find more diversity, I just make it a point to
treat everyone the same. I think this is more fair avoids any discrimination. I understand that if I were in an
admissions position it would be of more concern to me, however when working with classmates and swabs
I tried not to let diversity be an issue. I found this to be the most respectful means of interacting with others.
Although many of the prepsters who came to swab summer seemed to be of minority races, nothing, not
race, genders, background, etc., caused me to alter my actions or thinking.
Caring for Others
Getting a diverse group of swabs certainly brought out respect for the cadre. The fact that not all swabs
come in as equals meant that we needed to treat each one individually. I feel as though I handled that well
and taught the prepsters just as well as the ones who were fresh from high school.
I see that no special treatment should be given to anyone just because of their cultural diversity. All should
be treated equally regardless of race, gender, background experience, and other individual differences.
Ensuring that everyone was treated fairly during swab summer despite their background.
Even though I was strict with the swabs, my respect for my swabs grew exponentially. I got to know each
of them, and how their different background came together to make an effective team. They were able to
combine their individual strengths in order to make up for their individual weaknesses.
Awareness
This summer we had a training that focused more on how diversity of experience and upbringing is what
the Coast Guard needs to focus on versus diversity of skin color. Mr. Soto asked those people who are the
first in their family to attend college to raise their hands, and then for people to raise their hands if both
parents had college degrees. I easily saw that color had nothing to do with your parents' educational
background, as my parents didn't attend college and many of my classmates who are minorities parents did.
As a cadre in Chase, some swabs were particularly challenging to train. Figuring out the reason behind
their struggles improved my respect and diversity management because the swabs came from such diverse
backgrounds.
During the summer, I was able to see how diversity within a group helped to maintain a healthy
environment and made everyone better.
Entire Experience
When we interacted with different individuals throughout the summer with different backgrounds.
Teaching
Spent a serious amount of time counseling a swab for wanting to use a racial slur at the lunch table. It was
a long session and we spoke about respect and diversity and the sacrifices that have been made so that
people of all backgrounds, skin colors and genders can serve in the Coast Guard. He was truly sorry for
what he did and I don't think he will ever have a problem with that again.
During AIM question and answer sessions, I was able to really explain how diverse applicants all would fit
in to the academy.
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I had one swab who I made my project kid the first week. Didn't perform, didn't respond well. Turns out, he
was from Jordan.
Teamwork
Working closely with my fellow Swab Summer cadre and seeing how their own varying experiences
helped the entire section.
As a cadre and also in most program, 2012 had to work as a team and I found the true meaning and power
of diversity to build and sustain team.
Team Building
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.57 (Ranked 10th)
External Reviewers – 3.08 (Ranked 7th)
“Looking Back” – 3.47 (Ranked 7th)
Overestimation – 2.0% (Ranked 9th)
Post Summer – 4.31 (Ranked 4th)
Perceived Growth – 17% (Ranked 5th)
Content Analysis
Program
Program
Experience
Experience
Experience
Experience
Boats
Swab Summer
Mission Completion
100th Week
Teamwork
Entire Experience
Freq
38
32
20
18
15
15
Pct
16%
13%
8%
8%
6%
5%
Mission Completion
Teamwork is important to the CG and this summer helped show us how we cannot complete anything
alone. We need help to get the job done well.
As a cadre, I had to build up my company as a team in order to see their success. By doing this, I saw firsthand the importance of the team over the individual.
The cadre section was a team that had to work together everyday to get the job done. We also had to
emphasize team work to the AIMsters when they couldn't get a task done.
100th Week
I found a lot of this came out during the 100th week when we worked with one another a lot and built upon
each other with our thoughts and ideas.
I think 100th week developed our company the greatest as a team.
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Teamwork
The best team building experience was definitely my experience on luders. My classmates and i didn't
know how to sail a boat before the two week cruise and there was only about six of us. As of today, we
learned how to navigate, cook, steer, clean, and all the responsibilities required to keep a boat afloat and on
its way. As a navigator you had to work well with directing the watch captain to the course and telling the
helmsman what to steer on. The deck hands got the sails and lines where they needed to be at the right time,
and the cook kept everyone happy with the meals. We worked well as a team and kept each other content
and safe throughout the entire trip.
Being cadre really helped my team building skills because we had to go through the steps of team building
to become effective.
Entire Experience
I think this entire summer helped with team building. The summer really made us come together as a class.
Having to work with a variety of different people.
In any program of the summer, I found my team skills being tested, broken down, and rebuilt again.
Caring for People
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 4.13 (Ranked 1st)
External Reviewers – 3.13 (Ranked 6th)
“Looking Back” – 3.65 (Ranked 5th)
Overestimation – 9.6% (Ranked 1st)
Post Summer – 4.48 (Ranked 1st)
Perceived Growth – 17% (Ranked 5th)
Content Analysis
Experience
Program
Experience
Experience
Experience
Safety/Wellness
Swab Summer
Caring for Others
Not Applicable
Leading
Freq
55
45
34
15
12
Pct
23%
19%
15%
6%
5%
Safety/Wellness
Taking care of the AIMsters was the most fulfilling thing I did as far as taking care of people goes. I was
the designated "ice cadre" that would get ice at the end of the day for all of the Echo Company AIMsters
who were experiencing muscular aches or pains. I also procured a set of crutches for an AIMster who had
hurt her leg.
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Cleaning toilets over the fourth of July weekend when cleaning staff was on break. Doing laundry for
aimsters because it was obvious that they were wearing dirty clothes.
I definitely learned first hand how to better take care of my people. With taking them to sick call, getting
ice for their sore muscles in the evenings, attending a swab if one falls ill, or bringing a swab to the hospital
to get an MRI, I improved my skill of helping to take care of my people over the course of the whole
Summer.
I really looked out for our swabs. During sea trials, especially at the o-course and a few other events, I was
really looking out for injury. When one of our swabs slipped off the monkey bars and banged up her head I
was the first one down with her and held her head and neck until help arrived.
Caring for Others
In the beginning of cadre I remember having a cold, stand-off approach to the swabs. I thought I was cadre
and they were swabs, and all they had to do was listen to me and all I had to do was give instruction.
However as the weeks progressed I realized that they were my responsibility and that taking the time to
ensure their improvement was much more effective. I know I find myself protective over them, and truly
interested in their success.
When a swab wrote in their thought of the day that they really needed something and I took time out of my
day to go get that swab a new combo cover the day before Mystic.
Acting as Cadre: putting swabs health above my own.
Not Applicable
Always been someone who would give you the shirt of my back and as such always made sure that all the
AIMster needs were met and that they were treated fairly.
Really didn't change.
Leading
EAGLE really brought out this quality in me before I was in charge of maybe a couple of subordinates at a
time with only a few needs, but on EAGLE I had a division of seven swabs needing guidance on training,
watches, as well as wanting to have fun which I did my best to ensure was provided.
Making sure the swabs had what they needed and standing up to look out for them, even when that meant
disagreeing with a classmate.
Cadre. I felt great pride and a sense of ownership of my division at formations.
Mentoring
Coast Guard leaders know ours is a military service and recognize the organizational structure and
the chain of command. Each individual is sensitive to the impact of his or her behavior on others and the
organization. Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Regulations and guidelines that govern
accountability and responsibility allow leaders to use appropriate formal tools to hold others accountable
when situations warrant.
Quantitative Analysis
Pre-Summer – 3.90 (Ranked 5th)
External Reviewers – 2.94 (Ranked 11th)
“Looking Back” – 3.45 (Ranked 8th)
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Overestimation – 9.0% (Ranked 2nd)
Post Summer – 4.21 (Ranked 10th)
Perceived Growth – 15% (Ranked 7th)
Content Analysis
Program
Experience
Experience
Experience
Experience
Swab Summer
Teaching
Communication
Not Applicable
Evaluations
Freq
60
28
27
18
17
Pct
25%
12%
11%
8%
7%
Teaching
I took on a clear mentoring role during my Boatswain's Mate of the Watch duty, during which I was able to
teach pertinent skills as well as discuss life as a 4/c at the Academy. I fielded their questions and always
looked to provide them with useful advice.
Being a mentor for the engineering project really helped in my mentoring skills of talking and helping them
work through the problem without just giving them the answer.
As an eagle cadre, I helped to teach them in a more relaxed and mentoring role then a swab summer cadre.
I really tried to embrace this.
Communication
Many of the aimsters questioned whether they wanted to be here or not, and a lot of them weren’t sure of
what they wanted to do. as cadre we would meet with them regularly outside of chase hall and 'be real'
with them and they could ask us almost anything about cadet life, the academy and our lives leading up to
the academy.
As a 3/c last year, I felt that I struggled to make my self open enough for someone to approach me with
their concerns. I think it was because I felt academically overwhelmed myself and I didn't believe that I was
competent enough to handle their problems, nor did I think I had the time to handle them in the manner I
would want it done, and that is thoroughly. However, after this summer I have seen that I can handle more
than I believed I could, and it is my goal to make myself more helpful and approachable to the underclass.
When swabs would come up to me and ask personal questions, I believe this help me improve my
mentoring skills.
I was able to mentor the swabs well. I had many conversations with them about the year to come and how
to best tackle the school year to stay on top of their work.
Not Applicable
I don't feel this summer was a mentoring experience so it didn't really improve at all. We had authority over
the swabs so they didn't follow us at first because they looked up to us but because they had to. I look
forward to being an MAA this semester to enhance that mentoring experience.
I don't think there were too many times for actual mentoring during swab summer. The summer program in
my opinion does not call for too much one on one talking and debriefing, it was always more intense than
that.
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Evaluations
Every night during AIM we would have de-brief sessions which we would hash out the day and especially
our actions as cadre.
At one point, I pulled a swab aside that had lead the company to a first place win during Formal Room and
Wing and told her that she was successful and did a good job, but still reminded and counseled her on areas
she needed to focus on.
The hardest moment was when I had to mentor an AIMster about his evaluation and explain to him that he
was not a great fit for this Academy when in his mind he thought so and wanted to come here very much.
I think that reading the thoughts of the day and what people thought of my teaching really helped me to
understand what was necessary to change and how to take constructive criticism from my classmates.
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Appendix
The following codes were used throughout the content analysis. They were divided into two
groups: Experiences and Programs. Experiences were things that happened, e.g., specific events, during a
program. Programs were coded as comments about a general program, e.g., AIM, when no experience or
description was provided. 100th week was considered an experience do to the experiential nature of the
program.
Experiences
Description
100th week
LAMS, CC, or Leadership course
4/c or 3/c
At CGA, prior to 2/c
Accountability
Accountability, Lying
Awareness
Being self aware, coming to a realization
AWOL
Missing in action
Caring for others
In charge of other's wellbeing; Putting others before self
Chain of Command
Interacting with superiors, Following chain of command
Communication
Talking to others, listening, disagreeing with others - informal dialogue
Details
The 'small stuff', passing information, planning, preparations
Entire experience
The entire GOLD/swab summer experience
Evaluations
Getting or giving feedback to others - forma process
Failing
Learning from a negative experience, not completing a task
Leading
Being in charge, Taking charge of a situation, Keeping people 'on task'
Living together
Living or working in close proximity
Mission Completion
Complete mission or goal; Success
Motivation
Motivating others, drive
New
Forming a new group; Getting along with others you don't know; New situation
Not applicable
Does not apply to GOLD/swab summer experience
Not leading
Being a follower, watching/learning from others
On time training
Just in time training
Regulation
Keeping with SOP, being on time
Reinforcement
Use of behavior psychology, positive reinforcement or punishment
Role model
Role modeling for others, being the 'face' of a greater entity, big picture
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Safety/Wellness
Getting hurt, safety, injury, mental fatigue
Self
Personal experiences, reflection, introspection, Taking time for self, Liberty, "down
time"
Shared experiences
Experiences shared by many
Situational Leadership
New situations, quick decisions, situational awareness
Teaching
Creativity, problem solving, instructing
Teamwork
working with classmates, peers
Time management
Transition
Moving from one command to another
Unclassified
Other
Programs
Description
Swab Summer
Boats
Luders, T boats, and Ocean Racing, ROTR
AIM
Academy Introduction Mission (Run through Admissions)
Eagle
CGAS
Coast Guard Academy Scholars Program
Sea Trials
Final Culminating Event of the Summer
R-Day
Reporting In Day (First day of Swab Summer)
CATP
Cadet Aviation Training Program
Range week
Small Arms Training
Other Program
Waterfront cadre
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