Small Team Operations Training

Small Team Operations Training

Introduction

As we prepare for the upcoming Training Encampment Operations (TEO) at the conclusion of the Prospect Training Course (PTC), it is essential to develop a comprehensive plan to ensure all aspects of the TEO are well-coordinated and executed effectively.

Welcome to the Small Team Operations Training (STOT) for the Ta-Seti Nation's Prospect Training Course (PTC)!

In today’s dynamic environment, the ability to work effectively in small teams is crucial for achieving mission success. The STOT is designed to equip you with the skills and knowledge necessary to collaborate seamlessly with your peers, enhancing both individual contributions and collective performance.

The STOT focuses on fostering clarity and alignment with our shared objectives, enabling cadets to work together efficiently. By prioritizing teamwork, Cadets will not only facilitate the smooth execution of the TEO but also cultivate a sense of unity and purpose among all participants. Their collective efforts will lay the groundwork for a successful and enriching training experience.

Throughout the STOT, conducted during Tour of Duty III to Tour of Duty V, Cadets will learn the fundamental principles of small team operations, including effective communication, role assignment, and conflict resolution. We will emphasize the importance of trust, accountability, and adaptability; qualities that are essential for overcoming challenges and achieving shared goals. Additionally, the STOT will incorporate the VMOSA1 strategic analysis framework —Vision, Mission, Objectives, Strategies, and Action Plans— to provide a structured approach to planning and executing small team missions.

What is Small Team Operations (STO)?

STO refers to the collaborative efforts carried out by a team-sized unit, —a group of individuals typically ranging from three to five members— working together towards a common goal or mission. An STO is characterized by close-knit teamwork, effective communication, and the ability to adapt quickly to changing circumstances. Here are some key aspects of a STO:

  1. Structure and Roles
    Small teams often have defined roles, allowing members to specialize in specific tasks based on their skills and expertise. This structure promotes accountability and ensures that all necessary functions are covered efficiently.

  2. Communication
    Effective communication is crucial in small team operations. Regular check-ins and open lines of communication facilitate information sharing, feedback, and decision-making. Team members can quickly address issues or brainstorm solutions together.

  3. Flexibility and Agility
    Small teams can be more agile than larger groups, allowing them to adapt to changing conditions or unexpected challenges swiftly. This flexibility enables them to pivot strategies and reallocate resources as needed.

  4. Collaboration and Cohesion
    Collaboration is at the heart of small team operations. A cohesive small team can leverage diverse perspectives and skills, leading to innovative solutions and enhanced problem-solving capabilities. Trust and rapport among small team members are essential for fostering a collaborative environment.

  5. Mission Focus
    Small teams often operate with a clear mission or objective, which helps maintain focus and motivation. This clarity of purpose guides the small team's efforts and prioritizes tasks effectively.

  6. Training and Development
    Continuous training and team-building activities are vital for small teams to develop their skills, improve dynamics, and enhance overall performance. Investing in team development can lead to more successful outcomes.

In summary, small team operations emphasize collaboration, effective communication, and adaptability, making them ideal for various contexts, including military, corporate, and community settings.

What is VMOSA?

VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans) is a practical planning process that assists community groups in defining their vision and developing actionable strategies for enacting change. It enables organizations to set and achieve short-term goals while remaining focused on their long-term vision. By implementing VMOSA, groups can clarify their mission, build consensus, and ground their aspirations in a structured framework. This comprehensive tool serves as a blueprint for transforming dreams into actions that lead to positive outcomes within the community.

Here’s a breakdown of each component:

  1. Vision defines the long-term aspirations of the organization or project. It articulates what the organization ultimately wants to achieve, providing inspiration and direction.

  2. Mission outlines the organization's purpose and primary function. It explains why the organization exists and what it aims to accomplish in the short to medium term.

  3. Objectives are specific, measurable goals that the organization aims to achieve. They are often time-bound and help to operationalize the mission, providing clear benchmarks for success.

  4. Strategies describe the broad approaches or methods the organization will use to achieve its objectives. They provide a roadmap for how to allocate resources and efforts effectively.

  5. Action Plans  are specific tasks or actions that need to be taken to implement the strategies. Actionable steps break down the strategies into manageable and clear activities, often assigning responsibilities and deadlines.

Understanding and applying this practical planning process will prepare you to align efforts, set clear objectives, and navigate the complexities of small team dynamics.

The Small Teams

Using the sign-up form below, Cadets will select one of three small teams—Alpha, Bravo, or Charlie—each with specific responsibilities that contribute to the TEO mission. Working within these small teams will allow Cadets to leverage their individual strengths while forming effective partnerships.

Cadets are encouraged to choose the team that best aligns with their skills and interests. If their first choice is unavailable, they should select the next best option. This approach ensures that each cadet finds a meaningful role that contributes to the team's success and the overall mission of the Training Encampment Operations. 

Below are the specific responsibilities of each team during the TEO.

Team Alpha: Venue Acquisition

Team Alpha will focus on Venue Acquisition, identifying and securing a suitable venue that meets our operational needs. They will coordinate logistics and assess potential sites to ensure a conducive training environment.

Vision: To secure a fully equipped and accessible venue that meets the operational needs of the Training Encampment Operations.

Mission: To identify, acquire, and manage a venue that supports the training goals and logistical requirements of the Prospect Training Course.

Objectives:

  1. Identify at least three potential venues that meet specified criteria.
  2. Conduct site visits to assess the suitability of each venue.
  3. Finalize venue selection and secure agreements by a specified deadline.

Strategies:

  1. Collaborate with local authorities and venue owners for access and pricing.
  2. Develop a checklist of requirements to evaluate potential venues.
  3. Establish a timeline for venue selection and logistics planning.

Action Plans:

  1. Research potential venues and create a shortlist based on location, capacity, and facilities.
  2. Schedule and conduct site visits to evaluate the shortlisted venues.
  3. Review site visit findings and prepare a recommendation report.
  4. Negotiate terms and finalize the venue contract by [specific date].
  5. Plan for logistics coordination, including setup and maintenance requirements.

Team Bravo: Dining Services

Team Bravo will oversee Dining Services, managing logistics to ensure that all personnel are well-fed and supported throughout the training. This includes menu planning, supply procurement, and staffing, all aimed at creating a seamless dining experience that enhances cadet morale and well-being.

Vision: To provide a seamless dining experience that meets the nutritional and logistical needs of all participants during the Training Encampment Operations.

Mission: To effectively manage and operate dining services that ensure all personnel are well-fed and supported throughout the training period.

Objectives:

  1. Ensure all dining services are stocked with necessary food supplies and equipment before the encampment begins.
  2. Develop a menu that accommodates various dietary needs and preferences.
  3. Establish a staffing plan to ensure efficient service throughout the event.

Strategies:

  1. Collaborate with local suppliers for timely delivery of food supplies.
  2. Create a menu planning committee to include diverse dietary options.
  3. Implement a training plan for dining staff to ensure high service standards.

Action Plans:

  1. Research and establish relationships with food suppliers for necessary provisions.
  2. Draft and finalize a menu, incorporating vegetarian, vegan, and allergy-friendly options.
  3. Recruit and train volunteers or staff for dining facility operations.
  4. Set up dining services, ensuring all equipment is functional and stocked.
  5. Schedule dining service times and communicate plans to all participants.

Team Charlie: Uniform Acquisition

Team Charlie is tasked with Uniform Acquisition, managing the procurement and distribution of uniforms to ensure that all Cadets are appropriately outfitted. This team will maintain an organized inventory and ensure timely delivery, fostering unity and professionalism among participants.

Vision: To ensure all participants are uniformly equipped and represent the professionalism of the Ta-Seti Nation during the Training Encampment Operations.

Mission: To manage the procurement, distribution, and maintenance of uniforms, ensuring they meet operational requirements and uphold the standards of the Prospect Training Course.

Objectives:

  1. Source and procure uniforms that meet specified standards for all participants.
  2. Establish an inventory management system to track uniform supplies.
  3. Ensure timely distribution of uniforms before the Training Encampment begins.

Strategies:

  1. Collaborate with uniform suppliers for cost-effective sourcing.
  2. Implement an efficient inventory tracking system to monitor uniform availability.
  3. Develop a distribution schedule to ensure all participants receive their uniforms on time.

Action Plans:

  1. Identify and contact potential uniform suppliers to request quotes and samples.
  2. Review uniform specifications and finalize selections based on quality and cost.
  3. Create an inventory management spreadsheet to track orders, deliveries, and distributions.
  4. Develop a distribution plan, scheduling fitting sessions if necessary.
  5. Monitor the uniform supply process, ensuring timely arrival and resolution of any issues.

As Cadets engage in practical exercises and collaborative activities, they will build rapport with their teammates, practice decision-making, and develop problem-solving skills. These experiences will not only enhance the Cadet's ability to contribute to team efforts but will also foster a sense of unity and purpose among all participants.

Together, Cadets will lay the foundation for successful small team operations that can be applied in various contexts, whether in military, corporate, or community settings.

Cadets, as you embark on this journey of teamwork and collaboration, be prepared to achieve great results together!

Cadet and Team Performance Task Assessments

During the STOT, the Cadet and their team are evaluated using three principal parts:

  1. Performance Task Assessments (PTA) performed by the Training Officer.
  2. Performance Task Assessments (PTA) performed by their peers.
  3. Performance Task Assessments (PTA) performed by the Cadet.

The Cadet and Team PTA uses four forms to record observations and form the basis for assessment, the greatest weight of assessment is given to the Training Officer’s evaluations as it is the Training Officer who is expected to know what is expected of the Cadet.

  1. Leadership Observation Report (LOR), JFTSN Form 3 - Completed by the Training Officer.
  2. Self-Evaluation Assessment Report (SEAR), JFTSN Form 4 - Completed by the Cadet.
  3. Peer Evaluation Assessment Report (PEAR), JFTSN Form 7 - Completed by the Cadet's team members.
  4. Leadership Developmental Counseling Form (LDCF), JFTSN Form 8 - Completed by the Training Officer for Cadets with a Capable ‘C’ or Unsatisfactory ‘U’ rating.

The LOR assessment is purposely subjective. They rely on the Training Officer’s professional assessment of the Cadet. This subjectivity allows the Training Officer to weigh certain areas over others based on their experience and professional opinion of the observed behaviors. It is important to keep in mind that the Cadet's demonstrated performance is evaluated against the standard of a Member of the Ta-Seti Nation and not in comparison to their peers.

The grading scale for the LOR is:

  1. Excels ‘E’: The Enrolled Personnel readily demonstrates a high level of the competency. Shows initiative and adaptability even in the most unusual and difficult situations. Actions have significant, enduring, and positive impacts on mission, the unit and beyond.
    For Markbook calculation purposes to determine an average rating, the Excels ‘E’ rating carries an Letter Grade value of A.
  2. Proficient ‘P’: The Enrolled Personnel consistently demonstrates a high level of the competency. Proactive in applying it in challenging situations. Actions have a positive impact on unit and mission.
    For Markbook calculation purposes to determine an average rating, the Proficient ‘P’ rating carries an Letter Grade value of B.
  3. Capable ‘C’: The Enrolled Personnel is capable of demonstrating the competency and frequently applies it. Actively learning to apply it at a higher level or in more situations. Actions have a positive impact on their unit or mission but may be limited in scope of impact or duration.
    For Markbook calculation purposes to determine an average rating, the Capable ‘C’ rating carries an Letter Grade value of C.
  4. Unsatisfactory ‘U’: The Enrolled Personnel inconsistently demonstrates or fails to demonstrate the competency. Unwilling or unable to take actions to develop or improve. Efforts often do not have any effect or may have negative impacts. Enrolled Personnel receiving 3 or more ‘U’ evaluations during an evaluation period are automatically disqualified from being considered for a Ta-Seti Training Award.
    For Markbook calculation purposes to determine an average rating, the Unsatisfactory ‘U’ rating carries an Letter Grade value of D.

  (see TR-1, 2-3.3)

Sources:

1https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vmosa/main

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