Captain

The Captain

The Captain who is a Christian at least 21 years old, a commissioned officer and appointed by the School /Institution shall be responsible for organization, administration, development and growth of the company .

• conduct drill inspection every quarter

• conduct Badgeworks

• check/grade BGB notebooks

• check/grade Badgeworks

THE CAPTAIN’S JOB

The most important unit in the Brigade is the company, and all that happens in the Company is the direct responsibility of the Company Captain. It follows, therefore, that the position of the Captain is a vitally important one.

This paper sets out the roles of the Captain and is designed to give him a better understanding of the tasks involved in his job.

LEADERSHIP

The Captain is without doubt the leader of the Team - the whole team - comprising every single member, Officer and other members staff in every Section of the Company, and it is in the greatest interest of the Company that the Captain should endeavour to create unity where all Sections share the feelings of oneness.

While the qualities of a leader lies very much on what he does, a very vital factor must be what he is. While a leader is invested with various “types of authority”, it is his personal authority which is the most important in terms of the overall work.

Therefore as the Captain grows in the job so too does he grows in the business of leadership, much of it learned the hard way, for there is no immediate recipe.

One of the vital tasks of leadership for the Captain is planning. It is the business to be aware of what is to come, what action is needed, what has to be done, how to attain it. He looks a long way further forward that next week and ensures that everything fits into a planned and coordinated scheme for the overall and detailed running of the Company.

Planning is not only planning for future events but in developing and training staff as well. He is most concerned about the leadership that will take over from him and works towards a leadership renewal. He only discharges his trust if he devoted time to train other officers and younger persons to succeed and even supersede him.

DELEGATION

It is obvious that the Captain cannot do everything himself and a well thought out and implemented delegation is an important part of the Captain’s plan of action. It is natural and logical to delegate some positions, e.g. Officer-in-charge of Sections, Officer-in-charge of Activities (Drill, Band, Expedition, Physical & Recreation etc). This does not imply that a job delegated may be put out of the mind entirely, nor does it imply that constant looking over the shoulder of the person delegated is required. Trust is implicit, and getting the right balance is the secret.

Delegation should be seen as part of necessary training of potential successors. Lack of delegation can lead to under-employed which in turn can lead to less than enthusiastic officers or even eventual loss of Officers.

It is important that the delegation process includes clears explanation of those things that must be one, etc., and those that are left to the individual’s own initiative and inclinations. Delegation always includes training, in various stages.

What a Captain is delegating is authority and he must accept that the person to whom authority is delegated is acting on his behalf. Therefore a Captain must be prepared to support decisions so made.

What a Captain cannot delegate is his responsibility. The Captain of a Company is responsible for the complete and successful operation of the Company and it is therefore very important that the Officers under his command are loyal, efficient and well trained for their particular duties.

RELATIONSHIP

The Company Captain is nothing if not the one upon whom this whole business of relationships depends and around whom it revolves. As link man a Captain must always be aware of this important aspect of his role. Very rarely do relationships come ready made; they are usually to be worked at and built up carefully on a solid basis. Some will come naturally, others will be difficult at times, but as so often happens, the most difficult relationships to form emerge as highly worth while and often pay the greatest dividends. Qualities which lead to good relationships spring from simple things like praise, interest, visitation and sheer friendship.

Relating to the members in the Company is perhaps the most important aspect of the Captain’s role. The members are the reason for all the planning and activity and organisation. The Captain does not delegate his concern and interest in each member to anyone. He is a friend, counselor, inspiration to every Boy and Girl in the Company. He should therefore delegate as much programme work to others so that he can focus on the following:

• Observe and talk to the members

• Make sure the various events happen

• Coach member leaders (praise for good work and help for weaknesses)

• Make sure things are being done safely

TRAINING

Training is of the two varieties, there is training with a small “t” and there is Training with a capital “T”. Training with the small “t” is going on every week, every year, in fact every time the BGB colleagues come into contact with one another. It is unavoidable - and more often than not is a subconscious act. This kind of training opportunity should not be under rated whenever and wherever it presents itself.

Of course, the Brigade lay great importance on Training with the capital “T” and properly so. Through training, Officers are taught the essentials of BGB. Furthermore, training can widen vision and expand the technique for the Officer who wants to seek to improve his/her work in the Company.

Officers should be encouraged not to think of training as being complete when they have finished that part of Training which is obligatory. It is therefore incumbent upon Company Captain to ensure that every opportunity is taken by his Officers to build on that minimum, and lots of provision is offered for such continuing, and continual training and retraining.

The Company Captain must be aware of the training facilities offered at all levels for members of the Company, from the Junior NCO to Officer level.

Local and national provision for training is ever present and full advantage should be taken of this whenever possible.

A Captain who encourages training is a Captain interested in the future of the members, the Officers and the Company.

ADMINISTRATION

The Captain is not personally responsible for each item of administration but he should know how to get organised and how to keep the Company running smoothly. Records are to be kept clear, up-to-date and accurate. Records include not only financial ones but those covering such aspects as member’s progress records, Staff records, equipment records. It is important, too, that a record be maintained on meetings, especially staff meetings. Captains are responsible for ensuring that statistical and other returns are completed and returned to the Commissioners.

The depth of organisation in the Company must evolve as a result of the answers to the following questions:

• What has to be organised?

• Why do I want/need to organise it?

• To what degree is organisation needed to achieve my objective?

Note: please see attached checklist for the Captain…

THE CAPTAIN’S JOB

1. LEADERSHIP

• The leader of the whole team

• Create unity

• Tasks - planning

• Aware of details

• Develop and train staff

• Works towards leadership renewal

2. DELEGATION

• Responsibility - portfolio

• Authority

• Support decisions made

• Cannot delegate his responsibility

3. RELATIONSHIPS

• Work at it

• Communication

• Between church & company

• Between company & church

• With district and national

• Relating to the youth

• Observe and talk to them

• Make sure the planned events happen

• Coach youth leaders

• Make sure things are done safe

4. TRAINING

• Provides opportunity for young officers

• Aware of training facilities offered

5. ADMINISTRATION

• Statistical returns to Commissioners

• Ensure records for various aspects kept and maintained