Evaluating
Do you recall the last time a skill was demonstrated at a troop meeting? How did it go? Who did it? Do you think you could do as well? Better? Quite a bit better? There you go — evaluating. And it’s all based on your personal values.
"Boy, I wish I was as good a patrol leader as Pete."
"Look at those Foxes. The Owls can do a lot better than that."
"We made a few mistakes this time, but watch out for us at the next camporee!"
The easiest evaluation for a leader is to trust his own judgment. That’s also the worst. What the leader thinks and what the group thinks are often far apart.
Years ago a survey was made of Scout camps. Camp leaders were asked how they thought the Scouts liked various camp activities. The Scouts were asked how they liked the same ones.
The results showed that the camp leaders weren’t very good at guessing what the Scouts liked. For example, leaders rated religious services in camp as very low in popularity. Scouts rated them very high. Camp leaders rated big, mass activities as most popular among Scouts. But the Scouts said the things they liked best were the ones they did in small groups.
Everything your patrols and troop do should be evaluated. But not by you alone; let the Scouts who take part in them share their thoughts with you.
But you have to be sure you understand what they’re telling you.
Here are some pointers that will help you understand the answers you get from the Scouts.
- People’s personal values show. Each person sees things in his own way. The boy who loves water sports may not think much of camping on the desert. That doesn’t mean he’s wrong. It just helps you to understand how he evaluates 3 days on very dry land.
- When you ask for facts you need simple answers. This means that you will have to ask questions that will get simple answers.
This type of question will get a simple answer: How many patrol meetings should there be every month?
On the other hand, this question will not get a simple answer: Why do you think your patrol should meet once a week?
- A person seldom tells how he really feels with short answers. If you want to know how many or how much, short answers are fine. If you want to know how people really feel, you have to give them freedom to answer.
Which of the following questions leaves the person the greatest freedom to tell how he feels?
a. Did you enjoy the last camp-out?
b. Would you rather fish or play golf?
c. How do you think we could improve our camping program?
(The first two questions above allow only one possible answer each, and they don’t tell us why. You can say anything you want to answer the third.)
Some situations prevent honest answers. When a person feels threatened, he will not evaluate honestly. The newest Scout in your troop probably will not answer questions frankly until he feels that he belongs. A newly appointed quartermaster is not going to evaluate the senior patrol leader’s (SPL) recommendation too critically until they have worked together for a time and he has become better acquainted with the job.
You may want to try some group evaluation in your patrol the next time you have an activity. Were all members present? If not, why? What did the patrol get done? Did they enjoy doing it? Will they do it again? How could the activity have been improved?
To check your ability in this skill, you must decide just how you are using evaluation to help you lead better. Do you listen to what is said? Do you make excuses for doing what you do?
Remember:
- You can’t stay on the track unless you know where you are going and then evaluate what you are doing successfully to get there.
- Find out from others how you are doing. Don’t just trust your own judgment.
- Be sure you know what you are asking.
- Be sure you know what they’re telling you.
"Leading makes use of many skills…." is adapted from Patrol and Troop Leadership, the handbook on leadership development written for Patrol Leaders and published by the Boy Scouts of America in 1972.
Much of the original leadership development material contained in the Handbook, including the eleven skills of leadership, remain at the core of today’s leadership experience in Scouting. Patrol and Troop Leadership covered nine of the skills presented at the Council Junior Leader Training Conference and other leadership development programs in Scouting.
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"Learning About Leadership" is adapted from Patrol and Troop Leadership, the handbook on leadership development written for Patrol Leaders and published by the Boy Scouts of America in 1972. It provides some excellent background and insight into the BSA’s approach to the subject of leadership. | |
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From 1990 to 1993, the Junior Leader Training Conference program received an intensive review. A new Junior Leader Training Conference Staff Guide was published in 1993. Comments on the 1995 Revisions takes a close-up look at the most recent changes published in the 1995 printing. | |
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The Troop Leader Development Staff Guide (1974) presented a short history of leadership development and how elements of the White Stag program were incorporated into the leadership development efforts of the BSA in The Historical Background of Leadership Development | |
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Since the first experimental leadership development courses at Schiff and Philmont in the 1960’s, the National Junior Leader Instructor Camp has set the standards for Junior Leader Training courses in councils across the country. A unique experience in leadership and learning, NJLIC leads the way by providing the most up-to-date training for those junior leaders selected to lead their local council courses. | |
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Conducting a Council Junior Leader Training Conference. Offered for the first time this year at Philmont, this program covers all aspects of conducting a successful Junior Leader Training Conference. It will be conducted during the Boy Scout Conferences, from June 22-26, 1997. |
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Last Modified: 9:37 PM on 4-19-97