The following discussion of Training Patrol Leaders is from
the first BSA Scout Master's Handbook. At that in the BSA, Patrol Leaders
functioned as the "Scout Master's" teaching assistants, and did not
run the Troop as in Baden-Powell's Patrol System. For a discussion of the
BSA's "Eight Methods" of the time, see The
Six Principles of Boy Work.
For a better discussion of training Patrol Leaders, see Green
Bar Patrol.
The Problem of Securing Good Patrol Leaders
The problem of securing and developing competent patrol leaders is the most
difficult, yet the most vital one to which a Scout Master can direct his
attention. Furthermore it is peculiarly his problem, his, because he must
discover for himself the controlling motives that actuate his boys, especially
the leaders; his, because he of all others must correct damaging influences,
divert misapplied energy and develop leadership; his, because the community,
expecting much, though helping little, looks to him as the intimate adviser,
sponsor and guide. The popular reception accorded the entire Movement shows the
strength of the public belief that by means of it, boys', interests are
wholesomely directed into channels of true leadership, such leadership as can
be relied upon for honest, unselfish service.
The Scout Master, however, is left to find in the program of the Scout
Movement, his opportunity for supplying through play what the boys and the
public will generally most value as a means of developing this quality. By the
effect of his work just here, the Scout Master's rating is settled. Just here,
the permanency of his influence is determined. Success in meeting this problem
requires, besides capacity and genuineness in his own make-up, a clear
understanding of his task and the ability to deal with. it. That his chief aim
is to develop character and personality, every-one knows. To further this
purpose, he must foster resourcefulness, unselfishness, initiative, acceptance
of responsibility and the like. But practically, how ,is this to be done ? What
are to be the steps of procedure? Unfortunately no prescribed methods are to be
had; for no set rules can be found to apply to any one individual boy, or any
number of boys of his group. To discover a means all his own is the Scout
Master's peculiar and engaging undertaking.
The Approach to the Problem
As offering a possible, general starting-point, the instructions given in the
Organization Bulletin are useful. There one is told to select six boys (from a
group of twenty-four that have been brought together at the first meeting) as
leaders and assistants, and with them form a special Patrol. "Begin at once
to train these boys in the Tenderfoot requirements; when they have passed the
examinations call your first regular meeting for organization. Your twenty-four
boys may be formed into three patrols of eight boys each, with a trained Patrol
Leader and an Assistant Patrol Leader in charge of each. The fact that these
leaders have a knowledge of Scouting and have passed the Tenderfoot requirements
will give them prestige among the other boys. Give your leaders real
responsibility. Let them feel that their special task is to teach, influence and
lead the boys of their Patrol and that unless they do it no one else will."
"In grouping boys in patrols it is advisable to form patrols of boys as
near the same age as possible, taking into consideration the natural instincts
of the boys and their desire for association with one another. This is often a
more important factor than age."
"While the patrol leaders are preparing the boys in their patrols for
the Tenderfoot degree, continue your instructions of the Leaders and Assistants
in the Second Class requirements, so that they will be able as Second Class
Scouts to instruct the boys in their patrols. In like manner have them qualify
as First Class Scouts."
Selection of a Patrol Leader
Assuming that a patrol consisting of eight prospective Scouts has been
brought together and the preliminary steps of organization taken, that is, that
they have been instructed in the activities and duties incumbent upon Scouts and
grouped according to their ages, instincts, interests, etc., we find the Scout
Master confronted with one of the most important and telling phases of Scout
work, the selection and development of his several leaders.
Whether or not the Scout Master shall appoint a Patrol Leader, or have the
members of the patrol select him, or let the entire troop participate in the
election, is for him to decide. For obvious reasons different methods should be
followed 'under different conditions. A Scout Master who has no previous experience, either with boys
or with the Scout program, might
follow one course, while a Scout Master who has had several years' experience
with boys, who is, himself, a natural Scout, or who is working with a group that
has been previously organized, for some other purpose and because of his
experience or view-point might follow a different course. As this is written for
those seeking help, it is not out of the way to assume that they have had no
large experience with a group of boys and are only slightly familiar with Scout
work. A man finding himself in this class should first of all make it his duty
to become thoroughly acquainted, individually and collectively, with all prospective
Scouts, and spend much time in seeking to learn and understand their peculiar temperaments and interests. All of such
time thus studiously spent will in its results become of extreme value to the
Scout Master in his later relations with the boys, with their development
individually, and with the progress of the troop.
For several meetings, let the members of the patrol or troop work together
without installing a Patrol Leader. During this period of, perhaps, three or
four weeks, the Scout Master should follow a general program with which he is
familiar and which he knows to be. useful. At the end of this time, let him
adopt one of the two following methods of obtaining a Patrol Leader:
(1) Appoint a Scout who appears to be the natural and most promising leader,
as a temporary Patrol Leader, permitting him to take charge of a patrol (letting
it be understood, of course, that he is only on trial).
(2) Have an election in which every member of the patrol participates.
Where Scouts have had an opportunity to work for higher Scout ranking and
those who have done the best are likely to be chosen leaders, this latter
method is preferable. If a Scout Master follows the first course, he should
allow the temporary leader to serve only for a short time, giving others of the
patrol opportunities to qualify under the same conditions until such time as an
election can profitably be held or until the Scout Master has satisfied himself
that a leader, can be appointed for a definite term. As a further development of
the second method, it has been found practicable to use a competitive
examination on all the Scout work covered up to the time of the election. In the final reckoning, this
examination would count for two-thirds. The other third would be counted on the
boy's popularity, determined by the votes of the other boys.
The percent of popularity would be credited to each boy on the ratio of the
votes he receives to the total number of votes cast. For instance, suppose
twenty votes are cast, altogether. If a boy received two of these twenty votes,
he would be credited with two twentieths of thirty-three and a third per cent,
or three and one-third per cent; and a boy who received thirteen votes would be
credited with thirteen twentieths of thirty-three and a third per cent, or
twenty-one and two-thirds per cent.
Term of Office
The term of office for a Patrol Leader should be one year, at the end of
which time, he may be reelected or dismissed as the patrol or Scout Master see
fit. In most instances, however, it is better to have him continue in office. In
deciding this point, though, a Scout Master, who from his vantage ground can
best consider the interests of all the group, should have much influence.
If conditions arise which necessitate a change in Patrol Leaders before
the end of the year, such as would occur in the case of resignation, transfer or
dishonorable removal, the office should be filled at once, either by the
appointment or election of a substitute, or by the advancement of the Assistant
Patrol Leader. The term of office of the substitute should expire at the time
previously set for the former incumbent.
Development of Patrol Leaders
The Patrol Leader should be expected to furnish the raw material for his own
development. He need not be the best boy of the group, considered purely from
moral standards, since it is a Scout Master's duty to develop the best side of
every boy's nature; but he must be energetic, alert, and responsible. It may
happen that the boy chosen as Leader has the worst reputation of any in the
bunch. That in itself is not alarming, for the boy who by others is rated as bad
may be of better caliber than one who is popularly recommended as a good boy. He
may be more reliable, better principled in essentials, more observant, more
agreeable and willing, more unaffected, and on the whole a better fellow among
the others of the group than the boy with a less spotted reputation.
Occasionally boys will be found who take upon themselves the role of leader
without being so respected by their companions. Such cases are frequently the
result of selfishness or an exaggerated sense of individual importance. They
are, however, none the less worthy of consideration, and Scout Masters should be
careful not to neglect or misuse boys in whom evidence of these faults appear.
Such tendencies as theirs are immensely human and can be trained to valuable
account. A wise curbing here and there to rightly shape the general course is
the Scout Master's function. He will obtain his best results by giving encouragement and making an appeal to the boy's better self.
As soon as a Leader has been selected he should be recognized as special
agent of instruction under the Scout Master, helping to teach to the other
patrol members what the Scout Master desires to impart. Responsibility, which
often makes good material out of what has hitherto been unpromising, is laid
upon him now. If the position is new to the boy, and his duties unfamiliar,
responsibility should be given lightly and with much sympathetic help at first.
As time goes on, he ought to become the Scout Master's right-hand man in
relation to his own patrol, helping the Scout Master to provide suitable tasks
and to stimulate a desire for progress to the highest Scout ranks, Through-out,
the Patrol Leader should be the actual leader of the patrol.
Age and Duties of the Patrol Leader
For a patrol the members of which average between the ages of thirteen and
fifteen, the leader need not be the oldest. He should be elected purely on his
merits. When there is a great difference between the ages of the oldest and
youngest members, a condition to be avoided, one of the older boys should
be the Patrol Leader, but not necessarily the eldest. Ability rather than age
is the basis upon which ultimate decision should rest. Frequently the two go
together.
The Patrol Leader should be given full charge of developing and carrying out
the activities assigned to the Scouts under him. It is his duty to arouse the
spirit of unity and strength without which the patrol life is impossible. To this end the Scout
Master must help the Leader by encouraging the use of patrol competitions and a
system of merits, by which the advancement of the individual is put to the
credit of the patrol rather than to the purely individual account, although
individual competitions within the patrol and troop will also help to stimulate
interest. (See the Record System Suggestions for Troops and Patrols as outlined
in Chapter V; this record or merit system should be used consistently.)
It subsequently becomes the duty of the Patrol Leader to prod the lazy and
indifferent and encourage the thrifty and ambitious of his group. If the members
of a patrol wish to specialize in any one subject, say First Aid, they should be
allowed to do so provided, of course, such extra work is not done to the
detriment of their general progress. When the patrol specializes, the Patrol
Leader should interest himself especially in the subject chosen, and see to it
that the instruction necessary for each member is available. The Patrol Leader
should make it his duty to get an expert to instruct the Scouts in the special
subject, rather than depend upon the Scout Master; in the case of First Aid the
average Scout Master would very likely know less concerning the subject than the
average physician, so that instruction from the physician would be very helpful
and undoubtedly more thorough and complete. This does not mean that the Patrol
Leader is not to cooperate with the Scout Master in getting the physician, but
rather that the necessary work of interesting and securing a physician friend
for this purpose should devolve upon him as the Patrol Leader.
Patrol Leaders should regularly be given full charge of meetings of the
patrols. When the troop is called together the advanced or senior Patrol Leader,
or more correctly, the Leader of the patrol doing the best work, should
occasionally be in full charge. This honor may occasionally be given other
Patrol Leaders, but should not be given in successive rotation. When the Patrol
Leader occupies this latter position he is usually designated as Troop Leader.
Duties of Patrol Leaders on Hikes
When on hikes, the case is somewhat different. Then Patrol Leaders should
seldom be given complete charge.
The hike should not be undertaken until an Assistant Scout Master, at least,
can be present. Great care should be taken on all such occasions to see that all
property regulations, fire-laws, etc., are strictly complied with. For this
reason alone, a competent adult person must accompany the patrol. In camp or at
any destination, the leaders should be given much the same duties they would
have at the regular indoor meetings. Greater discretion, however, in assigning
tasks, is to be exercised; yet full and prompt compliance should be insisted
upon.
Conference and Councils for Development
As a means of properly developing Patrol Leaders let the Scout Master have
frequently special meetings for Patrol Leaders alone. At such times he should be
freely confidential and painstaking in his outlining of problems peculiar to
their patrols as well as the problems of general concern to their troop. In all
matters pertaining to the welfare of the Troop Scout Masters should be guided
to a very large extent by the combined opinions of the Patrol Leaders.
Conferences and councils need not be frequent but should be real. A Scout
Master will find his energies better utilized if he can encourage Patrol Leaders
to arrange these conferences rather than arrange them himself. The initiative of
a Scout Master, if a positive factor at all, will stimulate that of the Patrol
Leader. The stimulus should come in other ways, however, than through the direct
suggestion of matters of business that are to be advanced for mutual
consideration. Many topics presented for discussion at Patrol Leaders'
conferences will naturally be reported at later meetings of the patrol and of
the troop. In such cases it will generally be desirable to have the Patrol
Leaders present the matter rather than to allow them to depend upon the Scout
Master. The Scout Master will find it greatly to his advantage to share every
problem of troop progress and activity with his Patrol Leaders. At all Scout
gatherings the Patrol Leaders should not only be held responsible in carrying
out the Scout Master's orders, but should be given a liberal range of authority
in originating plans and giving orders of their own.
Use of Patrol Leaders in Teaching Requirements
Instructions in the simple requirements or in all the regular subjects in
which the Patrol Leader is thoroughly proficient should be left to his charge.
It should be made his duty to see that all candidates for examination belonging
to his patrol are fully equipped to pass the requirements on which they will be
examined before they present themselves to the Troop Committee or the Local
Court of Honor. The Patrol Leader may call upon his assistants or on any other
of his Scouts for help, and, in fact, he should be encouraged to do so in all
situations that make it practicable.
Disciplining of Patrol Leaders
When Patrol Leaders are wisely chosen they seldom require severe
disciplining. Nevertheless, whenever it is needed it is highly important that
it be administered no less rigorously than the disciplining of ordinary Scouts.
It must, of course, be distinctly different and the method of application as
peculiar as is the nature of his office. For cases of mild insubordination,
which may be frequent with the new Patrol Leader in whom consciousness of his
official importance is undeveloped, the punishment should come in the form of
kindly, but none the less positive advice. He should be made to realize at the
outset that as Patrol Leader he must be a model for other members of his patrol.
Failure to live up to the Scout principles must be treated with severity as
being a serious offense. Scout Masters should, however, take unto themselves no
small share of the punishment for this because it is in the Patrol Leader
doubtless due to the same cause that induces it in any Scout, namely, "the
lack of having these principles made sufficiently plain and attractive. When all
Scouts are made to understand that they can retain their Scout name with its
attendant positions only so long as they respect and obey the Scout Law and
Scout Oath, the Scout Master will have little necessity of subjecting them to
any sort of humiliation, because of failure to live as true Scouts.
Decisions on courses of punishment for wanton disrespect and insubordination
on the part of the Patrol Leaders must never be placed in the hands of officers
ranking below Patrol Leaders. The matter must be adjusted by the Scout Master
and his immediate assistants or with the aid or advice of the Local Troop
Committee. However, it is very much better to settle such a misunderstanding, if possible, between just
the Scout Master, himself, and the offender.
Occasionally a Patrol Leader becomes indifferent. to the progress of his
patrol; sometimes he, himself, fails to advance to higher Scout ranking as
rapidly as he should. Such a Patrol Leader should be treated in one of the
following three ways:
(1) his ambition should be aroused by stimulating
inter-patrol non-athletic competitions;
(2) by depriving him and his patrol of
the most attractive Scout work;
(3) or (this should be the last resort) by
removing him from his office and reducing him to the rank of ordinary Scout.
If
the plan of using patrol competition is adopted, this competition should be used
for instruction rather than for selfish display, the various features of it
being so arranged that his weakness as well as the weakness of his patrol is
successfully demonstrated. If the second course is followed, that of
temporary ostracism,it would be most effective to keep the patrol from
participating in any event which they were eager to enjoy. Discretion must
constantly be exercised so that the Patrol Leader will have no opportunity to
feel that he is being unfairly discriminated against and that no animosity
exists. .
Self-Government
A wise leader, recognizing the inherent desire of all boys for fair play and
for taking a part in their particular Scout work, will encourage
self-government, making it in so far as practical an actual and usable part of
their association. Self-government is always good where it is not abused, but
valuables only as an object tending toward leadership. So much latitude must be
allowed in this for local conditions and previous experiences, both of the Scout
Master and his boys, that it is difficult to give definite and clear
instructions which can be generally followed. However, one point must be kept
always in mind, and that is that the Scout Master must always be the guiding
factor. When he ceases to become so, he loses his position of leadership. If his
influence is felt rather than dominantly asserted, it is far more valuable.
Several means might be suggested of letting the members of his patrol know his
attitude on subjects. For example, to use two widely different situations;
before the election of patrol officers or before the meeting at which they are
to define their attitude toward the question of smoking, the Scout Master should
meet the members of his patrol individually and give them a clear, intelligent
conception of the importance of their decision, letting them realize how their
action can shape the decision of other patrol members, and how it will affect
their conduct in the future. The Scout Master can thus enable those who have had
no experience in considering such matters to follow the course which would be
mutually profitable and satisfactory. Ordinarily it would be unfair for the
Scout Master to dictate what the decision should be or baldly emphasize his
views, but his outlining and explaining of issues should be so clear that an
intelligent solution or conclusion is easily made possible for the boys.
Where it is not feasible to consider such matters with individuals of the
patrol the same general course should be followed before the group.
Self-government means exactly what the term implies but, contrary to custom, as
much emphasis should be placed on the word government as on the word self. Best
leadership is that which governs indirectly or by suggestion so that the boys
believe there has been a real self-governing decision. Members of the patrol in
every instance must be made intelligently familiar with the subject under
discussion and should be encouraged to discuss it to their mutual content. If
the Scout Master's patience is taxed and he is subjected to the necessity of
hearing what he may consider threadbare subjects discussed to unwarranted
lengths, he should take it as an opportunity for studying boyish minds, and only
end the discussion when it degenerates into childish quibbling. When groups of
boys are brought to the point where they are able to express their own opinions
and weigh the opinions of others, then self-government will be made not only
possible but distinctly useful. The Scout Master who has brought to his service
this valuable asset can also be sure that he is on the right road to the
accomplishment of an end which is of large importance in Scouting, that of
handing over to the boy the knowledge he has gained through his longer
experience.
Growth of Patrol Leaders
The metal and the abilities of the Patrol Leader should constantly be tested.
No more effective and valuable means of doing this can be found than the unselfish and definite provision of
actual responsibility. A Patrol Leader should grow. Constant exercise and work,
mental and physical, and giving the needed experience and training, is
necessary. By intelligent guidance a Scout Master can turn the energies of his
Patrol Leaders to immensely valuable account. Therefore every effort should be
made by the Scout Master to give to his Patrol Leaders as much opportunity for
individual responsibility and initiative as possible. Toward this end each
Patrol Leader should be made to understand that he is responsible for the
creation of a Scout spirit among the members of his patrol; that the degree of
success each one gains in mastering the Scout requirements depends in a large
measure upon him; and that he must constantly maintain both the dignity and
enthusiasm which become a leader. If this point of view is well taken the Scout
Master may be assured that the qualities he seeks for his Scouts'
dependableness, efficiency, and strength of personality are being well fostered
and developed.
Selection of Assistant Patrol Leaders
Assistant Patrol Leaders may be selected by the Patrol Leader, by the Scout
Master, or by the members of the whole patrol. In most cases it is preferable to
let the Patrol Leader select his assistants himself. The term of office should
be for the same period of time as that of the Patrol Leader. This matter is
usually regulated by the adoption of a Troop Constitution and By-Laws.
Development of Assistant Patrol Leaders
Assistant Patrol Leaders must be developed in much the same way as Patrol
Leaders. As assistants they must work under the direction of their leader and
cooperate with him in developing and maintaining a high standard of excellence
in all branches of Scout activity. If the more menial or servile tasks fall to
his lot, as they often will, he should see that they are completed with all the
thoroughness and dignity becoming a Patrol Leader.
His duties should be as specific and binding as are those of his superiors.
Wherever it is possible for the Patrol Leader to delegate tasks to his
assistants he should be expected and encouraged to do so. The Assistant may
rightly be considered the go-between for ordinary Scouts and the Scout officers; as such he should see that the point of view of each group
is shared by the other; that criticisms of conditions are either definitely
rejected or as definitely sustained; and that rules and courses of action are
clearly understood and intelligently accepted before, or at all events, as soon
as, they are promulgated. He must represent both Scouts and Scout officers,
seeing that the obligations of each are appreciated and accepted.
Cultivating Leadership
Leadership is contagious. If the Scout Master is a real leader the Patrol
Leader will follow the good example, and leadership and growth, being in order
and expected, will inevitably result. This is the law of development and the
fundamental law of education. It, therefore, devolves upon a Scout Master to
employ, quicken, and tax the interests and talents of his boys.
Some Scout Masters fail in this greatest essential because they cannot or do
not grasp the understanding of leadership, its relationships or its personal
responsibilities. The ability they have to make or mar, to achieve results by
real leadership or fail because of the lack of understanding either self or boys
and their relationships one to the other, is often very simple of action or
occasion, but may be very. final in its results. Sometimes the results are what
they are because of a well mapped out and studied plan of action, either wisely
or wrongly chosen; sometimes they are what they are because of the totally
unconscious or intuitive action on the part of the Scout Master.
For example, consider a condition with which many are already familiar. One
man can take a group of boys hiking and return with the group feeling they have
honored him by taking part in "his hike," while another man can
assemble the same group for a similar hike and bring them home feeling they have
been greatly favored. The first man undoubtedly meant well and was as interested
in the welfare of the group as the second, but he failed to respect certain
essential principles of leadership. It is highly probable that when the first
man set out he had no definite aim or end in view; the activities they followed
were unconsciously made to seem mechanical or perfunctory; his relationship
toward them were too familiar and undignified; he lacked that supreme good humor
which gave their program a captivating life and zest; and he failed to call out
the real abilities of any of them. The necessary elements of leadership in him
were sadly wanting. The second man, appreciating the necessity of an attractive
purpose, saw that it was provided and that the hikers themselves felt the burden
of responsibility in carrying it out. Furthermore, without being austere or
supercilious, but by maintaining a natural dignity which invited deference and a
certain restrained respect, he called forth an expression of their best natures
and made them feel they were really worth while to themselves and others. The
one lacked imagination and perception; the second was an educator and a source
of inspiration.
To carry out Scout work a man must possess infinite. patience, a controlling
sense of optimism and a sufficient mastery of every situation. He must be both
firm and lenient, secure in purpose, and at the same time resourceful,
ingenious, and blessed with a good supply of common, sense.
It is the possession of such qualities as these that helps a man discern and
develop latent leadership.
