Last March, the National Advancement Committee surveyed Advancement News subscribers on the subject of Boy Scout positions of responsibility.
The responses to whether qualifying positions of responsibility should be identical for the Star, Life, and Eagle ranks showed a split of opinion, but the comments revealed the amount of thought that went into the answers . Respondents who tended to agree with identical qualifying positions of responsibility expressed concern that a troop’s size or structure might limit Scout opportunities if the same positions of responsibility are not available across all three ranks. Those who disagreed with identical qualifying positions of responsibility suggested there should be a progression of increased responsibility as a Scout matures and advances in rank, including positions of responsibility involving direct leadership of others for Eagle and possibly Life ranks. The data and comments indicate that many leaders view positions of responsibility as escalating from general “support” roles to more advanced “leadership” roles.

Most adults, regardless of profession, have observed that some in the workplace are excellent organizers and record keepers, and some are excellent people managers and team builders, but few possess both of these qualities. Casework is the fundamental core of social care practice which is underpinned by an extremely complex system of knowledge and skills.  It is not enough to just practice social work on the basis of commonsense or life experiences as this doesn’t make social care workers any different from the general public. The Case Management System is an extremely large and innovative knowledge base that provides an invaluable guide to helping practitioners overcome the many challenges of the work.  This unique information system provides a growing wealth of ready-to-use applications to enable practitioners to become more knowledgeable, more skilful and more effective in their profession.
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While this is certainly a noble idea and applicable to growing young men, the stated aims of Scouting — character development, citizenship training, and personal fitness — do not necessarily require direct leadership of others. In his book The Peter Principle , Lawrence Peter observed that top salespeople promoted to manager roles often fail because the talents required for sales do not match those needed to manage that sales force.
Diverse options for positions of responsibility allow leaders to best leverage each Scout’s abilities while presenting challenges to develop new skills, which may include instruction, organization, leadership, or other important traits.

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