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I would appreciate some suggestions on how to enforce discipline and ensure the cadets keep to dress regulations, all the while remembering that these cadets are still children.
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Your position isn't about enforcing anything - it is about being a source of leadership and knowledge for your subordinate Senior NCO's, and as a figurehead of mentorship to the Junior NCO's, all the while directing and acting as a buffer for the Corps between the Officers and the Cadets. Cadets will follow you because they want to, not because you make them - likewise if you do your job with your Senior NCO's they will take care of the dress regulations, and the general running of the corps - however they need to be aware of this.
If I may make a suggestion or two, you can look at your task as one of a mentor:
Junior Cadets
How you handle senior cadets is as important as how you handle junior cadets. There's nothing wrong with appearing approachable and open to new or junior cadets. Think of how you felt when you first came in. You were probably scared, and you looked at your own RSM with a certain amount of admiration, but also fear. There's nothing wrong with introducing yourself to new cadet's individually, talking to them, asking them questions, and making it quite clear if there are problems or they have questions which Senior NCO they should talk to (and for the first month that Senior NCO should be you)...and then from there as they adjust and get put into a section or division asking them every night specifics, "Are you liking it here?"...basically take an interest in them. After a month or so, they should integrate themselves in to the program, feel more comfortable, and if your Senior NCO's do their job they'll probably stay.
If they have to stand before you formally, it should be one of authority where their actions have been noted, should be corrected. At the same time you need to still temper yourself, your reactions, and possibly your punishments (sometimes just being in front of you is punishment enough) to suit the crime and the level of the perpetrator - have less tolerance for more senior cadets whom should know better but be more informal with them (talk to them directly) and open up the gates of patience for more junior cadets, or cadets whom seem resistive (be more formal). This is the only time you need to enforce anything.
These cadets aren't children...they are a mix between adult and children brains, and their brains constantly rewire themselves. Immature trouble makers their first year may turn into tempered, good cadets by their 2 or 3 years. Tthe hard cases will end up sorting themselves out, eventually...either they stick around and conform, or they usually find themselves bounced out. Don't treat the problem children any different than the normal cadets, just understand you will probably have to deal with them a lot more than a regular cadet.
Senior Cadets
Keep them responsible and challenged. Don't micromanage them, but don't give them impossible tasks - fill in the gaps where necessary. They need to learn everything you have to give in the short time you are going to be an RSM - because one of them is going to have to replace you. Develop a succession plan - basically what you wish to accomplish in your time as the RSM, and look at mentoring a couple cadets you feel would be eligible candidates to take over your position. Don't tell them this is what you are doing, because if the Officers choose someone else...then you screw them over. But definitely make the officers aware of your plan, ask them for guidance in creating one. If you have a good CO and a decent staff, they will know what to do to help you.
If either a junior or senior cadet do something wrong, the positive aspects of their job should be stressed, and the negative should be constructively explained to them...ie, "You did really well, and there is one area which you do need to improve upon."....yadda, yadda, yadda. Never say, "That sucked." UNLESS it is with senior cadets, whom you know really well, and are already fairly confident. As a mentor, you job is to build confidence in your followers. Their abilities will quickly follow.
Officers
Work with them. If they require something, anticipate problems and recommend solutions. Just get stuff done, so they don't have to ask.
Make your Senior NCO's accountable to you through the Officers. Don't be afraid to properly delegate duties. An Officer should not have to specifically direct your Senior NCO's on what to do. If you don't know, find out the information, use your common sense and then make sure your Senior NCO's understand. You are the only cadet that shouldn't be hand held, and should not have to take direction from the Officers in everything you do. If an officer says, "I need a work party of 5 cadets to clean the parking lot,"...it's you that needs to fill in the gaps for whomever you assign. - there's one thing to do the work to help out, it's another entirely to do the work because you feel no one else can do it better. Likewise, if you have a duty division, make sure that duty NCO is on top of it, that whatever needs to be done is done so that the Officer of the Day or Duty Officer only has to go around and do final checks.
Officer can send you conflicting signals, either one officer or two different officers. If you do receive this, there is nothing wrong with speaking to the officer in private and asking, "Sir/Ma'am, I was directed to do this, however you told me something else later." Do this enough times, with enough officers, and then you start being able to figure out how they think - which allows you to anticipate problems and find solutions. You, of all the cadets, will be held the most accountable so make sure your instructions are very clear. As well, if one of your Junior or Senior NCO's screws up...expect an officer to come down on you, not them. That doesn't give you license to roll the barrel down the hill either, but you then need to come up with a strategy to inform the Senior or even the Junior of how their actions are wrong, how they can be corrected, and then a strategy
for improvement - AND IF YOU NOTICE IMPROVEMENT, REWARD THEM WITH PRAISE.
Lots of stuff to keep an eye on and track. But with good Senior NCO's you can spread the duties out, and then you find you only need to manage the NCO's...not the duties.
Just have fun with it, make sure you have very clear goals (you make the officers/CO aware of), and do the things you need to do to realize those goals for the year.
