I think that is a sound way to force the conversation down to the lowest level, while using passive “marketing” along with informal conversation. I’d hate to skirt the question coming back on me but it seems you are doing what I had conceptualized if I get to a unit that has nothing implemented.

One of the biggest things I see as a friction point is how can I (or we) separate the importance of this decision and all the other “important” tasks we require to be done, or are required to get done, daily. I feel psychologically there is a personal desire to hold less importance to things that are forced upon a person. Nonetheless, even if someone just checks the block by doing the mandatory training it will create conversation amongst peers.

The one thing that I would possibly suggest (and this is from not having done the opt-in training yet, but having done the leaders training in JKO) leader’s to do the leader’s training. It took me about 15 minutes to read through it all and have quick reference cards, information, and more resources.

At the squadron level I think you have made a great rollout. Like you said this is a substantial topic and isn’t something to just glaze over. I think the direction and formal (as well as implied) taskings are great to force the conversation to start. Then it weighs heavily on the platoon and company leadership where there are more intimate settings for informal and casual conversation.

Ultimately, as a leader I feel that my task would be to (1) start the conversation (2) answer basic questions and FAQs on the subject. I would withhold my personal opinions and try to remain to the facts of what I know the new system is. I am not a financial expert and don’t want to mislead my soldiers or feel like I swayed their decision. (3) Post the phone numbers to the available on post finance resources and departments that are the professionals here to help integrate and provide the “number crunching” facts of the conversation.

If I felt it was the direction of my soldiers I could see of trying to bring the resources to them. Maybe do a breakfast or lunch where I feed my soldiers and while they eat they hear from a professional on the subject.

I hope my next duty station has laid out a well constructed roll out training agenda for BRS as you have.

A leader who doesn’t take stock in their soldiers (or personnel) is just a manager in my opinion. Which is why a rollout may not seem “mandatory” but just seems like the right thing to do.

Thanks for the input!