In today’s complex environment, a leader can’t afford to only serve in key positions. They NEED those broadening assignments, that’s why they’re called BROADENING. They increase an officer’s perspective, knowledge, experience, and tools that they have at their disposal in order to be better leaders. I heard it said once that “there are no more garrison leaders and field leaders; there are only solid, prepared leaders, or not.”

I was an infantry guy when I was enlisted; leading Soldiers was all I knew and all I ever wanted to do. However then I became an officer, what’s more, I applied for and was hired AGR (Active Guard/Reserve – the Active Duty Soldiers in the Reserve Components), however that position was as an aide de camp to a pair of general officers (one M-Day, the other active). The experience I gained while serving in that position can’t be measured. Then moving to an S1 position, I was able to effect change on a battalion’s worth of Soldiers, fixing many of the process problems that I had when I was “in the trenches.” Now, I’m a commander, but still “staff,” transitioning from a full time BN S1, into a full time assistant BDE S3.

I guess AGR’s in the Reserve compo have it a little “easier” as far as getting or deciding to get staff time in, since we are by definition support positions. Even when we are in command or do take one of those key billets, we are STILL staff in some aspect because it’s only our M-Day/TPU side that holds the position. Our full time positions are still as staff officers (and NCOs) between drills.

I coach all of my subordinates the same. I pulled a pair of crusty NCOs into various company OPS positions because they’d been on the line his entire career and needed some perspective. It was tough going at first, but their line experience then helped them be better staff NCOs. It’s the same with officers. The “staff” side and “line” side aren’t opposites; they make each other stronger.