As the commander, my greatest accomplishments were in training my XO, PLs, FTUS, and Cadets in not only their jobs, but in mine.  I try to always take one of them with me on conference calls, CUB/BUBs, and the like.  They are able to get into DTMS and update training schedules, communicate directly with agencies and entities with whom we train, and can solve many problems without getting me involved.  With that autonomy, I have to make sure they still keep me in the loop.

Another success story is in finding a way to empower and delegate to the NCOs.  My Infantry company was not very successful with NCO-driven events, as the officers had been overpaid squad leaders for a while.  Giving them the authority and DEMANDING accountability is still a work in progress.

Finally, finding a method of capturing information is paramount.  Your FTUS, XO, 1SG, and PLs will be doing so much and unless you want them repeating themselves 7 times a month, you need to find a way to track progress.
I insist my FTUS CC me on EVERYTHING.  It’s not that I don’t trust them – I whole-heartedly do – I just need to know what’s going on.  I also insisted that 1SG, XO, and FTUS updated their own slides on the BN’s sharepoint for the BC, in effect updating me.  Insisting on written records for everything is important.  I tried to bring my company into the 21st century with digital records, especially with training and administrative meetings.  Writing things on paper or whiteboard is all good and fancy, but if it’s left on that paper or whiteboard you’re left recreating the wheel every month.  Some may say it was a little showing of my time and BDE/DIV staff, but digital records worked.

There are a million other things to do, but here are some BIG things:

* Find and read the applicable reg before making a decision on anything.  DON’T trust your FTUS/Commander to know the answer – I’ve been burned this way a hundred times.

* Do your inventories.  Have someone “pre-inventory” your cyclical stuff and line it up, but YOU check your serial numbers yourself.  Every time.

* Write a commander’s philosophy, and stick to it.  If need be, edit it.

* If you need to enforce new rules, write it as a company policy.  (I had to do this for social media, mobile devices, etc. in the field)

* Get to know your surgeon, JAG, and Chaplain well.  You’ll need them.

* Empower (and get out of the way of) your FRG!

There’s more, but this is a start.