@george.l.gurrola

It’s funny you say that; I was given 29 days from notification to taking the flag. What makes this fact a little more pointed, I’m National Guard which automatically limits the time and manpower I have available for inventories, paperwork, etc. So I dove into it. Luckily I’m also AGR (Active National Guard) so I could put my full-time duties on the back burner and concentrate on inventories.

However before that, how did I prepare?

As staff and previously as PL, I always watched what my peers were doing; what problems they were having; issues that popped up for them; things they were complaining about. I also looked at what things higher was looking for (both BN and BDE); and the things the BN and BDE CDRs praised or bagged on.  Of course I read, and studied the nuts and bolts of the position. What the requirements were; what forms and reports were needed and when; how do I assess in DTMS; why is the USR so important. I also studied organizations, how to bring people together, build a positive climate, develop a shared understanding, etc.

Another thing I did was to spend time thinking about my command. What did “command” mean to me and how do I convey that to my Soldiers? What did I want to accomplish? How was I going to pour that foundation on the first day? Make no mistake, first impressions matter. That’s why I spent time on my (albeit short) incoming CDR speech, as well as my command/leadership philosophy. My Leadership Philosophy became the foundation of my command. It’s a contract that lays out in general terms, what I expect from them; Soldiers and leaders; as well as what they can expect from me as their commander. Every counseling I give references it. Every butt-chewing I ask honestly, am I adhering to the “contract?”

What would I do different?

I should have spent a little more time on the “nuts and bolts.” Daily, I’m met by a new requirement that didn’t seem to be there yesterday, no one seemed to know about, yet is still in regulation. The requirements on our commanders (and Soldiers) is ridiculous. As a commander, my primary responsibility is to ensure the Soldiers in my care are prepared and trained for the rigors and challenges of combat. Bottom line. However my staff and I spend 66%(or more) of the time on reports; talking about the training I have planned, that I don’t have time to execute because I’m busy writing reports about the training I have planned.

Don’t take me wrong. I’m absolutely blessed to be a commander of a Combat MP Company. There is nowhere else I would rather be, but it is definitely giving me some gray hair and upped my coffee (and maybe whiskey) intake.