Dallas, I will compile some products – I have a few PPT slides from JMRC but its a process to sanitize units, disclosure etc.

You’re touching on a key topic. I’ve observed first-hand brigades struggle w/ rear-area security which includes sustainment units of course. Think also of weapons systems. What do you have in the BSB that can destroy enemy…[Read more]

George, I think we’re onto something here- making sausage for next generation, or rather sharing recipe?

2. As you know, we want to buy time, limit distractions, take care of Soldiers. I’ve been out of command for 2 years now, but will search for checklist. Essentially, I sat down w/ 1SG, XO, training NCO, orderly room, Supply NCO and PLs/PSGs…[Read more]

As a commander, we had actions piling up, Soldiers leaving without awards and packets misplaced. Often we had to re-start, resubmit, change over to new template. It forced companies to do better job, keep proof of submittals. Commanders had to help a young, ‘understaffed’ staff.

Key to staff is to understand commander’s intent.

S1 affects entire…[Read more]

Avoid snow-birding or black-birding. If you must snow-bird, then use that time to get as many courses done as possible. That buys you time later on.

For a logistics-branch officer (and certain of these apply to other branches as well), try to get Support Operations Phase 2, Petroleum Water Officer Course, Mortuary Affairs, Operational Contract Su…[Read more]

time management. staying late doesn’t equate results. look at what needs to be done, and map it out in time/space. leaders insulate subordinates. at some point, influence-up to “turn-off” the requirements if they unfairly pile upon each other. but first, achieve balance between time, people, tasks. there are many that tasks that ‘could’ be done,…[Read more]

B-Rock,

1. Socialize that expectation with your NCOs as soon as you can.

2. Show them the training calendar, progression and end-state: where do we want to be, and how everything before end-state fits into – builds on the training.

3. Show them ATN or CATS, how to access T&EOs and the Company METL – prioritize what you want to get after, wha…[Read more]

Ah “When everything is a priority, nothing is…” Both the most obvious thing we battle as leaders, as well as the most prevalent.

I agree. There is MORE that goes into it, however we have an issue within the Reserve Compo, and that issue is the simple lack of time. I have seen instances when a SPC learned something at a course, and because there…[Read more]

Honestly, it’s taken me 19 years in the Guard to understand it, and I’m learning something new everyday.

The additional sticking point with “the Guard,” is that there are also 54 different versions of how to do the same thing. Some smaller states have less red-tape; some states have more JAG involvement then is really needed; some states just do…[Read more]

Questions for discussion.

1. How did you prepare for company command? I made the most of my time as PL and XO, kept reading (books like Company Command) there’s a few out there. Working with PSGs, 1SGs, watching COs, and doing my jobs as LT, plus “interviewing” other CDRs – having lunch w/ them asking what worked, what didn’t work for them, all…

[Read more]

All the answers are phenomenal and cover everything.

I’ll offer (sorry if already covered), build redundancy and overlapping coverage. Have GTC and GPC (government purchase card) holders (plural) such as yourself, and your NCOIC. Have multiple CORs (contract officer reps) plural.

As FSC CO, I “planned” the logistics I would also execute, but my…[Read more]

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…[Read more]