Dallas,

As a former special forces maintenance company commander I am very aware of managing expectations especially when it comes to readiness and training. Although a MTOE change would help tremendously, honestly, its not a realistic option. Instead focus on the things you can affect as a commander. Here are some good starting points.

1) What…[Read more]

You know it’s rough when the state CSM comes to talk to your company, asks about how much the unit’s been doing, and his eyes get wide when you inform him that the company has done 53 days of emergency activation and annual training that year…

1. How do you communicate the impact of overload to higher? Frank discussion. Quantify your points- why it’s too much, and develop a potential plan to address them. It is important to be transparent with your senior leaders. BUT- you must be truthful in your analysis and prioritization of tasks. You can’t just complain that you’re stressed.…

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1. How do you communicate the impact of overload to higher?

back-briefs, training meetings, QTB, showing thought and analysis on “what’s important”/nested w. intent and prioritization

2. How do you avoid passing a similar burden on to your subordinates? Can you avoid it?

• you provide solutions to conflicts, way-ahead/vision (intent, key…

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Brock, I lack the insight from an ARNG perspective but as an active duty guy, I certainly appreciate the contributions and unique experiences and maturity reservists and guardsmen bring to Europe, whether it is to augment us (and we’re short-handed) or in the country-partnership.

If I was the decision-maker, I’d tell you, yes, send more, probably…[Read more]

I was diagnosed with mild PTSD following my deployment to Iraq in 2005. As an NCO, there wasn’t much backlash. Now that I’m an officer, I utilize it when I give MRT training, and talk to Soldiers about the importance of reaching out for help if you need it.

Like everything else though, it’s a matter of degree. Mild PTSD is way different then…[Read more]

Only performance matters and accomplishing the mission. We have some leaders that “put in hours” without actually accomplishing anything. I say let the leader accomplish and let work speak for itself.

I have a CD with 3 separate sound clips that I can throw into a small boombox or larger sounds system and hit repeat for multiple hours of ambient noise that automatically increases training difficulty to any scenario.

The first is the crowd noise from a World Cup. A crazy loud thrum of hundreds of thousands of people screaming at the tops of…[Read more]

Like Patrick, I’ve seen the dark side of loyalty first hand. Officers who should be drummed out of the service, instead being promoted because they have the right friends (above 1 star…). The transgressions of a squad of SGMs overlooked simply because the CG didn’t want the organization as a whole to look bad. The SPC who falsified a report when…[Read more]

Armel,

The above posts hit all the right points. Know you equipment, know your soldiers, and know how it fits into the overall mission. As a commander, I would love it when staff sections would ask me to get in on their training. For example, if you as an S-6 go to the training briefing and see Company X is out doing a range maybe you can ask the…[Read more]

Loyalty may have been included naturally due to history of armed forces and officer corps but in practice may be misunderstood.

I thought often of loyalty to the American people who pay my salary, when making decisions. I wanted to honor their hopes with my conduct. I was dedicated to helping Army team succeed but for moral compass relied on…[Read more]