I am the commander of a National Guard MP unit assigned as a CASE and PSF. Both missions require additional non-METL training and meetings that fall outside our typical MP mission set.
I have worked at every echelon from company to Division and believe there are some key tasks you must do in order to be successful. Each takes a lot of time up front, but pays off in the long run.
1. Develop a 5 year training plan to train all of your METL and additional mission sets.
Backwards plan from there to hit 2 tasks each year. Plan your focus on your upcoming mission (most additional mission sets rotate between units). As we are going away from ARFORGEN and switching to SRM, the expected readiness level you are required to maintain is unachievable, but this will help build a consistent training plan and set up your organization for continued success.

2. Communicate higher and lower. Communication is motivation. Make sure that information is flowing to your subordinates all the way down to the privates in the motorpool. When communicating to higher, remember that you don’t work for the S3. You work for the BC. Don’t be afraid to tell the BC that you can’t accomplish the mission, but be prepared to tell them what you need in order to accomplish it, whether it’s funding, key personnel, extra training days or equipment.

3. Establish your Command Philosophy and publish it in writing. This enables your subordinates to make decisions on issues without continually asking for your guidance. Don’t marry yourself to the first draft. As you mature throughout your command, your philosophy may change. When it does, put it in writing.

4. Mentor your subordinates. You are grooming your replacement and the future of your organization. You have to make time for it. Counsel them regularly and methodically. Take them to meetings with higher HQ, BUBs, CUBs, briefings, and allow them to engage with BN. This increases their knowledge base and understanding of the unit’s capabilities and missions.

5. Empower your NCOs to conduct all of your required training and provide them with oversight. This frees up your officers to focus on planning.

6. Conduct as mush of your non-METL (additional missions /CASE) training during drill as possible. The biggest complaint we have from Soldiers is our OPTEMPO and the extra training days required. It is the main point of contention with Soldiers, their families and their employers. I use every hour of drill I can, every month, to conduct training in order to prevent my Soldiers from working additional days. They complain about long days, but appreciate working fewer days. Find the holes in your training schedule and fill them.