Kenny,

This is a great question and I will say IT DEPENDS. The previous posts touch on the principles and basics. However, I would argue that timing and implementing the discussed principles depends on your situation. Like Brock said, “you’ll have to find out what works for you and your PLT.” I’ll expand by mentioning the following:

Ask questions to learn about the situation. This begins as soon as you know what platoon you will lead.

1. What type of platoon/situation are you falling into? Is it one that just fired their old PL and therefore requires immediate changes? Or is it one that has had phenomenal performance as of late?
2. What challenges is the platoon facing, or will face in the future (i.e. deployment, NTC etc)? What do you need to act upon for the platoon to exploit the potential for future opportunities?

I recommend you ask similar questions to key leaders and Soldiers throughout your platoon. My experience tells me that a common theme or thread will surface that will inform where you should focus your attention.

Develop and enhance relationships with key stakeholders. This includes your platoon leadership as well as your commander. What are the commander’s priorities? Its best to get views from both higher and lower levels. Establish communication and expectations early and often.  I recommend you meet with key personnel NLT 30 days of taking over.

Find opportunities for quick wins.  Once you developed an understanding of your situation, its time to take action and achieve “quick wins.” Not only does this provide credibility, it also demonstrates you can take action.

As I stated before, you must first understand what situation and platoon you are falling into. By asking questions you’ll demonstrate that you are invested in learning about the organization. You can balance this with your priorities and implementing your philosophy. More importantly, you can avoid falling into the “I must do something” imperative that may do more harm than good.

Best of luck!