Dallas,

As an OC/T I can tell you the biggest issue I witness with LOG units is how we effectively secure ourselves. It warms my heart to see you training this important Collective Task. Task and Evaluation Outline (TEO) 63-CO-0727, Conduct Unit Defense, is what we use to evaluate units at all CTC rotations. If you go through the TEO, it will l…[Read more]

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]

The key is to re-read your existing regulations and skip a paragraph or two down.  There is usually a NG paragraph there.  Key to learning is to dive in and talk to a SME ask for the AR they’re quoting and read it for yourself.

As an M-day commander I rely on my full time support staff to help.

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]

Brock, more years than I am willing to admit to ago, there was a saying painted on my DFAC’s wall at basic: training is everything and everything is training. As a leader I invest time in understanding what training requirements are and how can I incorporate it into the daily routine. For example many of the medic tables can serve as AWT task…[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…

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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]

My experience as an official Mini-SPO (Forward Support Company CDR in a BCT) was that I grabbed a Ranger Medic handbook and did hospital surveys on PDSS because MED LTs didn’t, and SPO MED didn’t want to. As a logistician, I was trained to plan medical support and had to do it in my unit. I wished they were a bit more aggressive and owned their…[Read more]

Position Cross-Training/Rotation – the tangible building blocks to a career which provide experience.

Personal Relationships – most important. Opportunity for juniors to express, reveal to busy seniors, what they’re doing, ask questions, learn about different paths, opportunities from those that’ve traveled them. Sometimes leads to future job…[Read more]

I am experiencing this as an outsider.  I just received a new LT fresh from ROTC.  As I mentor the LT on being an officer I think the key opportunity is in preparing your attitude.  As a Candidate or Cadet you spent all your time learning and being graded.  That’s not as true for being an officer.  Yes, eyes are on you and yes you are compe…[Read more]

I have to say that as a brand new LT I wanted to do nothing more than just be an MS officer doing MSy officery things.  However a deployment where I was forced to work another staff role made me a much better officer.  Cross training is crucial to helping a young officer learn valuable skills and develop their talent.  I still love being MS and Do…[Read more]

One of the things I was most excited about as a Company Commander was the impact I could make on my Soldiers. How could I best serve them, and help them to achieve the most in their careers during that time? Most of us know as JOs that we want to command. We all have experiences with Commanders that help mold who we do (and do not) want to be as a…[Read more]

Paul,

I’ve just taken command of my second company and I would love to help share ideas and experiences.  I had some staff time between commands which helped me to really focus on what I did well and what I must improve this time around.