Kenny, I’ve learned its important to be yourself.  One of the most important leadership traits is authenticity.  If you try to be something you aren’t you won’t be happy, you won’t lead effectively and your soldiers won’t trust you.

The first thing I would do if I could be a new PL again, is to meet with my NCOs.  Your success as a PL is tied to…[Read more]

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]

As a young PL I was told some great advice.  Never say no.  Instead say We can do that but……  For example a new tasking is beyond your capability.  I would say Sir, we can do that but, I have these other taskers and would need relief from one of them to execute this new mission.  This lets the superior decide which tasks you are acco…[Read more]

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]

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.

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]

in regards to discipline, sometimes you don’t have the luxury of time. we all know what is right and wrong.

I explained the expectations up front, but was patient.

what my 1SG said who will now be a CSM was true – “sir, you set a standard, and that is what it is, immediately.”

I don’t mean to imply that on day two of command you start saying things. That was not my intent at all, so apologies. I have seen that side of… eagerness and you’re right, it can be killer to morale. Especially if that leader just destroys everything you have done for the past 6,12,24 months.

However, I think that you can effect change from…[Read more]