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]

I’m curious – how do people use these resources in the execution of their TM responsibilities in their organization?

Do you take notes on your Soldiers after having a “personal relationship” conversation with them? Do you pass around “TM books” or hold a “LPD book club”? Do you talk about articles discussed in “professional affiliations”…[Read more]

Ah “When everything is a priority, nothing is…” Both the most obvious thing we battle as leaders, as well as the most prevalent.

I agree. There is MORE that goes into it, however we have an issue within the Reserve Compo, and that issue is the simple lack of time. I have seen instances when a SPC learned something at a course, and because there…[Read more]

Honestly, it’s taken me 19 years in the Guard to understand it, and I’m learning something new everyday.

The additional sticking point with “the Guard,” is that there are also 54 different versions of how to do the same thing. Some smaller states have less red-tape; some states have more JAG involvement then is really needed; some states just do…[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…

[Read more]

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]

As a logistician, I was skimming over the comments and have a few more suggestions for you.

1. Become best friends with your Brigade Mobility Warrant.  That transporter is critical in getting your gear moved from Point A to Point B.  You are the go-between between your Unit Movement Officers (usually your Company XOs) and the Mobility Warrant w…[Read more]

Great question! So, great that I stole it!

Discussion and answer continued here:

Student to Lieutenant pt.2

~Jeff

BOLC Topic Lead

In today’s complex environment, a leader can’t afford to only serve in key positions. They NEED those broadening assignments, that’s why they’re called BROADENING. They increase an officer’s perspective, knowledge, experience, and tools that they have at their disposal in order to be better leaders. I heard it said once that “there are no more…[Read more]