Posted on May 7, 2015
What are BEST PRACTICES for Commander and CSM teams?
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What are some BEST PRACTICES for maintaining effective Commander (or Officer) and CSM (or NCOIC) leadership teams? What makes a team really awesome? At the same time, what practices can doom a team? Can you share your experiences?
Command
Officers
Leadership
CSM
Posted 9 y ago
Responses: 17
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This relationship begins at the platoon level. That is the first time the officer and NCO will be a "command team". It will determine how both the officer and NCO will perform in the command team at every level. If you cannot maintain a command relationship at the platoon level you will struggle at the company and above level. You will not always get along with your counterpart, the key is to try.
Officer - you must counsel your NCO counterpart and make your expectations crystal clear on what you want that NCO to do, i.e duties and responsibilities. It is not a very good idea to say something like "when the PSG/1SG/CSM speaks he is speaking for me". You are giving too much power to that NCO and some will abuse it. You must listen to your NCO when he/she makes recommendations or gives advice, chances are they have done it before.
NCO - Your function in life is to support your officer. If it isn't illegal, against Army Values, or harmful to Soldiers (minus combat) you will execute. Do not speak ill of your officer to the enlisted/NCOs, disagreements are handled behind closed doors between the two of you. Teach and mentor your officer, he/she is responsible for everything the unit does or fails to do, if they fail you have failed.
The above is obviously not all inclusive just some things I have learned over the years. The biggest thing is a unity of effort, the biggest problems in units is poor command climate and it usually stems from the top two not getting along. When it is evident that the commander and senior enlisted advisor are not working together the unit crumbles quickly.
Spend time together outside of work. Go out to dinner with the family, go camping, go to a ballgame. The more you get to know each other the more you may actually like each other. If you like each other the relationship is easy but, it can still work if you don't. Another good TTP is to be familiar with each others job, clearly delineate responsibilities, and over communicate.
I personally think it is dependent on the NCO to "bend to the will" of the commander. I am not saying you need to be a yes man but, you need to support the commanders vision and philosophy which works really well if you develop it together.
Officer - you must counsel your NCO counterpart and make your expectations crystal clear on what you want that NCO to do, i.e duties and responsibilities. It is not a very good idea to say something like "when the PSG/1SG/CSM speaks he is speaking for me". You are giving too much power to that NCO and some will abuse it. You must listen to your NCO when he/she makes recommendations or gives advice, chances are they have done it before.
NCO - Your function in life is to support your officer. If it isn't illegal, against Army Values, or harmful to Soldiers (minus combat) you will execute. Do not speak ill of your officer to the enlisted/NCOs, disagreements are handled behind closed doors between the two of you. Teach and mentor your officer, he/she is responsible for everything the unit does or fails to do, if they fail you have failed.
The above is obviously not all inclusive just some things I have learned over the years. The biggest thing is a unity of effort, the biggest problems in units is poor command climate and it usually stems from the top two not getting along. When it is evident that the commander and senior enlisted advisor are not working together the unit crumbles quickly.
Spend time together outside of work. Go out to dinner with the family, go camping, go to a ballgame. The more you get to know each other the more you may actually like each other. If you like each other the relationship is easy but, it can still work if you don't. Another good TTP is to be familiar with each others job, clearly delineate responsibilities, and over communicate.
I personally think it is dependent on the NCO to "bend to the will" of the commander. I am not saying you need to be a yes man but, you need to support the commanders vision and philosophy which works really well if you develop it together.
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CSM (Join to see)
CPT (Join to see)
Thank you for the kind words. I know you know the deal but, talking/arguing NCO vs. officer with Vietnam era veterans or even some Cold War veterans is futile. I am not taking away from their service or their ability to lead but, it is a very different Army than it was back then and they just cannot fathom the changes that have taken place.
Thank you for the kind words. I know you know the deal but, talking/arguing NCO vs. officer with Vietnam era veterans or even some Cold War veterans is futile. I am not taking away from their service or their ability to lead but, it is a very different Army than it was back then and they just cannot fathom the changes that have taken place.
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SSG Derek Scheller
SGM very well put, and though I am not in that situation and I am lower on the food chain so to speak I have seen it. When the upper command does not share the same vision or are battling back and forth it bleeds into the lower ranks. I have seen this not just with the Commander - SGM teams but with 1SG and Commander teams at company level. Communication has always been key and when that is lacking then it becomes a poor working environment for the lower enlisted. Morale drops when orders come down last minute that were issued earlier in the day by someone higher.
As with all things it starts at the top and if the the SGM and Commander communicate and are on the same page then it flows down and makes for a efficient and high morale working environment.
As with all things it starts at the top and if the the SGM and Commander communicate and are on the same page then it flows down and makes for a efficient and high morale working environment.
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I'm looking forward to this discussion!
I'll throw this out: close, open and frequent communication
I'll throw this out: close, open and frequent communication
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AF opinion, they should have a consistent vision for the unit, the commander establish it and the CSM work to ensure the enlisted buy-in.
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