Any advice for a Commander's first initial counseling to PLs, XO, 1SG?

First and foremost, always be personable with them. They have to understand that you are just a man, just like they are. You don't want to come off as someone who thinks they are better than them. They know you are their commander, that is obvious, you don't need to harp on that fact. As for what to talk about....first tell them about yourself. Your background, your family, your goals. Then ask about them. Listen intently as they will reveal what truly motivates them.

They are looking for guidance and leadership. They are just as nervous in their positions as you are. It becomes your responsibility to ease their fears and let them know that you will all figure it out as a team. Set very clear expectations. For example, if you expect the PL's to arrive 30 minutes before PT starts, then make that very plain to them. Make sure all the goals you set for them are measureable.

Finally, point out to them that no one is in competition with each other. You are a unit, a team, a company. The rewards heaped upon them will be rewards for the team. One bad apple tryin to look good at the expense of others is not what you want in your company. You want team players.

Hope this helps. That is how I approached it and how I have approached it in civilian management as well. It has served me very well over the years.

Good Luck!!

I'm guessing this is your first Company grade command, congratulations! I'm not an Army veteran, but worked as an Army Civilian for 6 years. My best advice is: listen. You're the "new guy", I assume, so you need to attune yourself to the unit. This is your chance to begin to understand the unit's strengths and weaknesses and to understand the informal power structure of the Company. If you have to set performance standards for the unit or the individual at this meeting, then have them well defined and written down before you meet with each person. Ask open ended questions to draw information out of the people you meet with. Pay very close attention to your First Sergeant. If he's been with the Company for a while, he will know more about the unit than anybody else.

Read "Small Unit Leadership" by Col Dandridge Malone first.

Listen when you are not talking- really listen MAJ (Join to see) Tagged a few mentors that could help better than I could

COL Mikel J. Burroughs CPT Gabe SnellSGT John " Mac " McConnell COL Mikel J. BurroughsLTC Greg Henning LTC Stephen F. LTC Stephen C.MAJ David VermillionCOL Lee Flemming CPT (Join to see)LTC Stephen Conway Capt Christopher Mueller CPT Jack Durish

Ask them to tell you about themselves. I had a CSM ask me that when I in processed my first unit in Germany and he found out that I had studied computer science in college before joining the Army and arranged to have me transferred to the Battalion S3 shop as a computer operator.
If they are honest and tell you about their background, it could give you useful insight into their skills that you might have no other way to find out.

Great responses so far. IMO, this is what this site is for. And the fact that you are soliciting advice shows a tremendous amount of humility. A trait that is far too uncommon.
The initial counseling should focus on getting to know your immediate staff. To do that, ask about the current state. What has been working well and what has not? What are our strengths and weaknesses as a unit? Are the right people assigned to the right billets? Show them how to lead their direct reports.
Then you must establish your expectations of performance, conduct and discipline. As you well know, a good Soldier/Sailor/Marine craves discipline and good order. Most only need to be told what the desired output is. Allow them to develop the plan and execute. You will find out soon enough the extent of their capabilities and the cut of their character.
I say this with all respect. 2 eyes, 2 ears, 1 mouth. We were designed that way for a reason.
Best of luck, Sir.

Here's what I would want to know from my new commander: The BN commander will have a vision of what he or she wants to accomplish and the intent for the command. How do you interpret that intent and what is the guidance you have. Once I know that, then I can better direct the leadership in training to meet that intent.

On the other side, here are things that I think you would want to know. What are my opinions of the unit's strengths and weaknesses (opportunities). Who do I consider to be my strong NCO leaders and who may need additional guidance. I would also want to get a feeling of where I would be on the autonomy<------------>micromanagement scale.

Both in the military, and later as a manager in my chosen civilian career, I found that people look to their leadership to provide the following: a clear goal......a clear set of parameters......a clear sense of what their role will be......and assurance that you will be there to support and assist them along the way. Given those things......people will crash through walls for you if you ask them to. Good luck, sir!

Out of all the advice you have been given on this topic. You are the commander so everything done by your unit it's your responsibility nobody else. Also, as the commander you must make the decisions for everything at the company level. You must explain this to your 1SG, XO and PLs. You are explain your role in the company. Your initial counseling should explain their roles in the company. So once everyone know's their roles in the company. It will help remove friction points.

Read company command the bottom line... Be sincere, be brief, focus on standards and team.... and don't bloviate.

http://www.goodreads.com/book/show/2923586-company-command