Best Advice to Give an Incoming LT

2LT Private RallyPoint Member — Tue, 10 Dec 2013 08:38:47 -0500

Officers and NCO's please give some opinion!<br>

Response by LTC Private RallyPoint Member made Dec 10 at 2013 10:02 AM

LTC Private RallyPoint Member — Tue, 10 Dec 2013 10:02:01 -0500

After being an officer for a few years I looked back and noticed that ROTC
was very good training. Take confidence
in your abilities and training.

Remember your primary mission as a LT is to gain experience in making
decisions and taking responsibility.

Don’t be afraid to ask questions of your NCOs or your commander. If you don’t know how to do something, have
an NCO give you a class on it, or sit in on training the Soldiers are getting.

Your job is to know what to do, let your NCOs figure out how to do it. Take care of them and they will take care of
you.

Lead by example, everything that you do is being viewed by your
Soldiers. Just be mindful of that.

Have a plan. Have a solution to the problem.

Know your doctrine, especially when working for someone from
another branch.

Also search this site, you are not the first person to have this question.

Good Luck

Response by SSG Private RallyPoint Member made Dec 10 at 2013 10:09 AM

SSG Private RallyPoint Member — Tue, 10 Dec 2013 10:09:47 -0500

<p>From an NCO Standpoint:<br><br>Trust your NCO's, yes there are bad apples in our NCO Corps but there are a lot of us who take pride in our organization and want to see it excel; keep that in mind we won't purposefully lead you to failure.</p><p> </p><p>Take leadership by the horns, step in and be responsible.  Don't try to sluff responsibility off on subordinates, as leaders we are responsible for what our subordinates do AND fail to do.</p><p> </p>

Response by SFC Private RallyPoint Member made Dec 10 at 2013 10:18 AM

SFC Private RallyPoint Member — Tue, 10 Dec 2013 10:18:55 -0500

1. Listen to your NCO's. But at the same time figure out if you have a good one or a bad ones. I have seen some officers with fine potential ruined by a piss-poor PSG. Fortunately those are rare.<div><br></div><div>2. Find a role model. Someone you want to be like. Someone smarter, faster, stronger…then emulate them. I always try to hang around people "better" than me, it rubs off.</div><div><br></div><div>3. Never be late, never compromise your integrity, and always be pro-active!</div>

Response by SFC Private RallyPoint Member made Dec 10 at 2013 10:27 AM

SFC Private RallyPoint Member — Tue, 10 Dec 2013 10:27:00 -0500

Ma'am, as Senior my best advice would be to find a strong, competent, level headed Senior NCO to mentor you. This NCO will teach you how the Army works and how to properly lead Soldiers and junior NCO's alike. The biggest issue you might face is finding the right NCO, there are way too many turds out there, so it would be wise to ask around a bit upon arriving at your first unit the NCO's/Soldiers will tell you who the duds are. Good Luck<br>

Response by CPL Jay Strickland made Dec 10 at 2013 10:46 AM

CPL Jay Strickland — Tue, 10 Dec 2013 10:46:26 -0500

If you do not want a right arm as thick as a tree trunk tell your joes and janes to salute you once when arriving at the motor pool and once as they are leaving it if they see you. Otherwise we will all line up 7 paces apart and salute you nonstop because we can.

Next do not let anyone send you to get blinker fluid, orderwire, or a PRCE(#). These items do not exist. And strangely Lieutenants have fallen for these more than privates.

Lastly, find an senior NCO who is intelligent and dedicated to his job he or she knows the nuts and bolts of the army.

PS Do not try and fix the enlisted sense of humor, unless it is plainly violating good order and discipline ( the NCOS will know when to put their foot down). Tolerate our off colored jokes and we will carry our rucksacks to the ends of the earth for you.

Response by CPT Laurie H. made Dec 10 at 2013 11:52 AM

CPT Laurie H. — Tue, 10 Dec 2013 11:52:55 -0500

Once you learn the ropes and have an understanding of how your unit works, be pro-active and take initiative. Your NCOs and Soldiers will respect your willingness to work hard. Too many 2LTs don't want to actually do anything.

Listen to your NCOs, but don't be afraid to disagree with their recommendations and make your own decisions - that's your job.

Are you going RC or AD? If RC the best advice I have is get to know your full-time staff, develop solid working relationships with them, and don't be afraid to ask them questions. They're the ones who can make or break your time as a young officer.

Response by CPT Private RallyPoint Member made Dec 10 at 2013 12:37 PM

CPT Private RallyPoint Member — Tue, 10 Dec 2013 12:37:27 -0500

1.  Trust but verify!  <div><br></div><div>2.  You are not "in charge" - your NCOs are in charge; you are responsible.  There is a huge difference.  When something goes wrong, the question will be "who is responsible for this?" not who did it.  And if you start to explain who did it, you are making an excuse and blaming Soldiers.  You will go down in flames.  Never let your NCOs push you aside saying that they will handle everything, because ultimately you are responsible, not them - and they know it.</div><div><br></div><div>3.  Fix it.  See #2.  If something goes wrong, fix it.  Figure out who did it and how to prevent it from happening again later.  First, fix it.  If you can't, get help.  Bad news never gets better with time.  Never sit on bad news.  Situations get beyond anyone's ability to help you faster than you can imagine.  People will figure out that you knew, but didn't speak up even faster, and you will be the one in hot water...see #2.</div><div><br></div><div>4.  Avoid giving away your authority by trying to borrow someone else's.  What is the difference between saying, "Do this" and "CPT So-and-so says do this"?  A lot.  You have the authority to give the order so give it.  Putting another person's name with it indicates a lack of confidence and/or a lack of agreement with the order.  If your NCO asks why, you should know the answer well enough without having to invoke someone else's name ("Because they are due to HRC by the 7th," not "Because the XO wants it that way").  BTW, "why" is not an unfair question.  Understanding why helps everyone make the mission a success.</div><div><br></div><div>5.  Stay in your lane.  There is an O lane, a WO lane, an NCO lane, and a Joe lane.  Part of the O lane is making sure people stay in theirs.  This does NOT mean leave it to your NCOs...see #2.  The O lane is kind of sucky most of the time.  Lots of paperwork, reports, PowerPoint slides, etc., but this is how your tell your section/unit's story, how you get resources for your Soldiers, and how you make sure your issues stay on the bigger radar.  If you are running around directing your Soldiers (in the NCO lane) or rolling up your sleeves to work along side your Soldiers (the Joe lane), who is doing your job?...NO ONE.  There is no one but you to do your job, so you better be doing it.</div><div><br></div><div>6.  Never try to cover up the fact that you do not know what you are doing.  You are an LT.  People know you do not know what you are doing.  Pretending that you do isn't fooling anyone.  It is more impressive to ask the right questions than it is to screw things up by trying to go it alone.</div><div><br></div><div>7.  Make sure you are asking the right questions.  Don't expect someone else to hand you all the answers.  Take the time to do some research on your own.  Google is your friend.  Better not come in saying, "I don't know how to do this," but rather, "sir/ma'am, it looks like I could take approach A, B, or C and I want to clarify what you are looking for."</div><div><br></div><div>8.  Make sure you are asking the right people.  See #5.  If it is an O lane task, do not ask your NCO (and if it is something your NCO should be doing, best not ask an O).  WOs are the exception, if one is willing to help, take that and learn all you can.  If the CDRs intent is unclear, back brief him/her to make sure you've got it.  Don't ask someone else who didn't hear the request and/or doesn't know your CDR.</div><div><br></div><div>9.  Keep lines of communication open at all times.  Famous last words, "too easy, ma'am," or "I got this, sir" or any derivation of the same.  If Soldiers are saying it to you, see #1.  Delegation is your number one job, but make sure they feel like they can come back to you, and if they don't, you go and close the loop.  If you are saying it, how will you feel when you hit a roadblock?  Stick with, "I'll get right on this," then move out sharply (you've got a lot of Googling to do and no time to waste).</div><div><br></div><div>10.  Be able to laugh at yourself, but do not tolerate being belittled.  My first time ever in a motor pool I was there to do inventory and mistook an industrial freezer for a pressure washer.  I laughed right along with the guys, but beware of practical jokes or people who play "stump the chump" games with you.  You do that stuff to each other as cadets, right?  Because you are comfortable with each other and you are at the same level.  The senior leadership might do that to you, too.  They out rank you.  When your NCOs are doing this to you or worse, your Soldiers, look at the first two examples and see where that puts you in their eyes.  It's a red flag.  </div><div><br></div><div>11.  You will need friends badly - so make the right ones, and now is the best time.  Don't be a jerk to you fellow cadets and LTs because you will need them for support down the road.  Being an officer is very lonely.  Having good peer friends will help you to avoid #12.</div><div><br></div><div>12.  Your Soldiers are not your friends.  Do not confide your personal problems in them and never, ever confide your disagreements or issues with you unit leadership with them.  They need to be able to confide in you.  You are there to support them, not the other way around.  Never tell a Soldier something that you are hoping they will keep confident - because they won't, and it's not a fair position to put them in. I don't think "friending" non-peers on Facebook or other social sites where your personal life is discussed is a good idea for as long as you are in the same chain of command.  Or ever, if you are a social media over-sharer.  </div><div><br></div><div>...and that's what I learned about being an LT.  I wish I could say I did all of this perfectly or learned it without a few solid ass chewings...but as they say, "today's ass chewing is tomorrow's funny story" so keep your chin up.  </div><div><br></div><div>Now, what I learned about being a female officer is a separate topic.</div>

Response by CPT Private RallyPoint Member made Dec 10 at 2013 1:05 PM

CPT Private RallyPoint Member — Tue, 10 Dec 2013 13:05:35 -0500

<div>I have to say that this is one of the best articles that I have read. It pretty much covers it. </div><div><br></div><div>I would also say that you need to compliment your platoon sergeant. Keep in mind there are NCOs that are against officers. Some NCOs I have ran into pretty much want to keep you out of the picture. I would not let that happen. They are many great NCOs  out there but as someone said in the post trust but verify.</div><div class="pta-link-card"><div class="pta-link-card-picture"><img src="http://m1res.pgpic.com/t/286"></div><div class="pta-link-card-content"><div class="pta-link-card-title"><a target="_blank" href="http://www.military1.com/army/article/647-dont-be-a-douche-15-rules-to-effectively-lead-a-platoon">'Don't be a douche': 15 rules to effectively lead a platoon</a></div><div class="pta-link-card-description">Military News: 'Don't be a douche': 15 rules to effectively lead a platoon</div></div><div style="clear:both"></div><div class="pta-box-hide"><i class="icon-remove"></i></div></div>

Response by CPT Private RallyPoint Member made Dec 10 at 2013 1:17 PM

CPT Private RallyPoint Member — Tue, 10 Dec 2013 13:17:56 -0500

A BC once told me to listen to the NCO's because officers come and go but they stay and keep the mission going. They care even if it doesn't always look that way. So watch them and learn all you can because it will not be long before your pulled into some staff job and aren't with the troops anymore.

Response by SGT(P) Private RallyPoint Member made Dec 10 at 2013 4:44 PM

SGT(P) Private RallyPoint Member — Tue, 10 Dec 2013 16:44:31 -0500

Ma'am work as one with your NCO's and you will never fail and they will have your back they will be your guide to the missions that you are assign

Response by CPT Private RallyPoint Member made Dec 10 at 2013 9:05 PM

CPT Private RallyPoint Member — Tue, 10 Dec 2013 21:05:22 -0500

Amazing advice! Here is an article I came upon that I found somewhat informative:

http://cc.army.mil/pubs/armymagazine/docs/2012/CC_ARMY_(Jul2012)_Advice-for-2LTs.pdf

Also, if you don't already have an account, this might be something to look into also:

http://platoonleader.army.mil/

It seems like an extra tool to network and access resources.

Response by CSM Stuart C. O'Black made Dec 10 at 2013 11:15 PM

CSM Stuart C. O'Black — Tue, 10 Dec 2013 23:15:19 -0500

<p>Great post from CPT Wolfer,</p><p><br></p><p>From a CPT she has posted information far beyond most that I have talked to regardless of gender. It is outstanding information!</p><p><br></p><p>So for her final post "Now, what I learned about being a female officer is a separate topic.."</p><p>It is a separate topic that we all need to learn from so please continue. I have had a female Section Sergeant, Platoon Leader, Company Commander and XO. What I have learned is sex does not matter but is inclusive not exclusive. If we don't continue to learn and grow we die! Regardless of the opinions of the old guard or new. Thank you ma'am and continue to educate us all.</p><p><br></p><p>CSM OB</p><p><br></p>

Response by SGT(P) Private RallyPoint Member made Dec 11 at 2013 5:51 AM

SGT(P) Private RallyPoint Member — Wed, 11 Dec 2013 05:51:46 -0500

Remember where you came from.

Response by LT Peter Gallagher made Dec 11 at 2013 9:41 AM

LT Peter Gallagher — Wed, 11 Dec 2013 09:41:12 -0500

- stay humble. From the first day onboard, until you walk off the ship.

- be curious. There is a lot to learn, from good people that have been doing it a long time.

- take accountability.

- champion your people.

- don't take yourself too seriously.

Response by CSM Private RallyPoint Member made Dec 11 at 2013 11:40 AM

CSM Private RallyPoint Member — Wed, 11 Dec 2013 11:40:19 -0500

Ma’am,

There is some great advice from the others here. A
lot of my advice to you is what I have received from the great mentors I have
had over the years. Since you asked for advice,
I will gladly give it to you, from my perspective. The first thing I recommend, if you are of
faith, is to begin praying today for what God wants to happen in the unit you
are going to and that he equips you to do HIS will there. Secondly, sit down with your family (if you
have one) and prepare them for what is coming. Long days, late night phone calls, weekend
work, cancelled dates, missed holidays and birthdays, etc. Having them understand what goes into being an
officer and getting their understanding and support will benefit everyone in
the family. If possible, I would see if
I could get a copy of the last Quarterly Training Brief or Semi-Annual training
brief (whichever format they use) prior to getting there and look at is
closely. This will give you an idea of
where your company stands in a much larger picture. When
you get there remember God has given you two eyes, two ears and only one mouth.
That is so you can observe and listen
twice as much as you talk.

Your
first stop as soon as you get to the unit should be your new Battalion Commander.
Let him (her) know you have arrived and
that you would like to schedule a time you two can sit down for your initial
counseling/in-brief. Two other items you
need to ask your Commanders for are their vision and command philosophy. You will need these so you can see how he/she
thinks. Then see your Company Commander
or staff OIC. Ask them for the same as you
did for the BC. Additionally, I advise
you to ask for a copy of their OER support form. This will tell you what they have told their
boss they will do. If you know those
things you can better support your boss.
You should also ask what if any, are your restrictions/limitations as in
UCMJ issues that come to him/her, schedule changes for the Sections/Platoon
work cycle (does he/she need to approve), training guidance, etc… (I would tell the boss I needed the freedom
to discuss issues with him behind closed doors and disagree with him when I
thought it was necessary and that disagreement did not mean disrespect). Remember, you never tell your commander no or
that you will not do something (unless it is immoral, illegal or unethical.) What you should tell him are the second and
third order effects of his decisions and how it will impact Soldiers and their
families or required resources necessary to do something he wants.

After you meet with your Battalion Commander,
make sure you get with the BN CSM. Pick
his brain on your new Company Commander, 1SG and current PSG. He will be able to provide you some good info.
The Battalion CSM slots all PSGs. He/she will be a great sore of info. Ensure you also ask him about the BN/BDE
priorities, as he knows them. The second
meeting you should have in your new battalion is with the Staff OICs (for
obvious reasons). I would go to their
offices directly with my hand reached out.
A good rapport with them can make your life easier. They may be hesitant to throw you under the
bus if you have a relationship with them.
At the very least you may get a “heads up” before hand so you can
prepare a defense.

Next,
meet with the unit 1SG. The 1SG can
provide you a great deal of information on everything in his/her company. Meet with you PSG. Have them walk you through their areas. This
visit should NOT be a white glove inspection type of event. It's their
opportunity to show you around and let you meet the personnel (Soldiers and
Civilians). Ensure however, that you go
to where the Soldiers are, motor pools, DFACs, barracks, FRG meetings and
especially PT. Be visible, listen to
what your PSG, Soldiers, and family members say and make NO PROMISES other than
you will look into something. A big
mistake to make is to walk into a unit and start changing things or making
promises based on initial meetings with Soldiers and family members without
knowing all sides of an issue. Ensure
you establish a good battle rhythm and try hard to stick to it. An example battle rhythm I provide to all
Company Commanders looks like this:

·
Morning PT with one of the Platoons.

·
Personal Hygiene and then a quick
scan of your emails to see if anything was hot (be careful as this could become
fly paper and stick you behind your desk too long.) If it wasn't from the CG, BDE/BN CDR or
CSM/1SG, it can wait.

·
Next, a morning huddle with your 1SG
to see what he was doing and let him know what you will be doing.

·
PC meeting (be present and engaged)

·
Next was battlefield (or unit)
circulation. Out to maintenance, training
areas, motor pools, arms rooms, etc.

·
Ensure you/1SG eat chow in the DFAC often
so the Soldiers see you there and let the cooks know you both were checking on
them (you would be surprised how the quality of the chow improves when you and
your 1SG eat in the DFAC.)

·
Head back to the office around
1500ish to go through emails and work actions. Sometime between 1500 and the end of day I
would touch base with your 1SG to see if there was anything hot or let him know
what you found.

As I said, this is a basic battle
rhythm for a Company Commander, tailor it to meet your needs.

When
I was the 1SG, I earned the privilege to sign on behalf of the Commander. I was the only person who could sign for
them. Trust in a command team is needed
but both must respect and honor it. If that
trust is there, you will build a bond that is stronger than you have known in
the military so far. Never vent your
frustrations in front of your troopers.
Again, if the trust is there, the PSG is your outlet. Trust is the key. Every Commander/PL I served with has vented
about the BOSS on multiple occasions. They
needed it and so did I. It let me know
we were in sync.

There
many books out there to read on Leadership.
“The Officer/NCO Relationship” distributed by IMSC Sep 1997. This is great for all levels of leadership in
the Army from Tactical to Strategic. A few others are "America the Beautiful" by
Ben Carson. "Servant Leadership" by Robert Greenleaf. “Outliers”
the story of success by Malcom Gladwell.
“The Contrarians Guide to Leadership” by Steven Sample. “The Leadership Challenge” 5th
edition by James Kouzes and Barry Posner.
Also read through "From One Leader to Another" by
Command Sergeant Major Joe Parson as General Editor. This book will allow you a better
understanding of the CSM/SGM in your element.

As a Senior NCO, I have had the pleasure of mentoring many Commanders
at various levels. Not all of them were
ready for the job, but all were successful.
You will do fine. Take care and
may God continue to bless you, your family, and our Soldiers.

Response by MAJ Private RallyPoint Member made Dec 11 at 2013 1:38 PM

MAJ Private RallyPoint Member — Wed, 11 Dec 2013 13:38:46 -0500

<p>In lieu of all the great advice you've been given thus far...I'll leave you with 3 rules that you should remember always as a newly minted 2LT.</p><p> </p><p>Rule #1: Always look cool. </p><p>Rule #2: Never get lost. </p><p>Rule #3: If you do get lost, revert back to rule #1</p>

Response by SGT James P. Davidson, MSM made Dec 12 at 2013 10:42 AM

SGT James P. Davidson, MSM — Thu, 12 Dec 2013 10:42:23 -0500

“As the CSM of U.S. Army Special Operations Command, one of my duties was to give a class to commanders and senior enlisted advisors in the Pre- Command Course, on the subject of officer/NCO relationships and the role of the 1SG/CSM. One of the things I would tell them includes this story: "During the basic course for brand new lieutenants, the instructor presented them with a problem to solve. They were told that the mission was to erect a flag pole. They ha<span class="text_exposed_show">d one sergeant and three privates. The lieutenants were given 30 minutes to formulate a course of action, after which the instructor asked for solutions. Each lieutenant explained in detail how the job could best be accomplished. Finally the instructor gave them the right answer: 'Sergeant, I want the flag pole here; I'll be back in two hours to inspect.'" I think that story, true or not, tells us all we need to know about officer/NCO relationships.” -CSM Jimmie W. Spencer, letter 1 Sep 1997<br><br>Moral:<br><br>Don't think so hard. Use your resources. Your NCOs are the best 'free advice' you can get.</span>

Response by SSG Robert Burns made Dec 12 at 2013 12:29 PM

SSG Robert Burns — Thu, 12 Dec 2013 12:29:46 -0500

Salute ;-)

Response by 1SG Steven Stankovich made Dec 12 at 2013 12:54 PM

1SG Steven Stankovich — Thu, 12 Dec 2013 12:54:55 -0500

<p>Ma'am, you have a ton of great advice on here.  A lot of years and experiences have provided you with a lot to think about and absorb.  I would add that one of the hardest lessons that, in my experience, both young officers, and young NCOs also, have difficulty understanding is the following two things...</p><p><br></p><p><br></p><p>1.  Just because you are authorized to do something, it doesn't always mean that you should.  Just because you CAN bring everyone in at 0500 on a Sunday in the middle of a four day weekend for something arbitrary, it doesn't mean that you SHOULD.  </p><p><br></p><p>2.  Don't ride to the sound of the guns on the initial SPOT REPORT.  What I mean by that is don't make a hasty decision.  More often than not, it is better to let a situation develop, gather all the facts, and then make an informed decision.</p><p><br></p><p><br></p><p>Good luck in your future endeavors and I hope that you are blessed with being surrounded by seasoned and knowledgeable NCOs that will assist in developing you into a great officer.</p>

Response by Capt Private RallyPoint Member made Dec 13 at 2013 10:44 PM

Capt Private RallyPoint Member — Fri, 13 Dec 2013 22:44:19 -0500

1) ASK QUESTIONS.

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Response by CSM Private RallyPoint Member made Dec 28 at 2013 5:49 PM

CSM Private RallyPoint Member — Sat, 28 Dec 2013 17:49:37 -0500

You, ma'am, having been given an awesome amount of responsibility. Although young as a leader you are and will be until you end your time in the service be charged with the responsibility of the men and women under your charge. As I say to every young officer, remember that and remember the final decision is yours make the right choices by using all your assets. As a platoon sergeant I made it very clear to my platoon leader and four squad leaders that he is the platoon leader and although I have more experience than anyone in our platoon they combined have years of experience far greater than I alone could ever know. Use that knowledge and experience and DON'T ask me for help out in the field! You want bullets? You want chow? You want a MEDEVAC? Absolutely, you want advice on who should provide support by fire and who should be the lead squad conducting the assault ask them! They are YOUR leaders and they will give you the best advice they can, it's simply up to you to take all that advice and refine the final plan. Although there was some grumbling at first, the PL and SLs eventually learned what working as a group together could accomplish. Hope you get my point, best of luck.

Response by CW5 Private RallyPoint Member made Dec 28 at 2013 5:55 PM

CW5 Private RallyPoint Member — Sat, 28 Dec 2013 17:55:33 -0500

2LT Shelton,

CPT Wolfer has said pretty much 99.999999999% of what you need to know . I'm going to just add a little bit more from a Warrant Officer perspective. Seek out your Warrant Officers in the organization, especially your CW3s and above (if you have any). Know who they are and what their field of expertise is; it will pay enormous dividend, sooner rather than later. If you are having issues that no one else can't seem to provide an answer for, then it is the time to go to a Warrant Officer for whatever problem that may be. For example, if you are having supply issues, seek our the Property Book Officer; if you are having maintenance issues, seek out your Motor Pool Chief; if you are having personnel/admin issues; seek out the Human Resources Tech. As you can see, just about every branch has a Warrant Officer in it. We are here to provide technical expertise to our O-grade counterparts coupled with sound/quality advice. Additionally, Warrant Officers have a great deal of experience in other areas, such as: counseling, resourcing, what it takes to accomplish "said" mission, developing subordinates, understanding the Commander's intent, knowing what the implied tasks are, etc. If you go in with a "learning" attitude, almost every Warrant Officer will be gladly to take you under their wings and assist you in any professional manner. At the end of the day, Warrant Officers are here to support our O-grades to the MAX because that's what the Army expect of us. Let me know if you ever need help down the road with anything. Good luck 2LT Shelton!

Response by 1SG Private RallyPoint Member made Dec 28 at 2013 7:15 PM

1SG Private RallyPoint Member — Sat, 28 Dec 2013 19:15:03 -0500

Ma'am,

Here is what I have told all my PL's over the years. Don't tell your soldiers to do something that you won't do yourself, always be first and lead from the front and not figuratively be the first in last out. Show them you care about who they are as a person and not just on duty off also. Get to know them but make dam sure they know you are in charge from day one. I have my new PL's sit down with the NCO's on day two and the soldiers on day three after I tell them how the dynamic in the platoon is and how I work and what to expect. Be fare and impartial, stern but compassionate.

I could go on for days but I'll stop right here, Good luck in you career!!! ATW!!!

Response by SGT(P) Private RallyPoint Member made Dec 30 at 2013 6:09 PM

SGT(P) Private RallyPoint Member — Mon, 30 Dec 2013 18:09:36 -0500

Find a solid NCO and stick with them. A good NCO will be able to answer most of your questions and will understand what it is like to be new a job. College is great but cannot substitute for real world experience.

Response by TSgt Private RallyPoint Member made Dec 30 at 2013 7:14 PM

TSgt Private RallyPoint Member — Mon, 30 Dec 2013 19:14:31 -0500

I am an instructor in a school house unit that trains new Officers. The advice I give every one of them is listen to your experienced NCOs. Never discount an idea just because the person who presents it doesn't have a college degree. Always be receptive to their input, but never forget that YOU are the O, and they are the E, so don't let them walk all over you either.

Response by CPT Private RallyPoint Member made Dec 30 at 2013 8:55 PM

CPT Private RallyPoint Member — Mon, 30 Dec 2013 20:55:40 -0500

As Officers, we are often seen as generalists. This means that we often will not get the technical training that many others in our command will.

Find some time to learn as much as you can about the technical aspect of your unit's operations. When I was in a Route Clearance unit, that would mean learning things about IED composition, RF defeat methods, EW, detection, trends in HME, etc. Now that I am in a Horizontal Construction unit, I am studying things like geotechnics, soil composition, material compression, drainage, etc. This is permitting me the opportunity to contribute more to the mission and gives my Platoon more faith in my ability as an Officer because I am taking time to learn what they do, but also taking the time to learn other technical aspects that can influence our mission.

This is something simple that you can do just by spending time in the training systems that you have access to, speaking with your PSG, speaking with your CO, speaking with the WO's around you, and just by simply looking up stuff on YouTube and other sites that may assist you. It may seem simple, but it has helped me tremendously. I accidently gave an inpromtu dissertation to a NCO regarding the compressive strength of non reinforced concrete. I am not a degreed engineer...this was something I learned on my own. He came back to me later to ask me to look over something he was planning because he felt like I would have an answer.

This is just one thing that I feel has set me apart from some of my peers. It also has given me a bit of a nickname. I am "The Walking Encyclopedia." An NCO provided a speech to the Company about his experience with PTSD. In this speech, he brought up how I was able to find him so many resources that he did not know about. I had let my research habit turn into a method to help a Soldier who needed help. Due to this, Soldiers from all platoons come to me if they have an off the wall question because I will find them an answer.

Which brings me to the last point I will make: TAKE CARE OF THE PEOPLE AROUND YOU. That is something that is vital. Don't assume that someone's mistake makes them a problem. Find out the root cause. Yes, you will have some S-bag Soldiers who are just rediculous. Most are good people with the capability to be good Soldiers. Sometimes they need to be held accountable. Sometimes you need to find out what is really going on to provide them with resources (be ready to find out what resources the Army and your community have). Some Soldiers that others have written off just need help or need to understand the boundries. Do the right thing for your Soldiers....sometimes it is tough love.

Response by SGT(P) Private RallyPoint Member made Jan 1 at 2014 1:37 PM

SGT(P) Private RallyPoint Member — Wed, 01 Jan 2014 13:37:33 -0500

Let me start by saying being an incoming PL is, for those who truly understand and comprehend it, an unenviable job. Sure you make a little more money, but having to come in as a 22-24 year old and be responsible for making decisions on behalf of thirty plus people(some of whom have a decade of experience in your field) should be daunting unless you are a complete fool. As CPT Wolfer mentioned above, you are responsible for everything. I bring this up because the more you understand your role in respect to how well you fit into the swing of things, the easier your transition will be.

The number one rule of thumb for incoming LT's has to be listen to your NCO's. Despite what you may have heard, or in spite of good natured kidding, they really do have your best interest at heart. If you don't know, or aren't sure, resource your fellow LT's as situations may pertain to them. However, you aren't going to find a better pool of subject matter knowledge than your NCO Corps. Not that it's particularly your lane, but if you're having a personnel issue you have but to mention it to squared away NCO's and it will be dealt with in such a timely manner you head should spin.

To make a football reference, you're not really a player on the field in the sense that it's never your job to be decisively engaged in anything. For better or worse you are the coach. You call the plays, and we get it in the end-zone. Never allow yourself to be forced into a situation that your conscience cannot handle. At the end of the day your name is on the bottom line of everything we do.

Lastly, never put or allow it to appear as though you are making decisions based on what will help your career over what's best for your Soldiers. We've been around, we see everything. If you put your subordinates first at every reasonable opportunity they will break their backs for you.

Response by 1SG(P) Private RallyPoint Member made Jan 1 at 2014 1:52 PM

1SG(P) Private RallyPoint Member — Wed, 01 Jan 2014 13:52:14 -0500

I have Mentored 3 new LT's. I'm a old soldier with less then sensitive ways.. But I train the LT's like the Soldiers. Takes a bit with some, but they all come along fine.. And thank me later and say "We get you now SGT." And I made some good friends with them. The first thing I say to them is "Always Lead From The Front" never make them do something you will not do in a heart beat. From PT to digging a hole. And I always get that look, when I say digging a hole.. "Your never to good to work hard Sir." I call it setting the motivation tone. Anyway that's my 2 Cents..

Response by CH (CPT) Heather Davis made Jan 20 at 2014 4:51 PM

CH (CPT) Heather Davis — Mon, 20 Jan 2014 16:51:33 -0500

2LT Shelton:

Be professional at all times.

Look professional at all times.

Know your regulations and document, document, document.

When you are a 2LT you can drop the ball and it will be given back to you.

When you are a 1LT you can drop the ball and you will be allowed to pick it up.

When you are a CPT you are expected to run with the ball, know when to pass it and know when to hold it.

V/R

CH (CPT) Davis

30 years and still serving!

Response by CH (CPT) Heather Davis made Jan 20 at 2014 5:53 PM

CH (CPT) Heather Davis — Mon, 20 Jan 2014 17:53:20 -0500

Pray and ask for guidance and direction. Know your military history and dates.

Response by LTC Jason Mackay made Jan 20 at 2014 6:42 PM

LTC Jason Mackay — Mon, 20 Jan 2014 18:42:07 -0500

Lots of good advice submitted already. Some thoughts:<div>- learn everything you can about your units mission, equipment, capabilities and shortfalls. After you get your feet under you, you will need to be able to make calls on what can and cannot be done on the fly.</div><div>- My first Troop Commander laid all the additional duties on me when I reported in. 6 months later someone else arrived and I handed them over. Hated but effective. Don't be surprised if this happens. Own it and make it happen. You will learn about everything.</div><div>- you will not know how to do everything, especially if you are in a technical branch like OD. The skill to develop is to figure out who you listen to about what....BS calibration. Someone else mentioned trust but verify.</div><div>- you can't expect what you do not inspect. Leverage your leaders to help you. Spot check so they know you are looking.</div><div>- your people will do great things. Don't be the obstacle on the drop zone. Figure out ways to help: time, money, equipment, other resources. The flag pole analogy is apt.</div><div>- care. People will kill themselves to help people who care about them. Caring does not mean coddling.</div><div>- share in the burden and hardships of the people you lead. If it sucks, they are doing it, and they should look around and see you doing it too. You have to balance this with letting your NCOs lead.</div><div>- say thank you.</div><div>- make sure people are signed for and accounting for property.</div><div>- listen</div><div>- make a decision and roll with it. Think through where you want to end up, but decide.</div><div>- loyalty up and down and left and right. </div><div>- you should be in coop-etition with peers. You compete, but don't hose fellow officers. Compete by helping out. If you can help, always help. Your team play will carry you later. Senior raters see through the fog of BS and back stabbing, which doesn't help his mission one bit. Rise above others that do.</div><div>- always report. When in doubt report, especially if you screwed up. Take your lumps. Think about how you will fix it.</div><div>- if you see some thing good. Write it down. Can't tell you how many times I stared at a blinking cursor trying to write a report card or 638 for someone. Doesn't have to be sexy, just enough to remember, then good words will come.</div><div>- fix broken things when you see them. There may not be a 'later on'.</div><div>- never forget Private Snuffy</div><div>- taking care of people is getting them what they need. Some need a promotion. Some need an Article 15. Some need professional assistance. Trust your gut.</div><div>- your mission is first. You can't do the mission without people and equipment. Take care of both.</div><div>- per combat checks, per combat inspections, back briefs and rehearsals Always!</div>

Response by Maj Chris Nelson made Feb 4 at 2014 8:46 PM

Maj Chris Nelson — Tue, 04 Feb 2014 20:46:29 -0500

HA! This is a great question. I am prior enlisted, then came to the officer side. One thing that I did was sit back and observe. Realize that LT is EXPECTED to screw stuff up. It is part of the learning curve. Learn from your high speed junior enlisted, your NCOs, and fellow officers (prefer them not to be the same rank....look UP!). You will develop yourself into a great officer if you let NCOs handle NCO business, but be willing to step in to help the mission, make a final decision, and accept responsibility.

Response by LTC David S. Chang, ChFC®, CLU® made Feb 4 at 2014 9:09 PM

LTC David S. Chang, ChFC®, CLU® — Tue, 04 Feb 2014 21:09:12 -0500

Find a mentor that you can go to for advice. You can only grow when you learn and a mentor's hindsight can be your foresight. You want to continually look to grow and improve, not just yourself, but for everyone around people. When people see this, they will respect and trust you since they feel that you care about people. Which brings me to my next point, people don't care what you know until they know how much you care. Your rank will give you a certain amount of respect, but if you care about the soldiers, their livelihood and family, they be loyal.

One other thing, don't be afraid to ask the right questions. Sometimes we are so concerned with getting the answers, we don't realize that the answer may have been good, but the question was wrong all along. Asking the right questions help you get a good perspective of where you need to go, what you need to do, and how you will get there!

This article helps!

http://artofthinkingsmart.com/top-must-have-traits-for-leaders/

Top Must-Have Traits For Leaders - The Art Of Thinking Smart

Great leaders are critical for the success of organizations, here are the top traits for leaders!

Response by SFC Private RallyPoint Member made Feb 4 at 2014 11:05 PM

SFC Private RallyPoint Member — Tue, 04 Feb 2014 23:05:30 -0500

Believe in yourselves

Instill trust in your NCOs

Know that your NCOs do NOT know everything but give them the opportunity to find the answer for you

Push your soldiers (or whatever branch you're in)

Establish that fine line of duty and responsibility between yourself and your Senior NCO and keep that line of communication completely OPEN

Response by SSG Julia Daniels made Feb 5 at 2014 10:23 AM

SSG Julia Daniels — Wed, 05 Feb 2014 10:23:34 -0500

Ma'am

Throughout my several years and several Officers I have had, the best advice I have is; don't go and party with your Soldiers, a platoon bbq is one thing clubbing is another; get out and learn your subordinates positions because you never know when you may have to man a MK19 if your gunner goes down; do PT with your platoon, clean weapons with your platoon, train with your platoon, pretty much when you aren't doing your extra duties or doing planning for your platoon then be with your Soldiers, don't chill at your desk giving orders. Once you make a bond with your Soldiers by doing the same things with them and listening to them they will respect you more and always have your back. You need to draw that line that you are not their BFF but their Leader but that they can trust you to Lead and that you wont screw them over.

Response by SSG(P) Chris T. made Feb 5 at 2014 3:49 PM

SSG(P) Chris T. — Wed, 05 Feb 2014 15:49:39 -0500

CPT Wolfer that has to be the very best advice I have ever read, heard or seen!!

I applaud you !

Response by SFC Private RallyPoint Member made Feb 6 at 2014 12:47 PM

SFC Private RallyPoint Member — Thu, 06 Feb 2014 12:47:28 -0500

Ma'am,

A very good read for young leaders, Officers & Enlisted alike.

http://hitthewoodline.com/militaria/2014/2/3/no-more-noble-calling-ussocom-commander-admiral-william-mcravens-view-of-the-us-army

“No More Noble Calling:” USSOCOM Commander Admiral William McRaven’s View
of the US Army

I learned that if you are in combat, move to where the action is the
hottest . Spend time with the soldiers being miserable, exhausted and
scared. If you’re a Blackhawk pilot or a tank commander...

Response by SPC Brendan Kearns made Mar 1 at 2014 8:23 AM

SPC Brendan Kearns — Sat, 01 Mar 2014 08:23:21 -0500

Put down the map and let the NCO give the directions.

Response by SSG Dave Rogers made Mar 1 at 2014 10:55 AM

SSG Dave Rogers — Sat, 01 Mar 2014 10:55:27 -0500

I will give you the same advice I would to someone making SGT.. respect and care for those that work for you, and they will do the same for you. Dont let the rank go to your head, there are two types of leaders those that demand respect and those that earn it.

Most important listen to what your NCO's have to say. While you have lots of education, you will find that many NCO's have lots of experience. To me the best LT's are those that work together and support their staff instead of coming in like they know everything.

Response by SSG Private RallyPoint Member made Mar 3 at 2014 1:37 AM

SSG Private RallyPoint Member — Mon, 03 Mar 2014 01:37:22 -0500

Some helpful advice along the way from my experiences LT:

1. When you arrive as a new platoon leader, you are like a transplanted organ. The body (platoon/section/detachment) either accepts or rejects you based on your professionalism and attitude.

2. This is a summarized quote Field Marshall Sir William Slim, commander of the of the British 14th Army, Burma Campaign, WWII “I tell you as officers, that you will not eat, sleep, smoke, sit down, or lie down until your soldiers have had a chance to do these things. If you hold to this, they will follow you to the ends of the earth, if you do not, will break you in front of your regiments Quite simply, you put the needs of your troops ahead of your own with every chance you get. As a platoon leader, I had a simple rule in the field, no squad leader could eat until all of his soldiers had eaten, the platoon sergeant could not eat until all of the squad leaders had eaten, and I could not eat until the platoon sergeant had eaten. On the surface it appears a minor gesture but to the soldiers it cements the bond between the leader and those led. Spare no effort to praise and reward soldiers for outstanding performance it costs nothing and gains everything. Help them solve their problems and you will earn their loyalty. Remember, soldiers are smart and can smell a phony a mile away. Get to know the soldiers in your platoon. After three months, you should know their names, names of family members, home towns and any unique problems with which you can help. Showcase your good soldiers to the company and battalion commanders. This way, when it comes time to approve their awards, they will remember the soldiers and approve them. If you take good care of your soldiers they will take care of you.”

3. Empower, support & resource your platoon sergeant & squad leaders. Let us execute your orders to the fullest w/o excessive guidance/interference and you accomplish this by giving clear concise orders to get the job done. Don’t be that PL that wants to do it all, you will fail. Delegate to your NCOS and they will execute; and it’s about trust and they’ll trust you to give the right orders.

4. Training is priority. Make sure training is realistic and relevant. Push your Soldiers hard to make them the very best to don’t burn them out. When it all goes down, it becomes second nature, everyone knows exactly where to be, what to do & when.

5. Inspect what you expect, I think someone mentioned this earlier. Have your PSG show you how to inspect a platoon and equipment. With this knowledge, you can evaluate if your section are doing the right PMCS. People will do their best at something if it’s going to be checked, it’s human nature. If you don’t check, your Soldiers won’t think it’s important to you.

6. Know what you don’t know, in other words don’t be a know-it-all. Soldiers will turn a deaf ear and morale will take a dive. The enlisted side is no different, we got know-it-alls too. IMHO, you will never know it all and I’ll be honest with you I don’t know it all either. If you admit to a mistake it not weakness, it’s honesty. Weakness is person who doesn’t take the time to learn their profession or ask questions about everything.

7. Don’t ever compromise your integrity, it must be impeccable in word and deed. I used to think integrity was about not lying, that’s partly correct. It has to do more with telling the unsolicited blunt honest truth and yes it will hurt you and others. What this accomplishes is someone from being misled/misinformed.

8. Understand the leadership roles of your CDR, 1SG and your peers. There’s a plethora of knowledge there. As for us PSG, SQLDR, TMLDR, we want to see you succeed too and we’re willing to share our knowledge with you.

9. Work smarter not harder, do more with less means we have to get creative and be resourceful.

10. Above all never lose your sense of humor. Your attitude has a profound effect on morale and esprit de corps. You know that saying ‘a happy worker is a productive worker’ and its true. Positive morale can be infectious. Oh and if your peers and joes play a joke on you, not anything demeaning or hurtful, it means they like you.

Its when it stops and its all business & no smiling, then something is wrong.

So if you lead by example, train and take care of your Soldiers, develop yourself and others to be professionals, live and breathe the Army Values I can safely say you’ll do just fine. I’m sure all can agree that we’ve had challenges along our career and not every day is pleasant but the experiences have been rewarding and memorable, at least they do for me. You’ll be alright LT, you’ll do just fine.

Response by CW5 Private RallyPoint Member made Mar 3 at 2014 4:53 PM

CW5 Private RallyPoint Member — Mon, 03 Mar 2014 16:53:49 -0500

Seek out your Warrant Officers! They have a great deal of knowledge in just about all areas. Some have served as a Platoon Leader, Staff Officer, XO and Commander. Not the norm, but that's why some say we have the best of both worlds.

V/r
CW3 Jones

Response by SGM Thomas Raymann made Mar 5 at 2014 6:56 AM

SGM Thomas Raymann — Wed, 05 Mar 2014 06:56:46 -0500

Excellent advice given by all. It was suggested to me back when I was a SSG, a good leader (notice I did not differenciate between officer and enlisted) needs a mentor. I was told I needed a Colonel and a Sergeant Major. I took this to heart and did in fact find both. I continued this throughout my career until my retirement. When I retired I had a Major General mentor and peer CSM/SGM mentors as well, and to pay it forward, I mentor many Officers and Soldiers today, even in retirement. You need a mentor both Officer and NCO from day one. Lucky for you they issue your both in your first assignment, your CO and PSG. I would suggest if either fail you, look elsewhere as there are great mentors out there just waiting for someone to ask them for advice. With good mentorship advice you may become a future CoS of the Army.

Response by SFC Private RallyPoint Member made Mar 5 at 2014 10:00 AM

SFC Private RallyPoint Member — Wed, 05 Mar 2014 10:00:46 -0500

The only thing I can say is don't show up thinking that because you have a college degree, you know everything or are better than your Soldiers, listen to your NCO's and Soldiers, learn from their experience

Response by MAJ Private RallyPoint Member made Mar 5 at 2014 1:30 PM

MAJ Private RallyPoint Member — Wed, 05 Mar 2014 13:30:51 -0500

Stay away from toxic leaders.

Response by MAJ Private RallyPoint Member made Mar 6 at 2014 10:14 PM

MAJ Private RallyPoint Member — Thu, 06 Mar 2014 22:14:32 -0500

Always have pen and paper

Response by CPO Jon Campbell made Mar 7 at 2014 10:49 AM

CPO Jon Campbell — Fri, 07 Mar 2014 10:49:23 -0500

Trust your NCOs. Seek to alleviate their paperwork burden instead of increasing it.

Learn everything you can from people who have actually done the job. (Learn to quickly read their career history from their ribbons. An E5 with an expert pistol medal is the guy you ask about weapons, not an O4 who hasn't held a gun in 10 years.)

When you need to give an order, make sure it comes out like an order not a suggestion or a question. I don't know why, but I have seen a lot of young officers phrase their orders in the form of a question and that is confusing to enlisted people. You don't have to bark or threaten - just succinct and direct. O1 is really an apprentice level, so although you are an officer and must be given the respect due an officer, you still have to earn the trust and respect of the people who will be working for you. You want people to respect you for who you are and for your leadership skills, not just respect the rank you hold. Use the time you have as an O1 to learn everything you can.

Response by 1SG Michael Blount made Mar 7 at 2014 3:18 PM

1SG Michael Blount — Fri, 07 Mar 2014 15:18:30 -0500

When you're new on the ground, best thing is to get the advice of somebody who has been there a while, preferably an SFC or higher. Second thing is to realize nobody likes being micromanaged, so avoid doing so. Most Soldiers know what they're doing - perhaps it's not the way YOU would do it, but if the job's getting done, leave it alone. Third - let your NCOs do their job. Your job is to make decisions. Theirs is to make it happen.

Response by CPT Private RallyPoint Member made Mar 19 at 2014 10:27 PM

CPT Private RallyPoint Member — Wed, 19 Mar 2014 22:27:57 -0400

This is something I forget all the time, so I'm reminding you ahead of time: You have a section or platoon, so use them. Know what MOSs you have and what they do. Make sure you are engaged with your NCOIC and make sure your NCOs and team leaders are engaged with their subordinates. My greatest weakness in the past has been trying to do everything myself, and I'm slowly learning how to let go and delegate.

Response by SFC James Baber made Mar 20 at 2014 9:54 PM

SFC James Baber — Thu, 20 Mar 2014 21:54:19 -0400

The best and most tangible advice I would give every brand new 2LT is too find your PLT SGT and ask him what you can do to best help lead and learn for the Soldiers that he will be somewhat in command of visa vie the PLT. All good Officers know to learn from and receive good guidance from their NCOs, especially their senior ones, primarily when they are starting out and beginning their careers as an officer.

Response by MSG Martinis Butler made Mar 20 at 2014 9:57 PM

MSG Martinis Butler — Thu, 20 Mar 2014 21:57:04 -0400

Be sure to be the leader of your platoon not just a supervisor or Boss. Allow your Platoon Sergeant to run and execute operations with the Soldier with your guidance for he will be a significant part of your success because of his experience. That Senior advisor in the platoon is their for a reason. COMMUNICATION is the biggest key!!! Never debate or bad mouth one another in front of the Soldiers. Be open and willing to learn and receive feedback and sell it back as if it was your idea.

Response by 1LT Private RallyPoint Member made Mar 20 at 2014 10:01 PM

1LT Private RallyPoint Member — Thu, 20 Mar 2014 22:01:06 -0400

All great Advice! Keep it coming!

Response by MAJ Craig Clark made Mar 21 at 2014 1:49 PM

MAJ Craig Clark — Fri, 21 Mar 2014 13:49:01 -0400

When I was a Platoon Leader my Platoon Sergeant told me, “Sir,
my rucksack has more time on the end of a lowering line then you have in the Army so you need listen to
what I have to say.” Best advice ever
for a young LT; listen and trust your NCO’s.
They’ve been there, done it and will be there long after you rotate to
another position so listen to what they have to say and make them a valuable
part of your decision matrix.

Response by MAJ Private RallyPoint Member made Mar 21 at 2014 3:22 PM

MAJ Private RallyPoint Member — Fri, 21 Mar 2014 15:22:29 -0400

Every Officer you meet will have positives and negatives about their leadership style. Be a keen observer of results. Take the effective practices you learn with you, and leave the worthless behind. Never stop learning.

Response by LTC Private RallyPoint Member made Mar 21 at 2014 4:14 PM

LTC Private RallyPoint Member — Fri, 21 Mar 2014 16:14:53 -0400

LT,

as you listen to your NCO's realize that you will also have to counsel them, either monthly, quarterly, or yearly. And on occasion you will either Rate them or Senior Rate them on their Yearly or Change of Rate NCOers... With this being said, go to the nearest PX/Military Clothing Store/BX and looking for the "primers" on how Officers are to rate their NCOs. This will pay dividends. A book that I used when I had to Senior Rate three First Sergeants is: "Don't Just Fill in the Blanks" - Writing and Understanding the NCOER (Developed and Referenced from the lastest Army Evaluation Doctrine AR 623-205). It came out in 2002. This book has been updated since its original printing. And after you write out your initial ratings (do it on paper) and not the actual form- request an audience with your CSM/SGM to get their guidance. This pays huge dividends.

Also, if you're working a special project - seek an audience with your 1SG, or CSM/SGM to see if they find any holes on how it's to be moved 'forward'. A fresh set of eyes never hurts, and by having a fresh set of experienced eyes will ensure that 'you are receiving guidance from higher'.

Response by SFC Private RallyPoint Member made Mar 22 at 2014 6:39 AM

SFC Private RallyPoint Member — Sat, 22 Mar 2014 06:39:19 -0400

1. Be yourself

The biggest irritant with dealing with anyone in general, but officers specifically, is not knowing what they stand for and how to operate with and around them. Make it easy for people to understand you and you will get more positive results.

2. Don't show too much of yourself

Familiarity breeds contempt and abuse; contempt for your position and abuse of the relationship. Always guard against inappropriate relations with superiors, peers, and subordinates alike.

3. If you don't know say so, but you had better find out

No one likes a BS artist. Own up to your inexperience, but reduce it as quickly as you can. You don't know what you don't know until it's time to know it.

4. Observe

Emulate the positive and eradicate the negative from your daily dealings.

5. This is NOT your platoon!

I got it ma'am, you are the officer and I am just the PSG, but I will be damned if I let you ruin a smooth operation just because you out rank me. The gods at HRC gave you a gold bar to begin with because you are a hot bolt of metal just taken from the furnace. It is up to me, your PSG along with your other leaders, to beat you into shape and quench you in the cooling waters of my knowledge and experience. Then and only then will your gold turn black as I have hardened and burnished you into someone better. Otherwise, refer to point number six below.

6. Be a good judge of character

If the person you are dealing with isn't competent (regardless of position or rank), then for all intents and purposes you might as well consider that person to be incapable of helping you advance. Don't let anyone lead you down the wrong path if you know in your gut that it is the wrong direction to take; seniors, peers, AND subordinates alike!

7. Have fun

Do I really need to explain?

Response by CPT Private RallyPoint Member made Mar 23 at 2014 4:23 PM

CPT Private RallyPoint Member — Sun, 23 Mar 2014 16:23:11 -0400

1: Forget everything you learned from your commissioning source.

2: Start learning about 5988s.

3: Forget about the mythical DA 31.

Response by WO1 Private RallyPoint Member made Mar 23 at 2014 8:10 PM

WO1 Private RallyPoint Member — Sun, 23 Mar 2014 20:10:23 -0400

let your NCO's get training in mentoring someone by having them mentor you but of course if they say something you know just isn't right or doesn't sound right its probably not.

Response by 1LT Private RallyPoint Member made Mar 24 at 2014 11:20 AM

1LT Private RallyPoint Member — Mon, 24 Mar 2014 11:20:07 -0400

Below are a few notes from my experience as a Platoon Leader:

Learn as much as you can from your platoon sergeant, and your section sergeants. Don't go in thinking you know everything about everything, because you don't. Be humble. The real Army is nothing like ROTC and/or LDACistan. Do some homework and dive into the regulations (Army regs, as well as your installation regs). Fort Stewart, in particular, has regulations on top of Army regulations, so you need to stay abreast of those.

Learn Excel/Power Point inside and out and create systems- can truly help you keep track of your personnel, equipment, current/future missions, etc.

Don't be afraid of your company 1SG. 1SGs usually loves to help/point new LTs in the right direction.

Most importantly, realize that you cannot do everything on your own. You need to learn to be a good manager. IOT be a good manager, you need to LISTEN to your NCOs and how things get done to standard. God gave you 2 ears and 1 mouth. Use them proportionally.

Being a Platoon Leader is the best job a LT can have off the bat. It is fun, challenging, and a great opportunity to work with Soldiers at the tactical level. There is plenty of time for staff time later on, but you will learn much more from the ground level as a PL.

Good luck!

Response by COL Private RallyPoint Member made Mar 24 at 2014 11:22 AM

COL Private RallyPoint Member — Mon, 24 Mar 2014 11:22:48 -0400

LT,<br>  A) Work Hard: you are a leader of soldiers...young men and women who are looking at you to have all the T's crossed and I's dotted.  They know that when you cut corners it will cost them time later and will undermine your ability to influence them.<br>  B) Do what is right: sometimes a soft wrong or 'slack' is an easy way to get things done...especially when you have seniors standing over you wanting results.  Doing what is right will give you incredible credibiilty with your soldiers, and your leaders. Sometimes this is hard.<br>  C) HAVE FUN:  don't forget to be a real-person, with interests beyond the Army.  Have fun being a Lieutenant and spread the cheer (professionally, of course) around.  If you are having fun and happy in life it will spread to those around you and make your job as an LT that much easier.<br>   D) and remember..Humility is a virtue. Take pride in what you do, accept compliments, and give credit to others where credit is due.<br>  Welcome to the club.<br>---ltc haynes<br>

Response by SSgt Private RallyPoint Member made Mar 31 at 2014 8:02 AM

SSgt Private RallyPoint Member — Mon, 31 Mar 2014 08:02:37 -0400

Ma'am,

Never disregard the junior enslisted force. They can sometimes be your secret to success when managed properly.

Response by Capt Private RallyPoint Member made Mar 31 at 2014 9:00 AM

Capt Private RallyPoint Member — Mon, 31 Mar 2014 09:00:15 -0400

If you have a problem to present, always have a solution. Presenting a problem with no COA's to correct it is a waste of time.

Response by 1SG Private RallyPoint Member made Apr 2 at 2014 1:27 PM

1SG Private RallyPoint Member — Wed, 02 Apr 2014 13:27:30 -0400

The number 1 thing is to find the top NCOs of your organization and listen to them. Demand they train you, demand they teach, coach and mentor you. The second thing is do not under ANY circumstances think you know better than a Senior NCO. Good Luck!

Response by LTC Jason Mackay made Apr 5 at 2014 9:10 PM

LTC Jason Mackay — Sat, 05 Apr 2014 21:10:42 -0400

I saw this article elsewhere and think there are some nuggets here regardless of your commissioning source. http://www.warcouncil.org/blog/2014/4/5/what-i-wish-i-knew-from-cadet-to-lieutenant-in-afghanistan

What I Wish I Knew: From Cadet to Lieutenant in Afghanistan

By First Lieutenant Scott Ginther

FOB SHANK, LOGAR PROVINCE, AFGHANISTAN

After ardently attempting once to write an essay on “what I know now that I
wish I knew then,” I realized that writing ...

Response by PO1 William "Chip" Nagel made Apr 5 at 2014 9:37 PM

PO1 William "Chip" Nagel — Sat, 05 Apr 2014 21:37:38 -0400

Lean on your Senior NCO's they are you knowledge database, your knowledge core. Treat them with the respect their years of service require and they will help mentor you in the finer points. You were selected by Congress they were selected by their Superior Officers and NCO's. You will do fine Lt.

Response by SGT(P) Angela G. made Apr 6 at 2014 9:12 PM

SGT(P) Angela G. — Sun, 06 Apr 2014 21:12:19 -0400

Learn everything you can from the NCOs in your unit, they will be the best knowledge resource you will find in the Army.

Response by CSM Private RallyPoint Member made Apr 8 at 2014 4:43 AM

CSM Private RallyPoint Member — Tue, 08 Apr 2014 04:43:35 -0400

Always remember the 1/3rd 2/3rd rule. if you give your troops the time they need to accomplish their mission you will have all of the time to complete yours.

Response by CW5 Michael Scheller made May 17 at 2014 12:19 PM

CW5 Michael Scheller — Sat, 17 May 2014 12:19:00 -0400

LT Shelton, great question and the fact that you are thinking about how to do a good job and humble enough to admit your training so far is only a start will mean much to the great NCOs and Soldiers who are your charge.

You've already received some great responses so I'm hesitant to add anything but a few things can be added. CPT Wolfer made a great point with don't use someone else's authority. One of my previous Battalion Commanders, after I had attended a Brigade C&S with him where we both argued against a particular course of action with the BDE CO, my LTC then went to our team and issued the order and took no exceptions from Company Commaders who disliked the policy as much as we had. When I asked him later about this, LTC G stated that COL M was in command if the Brigade but he LTC G was in command of this Battalion and as such he issued orders to his subordinate commanders. It wasn't just about loyalty but also about being 'large and in charge'. I learned much from that conversation.

Another point is to be in charge while still respecting everyone's rank. While as a 2LT, you are senior to a large percentage of the Army but you will do well to publicly support your NCOs. The 22 y/o SSG you see has accomplished much in his career. The 19 y/o Private voluntarily joined the Army during a time of war. The 20+ years of service CSM or CW4 will salute you, remember please that the salute, as only one example, is a two way exchange between military professionals initiated by the junior. Acknowledge the rank of that Soldier down to the Corporal rank with a reply of "good afternoon Sergeant" i.e.

You serve the Soldiers, not the other way around. They serve the Nation.

Good luck as you launch your fledgling career.

Response by Sgt Randy Hill made May 21 at 2014 1:14 PM

Sgt Randy Hill — Wed, 21 May 2014 13:14:44 -0400

Gain political and managerial support from your superior officers. Gain practical and tactical experience from your senior NCO's. Someone who can do this gains a solid acumen for the officer corps.

Response by LTC Private RallyPoint Member made May 23 at 2014 12:22 AM

LTC Private RallyPoint Member — Fri, 23 May 2014 00:22:41 -0400

First thing I was ever told in ROTC was the most true thing: Get to know your PSG and listen to them. They have mostly be in for at least 15 years and you are in 15 minutes. Trust them and all them to teach you and learn from them. Ultimately it is your decision, but they should have a good say in it and you should work together. With that being said you will know fast if you have a solid PSG or if you have to seek mentorship elsewhere and will need to mentor them more than you mentor them.

Be yourself and get to know your Soldiers. Soldiers can smell when you are lying to them and they respond to honesty.

Be fair to everyone. That does not mean that you are treating everyone equally. I know all EO people would yell at me on this, but hear me out. Being fair does not mean treat everyone with the same methods or giving everyone the same opportunities. If you have an airborne slot open up select those who deserve it AND who will be able graduate. Sending one person to school and not another does not make it seem fair but you can give them another school or they may not be ready for a school at this point in time. Measure them by their abilities and their potential. Everyone needs to be treated in a certain way as they respond better to that type of leadership. Treat them all with respect, but work with them in a way that they respond best to and perform the best for the unit. After all Soldiers are not just there for you to use to get promoted...you are there to help them develop as individuals, as Soldiers, and to accomplish the assigned missions.

Lastly, take care of your Soldiers, but do not forget about yourself. I see too many senior NCOs and officers walking around with no ribbons or ribbons in the wrong order. They spend too much time focusing on their troops that they forget that they need to update their ribbon to reflect their ERB/ORB, etc. Where is your national defense medal? Oh...yeah I forgot...well the board just noticed and you are not making it below zone or your CSM or worse yet your Soldiers notice and correct you (and if they do make sure your correct yourself and are professional about it, we all need to be corrected a some point as we are not perfect). Do not allow them the opportunity to do that. The days of do your job and your evaluation will write it self died while I was in ROTC. I had to write most of my evaluations. Doing your job and making notes of what you do will help you write your support form. Work with your rater and senior rater to have frank and accurate discussions so when they do write your evaluation it is reflective of what you did and where you should be going. Update your ORB as soon as you return from a school, receive an award, go to another assignment, etc. Have your iPerms updated at the same time. Not many people out there will sit down with you and ask to see your stuff to help you update and get ready for your promotion boards or boards to get selected for positions or commands. Do it yourself and ensure that you are one of the few that does it for your subordinates (both enlisted and officers). Before you do though make sure you know what you are looking at and what you should be looking for. Educate yourself.

Remember these and your training and you should do just fine. Now take a deep breath and relax you are about to hopefully get a platoon and have the best job you will ever have as an officer. Enjoy it and enjoy your time with the Soldiers.

Response by CPT Private RallyPoint Member made May 23 at 2014 8:23 AM

CPT Private RallyPoint Member — Fri, 23 May 2014 08:23:45 -0400

Don't be afraid to make a mistake. You are still learning. At first, I was terrified to do the wrong thing. I had come from the enlisted side of the house, and realized that I really did not have the grasp on certain things that I thought I did. This fear led to slow action or no action when things needed to be done. Fortunately, I got over that.

Mistakes are one of the ways we learn. Sometimes you will think something is destined to fail and it will be a crazy success. If you have a good supportive leadership team above you and a good peer group, they will give you enough rope to hang yourself but they will cut you down before any real damage happens.

Of course, this does not apply to being a totalitarian schmuck who has to be right the whole time. This advice gives that type of leader way too much rope.

Response by MSG Brad Sand made May 23 at 2014 4:06 PM

MSG Brad Sand — Fri, 23 May 2014 16:06:54 -0400

Listen to your NCOs
Trust your training.
Trust your gut.
Figure out which NCOs know there...backside from a whole in the ground...and listen to them.
Everyone already thinks you don't know anything..ou are a new 2LT, so be smart and brave enough to ask questions. (Only stupid question is the one you didn't ask)
Listen to your NCOs, but don't be afraid to remind them that you are not stupid or an easy mark.

Response by SGT Alfred Cox made May 28 at 2014 1:58 AM

SGT Alfred Cox — Wed, 28 May 2014 01:58:07 -0400

work with the PSG and back him up. stay in the back...and keep your mouth shut...any questions ask the CO otherwise...sit and learn from the PSG... PSg will talk to you when needed to.

Response by SGT Nathan Huff made May 29 at 2014 7:00 PM

SGT Nathan Huff — Thu, 29 May 2014 19:00:03 -0400

when you get to your first duty station there will be a senior NCO is assigned to assist you. take a moment and listen. Remember the average NCO has been around longer than you have in the army. They might actually know something if you give some advice that will make everything work much more smoothly.

Response by Col Private RallyPoint Member made May 29 at 2014 7:04 PM

Col Private RallyPoint Member — Thu, 29 May 2014 19:04:47 -0400

Respect and utilize your senior enlisted personnel. This was the biggest and single most important thing I learned as a 2d Lt. The enlisted ranks are the workhorse of the military and they can make you or break you. I got real close with the NCOIC to help me make vital decisions regarding enlisted folks. Also, if you discover an enlisted problem, delegate the resolution to the senior enlisted member or rater. Only get involved if you don't see resolution. Your NCOs are in charge of enlisted matters, while you are in charge of other matters such as operations and the supervision of other officers. Don't micromanage, that will distance yourself from those you supervise. Lead from the front! Nothing worse than a leader who tells people what to do, but won't jump in the trenches to do it with them. When dealing with conflicts be it personnel or what have you, get the facts from both sides, study them, separate your emotions from the conflict, make a decision, and stand by your decision whether it's right or wrong. Sometimes you will fall on your own sword, but that's a good lesson to learn. Nobody likes a wishy washy leader. Lastly, the best leaders are also the best followers. Learn how to follow, and leading will become second nature.

Response by MSG Martinis Butler made May 30 at 2014 7:35 AM

MSG Martinis Butler — Fri, 30 May 2014 07:35:04 -0400

Always be humble and never feel that you know it all. You have people in place to help and assist for a reason(NCO's). It sucks but the day you get the big head and refuse to listen prepare yourself to be thrown to the wolves. If we are suppose to work as a team then lets do so, so we can be successful as a team.

Response by Capt Private RallyPoint Member made May 30 at 2014 7:48 AM

Capt Private RallyPoint Member — Fri, 30 May 2014 07:48:55 -0400

The best advice I ever got was to be genuine/yourself. Enlisted members are not stupid by any means. They will see right through you if you try being something you are not, and if you don't know don't be afraid to ask for help. I know our SNCOs are full of knowledge and experience from that field, they will jump at the chance to teach and mold the LT.

Response by CPT Private RallyPoint Member made May 30 at 2014 3:45 PM

CPT Private RallyPoint Member — Fri, 30 May 2014 15:45:16 -0400

Always have a NCO (preferably squared away) with you

Response by SFC Scott O. made Jun 12 at 2014 1:08 AM

SFC Scott O. — Thu, 12 Jun 2014 01:08:39 -0400

When in doubt ask a subject matter expert in your ranks, senior NCO's fellow officers. Never pretend to know if you are not 100% sure.

Response by LTC Private RallyPoint Member made Jun 18 at 2014 6:39 PM

LTC Private RallyPoint Member — Wed, 18 Jun 2014 18:39:25 -0400

Just a little humor.

Response by Private RallyPoint Member made Jul 27 at 2014 2:01 PM

Private RallyPoint Member — Sun, 27 Jul 2014 14:01:16 -0400

Ma'am,

Remember the Junior Enlisted.

Response by Capt Richard Desmond made Aug 12 at 2014 3:59 PM

Capt Richard Desmond — Tue, 12 Aug 2014 15:59:02 -0400

4 things

1. It is never about you, it is always about your people, how you lead them and help them accomplish the mission. That means earning trust, verifying it from your SNCOs, and learning your business.
2. Second, unlimited accountability; provide top cover when it is appropriate and take ownership of your unit and mission. That may mean getting your a$$ chewed for your folks mistakes and advocating what is best for your unit which most times will not be the popular answer, remember it is not a popularity contest.
3. You better learn your business and know what you are talking about. Most times you will be the advocate for the unit that senior leaders turn to; if you don't know what you are talking about you are failing your people and your leadership.
4. Lastly you just GOT your commission, you earn it everyday you lead and take care of your people you are charged with.

Response by SFC Private RallyPoint Member made Sep 14 at 2014 9:14 PM

SFC Private RallyPoint Member — Sun, 14 Sep 2014 21:14:20 -0400

1. work hard, play hard
2. take advice from your NCO's, but be decisive and trust your gut.
3. don't be afraid to ask questions
4. learn from every experience

Response by SGT Richard H. made Sep 14 at 2014 9:18 PM

SGT Richard H. — Sun, 14 Sep 2014 21:18:36 -0400

1. Join Rally Point
2. listen to the people have responded here. It will save me a lot of typing to not repeat them.
3. trust your NCOs
4. Verify for yourself that #3 is not leading you astray.
5. Listen to your senior officers. They have been where you are now.
6. You're already doing it. Ask questions and learn from those that came before you.

Response by SGT Suraj Dave made Sep 14 at 2014 11:59 PM

SGT Suraj Dave — Sun, 14 Sep 2014 23:59:14 -0400

The Army shuffles LT's around worse then a teenage boy going through shoes. This month, you are a PL. Next month, You are the XO. The Month after you end up in S-3 or the OIC of something. Don't be offended if no one seems to really talk to you or get to know you, your going to be shuffled around again almost as fast as you showed up.

Response by SGT Marvin "Dave" Bigham made Sep 15 at 2014 10:27 AM

SGT Marvin "Dave" Bigham — Mon, 15 Sep 2014 10:27:48 -0400

Link and Learn. The NCO's know you're new and most will want to help you grow into an officer they are proud to serve with and answer to. A few will flex their experience over yours. Link in and be part of the action, so you learn what is going on, what works best (this time) and what should not happen whenever you are responsible for the results. Never back down, but learn where to draw the line. Also know how to contact your peers and supervisor for their counsel and critique. Good luck, ma'am.

Response by SSG Tim Everett made Jan 5 at 2015 1:25 AM

SSG Tim Everett — Mon, 05 Jan 2015 01:25:45 -0500

Has anyone said "Listen to your NCOs/platoon sergeant" yet?

Oh, only about a bajillion times?

Roger, moving out and drawing fire.

Response by MSgt Rob Weston made Jan 5 at 2015 2:51 AM

MSgt Rob Weston — Mon, 05 Jan 2015 02:51:27 -0500

A lot of advice here. My two cents, find a squared away SNCO to learn leadership from (befriend if possible this is your right hand), take responsibility and keep your joes accountable as well (Praise in public/punish in private) and lastly, all accomplishments are a team effort (give credit where it is due)

Response by 1SG Private RallyPoint Member made Jan 24 at 2015 1:39 PM

1SG Private RallyPoint Member — Sat, 24 Jan 2015 13:39:25 -0500

Trust your NCO, but verify, Listen to what's being said to you, Ask who, what, where, when, why. Not because you want to be nosey but because you want to learn. Be available for everyone you are responsible for.

Always, always, always, remember that my job as an NCO is to lead you in the correct direction. Not one, good NCO is going to ever lead you where you'll end up getting in trouble.

I will also say, find you a good officer to emulate. Take what's good about him/her apply it to you and with what you learn from your NCO you'll do perfectly fine.

Good Luck!

Response by MAJ David Vermillion made Jan 24 at 2015 1:54 PM

MAJ David Vermillion — Sat, 24 Jan 2015 13:54:44 -0500

The best advice to a young LT is to take the guidance of a good NCO. You want to be a leader, learn to be a follower also. Once an NCO sees you are willing to learn about their life in the military and see them as important , you will gain their respect and they will follow you the moon.

Response by SFC Royce Williams made Jan 24 at 2015 2:18 PM

SFC Royce Williams — Sat, 24 Jan 2015 14:18:18 -0500

No matter what the disgruntled Major at school told you trust your NCO's until they give you a reason not to. They can make or break a new LT.

Response by MAJ Private RallyPoint Member made Jan 24 at 2015 3:31 PM

MAJ Private RallyPoint Member — Sat, 24 Jan 2015 15:31:35 -0500

Listen, listen, listen. And carry a pad and paper so you can take notes about everything you hear. And then do as much of that 1-12 numbered list submitted by the captain in Austin.

Response by PO2 Stephen Brinkley (Scott) made Jan 25 at 2015 2:42 AM

PO2 Stephen Brinkley (Scott) — Sun, 25 Jan 2015 02:42:49 -0500

2LT Private RallyPoint Member first I want to applaud you for asking this question. It takes a lot of guts to ask for advice. This is what I would suggest:
1. In your first year grab a senior E-5 or E-6 (someone you trust and won't let you down) and have them train you on everything they do. If you know their job and trust that they are doing it correctly it will make your job easier.
2. I agree with CPT Private RallyPoint Member when she told you that the NCOs are in charge. If you have good NCOs they won't need you for anything other than paperwork and keeping the upper brass off their shoulders.
3. Trust is the key. Trust your people and they will trust you! Give them any reason to not trust you and it will follow you for the rest of your career.
4. Stand up for what you believe in. If you have the guts to fight for your people they will fight that much harder for you.
5. If you have a soldier with a personal problem help them! Don't tell them I'm sorry, but you have to stay at work. When I was on the USS Abraham Lincoln, we came home to the most lawyers waiting on the docks (nothing we could do about that), but we also had the highest rate of DUI during a dry dock period. The COC asked sailors for advice and when I gave mine I was laughed at. I recommended that they start allowing sailors to care for their issues at home and giving them some time away from work. They said that wasn't possible, but yet E-7's and above were going home all early all the time. E-6's and below do the work, give them the time they need to keep their lives straight and you will have less to deal with.

Response by MAJ Private RallyPoint Member made Jan 25 at 2015 10:14 AM

MAJ Private RallyPoint Member — Sun, 25 Jan 2015 10:14:26 -0500

Reading through the responses to your question, it seems that most of the advice would serve officers at most ranks quite well. My suggestions below are focused towards officers in general, not just new lieutenants.

Three Major Points

1. Integrity. Never compromise it. Hold others to the same standard.

2. Be tactically/operationally/strategically and technically proficient. No one respects incompetence.

3. Figure out what your boss and your boss’s boss think/value/say are the most important priorities, and focus on these. These should be clear in your boss’ and your boss’ boss’ OER Support Form and in the unit mission statement.

Other Points

1. When in charge, be in charge. You are responsible. Your chain of command believes you are in charge and responsible, and you are. Remember that, as a platoon leader or company executive officer or company commander, after your first day on the job, you’ll generally have more experience doing your job than anyone else in your platoon/company. Do your job. Note you’ll rarely have more experience doing one of your subordinates’ jobs than they have, so learn from them, and trust (and verify) that they know how to do their jobs. Remember that the training you have is valuable. Look to others to learn more. For officer mentors, look at your fellow platoon leaders, company executive officer, company commander--this group has a wealth of experience doing your job.

2. Don’t lose the Army’s equipment and make sure the Army’s equipment works. Officers are responsible for property accountability and maintenance. Junior officers will spend an inordinate amount of time inventorying equipment, because lieutenants and captains are assigned responsibility for almost all of the Army’s equipment. Failure to maintain proper accountability of property (especially sensitive items) is a really quick way to get fired and lose a lot of money (those horror stories of multi-million dollar reports-of-survey or whatever they are called these days aren’t just stories; don’t go to jail or lose your life savings because you were too lazy to take property accountability seriously). Learn the right way to conduct equipment inventories and manage hand receipts, sub-hand-receipts, and shortage annexes (yes, there is a right way). If maintaining property accountability isn’t one of your key tasks as a company grade officer, you’re probably doing something wrong, or stuck on staff. If as a company grade officer you aren’t focused on maintenance, I’d guess there’s a pretty good likelihood that your equipment doesn’t work like it is supposed to (or you’re stuck on staff).

3. Be a team player. Acknowledge and celebrate the effort of others. You will rarely do anything of significance alone. Take responsibility when things go wrong; you are, after all, responsible, and if something goes wrong, it is actually probably your fault. I’ve observed that most people respect someone who is confident enough to admit that they’ve made a mistake and be willing to learn from making a mistake. Volunteer for the jobs no one else wants. Don’t be afraid to do some actual “muddy boots” work with your Soldiers once in a while.

4. Score a 300 on your APFT. It is hard for an out of shape officer to be tactically and technically proficient, and you start at a “respect deficit” if you are out of shape. And the APFT is not that hard.

5. Never fail height/weight standards. It is hard for an officer who fails height/weight standards to be tactically and technically proficient. You start at a “respect deficit” if you bust tape. Best advice: always be below your screening weight.

6. Counsel your subordinates, including everyone you rate and senior rate. Do this formally using the forms the Army has given us. Do this monthly if possible, and at a minimum at the interval required by regulation. Put counseling on the training calendar, and protect it like you’d protect any other important event. Use counseling to set goals, review the performance of your subordinates, and solicit feedback on your own performance. Write the evaluations you are responsible for writing yourself, and solicit the input of those you rate and senior rate before and as you do so. Make subordinates do the same. Encourage your superiors to prioritize counseling (and don’t get too bitter when you realize that a lot of senior leaders think counseling is just something their subordinates are supposed to do).

7. Keep your personal life in order. Understand work-life balance. Live within your means. Remember your personal choices are likely to have an impact on your ability to do your job. Many of the things that can derail an officer in this regard are well out of individual’s control. However, many more of the things of this nature are well within an individual’s control. This probably applies more to more senior officers who have had more opportunity to screw up their personal life, but it applies to junior officers as well.

8. Be a high contribution, low maintenance officer. I’ve seen a two-by-two matrix of how officers can be characterized: high contribution, high maintenance; high contribution, low maintenance; low contribution, high maintenance; low contribution, low maintenance. Figuring out what constitutes a high or low contribution and high or low maintenance in a unit can be difficult, but can generally be understood by figuring out what your boss and your boss’ boss think are important. It is quite easy to figure out where you want to be on this matrix: high contribution, low maintenance. Leaders will tolerate a high contribution, high maintenance officer because these types perform. The Army tolerates the low contribution, low maintenance types to a point, which these days is coming earlier and earlier as the Army has stopped promoting absolutely everyone from O-1 to O-2 to O-3 to O-4 to O-5 as it has over the last ten years or so. Low contribution, high maintenance types just don’t make it anymore.

Response by 1SG Private RallyPoint Member made Jan 25 at 2015 10:44 AM

1SG Private RallyPoint Member — Sun, 25 Jan 2015 10:44:40 -0500

As an officer, you are responsible for making decisions regarding 'where' and 'when', 'what' and 'why' are usually handed down from above. If you find you are getting into, the questions of 'who' and 'how', one of two things is true; you have good NCOs and you are getting into their business, or you have poor NCOs and you have to because these questions aren't being dealt with or not dealt with properly.

Both cases require action on your part to correct, if the former, back off. Absolutely stay in the loop and supervise, but do it by asking questions instead of statements. If the latter, up your expectations of the NCOs. Stay in the loop and supervise and keep asking questions, early and often. If they don't respond, if only to get you to shut up, then they need to be replaced.

As with most advice this is oversimplified. I've found that the best relationship is one where the officer and NCO consult with each other on all aspects.

Response by GySgt Private RallyPoint Member made Jan 25 at 2015 11:03 AM

GySgt Private RallyPoint Member — Sun, 25 Jan 2015 11:03:23 -0500

Listen to and learn from your SNCOs. Find a senior NCO and Officer you respect and ask them to be your mentor. Asking a senior NCO might go against the military grain, but might be the best approach.

Response by SP5 Paul Riley made Jan 25 at 2015 11:28 AM

SP5 Paul Riley — Sun, 25 Jan 2015 11:28:40 -0500

always listen to the Sgt in charge. Don't do anything unless you check with the Sgt in charge.

Response by 1LT Nick Kidwell made Mar 11 at 2015 3:29 PM

1LT Nick Kidwell — Wed, 11 Mar 2015 15:29:25 -0400

Learn EVERYthing you can from your PSG, 1SG and CO.

Your CO is your primary mentor on the Officer side, but the senior NCOs are your primary mentors when learning the Army and basically how stuff needs to get done.

The collective experience in those three people should be enough to keep you busy.

Response by CPT Zachary Brooks made Mar 11 at 2015 3:30 PM

CPT Zachary Brooks — Wed, 11 Mar 2015 15:30:05 -0400

Learn to salute 1LTs.

In all seriousness, learn everything you can from all your NCOes. Know your leaders two levels up and down and know all you can about them in order to know how to communicate your thoughts and their intents. Make sure you and your PSG or section NCO are at best buddies and at worst on the same page on how to run things, even if you don't like each other.

Beat you to it

Response by SPC Private RallyPoint Member made Mar 11 at 2015 3:46 PM

SPC Private RallyPoint Member — Wed, 11 Mar 2015 15:46:41 -0400

You asked an honest question ma'am, and this PFC will give you an honest answer. The biggest thing that ALL new LTs need to learn right off the bat, is to sit down, shut up and listen to their enlisteds. No disrespect meant at all in any way, but how can you expect to lead, when you have no idea about the concerns and needs of those appointed under you? Even the PVTs have simple needs that should be met by their leaders, including the PL. If you learn your position well, and listen to the needs of your soldiers, and the cousel of your NCOs, then you will do just fine and things will go off without a hitch. If you come barreling in with the idea of "I'm an LT and I outrank all of you, so what I say goes," you will not only get absolutely zero respect form your soldiers, but you will often find the rug swept out form under your feet, leaving you nothing more than a figurehead. As I said, ask an honest question, get an honest answer. Just my personal and professional opinion.

Response by SSG Private RallyPoint Member made Mar 11 at 2015 3:48 PM

SSG Private RallyPoint Member — Wed, 11 Mar 2015 15:48:19 -0400

Get yourself plugged into Milsuite.mil.

Response by SGT Jim Z. made Mar 11 at 2015 3:52 PM

SGT Jim Z. — Wed, 11 Mar 2015 15:52:17 -0400

One of the most dangerous sayings uttered in the Army is a Second Lieutenant saying, "Based upon my experience..."

Do not be that person. As 1LT Nick Kidwell and CPT Zachary Brooks stated listen and learn from your platoon sergeant, 1SG, CDR, CSM, and BC. When posed with making a decision make it do not waffle and if it is wrong learn from it.

Response by MAJ Private RallyPoint Member made Mar 11 at 2015 3:53 PM

MAJ Private RallyPoint Member — Wed, 11 Mar 2015 15:53:43 -0400

1. When in Charge, be in charge. When no one is in charge, take charge.

2. Listen to your PSG (you've been hearing that since day one of ROTC/OCS though I'm sure)

3. Listen to your other platoon leaders / XO in your unit and sister units, learn from your CO.

4. You will be told to read every manual in the world concerning your "stuff". That's
impossible...it will be picked up as you go along and be retained more easily as you go along. Engrain this into your mind by doing PT with your Soldiers, turning wrenches in the motorpool, asking the SPC for assistance in loading COMSEC instead of just telling them to do it, etc.

5. Do not contradict your PSG or fellow officers in public unless it is illegal, immoral or unethical. Take it to the side out of sight and resolve your concerns/issues.

6. Never take credit when it can be given to your Soldiers, never push off blame/responsibility onto them when you can take it....protect them, take care of them....and they'll cover your a$$ no questions asked when the stuff hits the fan (garrison/field/war environment).

7. The only way you won't make 1LT is if you get arrested/get someone killed. The only way you won't make CPT is if you get arrested/get someone killed.

.....there are so many more, can't list them all....if you have a more specific question, perhaps I can assist with that....oh and congrats on your commission.

Response by LTC Paul Labrador made Mar 11 at 2015 3:54 PM

LTC Paul Labrador — Wed, 11 Mar 2015 15:54:56 -0400

1) don't be afraid to take charge.....but understand that you are likely the least experienced person there. Learn from the NCOs and other folks who know more than you.

2) treat people with respect. Everyone in the unit brings something valuable to the table.

3) learn to look at the big picture and how what you are doing at your level supports it.

Response by SPC Thomas Hobbs made Mar 11 at 2015 4:07 PM

SPC Thomas Hobbs — Wed, 11 Mar 2015 16:07:19 -0400

Realize that you are nothing more than a private with rank. Act accordingly.

Response by SFC Collin McMillion made Mar 11 at 2015 4:07 PM

SFC Collin McMillion — Wed, 11 Mar 2015 16:07:32 -0400

If not coming from the NCO ranks and new to the military, I would say, "shut-up, listen and learn", no offense intended.

Response by SSgt Private RallyPoint Member made Mar 11 at 2015 4:11 PM

SSgt Private RallyPoint Member — Wed, 11 Mar 2015 16:11:49 -0400

For God's sake, remember to salute 1LTs or CPT Private RallyPoint Member will eat you for breakfast!!! LOL!

Response by MSgt Private RallyPoint Member made Mar 11 at 2015 9:42 PM

MSgt Private RallyPoint Member — Wed, 11 Mar 2015 21:42:22 -0400

You don't know everything trust advice of your NCO's. Please don't say well at the academy or in college. Why our blinders and ear muffs come on mentally. Shadow some of you really junior enlisted and understand their jobs and piece of the machine, don't be afraid to get your hands dirty doing so.

Response by PO2 Pualani Ralph made Mar 11 at 2015 9:48 PM

PO2 Pualani Ralph — Wed, 11 Mar 2015 21:48:34 -0400

The best thing I can do is trust your NCO's. They have been in the dirt and they know the administrative side of things as well. If they say something and 9 out of 10 times they are giving the best advice. There is a reason that in the Navy the Junior Officers are paired with the Chiefs as mentors...it is because they know the ins and outs.

Response by MAJ Private RallyPoint Member made Mar 11 at 2015 10:02 PM

MAJ Private RallyPoint Member — Wed, 11 Mar 2015 22:02:35 -0400

LT. Your best resource, trainer, etc is tour Platoon SGT. They train the new Officers. They can guide you to success. Your Joes/Janes will get over on you all. Your NCOs know this, listen to them, learn from them but do not be afraid to be in charge...because you are. A Leader who does not take charge is merely a Supervisor. Your Senior NCO can take care of you, as they know. Let them do their job and DO NOT MICRO-MANAGE, but be involved. Show your Soldiers you are invloved by doing wverything you can to take part or at least involve yourself with their training when possible. Do not insert yourself but show a genuine interest in what they are doing. You will be "enforcing" the training standard so be apart of it. Learn from everyone from below you as well. Remember, yiur junior enlisted have some time under their belt and can suck it up with the best of 'em. The minute they see you not around OR too invloved in things they lose confidence.

Response by MAJ Private RallyPoint Member made Mar 11 at 2015 10:19 PM

MAJ Private RallyPoint Member — Wed, 11 Mar 2015 22:19:07 -0400

Read the regulations and do not just take what you are told on face value.

Find things you can do to keep you SMEs engaged at what they are good. For example if meetings and paperwork are keeping your NCOs from leading Soldiers and Taking care of Equipment then help ease the burden by running random stuff to the ground. If you can shield your people from distractions, NCOs will respect you and follow. But this will require you sit back, observe and resist trying to make too many changes to quickly. Every new duty position should be approached in this way.

Read the manuals, few do and alot of people just make stuff up but being the one that can site a reference will make you right.

Know you need to go of the beaten path and keep your leadership informed when you do. Generally stick to the beaten path but good leader are flexible.

Mistakes, time will pass

Response by PFC Nathaniel Thedford made Mar 12 at 2015 12:11 AM

PFC Nathaniel Thedford — Thu, 12 Mar 2015 00:11:49 -0400

Stick close to the NCO's and give all NCO's due respect because they're gonna be the one training you to lead soldiers for the next few years. I haven't been in the Army in a while so I know stuff has changed but it's gonna be the NCO's in you Platoon and Company that you will learn the most from. Congratulations on your Commission Ma'am.

Response by Cpl Justin Sowell made Mar 12 at 2015 12:16 AM

Cpl Justin Sowell — Thu, 12 Mar 2015 00:16:47 -0400

Don't let your ego go to your head. Never be afraid to listen to those who are knowledgeable about something even if it's only a private. Never step on the toes of your NCO's especially in front of the troops.

Response by MAJ Chris Ballard made Mar 12 at 2015 8:39 AM

MAJ Chris Ballard — Thu, 12 Mar 2015 08:39:32 -0400

My standard counseling for incoming PL's usually went along these lines:

1. You know more than you think you do. Have confidence in your training and recognize that you have the basic skills to be a leader.
2. You have a LOT to learn. You're going to make mistakes. Learn from them, take responsibility for them, and never pass the buck.
3. Your PSG is there to guide you and help you develop into a better leader, but you and you alone are responsible for everything that happens or fails to happen.
4. Get to know your soldiers, but you're not their buddy.
5. Pointing out a problem without offering a solution is more commonly known as whining.

Response by SFC Jeff L. made Mar 12 at 2015 9:00 AM

SFC Jeff L. — Thu, 12 Mar 2015 09:00:52 -0400

Don't be afraid to get your hands dirty. Learn how to do your soldier's jobs the way they have to do them. Do it once, and let them see you do it. Then you have the ability to say "I've done that, I understand." It gives you credibility. Help set up a TOC one time. Help PMCS the vehicles one time, etc. Part of the reason that enlisted soldiers tend to prefer officers who are prior enlisted is because they've been in the same foxhole, done the same duty and so forth. Doesn't mean you're out there every time - you're still the PLT LDR.

You've gotten a lot of great advice here, and kudos to your for having the presence of mind to ask for it. Humility is a great attribute. Apart from that? Follow everything CPT Private RallyPoint Member mentioned in her post.

Response by CW3 Private RallyPoint Member made Mar 12 at 2015 9:19 AM

CW3 Private RallyPoint Member — Thu, 12 Mar 2015 09:19:42 -0400

Listen to, digest, and follow advice...but don't let them (enlisted) walk all over you.

Response by Lt Col Jim Coe made Mar 12 at 2015 11:54 AM

Lt Col Jim Coe — Thu, 12 Mar 2015 11:54:29 -0400

LT Shelton, original post was over a year ago, so by now you're probably on active duty. So how did the advice work out?

Response by MG Stephen Hogan made Mar 13 at 2015 3:29 PM

MG Stephen Hogan — Fri, 13 Mar 2015 15:29:19 -0400

Have confidence in how you have been trained. "The book" has gotten a bad rap. If one does exactly how he or she was trained, you'll be right about 90% of the time, and that is exceptional for a young officer. If you try to find a local standard, you'll be racing toward the lowest possible acceptable solution, and one that is not constant.

Your NCOs are there to help teach you the Army in practice. Listen, and when they are wrong- tell them, but when they are right have the courage to get behind them.

Response by LTC Jason Mackay made Mar 13 at 2015 10:31 PM

LTC Jason Mackay — Fri, 13 Mar 2015 22:31:51 -0400

So LT Shelton, how goes it?

Response by 1SG David Niles made Mar 13 at 2015 11:17 PM

1SG David Niles — Fri, 13 Mar 2015 23:17:09 -0400

When it is time to lead, lead. When it is time to listen, listen. May God grant you the wisdom to know!

Response by GySgt Joe Strong made Mar 13 at 2015 11:22 PM

GySgt Joe Strong — Fri, 13 Mar 2015 23:22:49 -0400

You've already got great responses, let me add this piece in.
Sometimes there's an overwhelming urge to lay hands on a project and help. If you must, then fine, it can help with bonding. BUT, when ANYONE, even that 6 month Private opines that you might be doing something unsafe and you should either do it "like this" or "please get your fingers out of there" just do that.
Then at an opportune moment find out how to do that task without getting hurt.
Something as simple as putting a trailer on a Pintle hook can be a career ender for a LT. If it takes the wrong finger...

Response by Capt Richard I P. made Mar 13 at 2015 11:38 PM

Capt Richard I P. — Fri, 13 Mar 2015 23:38:53 -0400

A similar question and some good answers on it:
https://www.rallypoint.com/answers/what-is-the-one-thing-every-young-officer-must-know

Response by COL Charles Williams made Mar 16 at 2015 8:05 PM

COL Charles Williams — Mon, 16 Mar 2015 20:05:30 -0400

Great question!!!! 2LT Private RallyPoint Member

1. Understand what responsibility means, and who is responsible.... That question drives everything.

2. Listen closely and take notes. No offense, but most people don't care what I LT has to say. Let your actions and conduct speak for you. Deeds not words.

3. Master the basics, as they stand the test of time: Troop Leading Procedures, Combat and Operations Orders, Pre-Combat Checks, Military Decision Making Process, Inspections, Maintenance, Supply, Training.

4. Live Army (Air Force, Marine) Values. People pay attention to what you do, not what you say. Walk the walk. This means on and off duty.

5. Lead by example in all areas. You may not be the best at everything, but you should always be striving to do your best. Be the first to do your APFT and to fire at qualifications. Challenge your Soldiers to beat you.

6. Be a sponge; learn as much as you can from everyone - Soldiers, NCOs, Peers, and your seniors.

7. Listen to your NCOs. They are the lifeblood of the Army. If you succeed as an officer, chances are it is all about your NCOs.

8. Know the standards, model the standards, and enforce the standards; and, never walk by a correction.

9. Never stopping learning and never stop improving. This is a profession and our Soldiers deserve the best/your best.

10. Remember, you are responsible, and sometimes that can be a lonely place. You must understand responsibility.

Response by LCDR Rabbah Rona Matlow made Mar 16 at 2015 9:06 PM

LCDR Rabbah Rona Matlow — Mon, 16 Mar 2015 21:06:13 -0400

In the Navy, the advice they always give you before getting to your first ship as an Ensign, is get close to your Chief (E7). One of the jobs of a Division Chief in the Navy is to train the Ensign how to be a division officer. We're talking about the nuts and bolts of the job, the common sense, etc. When you graduate college, you have lots of book knowledge, and are "hot to trot", but if you don't know which end is the pointy end...

SO, I imagine it's probably similar in the Army. Best of success...

Response by Maj William Raney II made Mar 17 at 2015 12:13 AM

Maj William Raney II — Tue, 17 Mar 2015 00:13:33 -0400

Any rank you held at whatever commissioning source, leave it behind. Go in with the understanding that you know very little about real world ops.

Trust your leadership at the company and battalion level, and gain from their experience.

Definitely introduce yourself to the SgtMaj (or service equivalent) and SNCO's in your unit.
They know more than you, and can lead better than you. Learn from them, and you'll succeed.

Response by COL Ted Mc made Mar 17 at 2015 3:16 AM

COL Ted Mc — Tue, 17 Mar 2015 03:16:18 -0400

1. Always remember that your NCOs know how the Army does things.

2. Always remember that your NCOs DO NOT necessarily know which thing have to be done.

3. Always remember that trained soldiers know how to do their jobs properly.

4. Always remember that trained 2LTs don't.

5. Look to your senior NCOs for input and suggestions.

6. DO NOT look to your senior NCOs for decisions - that's what you get paid for (even if your senior NCOs get paid more than you do).

7. Know when to follow regulations to the letter.

8. Know ALL the regulations.

9. Know which regulations to follow to the letter which make it mandatory that you do what you want to do.

10. Know which regulations to follow to the letter which make it prohibited to do what you do not want to do.

11. Know when to do what makes sense - regardless of what the regulations say.

12. MOST IMPORTANT -- NO ONE CRAPS ON YOUR PEOPLE BUT YOU!! ANY CRAP FROM HIGHER UP LANDS ON YOUR HEAD AND STAYS THERE!! -- MOST IMPORTANT

13. JUST AS IMPORTANT -- When justified crap on the guilty with full force, but do it because they are YOUR troops and YOU are disciplining them for doing something they knew damn well YOU would be disappointed in them for doing. -- JUST AS IMPORTANT

14. Deserved praise should NOT be rationed or stored up or diverted to your own use.

15. Undeserved praise should never be handed out under any circumstances.

16. Doing your job at an acceptable level is what the troops of other officers do, the expected minimum is well above average and verging on excellent.

17. An officer who doesn't trust his troops ends up with untrustworthy troops.

18. Don't screw the troops on pay, rats, or leave.

19. "No matter how good he is, no officer is ever "good enough". No matter how good he is, men die." (Poached from a friend's Retirement Dinner remarks)

20. "An officer makes sure that his troops do what he tells them to do. A GOOD officer makes sure that his troops want to do whatever he wants done. (Poached from a friend's Retirement Dinner remarks)

21. "There are junior officers who regard any unusual and difficult but high risk assignment as “fun”. Avoid them." (Poached from a friend's Retirement Dinner remarks)

22. "There are senior officers who delight in devising unusual, difficult and high risk assignments. Avoid them like the plague." (Poached from a friend's Retirement Dinner remarks)

23. Trying to teach a fish to dig holes in the snow is best left to experts.

Response by SGM Private RallyPoint Member made Apr 15 at 2015 3:53 PM

SGM Private RallyPoint Member — Wed, 15 Apr 2015 15:53:47 -0400

Listen your your NCO's, Make good decisions and be a Leader all the time. You are in charge and you must be in charge. Your success will be because of your Soldiers success not your own. If you are a Leader and you take charge, take care of your people they will take care of you. It's not easy for a new LT but I used to always say "damn it your in charge so take charge".

Response by SPC Jan Allbright, M.Sc., R.S. made Apr 15 at 2015 4:10 PM

SPC Jan Allbright, M.Sc., R.S. — Wed, 15 Apr 2015 16:10:40 -0400

During Triumphs (honor parades in ancient Rome) the person of honor rode in a chariot. Behind them stood an individual holding a wreath over their head to symbolize their victory. During the entire procession this individual would whisper in the hero's ear "Remember, thou art only mortal"

Perhaps that can be issued to new 2LTs on an MP3.

Response by MAJ Ken Landgren made Apr 17 at 2015 9:38 PM

MAJ Ken Landgren — Fri, 17 Apr 2015 21:38:42 -0400

A PLT SGT who is worth anything will mentor you. You listen and learn, as you should not lead from the rear. Don't micromanage and allow the NCOs to do their jobs. Know what higher wants from your platoon. When you sign for equipment and vehicles, make sure your TMs are their to explain the major end item. Your PLT SGT, supply sgt, and crews are on hand.

Love and take care of the troops. Build a culture of trust, loyalty, teamwork, treating folks with dignity and respect, equal opportunity, and have some fun once in awhile. Get your hands dirty and keep track of maintenance, if the soldiers are digging a fighting position you jump in and get your hands dirty. Good luck!

Response by SFC Private RallyPoint Member made Apr 17 at 2015 9:45 PM

SFC Private RallyPoint Member — Fri, 17 Apr 2015 21:45:59 -0400

On a funny note....exhaust samples and summer/winter road wheels!!

Response by SGT Scott Bailey made Apr 21 at 2015 11:15 PM

SGT Scott Bailey — Tue, 21 Apr 2015 23:15:51 -0400

Best advice I'd say is just be yourself. You will not have to show us how tough you are or that you're an officer. We will see your rank and give you the utmost respect. You are an officer in our military. But we do get along better when the new LT is just themselves

Response by COL Charles Williams made Apr 21 at 2015 11:38 PM

COL Charles Williams — Tue, 21 Apr 2015 23:38:39 -0400

I am late... and your are likely a Captain now 2LT Private RallyPoint Member but this is one of my favorite topics.

Know what your Leadership mission is, your task and purpose, and your Commander's intent.

1. No matter what anyone tells you, remember you alone (commissioned officers) are responsible. If that does not make sense... Google command responsibility and see what comes up... (All will be scenarios where things went horribly wrong and what officer was held accountable.

2. LIVE, LIVE, LIVE, Army Values. It does not matter if you know them, speak them, you have to live them. Soldiers pay attention to what you do, more than what you say.

3. Listen more than you talk, and Be a Sponge. Learn as much as you can, non-stop about everything you can about your new profession and career field. You can never know too much. Your NCOs and Soldiers are great place to learn.

4. Know the Standard. Before your do anything, make sure you know the standard you are training for, have to check, have to comply with etc.

5. Do your best at every task.... It does not matter how small, always do your best.

6. Lead by example in all areas... Can you max the APFT? Are you an expert with your weapons?

7. Be an expert on Army Systems... OPORDS, Troop Leading Procedures, PCIs, PCCs, etc... all of these paradigms have stood the test of time, and will serve you well.

8. Be humble. Don't be too full of yourself. You can be replaced.

9. Focus on your Soldiers and what you have control of, not your boss. If you are good, your actions will speak for themselves.

10. Check, check, and check again. You can never check too much.

11. Trust your NCOs, know your role and theirs, and let them do what they do... Run the Army. You both have a role, the key is understanding it, and where the left and right limits are. But, never forget who is responsible.

12. Have fun, and model a balanced life style.

Response by CW3 Craig Linghor made Apr 21 at 2015 11:53 PM

CW3 Craig Linghor — Tue, 21 Apr 2015 23:53:53 -0400

Take the cotton out of your ears and put it in your mouth. In other words shut up and do what your PSG tells you.

Response by SPC Angel Guma made Apr 22 at 2015 12:03 AM

SPC Angel Guma — Wed, 22 Apr 2015 00:03:50 -0400

Drive on!

Lead the Way

Response by SSG Private RallyPoint Member made Apr 22 at 2015 1:21 AM

SSG Private RallyPoint Member — Wed, 22 Apr 2015 01:21:34 -0400

Platoon Leader or XO ... always trust your enlisted assistant.

Response by SPC Maxwell McManus made Apr 22 at 2015 1:21 AM

SPC Maxwell McManus — Wed, 22 Apr 2015 01:21:54 -0400

When my unit got our first new batch of LTs it was quite interesting. My battery recieved three. Each started with their own "unique" style. The first was very quiet and spent much of his time watching the platoon SGT and trying to learn by example. The second spent his time giving orders that even he didn't really understand and learned the hardest way possible. The third and my LT pulled us out to our PT field and had a heart to heart. He said, "I am your new platoon leader. I am fresh out of school and eager for us to succeed as a platoon. I'm not even sure what thats means for us. I expect to teach you all many things as well hope that y'all will assist me in my learning of what it means to be your platoon leader." I never had more respect for anyone as I did for that man. Being a leader means knowing not only those who work under you but the roles they must perform as well. I was offered a slot at Westpoint and replied with, "I feel before I may lead a man I must walk a mile in his shoes." Take time to learn not only your duties but to understand the duties those under you perform. It will help you to learn their limitations and what will best lead you all to success.

Response by SFC Private RallyPoint Member made Apr 22 at 2015 1:27 AM

SFC Private RallyPoint Member — Wed, 22 Apr 2015 01:27:26 -0400

A good idea that I got from my last BDE CSM, "Do not expect what you do not inspect", trust but verify.

Response by MAJ Ken Landgren made Apr 22 at 2015 2:12 PM

MAJ Ken Landgren — Wed, 22 Apr 2015 14:12:02 -0400

Look around first before making a joke about your BC.

Response by MAJ Ken Landgren made Apr 24 at 2015 12:38 PM

MAJ Ken Landgren — Fri, 24 Apr 2015 12:38:39 -0400

Have some fun with the troops and find innovative ways to say thank you. One Christmas dinner we did karaoke and had a gong. You will see how talented the people are and how ruthless the crowd can be. I use to have kick butt door prizes to include a picture of me autographed and signed. Naturally the soldiers smiled politely as they looked at the picture and back to me. In the back, I put a gift certificate for dinner for two to appease their desire for something of value.

Work hard, train hard, and have some fun!

Response by 2d Lt Private RallyPoint Member made Jun 4 at 2015 6:06 PM

2d Lt Private RallyPoint Member — Thu, 04 Jun 2015 18:06:21 -0400

I've been looking for this information quite a bit lately. Thanks for posting the question, sir!

Response by CPT Bruce Rodgers made Jun 4 at 2015 6:06 PM

CPT Bruce Rodgers — Thu, 04 Jun 2015 18:06:41 -0400

Listen to your NCOs

Response by MAJ Private RallyPoint Member made Jun 4 at 2015 6:14 PM

MAJ Private RallyPoint Member — Thu, 04 Jun 2015 18:14:52 -0400

I'd say don't be embarrassed to ask for help. Your superiors don't know there's a problem until it is a problem.
Don't try to reinvent the wheel. Unless your position has been vacant for a long time prior to your arrival, there should be resources to pull from.

Response by SSG Private RallyPoint Member made Jun 4 at 2015 6:44 PM

SSG Private RallyPoint Member — Thu, 04 Jun 2015 18:44:17 -0400

1) Trust your NCOs, but verify what they do.
2) Property accountability is important, keep your books straight.
3) Know your men, and what they're capable of, be ready for surprises.
4) Stick up for your men. If they believe in you, they'll conquer the world for you.
5) Ask your NCOs for help. They are there to train soldiers; you're still a soldier.

My two cents.

Response by LTC Bink Romanick made Jun 4 at 2015 8:30 PM

LTC Bink Romanick — Thu, 04 Jun 2015 20:30:42 -0400

http://www.military1.com/army/article/647-dont-be-a-douche-15-rules-to-effectively-lead-a-platoon

Response by MAJ Ken Landgren made Jun 4 at 2015 8:49 PM

MAJ Ken Landgren — Thu, 04 Jun 2015 20:49:50 -0400

Watch, ask, listen to your NCOs.

Response by LTC Bink Romanick made Jun 4 at 2015 8:57 PM

LTC Bink Romanick — Thu, 04 Jun 2015 20:57:46 -0400

An anecdote, when I was commissioned in 74 I was assigned to the tank company of a regimental Cav Sqdn. My Sqdn Commander had been awarded the DSC in WWII called me in with my platoon sergeant and said "LT this is your Plt Sergeant, SSG Stanaback and in 6 months he will tell me if you remain in this Sqdn ". That told me all I had to know..listen to your NCOs, they're the consummate professionals in 99% of cases.

When you finish your OBC, you will have some knowledge of your profession but don't be a know it all. A little bit of knowledge is a dangerous thing.

Never disagree or show disrespect with your NCO in front of the troops. It will cut his authority with the troops, your troops. If you want your NCOs cooperation make sure you give them your respect.

Above all remember to have some fun, the Army is serious business but you can have fun doing it.

The cake care of your troops.

Good luck and Stay on the tank.

Response by MAJ Ken Landgren made Jun 13 at 2015 4:03 PM

MAJ Ken Landgren — Sat, 13 Jun 2015 16:03:33 -0400

Train until your platoon becomes a finely tuned machine. I will use me as an example. I had four tanks and the react to contact was finding cover and concealment. Alpha team composed of my tank and my wingman. Bravo team was composed of my Platoon SGT and his wingman, so in reality I only two entities to worry about. We bounded by teams from favorable terrain to favorable team. At some point we had to withdraw, conduct attack by fire, attack by fire and maneuver. Training sufficiently so you can run your platoon with the Platoon SGT likes its the back of your hand.

Response by MAJ Ken Landgren made Jun 28 at 2015 6:52 PM

MAJ Ken Landgren — Sun, 28 Jun 2015 18:52:57 -0400

As a 2LT you will learn your craft and tactical operations. As a 1LT you will see a bigger picture of the Army. As a CPT what you have learned and how you want to be will culminate.

Response by CPT Private RallyPoint Member made Jun 28 at 2015 11:43 PM

CPT Private RallyPoint Member — Sun, 28 Jun 2015 23:43:39 -0400

Learn from your mistakes, and don't make them a second time.

Response by Capt Michael Halpin made Jul 3 at 2015 9:52 PM

Capt Michael Halpin — Fri, 03 Jul 2015 21:52:09 -0400

Watch the movie "She Wore A Yellow Ribbon" and pay attention to John Wayne's character Capt Nathan Brittles. He gives several leadership tips useful to anyone in a leadership position.

Response by LTC Private RallyPoint Member made Jan 3 at 2016 3:54 PM

LTC Private RallyPoint Member — Sun, 03 Jan 2016 15:54:25 -0500

Lessons I learned as an Officer:

1. Being unfairly 'relieved- for- cause' as a 1LT is not the end of the world especially if you give a fair and written rebuttal to your situation. I was relieved as S1 for not making the daily battle update briefs. I had no S1 PAC nco (he was on the main post and no cell phone coms either) and nobody was with me (not even the S4) at the CTCP at Yakima training range in 2002. The Bn XO said not to worry and he would inform the battalion commander and yet I had nobody there to give me a ride nor go in my place and the battalion commander fired me anyways. I had gotten screwed said my fomer company commander (at the time an Xo for an MP BN). My documentation did not prevent me from being approved for CPT by the Army Promotion board in 2003. I took my promotion delay letter for 3 years delay on taking my 0-3.

2. If you are in the ARNG: if you make 0-3 on the promotion board and you can't get promoted in your unit due to politics or no slots and you want your rank now instead of later, don't take the promotion delay letter from HRC but leave the unit and go into the IRR get your 0-3/CPT and go back in the ARNG or go in the USAR and find a slot.

3. Acting battalion Commander/Major can't be your Senior rater on an OER.This happened to me. The Brigade G3 made him rewrite it as the rater and write it more fairly than it was originally and the G3 became the Senior Rater.

4. Get your rater and senior rater's support form and try to see where you need to be with schools or experience to work on his job experience and qualifications and get promoted.

5. Be physically fit and maintain a 290+ or 300 on your apft. I was not the best officer in the past but my APFT score overcame alot of discrimination. When a 40 something officer could run under 14 minutes and go over the max on pushups and situps,it made the commanders think differently of me. Just my wisdom as an older soldier.

I look forward to reading your comments so I can continue to grow as well.

Response by MAJ Private RallyPoint Member made Jan 4 at 2016 9:17 AM

MAJ Private RallyPoint Member — Mon, 04 Jan 2016 09:17:58 -0500

Come in the unit with an open mind and ready to learn from you NCOs. Some of your best leadership skills that you develop upon the way come from those seasoned non-commissioned officers who are willing to show you the "RIGHT" way of doing things in the Army.

Response by CPT Private RallyPoint Member made Aug 11 at 2016 9:18 PM

CPT Private RallyPoint Member — Thu, 11 Aug 2016 21:18:03 -0400

Be humble and listen to everyone. Then put it through your common sense filter and if need be run it up the flagpole.

Response by SFC Oz David Charles Osborne Oz made May 3 at 2017 8:09 AM

SFC Oz David Charles Osborne Oz — Wed, 03 May 2017 08:09:19 -0400

Know the process! Trust your NCOs but work WITH them because if the mission FAILS you are responsible to the Commander directly.