For officers, NCOs, & junior enlisted members, what would you want to know about a new Battalion Commander within the first day/week/month?

COL Private RallyPoint Member — Mon, 07 Mar 2016 01:30:01 -0500

I will take battalion command this summer and wanted to get an "outside the unit" perspective of what others would want to know about a new BC if they were in the unit.

Response by LTC Yinon Weiss made Mar 7 at 2016 2:43 AM

LTC Yinon Weiss — Mon, 07 Mar 2016 02:43:11 -0500

I would say people in general want to know where the BC will fall on things that are typically mutually exclusive. The following is a short list. We all like to say we want both, but knowing where a person naturally leans is helpful:

- Does he prefer extreme details in paperwork or to reduce administrative burdens and accept some risk?
- Does he prefer more direct communications with leaders or stricter use of the chain of command?
- Does he prefer to "don't fix what's not broken" or does he heavily promote innovation/experimentation?
- Does he expect zero defect or does he encourage people to push themselves more, knowing that some people will fail at some things outside of their comfort zone?
- Does he lean toward "inspect what you expect" or more of inherently trusting leaders to make the right decisions? Or "trust by verify"?

Other questions:

- Does he have any pet peeves?
- What principles drive his decisions? (i.e. what is the universal Commander's Intent?)
- What will be the unit's priorities?
- How will the FRG be utilized?
- What in his past does he think helped him get him to where he is now, and how would that influence the development of his subordinates? (i.e. perspective on what is success)

Just a few things off the top of my head.

Response by TSgt Melissa Post made Mar 7 at 2016 3:31 AM

TSgt Melissa Post — Mon, 07 Mar 2016 03:31:08 -0500

The things I like to know from my leadership is more based on their actions. You can tell your followers anything you want, but what it really comes down to is the actions you put behind your words.

Having said that, I do understand that at the moment words are all you have. One of the things that I really liked about my new commander was his enthusiasm about taking over for our previous commander. The past commander we had did not seem very interested in being our leader. He avoided his Control section, basically your main center of information regarding the squadron, at all costs. The new commander wants to be in here, he wants to know what is going on out in our maintenance area.

Not only that but he truly has an open door policy. I, as an E-4, feel comfortable enough to go to him and talk to him if need be.

If you were to become my new commander, I would want to know what your immediate plans and long range goals were to make our unit better, what you expected from us as followers and leaders, and I would hope your enthusiasm to be part of the unit would show through.

Response by MSgt Private RallyPoint Member made Mar 7 at 2016 8:24 AM

MSgt Private RallyPoint Member — Mon, 07 Mar 2016 08:24:32 -0500

What's your honest vision for your command?
How do your Junior Enlisted fit into this vision?
Will you include your Command Staff (Officers and NCO Corps) on vital decisions and planning?
And most importantly, Will you allow 96 hour Liberty passes on a regular basis?

Response by COL Jon Thompson made Mar 7 at 2016 8:50 AM

COL Jon Thompson — Mon, 07 Mar 2016 08:50:16 -0500

Congratulations first of all on your command selection. The first thing I would want to know is how you will operate as a commander. What is your vision for the unit, how do you run meetings, what things are most important to you and how do you plan to go about accomplishing all of those. Next, I would say let them know if you are going to make any immediate changes to how the Battalion operates. I know each commander will want to make marks but sometimes it seems they are more for getting noticed than actually making any improvements. Final thing for now (before I head to work) is what are your standards for leaders. Are they allowed to try and fail without worrying about their career ending? What trust will you place in you company commanders to make decisions? I wish you the best in this exciting and challenging endeavor coming up.

Response by SGT Dave Tracy made Mar 7 at 2016 10:30 AM

SGT Dave Tracy — Mon, 07 Mar 2016 10:30:52 -0500

Generally speaking, I'd want to know their training philosophies, management philosophies, and if those who have worked in the past for new Commander would agree that this person acts as he thinks and says; in other words, does this person's actions in the real world match their view of themselves.

Not that it necessarily changes what will have to be done working under the new Commander, but it may give an indication of what to expect going forward.

Response by SSgt Private RallyPoint Member made Mar 7 at 2016 10:58 AM

SSgt Private RallyPoint Member — Mon, 07 Mar 2016 10:58:43 -0500

Sir,

I'd say Maj Weiss hit the nail on the head. A few things I might add would be:

Are you going to trust your SMEs? Are you going to put the through the ringer at first, but once they perform are you going to continue micro managing them. As a supply Chief one of the most frustrating things for me is having to "Hold Hands" I know my job and have proven that I do it very well, my Fitness reports show that. If the SupO says something, its coming from me, and since its coming from me its going to be by the order and will be the correct course of action.

Response by MAJ Ken Landgren made Mar 7 at 2016 11:02 AM

MAJ Ken Landgren — Mon, 07 Mar 2016 11:02:03 -0500

Is he a soldiers' soldier.

Response by Capt Mark Strobl made Mar 7 at 2016 11:14 AM

Capt Mark Strobl — Mon, 07 Mar 2016 11:14:20 -0500

The most impactive (I think I just coined a word there) BNCO's I had did this:
First, he held a Staff Meeting with the special staff officers (No Company CO's). He gave us a bio of himself, spoke to this goals/objectives, stated his general observation of the command, spoke to the reputation of the command --good and bad, outlined the "way" he like to get things done, and concluded with scheduling "one-on-one's" where each of us were to respond to his observations. He wanted to hear where we agreed and disagreed with his observations --and had us outline objectives to support the growth & development of his command. In some cases, he wholeheartedly agreed that we didn't need to change some things. In those cases of disagreement, he listened and issued the final directive... BUT, he did listen. At the end of the day, we were mutually invested in his leadership. I'd follow that man across Hades!

Best of luck to you with your new command, COL Private RallyPoint Member. Congratulations!

Response by 1SG Private RallyPoint Member made Mar 7 at 2016 11:22 AM

1SG Private RallyPoint Member — Mon, 07 Mar 2016 11:22:19 -0500

I would want to how well you and your CSM mesh.

Response by Capt Private RallyPoint Member made Mar 7 at 2016 1:29 PM

Capt Private RallyPoint Member — Mon, 07 Mar 2016 13:29:19 -0500

I'd be curious about the new Bn Cmdr's background, vision, leadership philosophy, priorities, standards and expectations, what decisions does he want centralized and which will he allow to be decentralized. As an institution, there's so much lip service paid to empowering junior leaders and allowing the latitude to make mistakes and learn without losing your job, but I've seen the opposite happen in practice. I'd want to know what changes are in store for the unit from the get-go and what areas he'll be watching for possible changes. Will communication be strictly through the chain of command? Will the staff assessments in his meetings be relegated to the opinions of only staff primaries or will he include section chiefs and other officers? What level of detail to you want to see in what areas of various orders and products and what areas are you willing to accept more risk? I certainly want to hear about areas where you and your Command Sergeant Major see eye-to-eye as well, along with any areas where you go against the grain of your peers.

Response by SGT Richard H. made Mar 7 at 2016 9:24 PM

SGT Richard H. — Mon, 07 Mar 2016 21:24:59 -0500

Simple. I want to know that a)you care and b) you know what you're doing. Show me that, and I'll do anything for you.

Response by SFC Private RallyPoint Member made Mar 8 at 2016 5:31 AM

SFC Private RallyPoint Member — Tue, 08 Mar 2016 05:31:46 -0500

Sir, as enlisted Soldiers, we know what your position and responsibilities are in the organization. What a lot of Soldiers don't see is that Senior leaders are (and once were) junior Soldiers. Get out of the office to speak to Soldiers (O&E). No troubleshooting, no work talk, just speak. I've found that Soldiers who "know" their command are less likely to do things to disappoint them. Soldiers shouldn't be shaking in their boots when they see you coming, as well as your CSM. Soldiers shouldn't huff and puff when they know the BC is about to address the unit. I had a BC (Ronald Shun) who did PT with a different unit everyday, presented Soldier's PCS and achievement awards at the unit level, and would hold a conversation with you if he saw in the commissary. The Bn loved him. I'm sure you'll get a lot of technical/tactical responses but this will make your job easier and enjoyable.

Response by SSG Richard Stevens made Mar 8 at 2016 6:21 AM

SSG Richard Stevens — Tue, 08 Mar 2016 06:21:51 -0500

What kind of leader are you, and do you care about soldiers, and NCOs and will you listen to them.

Response by SFC Jack Bennett made Mar 8 at 2016 6:56 AM

SFC Jack Bennett — Tue, 08 Mar 2016 06:56:44 -0500

Your Leadership style.

Response by CPT Private RallyPoint Member made Mar 8 at 2016 7:19 AM

CPT Private RallyPoint Member — Tue, 08 Mar 2016 07:19:55 -0500

I would say the best place to start is to get your leadership philosophy out there. Get it on a memorandum and have it posted in Company areas. You can give your talk to the formation but your philosophy is what will really shape any changes in the unit.

Response by ENS Private RallyPoint Member made Mar 8 at 2016 7:59 AM

ENS Private RallyPoint Member — Tue, 08 Mar 2016 07:59:06 -0500

Article 15 tendencies.

Response by SSG Robert Spina made Mar 8 at 2016 8:11 AM

SSG Robert Spina — Tue, 08 Mar 2016 08:11:48 -0500

I WOULD WANT TO KNOW IF HE WAS INTELLIGENT IF HE HAD OUR BACK AND IF HE WAS DOING EVERYTHING POSSIBLE TO MAKE SURE WE WERE PREPARED IF WE NEEDED TO BE DEPLOYED GOOD LUCK SIR

Response by CPO Donald Crisp made Mar 8 at 2016 8:30 AM

CPO Donald Crisp — Tue, 08 Mar 2016 08:30:00 -0500

I believe that every member wants to know 1. What is expected? 2. What is the focus? and 3. Will you support your men and women.

It is always a little difficult to read people as they assume command or take over a division. By filtering down these topics, it helps to take the guess work out of the equation. There becomes a reduction in time involved with the "learning curve" and those you are commanding will know where they stand and what is expected of them. And for goodness sake, be specific!

Response by CPO George Rogers made Mar 8 at 2016 8:51 AM

CPO George Rogers — Tue, 08 Mar 2016 08:51:52 -0500

Past experience and duty stations

Response by SFC Private RallyPoint Member made Mar 8 at 2016 8:55 AM

SFC Private RallyPoint Member — Tue, 08 Mar 2016 08:55:33 -0500

As a former battalion S4, wanted to know the new commander's intend for the mission

Response by SGT Chuck McNally made Mar 8 at 2016 9:18 AM

SGT Chuck McNally — Tue, 08 Mar 2016 09:18:13 -0500

I want to know I can trust you. Have a battalion formation after PT, (casual), tell your Troopers your background and experience. What you expect from them and kind of set the bounderies. The rest will come with time.

Response by MSG Carlos LeMarie made Mar 8 at 2016 9:18 AM

MSG Carlos LeMarie — Tue, 08 Mar 2016 09:18:49 -0500

I think this is great, that a Battalion Commander would take the time and interest. BC do's and don'ts, policies. What he expects of his junior, and senior Officers and NCO's. Every Commander is different. The military has change, so what are his or hers leadership guidelines. My salute to you.

Response by 1SG Michael Hargis made Mar 8 at 2016 9:24 AM

1SG Michael Hargis — Tue, 08 Mar 2016 09:24:31 -0500

Sir,
I want the BC to ask what are the top three things that need to be fixed at the BN level from the company command teams, compile that list and let everyone know what your 25m/50m/etc. targets are. Also explain what your left and right limitations are, i.e., inability to kick sub-standard Soldiers out, pay leadership for all they do, etc. Then in about 90 days send out a report card on what's been accomplished on those 25m/50m/etc. targets.

Response by SFC George Crabtree made Mar 8 at 2016 9:26 AM

SFC George Crabtree — Tue, 08 Mar 2016 09:26:34 -0500

Sir, on the first day I want to know you know your business. How did your last command go? In today's environment, how much time did you spend in the sand box and how did that go? Do you want a command that can pass every inspection or one that can tackle any mission (don't say both-you know it takes training time to pass inspections; where will your EMPHASIS lie)? Within the first week we should know if you trust your NCO's or your Officers more. Hint: if you don't trust your NCO's, fire them. In the garrison, trust NCO's to train your men and DEMAND they do it to standard. In the field is where you test your Officers. If NCO's don't have your confidence, the unit will begin to go to hell; show them trust and they will give you time to train your Officers. By the end of the first month you should have a feel for the dead weight in your command; be fair but be hard as diamond. Start the paper trail on all of them. They will either snap to or you will be able to DX them. Don't be nice and transfer them. Be firm and fix them as soldiers or put them in the unemployment line. Make it clear to your NCO's they have to have a book on them. That leaves the good ones. Make sure the NCOs are aware that you will review the counseling packets for EVERY soldier at least once a year. And you will look dimly on the futures of NCO's who don't do the job right. It is the best tool for seeing the quality of NCO's, the things your soldiers are doing or not doing and it will put the fear of GOD in the NCO's that will make it happen. Of course you may not get to see every packet but the CSM and your Training guru should. Appoint an additional duty Czar. Some otherwise useless senior NCO who is ROAD and let him wander thru the Battalion looking at all the additional duty folks. This will help with inspections. Give him the CIP checklist and tell him he works for the Bn XO and WITH the Co XOs. He looks and reports, not formal. Last thing is an unannounced storage inspection. Do it while the soldiers are doing a wiz quiz or something so they can't hide the good stuff; you will be impressed by the amount of useless stuff your supply folks and mechanics are hiding in the dark corners of the motor pool. At the end of your first month you will have set a command climate, a training philosophy, and demonstrated you are a serious Commander. Pick a few stars out of the line companies and give them a pass or a coin. Praise frequently and in public but only for the praise worthy.

Response by SFC Erin Barnett made Mar 8 at 2016 9:52 AM

SFC Erin Barnett — Tue, 08 Mar 2016 09:52:49 -0500

I have 2 suggestions for you that I have shared with many leaders over the years. 1st, don't change anything for the first month. Wait and see what's going on first, decide if you can improve it with the team you have in place, then make you adjustments. 2nd, spend that first month visiting the units where they live and work, I'm taking about at the squad and plt level. Not with an group but alone, and not as an inspection either. Just walk, look, and listen. I promise you will learn al kinds of things from the lower enlisted and your PLT Leaders you will never hear in a briefing. And it lets them get to know you.

Response by Sgt Jerami Ballard made Mar 8 at 2016 10:09 AM

Sgt Jerami Ballard — Tue, 08 Mar 2016 10:09:47 -0500

As an NCO that has a large amount of experience having to work with MPs and assuming that you'll be taking control of a Force Protection or Military Police unit, a large concern of mine would be your views on the importance of proper security, escalation of force, and training for basic skills.
We currently live in an ill-gotten era of increased attacks on military installations so knowing that the resident MPs or responding Special Weapons platoons have the proper training to smartly navigate a situation and expertly employ their tools is of the utmost importance because ultimately that responsibility would fall to you.

Openness to novel or extra training that the unit funds can either cover or be unaffected by are also a great priority to me personally having fulfilled a physical security billet. One of the greatest things my old unit did was manage to get concealed carry classes for our physical security billeted Marines.
That may not sound like a big deal or idea but it substantially increased their confidence with handguns and proper escalation of force issues, which can be a huge issue in the sometimes hyper violent world of Infantry Battalions.

Response by SMSgt Cary Baker made Mar 8 at 2016 10:10 AM

SMSgt Cary Baker — Tue, 08 Mar 2016 10:10:37 -0500

Congratulations Sir! In my 28 years of service, I have served under great commanders, and some who were not good at all. First, I would want to know that I have a Commander - not a politician. I want to see the leadership that foster's the mission and the men & women who carry out that mission. Your promotion's will come with the success' of your missions. Second, it's imperative that you speak and listen to your SNCO's. These men & women are your experts, even over your CGO's. They know exactly what is going on with all of your troops - day to day! Your young soldier's have the up most respect and trust in their NCO's & SNCO's. Your SNCOs will mentor, coach, and guide your young officers to be excellent officers and leaders. I recommend you set-up, on occasion, meeting's with your SNCO's - just you and them, no one else. Finally, get out, on occasion, and see your soldiers, no notice!! They need to see you around, they need to know who you are, they need to know that you care for them. Not to talk business, but to see how they are doing. You sir have an awesome responsibility in leading our nations finest men & women into combat. You are the one who will train and prepare them for that day. You will reward some, and punish others. But if you do those things I mentioned above sir, your troops will respect you for not only your rank, but you. Then these soldiers will be willingly to do anything for you. Bottom line sir, we all have to follow orders - but there is nothing worse than to follow orders from someone who you do not trust!! It's one of the worst feelings imaginable - and we still must follow those orders. Mission & your troops are the most important thing you have has a commander. True leadership will guarantee both you and your unit's success. Congratulations again Sir.

Response by Sgt Keegan D'Alfonso made Mar 8 at 2016 10:14 AM

Sgt Keegan D'Alfonso — Tue, 08 Mar 2016 10:14:24 -0500

As a Sergeant I always respected a CO that made his commander's intent clear and then let the NCOs take charge. If you trust your NCOs then demonstrate it with your actions and the support you give them. NCOs are only effective when they trust their command.
Be visible to your troops, but don't waste their time on a Friday afternoon with an hour long formation to "show you care." Try morning formations instead when soldiers aren't as eager to leave. Having unit events is also good, but make sure it's something the troops want to do. Otherwise you are ruining their weekend with a mando-fun day.
Don't fix what isn't broken. Every commander has their own leadership style that requires changes to the previous command structure, but make sure these are necessary changes. Talk to the senior NCOs about the changes you want to make and why. They may not agree, but they will respect you more for including them in the process and are more likely to support changes they understand. They may even have a better idea of how to change something. They can also warn you about why something shouldn't be changed.
As far as junior enlisted are concerned, they care more about liberty and punishment than anything else. Let them know what your leave and liberty policy is upfront and explain it in detail to the NCOs so they can inform their soldiers. For punishment, be fair and open. Create one standard for everyone and stick to it. Encourage your leaders to pursue alternate means of punishment before bringing it to a NJP.
Good luck with your new command!

Response by SGT Loren Hammons made Mar 8 at 2016 10:18 AM

SGT Loren Hammons — Tue, 08 Mar 2016 10:18:26 -0500

That they are not just going to come in like a bull in a China shop making changes everywhere.

Response by SGT Private RallyPoint Member made Mar 8 at 2016 10:21 AM

SGT Private RallyPoint Member — Tue, 08 Mar 2016 10:21:10 -0500

As an NCO what I care about the most is how the training will be supported and what is going to be done to support and empower us NCO to actually be able to train our soldiers.

Response by SMSgt Jeffory M. made Mar 8 at 2016 10:29 AM

SMSgt Jeffory M. — Tue, 08 Mar 2016 10:29:57 -0500

Empower your NCOs and stand behind them. All situations (good and bad) should be handled at the lowest level, but you need to maintain vigilance that power is not abused. Remember to reward your soldiers (again, NCOs should be taking care of this) so that they are recognized as they deserve, because in reality, it is the only way they will be rewarded for the work they do. And most importantly, get to know your soldiers on a personal level. If you can remember their names, the names of their spouses (and bonus points for their children's names), they will know that you care about them. Take time to talk with them; gain their trust! True leadership is influence, nothing more, nothing less.

Response by SFC Steven Tunnell made Mar 8 at 2016 10:55 AM

SFC Steven Tunnell — Tue, 08 Mar 2016 10:55:38 -0500

II personally would like to know the back ground and how they delt with problems and solutions, if the have combated experience, do they trust there Senior NCOS , what kind of relationship do they have with them.

Response by SGT Private RallyPoint Member made Mar 8 at 2016 10:56 AM

SGT Private RallyPoint Member — Tue, 08 Mar 2016 10:56:28 -0500

Sir, I'd like to know your vision and expectations for the BN during your command.

Response by Sgt Ronnie Mack made Mar 8 at 2016 11:03 AM

Sgt Ronnie Mack — Tue, 08 Mar 2016 11:03:19 -0500

When the shit hits the fan, will you be there with us leading from the front?!

Response by CSM Kevin Nolan made Mar 8 at 2016 11:15 AM

CSM Kevin Nolan — Tue, 08 Mar 2016 11:15:51 -0500

LTC Deaton, having been a Bn/Bde CSM for 6 great Commanders, there are a few things I have always reminded them of when we first meet.
1) you and I are a team, we will not always agree on things but if you give me the courtesy of hearing me out when we walk out that door it is our decision or policy not the old man's
2) If you are an asshole all the time it loses it effectiveness as a leadership tool
3) know your Soldiers
4) Unless the unit is totally horked up it has been functioning pretty well, fine tune it gradually this will cause less turmoil
5) Set the example...your iron majors will work their ass off and stay longer then they probably need to; remember the days when you were the 3 or XO and institute those policies on work that you wish your BC had
6) Soldiers want to see "you" just not the BC, get out to where they are working, living and training; talk to them one on one and find out what motivates them
7) When you do your vision statement and command philosophy, keep it short and readable, no one is going to read a 3 page document and it won't impress anyone
8) email....I used to tell my SF Commander that if he is staying in the office till 1930 to respond to emails he is: 1) fucking up my life and 2) does he think anyone is going to read them late at night unless mission critical? Come in at 0500 when it won't affect his Family life and get it done before PT

These are just few off the top of my head, good luck

abn
nolan

Response by SGM Irvin Lyons Jr made Mar 8 at 2016 11:37 AM

SGM Irvin Lyons Jr — Tue, 08 Mar 2016 11:37:06 -0500

I would want to know how you utilize your ncos. Will the CSM be responsible of all enlisted personnel training. Will you micro-manage?
SGM (r) Irvin Lyons Jr 1990.

Response by SGM Cesar Matos made Mar 8 at 2016 11:39 AM

SGM Cesar Matos — Tue, 08 Mar 2016 11:39:38 -0500

Most of you senior enlisted would probably like to know the Battalion Commander's vision on taking care of soldiers and how it would fit in the overall scheme of his command. Good Luck!

Response by 1SG Stephen Caparell made Mar 8 at 2016 11:43 AM

1SG Stephen Caparell — Tue, 08 Mar 2016 11:43:18 -0500

As a Retired BN First SGT I would want my BC to listen to his SR NCO's and not micromanage. Attention to detail at all levels is most important as well as Soldiers first.

Good luck LTC.

Response by MSG Mark Million made Mar 8 at 2016 12:05 PM

MSG Mark Million — Tue, 08 Mar 2016 12:05:36 -0500

The primary thing I would want to know is does the new commander focus on mission with the welfare of the troops in mind, or does this commander focus only on mission irregardless of how the troops are affected. There is nothing wrong in my opinion with a commander willing to do what needs done as long as that commander takes care to mitigate impacts on troops. Troops want a commander who will fight to ensure their troops are used appropriately, rather than say taking an assignment where a medical company is guarding detainees. Providing support for those guarding the detainees would be fine, but taking on missions that are a poor fit for the troops available just to check the box related to the commanders own career tends to disengearten troops. Most commanders do a good job of fighting against inappropriate missions, but the few that put their career as the focus without regard to what their decisions will do to their troops, reduce morale and effectiveness. Therefore what I would want to know is, if the commander will fight to ensure that their troops are used appropriately.

Response by PO1 Aaron Baltosser made Mar 8 at 2016 12:21 PM

PO1 Aaron Baltosser — Tue, 08 Mar 2016 12:21:07 -0500

Where are we at as a unit? Where are we going? How under your leadership are we going to get there? It always helped me to understand the bigger picture because it made the smaller tasks leading up to the bigger tasks 'fit' so well into the plan, men are willing to follow.

Response by SSG Don Maggart made Mar 8 at 2016 12:32 PM

SSG Don Maggart — Tue, 08 Mar 2016 12:32:13 -0500

Sir I'd respectfully ask you to consider a round with your Units in the Field after the 2 week Fluff & Puff...Take the time to get down and Dirty for 2 weeks see how the Real Army works...MilitantCrip

Response by SSG Don Maggart made Mar 8 at 2016 12:46 PM

SSG Don Maggart — Tue, 08 Mar 2016 12:46:42 -0500

P.S. bring lots of Poggy Bait and hot water....

Response by SFC(P) Private RallyPoint Member made Mar 8 at 2016 12:51 PM

SFC(P) Private RallyPoint Member — Tue, 08 Mar 2016 12:51:01 -0500

His/Her vision. The leadership needs to know this and need to buy into it to get on board with the incoming BC and support him going forward.

Response by GySgt Edwin Rivera made Mar 8 at 2016 12:51 PM

GySgt Edwin Rivera — Tue, 08 Mar 2016 12:51:18 -0500

will the new BC try to connect with us?, is the BC a micro manager? does the BC know how to use ALL of the BN assets? if not is he willing to Learn from us? will he teach all of his Officers how to use all of us as well? The worst thing an officer can do to a Marine is not trust the Marine to do his job because the officer doesn't know how to use him and is not willing to learn.

Response by CMDCM Richard Moon made Mar 8 at 2016 1:22 PM

CMDCM Richard Moon — Tue, 08 Mar 2016 13:22:58 -0500

How ethical you are - this one is undervalued and it starts from Day One.
If confronted with "wrong" what happens next? That will set the tone for the entire tour.
Are you literal (inflexible) in addressing wrong?
Your temperament (mercurial/unpredictable or measured);
Do you shoot the messenger?
Do you have the ability to lead a unit to fix itself (the bigger issues are always well known);
Do you have the ability to actually listen before making changes whether they are needed or not. Which comes first? Morale or mission and how you balance the two. (Neglect the former, you'll eventually pay in the latter).
Will you stay in your office and talk to the box on your desk or get buried by meetings, or carve time out to be out with your people?
Do you allow success at the expense of others?
How do you recognize good behavior? (Over the top and too often or are you miserly?)
Lord, there's more, but a good relationship with a good Command Sergeant Major will help hugely.

Response by SSG Ken Gilder made Mar 8 at 2016 1:32 PM

SSG Ken Gilder — Tue, 08 Mar 2016 13:32:59 -0500

I think the first thing they will want to know, is what policies, practices, and procedures will change, and how. What issues are important to you, and which ones are "back burner?"

Response by SP5 Suriya Manyseg made Mar 8 at 2016 2:08 PM

SP5 Suriya Manyseg — Tue, 08 Mar 2016 14:08:44 -0500

Hello LTC!
I am a Texas Veteran, and thus being with the army for 7 years, I was touched by my BN Commander through his openness and reality checks. Of course, this was by his choice, he was "in-tune" with his soldiers by becoming personal and sharing bits of emotional attachment. He told us the rules and guideline he wished to established and he would relate them to stories of how he learned to follow rules because of how his father had raised them. Especially this was in 2007 Korea, and most soliders would go out of town and get into trouble in the "ville"
What I wanted to share was that, he told us that he saw us as his own sons and daughters, that if we did get into trouble. He personally would do his best to take care of you. We had two inicidents, but they very minor, with kept promises he personally went to take care of those soldiers face to face. We won an award from the USFK commander that year for outstanding conduct due to the fact we had the least blodder reports & incidents.
To answer your question, I would have to say be kind and gentle and let the soldiers know that you are there for them. Establish your guidelines and personal rules & preferences on day one. Introduce yourself first thing and give them a small but of your childhood or past memories. That way, soldiers can relate and understand that you are indeed "a person and human being, not just brass" and establish your authority by setting ground rules. Kind of like "ice & fire" presenting yourself as both the sword and shield.
Hope this helps!

Response by CSM Jerry Johns made Mar 8 at 2016 2:52 PM

CSM Jerry Johns — Tue, 08 Mar 2016 14:52:12 -0500

LTC. I am a retired Infantry CSM and have served with many Commanders but to me that is not of that much importance because my suggestion too you has only been completely used by one LTC. and now a retired COL. Billy Wells who was the best Commander I ever served under. I learned this way of thinking from my Father who was a Ranger in WWII so I always from the time I was a team leader, Squad Leader, Platoon Sgt. in Vietnam and later 1SG and as CSM kept in my mind and relayed to all of my Soldiers at all levels I moved up to that they did not work for me and that I worked for and to take care of them and they worked for America. This had nothing to do discipline problems and in fact we always had way less than any other Company's and Battalion's. Leadership is a very hard, important, and mandatory necessity in Military and especially in combat situations but when your Soldier's believe in you it truly helps. I must say that believing that that you work for the Soldiers instead of them working for you is not easy but has always paid off for me and my units when the chips were down. Let me make it perfectly clear that I am not talking about pussy type treatment with Soldiers. I believe in the highest and toughest and strongest standards in training and all actions but the Soldiers have to know they can count on you and for sure you will be able to then count on them. Don't get caught up in office work Sir and take your CSM and be where your Soldiers are and be interested in what they are doing each and every day. Office work can be done after you put your Soldiers to sleep. Good luck in your career and believe me there is not a day goes by that I don't wish I was back there doing it.

Response by 1SG Clifford Walters made Mar 8 at 2016 3:32 PM

1SG Clifford Walters — Tue, 08 Mar 2016 15:32:21 -0500

As a retired 1SG, I would like to see a new Battalion Commander along with the CSM observe (as much as possible) and ask questions for the first two weeks. At this level of command the new BC is going to have experience and opinions on many things. And during this two week period he will decide, with the help of the CSM, what changes, if any, are necessary to implement his command philosophy. Of course, Leadership by Example" is always your friend.

Response by SSgt Antonio De Angelis made Mar 8 at 2016 3:40 PM

SSgt Antonio De Angelis — Tue, 08 Mar 2016 15:40:06 -0500

As a former Marine growing up in the ranks of an infantry unit, I have learned real quick that a B.C. and a junior enlisted really does interact with each other. My interaction consisted of a few safety classes, batallion p.t, and a change of command. Other than that and a picture posted some where, I barely knew what my B.C. looked liked because I didn't interact with any of them. Wasn't till my senior years and a different m.o.s. completely till the interaction of a B.C. became anything of note worthy. With that being said, what I would have liked to have known from a new B.C. is his mission with the Battalion, what to expect from him or her, what he or she expects from us, and maybe involved a little more with the juniors with out feeling as if we are being tested. We had a Platoon hump one day and we were about a 1/4 click into when a 1 star decided to join us with his pack. Asked how we were doing, any complaints with our gear, what could be better to make the best out of a shit situation. Some of those ideas mentioned that day are now put into use. Lighter weapons, better camel packs, more efficient m.r.e's, Better boots.. The list goes on. That was during the time of a M.O.L.L.E. pack. Sorry in advance for bad grammar and misspelled words. Wrote this on a phone.

Response by CPO Private RallyPoint Member made Mar 8 at 2016 3:40 PM

CPO Private RallyPoint Member — Tue, 08 Mar 2016 15:40:40 -0500

Congrats on your new appointment. Besides bio, vision, mission and expectations, one of the best things I've seen from the Commanding Officer at successful Commands has been when he arrives at the command, and with the triad (CO/XO/SEL/NCOIC), systematically commences to meet with his personnel dividing them in their own peer groups (E4 and below, E5-E6, E7-E9) to gauge the Command climate and know what his personnel needed from him. Personnel seem to open more when amongst their peer groups.

Response by LTC Private RallyPoint Member made Mar 8 at 2016 3:41 PM

LTC Private RallyPoint Member — Tue, 08 Mar 2016 15:41:37 -0500

I'd want to know what keeps him up at night, i.e., what his critical concerns are. Once those are addressed, I will know how to keep him, if not happy, at least off the Zoloft.

Response by SFC J Fullerton made Mar 8 at 2016 4:10 PM

SFC J Fullerton — Tue, 08 Mar 2016 16:10:54 -0500

Your expectations. What it will take of each Soldier, officer and NCO to achieve your expectations. Your vision of what the battalion will be under your leadership. Now sir, just some NCO advice, be visible and give your battalion an identity. Goes a long way with establishing esprit de corps, and a unit that has that will be a great unit.

Response by CSM Jerry Johns made Mar 8 at 2016 4:22 PM

CSM Jerry Johns — Tue, 08 Mar 2016 16:22:49 -0500

They need to know that you are not going to be any different later than you are on day one. If you let your Soldiers know that you and your Command have their backs than they will have yours. Just make sure that they know you and your Command will be stressing all Military standards but striving for higher. Sir there is nothing more impressing than a really proud Soldier even if he is a Private. It's amazing the pride you can find in yourself from your own Soldiers.

Response by SFC John Rimel made Mar 8 at 2016 4:33 PM

SFC John Rimel — Tue, 08 Mar 2016 16:33:59 -0500

I would think the soldiers would want to know about the command group as a whole, what kind of leadership team etc. How the BC and the CSM will interact with the soldiers.

Response by SSgt Richard Rutledge made Mar 8 at 2016 4:51 PM

SSgt Richard Rutledge — Tue, 08 Mar 2016 16:51:39 -0500

Sir, My personal advice comes from the leadership shown me by a Marine Officer who retired at the highest possible grade of Lt Col (he was an LDO--no promo to O6 for them). He worked us HARD, but he gave time off liberally; and most importantly he kept us well informed. He held meetings often, but not just droll meetings, he asked how things were and was very direct and dynamic. What they want to know is...how 'mean' or 'fair' you will be...that will be the driving factor of morale; and keeping them well informed and taking genuine interest in conditions and personnel will relieve fears of the unknown--for both you and them.

Response by MSG Private RallyPoint Member made Mar 8 at 2016 5:17 PM

MSG Private RallyPoint Member — Tue, 08 Mar 2016 17:17:11 -0500

sir i cant say anymore than what has already been posted, i want to know who you are, where you have been, your expectations of officers, nco's and enlisted, most of all your intentions based on your mission

Response by CPO Private RallyPoint Member made Mar 8 at 2016 5:38 PM

CPO Private RallyPoint Member — Tue, 08 Mar 2016 17:38:20 -0500

I have always expected an expectations brief to the troops at large and to senior enlisted/officers. Set down realistic and deliverable objectives. But here is the catch, make sure you go out regularly to see what is going on with the troops, measure the deliverables being produced and talk to the troops. Since they are a wealth of knowledge ask them how things can be better, more effective. That in itself will gain you considerable respect...

Response by CPO John Denton made Mar 8 at 2016 5:40 PM

CPO John Denton — Tue, 08 Mar 2016 17:40:00 -0500

I would like to know about his previous duty assignments and what he learned from them. I would ask him if he trusted in his NCOs and junior officers and their leadership abilities. Or is his style to micro manage and ignore the leadership expertise that he has at his disposal in the Jr. officers and NCOs. Is he going to back me and other leaders up when I make a decision. Does he believe in well trained people who exhibit discipline and pride or is he a wishy washy touchy feely kind of leader that lets people do as they wish.

Response by SSG Don Maggart made Mar 8 at 2016 5:40 PM

SSG Don Maggart — Tue, 08 Mar 2016 17:40:44 -0500

@ Sir the Internet ate my other Comment. Take the time after the Fluff and Puff to get the Unit in the field... Down and Dirty no Adjutant no Driver get Imbedded with your men then you will truly know what needs fixing...MilitantCrip Be a Gunner be a Rifleman be an Ammo Bearer...laffs You only live once do it from an Infantry perspective...

Response by CPO Private RallyPoint Member made Mar 8 at 2016 5:44 PM

CPO Private RallyPoint Member — Tue, 08 Mar 2016 17:44:42 -0500

Congratulations on your Command Sir.
As a Navy Senior Enlisted I have come to expect a couple of things from a successful Skipper.
One - to immediately have an expectations brief twice: once to the troops at large, and second, to your NCXOs and Officers. This brief should contain your mission and where your command is going and how you AND the Command are going to get there. Be sure the expectations and deliverables are realistic and can be measured.
Two - and more important; go out and see what is going on, allow the troops to walk you through what is going on (if feasible). Go out to the troops REGULARLY. They are the greatest source of information you have on your Command's activities and tasks. Ask them what can be done to make things better, more effective, less frustrating. Also let them know what things cannot be changed in a Skipper sort of way. And by all means, know the difference between the two.
Fair Winds and Following Seas, Good Luck on your Command!!!

Response by SGT Joseph Dutton made Mar 8 at 2016 5:57 PM

SGT Joseph Dutton — Tue, 08 Mar 2016 17:57:56 -0500

Well Sir! First thing I would do after taking command is muster up E-4 (SP) & below, E-6 to E-4 (CPL), E-9 to E-7, Warrant Officers then Officers in separate assemblies. Conduct a meat & great type interview. This way each group will get to know you, your family and wants, needs & goals and vise versa of each group. After that, Annalise their questions and answers then muster up all groups to give your speech.

Response by CSM Felipe Mendez made Mar 8 at 2016 6:03 PM

CSM Felipe Mendez — Tue, 08 Mar 2016 18:03:37 -0500

First, congratulations on your selection to a Battalion Commander. As a previous CSM at the Battalion/Squadron and Brigade level, I want to know you as a person, your family and your career background. I want to know what are your guidance and direction that you want to take the unit in comparison with the other sister battalions in the Brigade. I want to know your command philosophy, wants to know if you are an approachable commander/officer. It is important for any commander to be approachable, specially by junior enlisted soldiers. I had a commander that was not comfortable by being around junior enlisted soldiers and he came to realize the hard true when we went to visit the enlisted quarters and stop by the CQ area and the junior NCO did not recognize him. She kept looking at him and saying that he looks familiar and finally ask him who he was. Even though the chain of command board was updated and posted by the CQ desk area. Walking around and talking to soldiers in the field environment, the motor pool, PT areas, at work areas/shops is the best way to get the opportunity to known all of them. I want to know your impression, what have you heard of our unit (your new command). Wants to know your expectation of unit’s Senior Enlisted personnel and officers. What are your commitment to the unit’s family support group. I want to know if you the type of Officer that leads by the law and order, discipline and guidance’s, or by the popular view of others specially the higher command. I want to know if you are committed to delegate your authority/command or are you going to be a micromanager. This one is very important for me and for all Senior Enlisted soldiers and officers. I always respect the fact that all my commanders from company, Squadron and later on Brigade, gave me the opportunity to execute his/her guidance’s freely and gave me 100% support. It’s important to trust your command structure and give them the opportunity to excel and support them when needed. Have everyone follow the chain of command, by this I mean do not place yourself in a PLT LDR, PLT SGT, Section SGT situation. When a soldier approach you with a situation, refer him/her to her supervisor. I had a Battalion commander that made the comment in a battalion formation that if anyone had a problem and need help, to call him. Let me tell you, it was open season for him and his wife. There were soldier asking his wife for ride to the airport, commissary etc. He came to me with the problem, and as the Company First Sergeant I explained to him that he made such suggestion and unless he stop it, I couldn’t do anything because that will be me violating his command/order (being smart ass here). I suggest for you to be you, be honest, trust your Senior Enlisted NCOs and Officers. Hold them accountable as you will the junior Enlisted Soldiers. Use the command philosophy that the UCMJ applies to all members of your command regardless their rank/position. If doing so, you will be fine and will have a great time in your command. Good luck. Any question, you are welcome to contact me anytime.

Response by SSG Lloyd Becker BSBA-HCM, MBA made Mar 8 at 2016 6:13 PM

SSG Lloyd Becker BSBA-HCM, MBA — Tue, 08 Mar 2016 18:13:18 -0500

I am glad you asked!!!

Battalion Commanders (new), coming in have ideas to implement, coming into their new job. From a prespective, I would say reflect back during the times when you were in a battalion under that command. Do you remember anything that stuck out as a good policy, idea? Remember you were in a few battalions. Take from that and see if it will work for you in your new unit.

While you have your primary MOSs to be concerned with, you will also be working with other MOSs. I have been in three battalion level positions (S3) before I retired and the thing I find is certain training has been place in the wayside.

My MOS is Chemical. Until the Army started to impress NBC (CBRNE) training, people thought the mask was an issued pillow. Check your TO&E to see the people authorized (Recapitulation Section) and see if you have a Chemical Officer authorized. If there is no requirement for an officer, see if you have a Battion NBC Operations NCO. Either way, these are your SMEs.

Every Battalion has a master training schedule. See what is in there and see if ALL training in it. If CBRNE training is in it, ensure everyone goes; that includes all senior NCOs and all officers. The reason for most failures in training is that these people believe they have a "right" to stay away from this training. MPs and Chemical are close to being the same. We are subject to be assigned in different areas. MPs can be convoy escorts, stockade/prison guards, or road cops. Chemical is tasked to ensure all personnel are trained, no matter the MOS.

People want to see Battalion Commanders looking out for their interest as well as the Commands' interest. I am not saying, be friends. I am saying look out for those in your command and you will have full cohesion of those within your command. But everyone will have doubts about a new commander and you have less than a month to eliminate those doubts. Remember, your CSM knows everything, your 1SGs know everything, LISTEN TO THEM!!!!!!!! This point cannot be stressed enough.

Lastly, not to dilute your officers. Talk to them collectively and one-on-one and find out what else they percieve what is needed and how your battalion can function better. Grab your newbies (2LTs) and get a mentor assigned quickly. During those talks with your officers, you will also find out what the compentency level is. Be nice; be firm. No use in being mad because you are now the Boss. There is nothing to prove until it is time to vie for COL.

Response by SFC Larry Jones made Mar 8 at 2016 6:43 PM

SFC Larry Jones — Tue, 08 Mar 2016 18:43:32 -0500

Are you a soldier or a politician? That is, is it more important that your unit be mission capable, or that it makes you look good? I served under both types.

Response by 1LT Private RallyPoint Member made Mar 8 at 2016 7:33 PM

1LT Private RallyPoint Member — Tue, 08 Mar 2016 19:33:56 -0500

Sir I would say I would be interested to see what are his goals for the BN and if there are any major changes that us leaders on the company levels need to make. Also if he has any good guidance or suggestions on how to accomplish his vision without him micromanaging too much.

Response by SFC Timothy Dutcher made Mar 8 at 2016 7:35 PM

SFC Timothy Dutcher — Tue, 08 Mar 2016 19:35:12 -0500

Here were my perspectives throughout my career.
1. When I was junior enlisted, the most important thing to me was time. There was nothing more valuable than time. Money wasn't that big of a deal because I didn't have much. Big picture things didn't mean much to me because I wasn't very big in any picture. Time had the most value. I enjoyed training and wanted to know what was your time, what was our time, and what was my time. It was important to me that a BC would not play with time. Looking back, it seems trivial, but at the moment, that was what was important. We worked hard and played hard. We were grunts, we didn't know anything else.
2. As a junior NCO, it became important for the officers within my chain of command to let NCOs drive the unit. The NCOs were there before you got there and will be there after you leave. Identify poor NCO leadership and use your influence to either develop a model for change or get them out of the way. Identify good NCO leadership and empower them to lead your unit towards your objective. Therefore, it is imperative to be let your subordinates know exactly what you want, where you want to go, and how you want to get there. Subordinate leaders always want to know your objectives and intent and the more clear you are, the more your direction will be substantially supported.
3. As a senior NCO, I wanted my experience and leadership trusted. I never asked for blind trust as true leaders are willing to earn it. Support, clear communication of vision, and quick feedback. A couple of years is not a lot of time but can have serious consequences on the impact you leave on a soldier's career. Let soldiers do their jobs.

As a leader, I work for my subordinates, not the other way around. As a subordinate, I will go to hell and back for a leader who I know is working for me. This is what I want to know from my leaders. This is what I want to see from my leaders. You will never fail as a leader if you know in your heart who it is you are working for and always act that way. It drives what people want to really know about you and you learn what your battalion really needs. This is really the last step in your career where your sphere of influence directly touches those at the entry level of their careers. Cherish it.

Response by TSgt Tom Miller made Mar 8 at 2016 7:50 PM

TSgt Tom Miller — Tue, 08 Mar 2016 19:50:43 -0500

First and foremost, Junior enlisted are going to want to know if you are going to be the commander that has his troops welfare and success in mind. As a retired Air Force E-6 I've seen my share of good and bad commanders. The good commanders all had some things in common; They were upfront with the troops, gave their NCO's the big picture and allowed them to do their job with the lower ranks to get to that big picture goal. Most importantly, the good commanders showed the troops, not told them, that each and everyone of them was an important cog in the wheel and that commander was there for them. Lastly, the great commanders don't waiver! Set the command goals and standards then hold everyone to those set goals and standards, regardless of rank. Nothing turns the moral upside down than double standards. Best of luck on your new command.

Response by SGT Darren Lovelace made Mar 8 at 2016 8:43 PM

SGT Darren Lovelace — Tue, 08 Mar 2016 20:43:44 -0500

Not knowing the Unit, I will still state i need to know what the Leaders units objective are to establish the highest standards as the most functional Battalion. Individuals functioning at 100% means little if our Battalion is less than what it is capable of.
Good Luck Sir
"Allons"

Response by MCPO David Louden made Mar 8 at 2016 8:50 PM

MCPO David Louden — Tue, 08 Mar 2016 20:50:21 -0500

Congratulations on your new appointment LTC. I hope, believe, we all know the drive of mission requirements, and are ready E1 to O6 and above to give our best. So, to this retired Navy MCPO/E9's mind, the leader must let the people being led what they can expect. Adherrence to core standards, frankness as far as circumstances and good order and discipline allow, and a commitment to stand by your people when orders to not always work the way planned out at the table. I will say the same WRT your CSM. Does that person have the integrity to tell you what you need to hear or only what you want to hear whether you agree or not. As well as the integrity once a decision has been made to go out and sell it to the troops? If not, I recommend you look for another Sgt. Major. They are out there. Your XO need be of the same mind. Soldiers will go anywhere and do amazing things that make us all proud when they believe in the mission. The Remagen Bridge and the Bulge and Korea and Vietnam and Mosul and Rammahdi demonstrate that. Also, learn to laugh at yourself as well as with your people. It inspires confidence and esprit d' coeur. Lastly, incorporate training into the daily routine. ensure your people are prepared to promote Officer and Enlisted. You are not only fulllfilling a mission, you are preparing the future to defend, to fight and to win that future. Best wishes, David Louden E9/USN (Retired) and now Policy Analyst.

Response by 1stSgt Gregory Fisher made Mar 8 at 2016 9:03 PM

1stSgt Gregory Fisher — Tue, 08 Mar 2016 21:03:17 -0500

I'd want to know if the new BC had the insight and humility to ask that question...that you have, I suspect you're going to be a fine commander. Congratulations Colonel.

Response by SGT Leon Riege made Mar 8 at 2016 9:36 PM

SGT Leon Riege — Tue, 08 Mar 2016 21:36:36 -0500

well sir, as you may know men respond well to structure,ive had commanders that micro managed and went out of the coc and commanders that i never saw, i personally like to meet " the old man" and have him ask after my family,but i want orders to come down the line

Response by MSG Stefanie Jefferson made Mar 8 at 2016 11:49 PM

MSG Stefanie Jefferson — Tue, 08 Mar 2016 23:49:37 -0500

Greetings!

Having worked with a BN after being assigned to Companies for most of my career I felt it was important that the Commander (any Commander) provide those in decision making positions;

Your experience, clear expectations, support when ideas are provided to improve communication and requests from Companies that fall under you. In addition, leading by example.

Response by SGT Jay Ehrenfeld made Mar 9 at 2016 2:38 AM

SGT Jay Ehrenfeld — Wed, 09 Mar 2016 02:38:09 -0500

Sir,
I have seen the Bn and level commanders down grade their soldier for their career to the next level spend time with lower enlisted see how they do their job

Response by SFC Ronald Burris made Mar 9 at 2016 2:42 AM

SFC Ronald Burris — Wed, 09 Mar 2016 02:42:27 -0500

I would send a BIO to the Bn XO at the new unit so all the Personnel will know about You before you come in. That includes what your pet peeves are since every Bn Cdr I've ever known, have had their specific areas of interest that they work on while assigned as Bn Cdr. That would be very helpful to know if I wasn't retired.

Response by SFC Ronald Burris made Mar 9 at 2016 2:53 AM

SFC Ronald Burris — Wed, 09 Mar 2016 02:53:24 -0500

Well, having been a Personnel SGT and dual hatted as an Adjutant during my 15 years in a Bn S1 office. I would like to know from the new Bn Cdr how important it is for the Units to provide the Staff Sections with timely reports that are needed to be submitted to higher headquarters. I have always felt that the Staff Offices make or break a Bn Cdr and not just what goes on in the Units.

Response by 1stSgt Eugene Harless made Mar 9 at 2016 5:20 AM

1stSgt Eugene Harless — Wed, 09 Mar 2016 05:20:48 -0500

It really isnt going to matter what you TELL people you are like and what you expect, its what you actually do. You are going to be you, no matter where you go.

Response by SFC Private RallyPoint Member made Mar 9 at 2016 7:17 AM

SFC Private RallyPoint Member — Wed, 09 Mar 2016 07:17:16 -0500

As a retired Specialty Staff NCO at the brigade level I have a few things I would want to know about the new commander. At this level it's a revolving door od staff officers and commanders. Will you take the time to explain your goals,your philosophy, and end state to your staff?
How will you run staff meetings? How do you want reports prepared? Are you big on power point or would you rather actually look at the reports that support the slides? Most of all as a Senior Staff NCO I would want to know how you would interact with your Section NCO's. If you show them you value their experience and knowledge they will make decisions based on your intent. They will also provide you with several courses of action when things need done or change. Basically will you enpower them?Congratulations on the new command sir.

Response by SGT Timothy Summers made Mar 9 at 2016 10:39 AM

SGT Timothy Summers — Wed, 09 Mar 2016 10:39:48 -0500

Sir, in all honesty, when I was in (which was only 3 yrs 3mths ago), junior enlisted only needed to know that the Battalion Commander (BC) was just that, the BC. It was not our place as Junior Enlisted to know anything else about the BC.

Response by SFC Dan Kelly made Mar 9 at 2016 1:40 PM

SFC Dan Kelly — Wed, 09 Mar 2016 13:40:18 -0500

I'd be interested in your background. Have you been in the same branch your entire career? Where and when did you command your company and platoon? Are you prior enlisted? Interests (sports, golf...) What is your command philosophy? And for your and your soon to be battalion's own good try not change things for the sake of change. Soldiers will see it and recognize it.

Response by SPC(P) Private RallyPoint Member made Mar 9 at 2016 4:53 PM

SPC(P) Private RallyPoint Member — Wed, 09 Mar 2016 16:53:23 -0500

Sir,

As a junior enlisted soldier, we want to know what your plans are for the battalion while you're in command. I remember being at the line when my battalion commander came into command and had no idea what to expect. I didn't know what the tempo was going to be like, I didn't even know what kind of person she was.
It's important to connect with the soldiers at the line too. They are always the ones that are the least informed. At least from my opinion.

I'm in S3 now, so from a junior enlisted perspective at the staff level I'd say have a meeting with all of staff and let them know what your ins and outs are so they don't have to go through the trail and error phase.

This is just my opinion, and I hope it helps.

Response by SSG Don Maggart made Mar 9 at 2016 5:54 PM

SSG Don Maggart — Wed, 09 Mar 2016 17:54:52 -0500

Dude @ Sir my Dad Taught at NMMI I aggressed you TOOTs in the late 70's as a Coyote in JROTC 3 years Bet you loved Ft. Riley KS ...laffs Small world...MilitantCrip I was supposed to be a Colt till my stepmom slapped me and the thought of a Ranger father choking me out made me join the Army at 17... option 14 option 20... Next time you see a Bradley give her a Kiss for me... tell her Hello and fondle her Skirts...laffs

Response by CPO Duke Yerman made Mar 10 at 2016 7:54 AM

CPO Duke Yerman — Thu, 10 Mar 2016 07:54:21 -0500

Can they tie their own footwear?

Response by SFC Marcus Belt made Mar 10 at 2016 8:18 AM

SFC Marcus Belt — Thu, 10 Mar 2016 08:18:10 -0500

Is he a "zero defects" guy or an "honest mistakes" guy?

When I was Junior Enlisted, our BN Command Team insisted on punishing (not correcting) every mistake. 5988-Es incorrectly filled out? Company grade Article 15. Damage a PATRIOT Launcher doing regular Army stuff on regular Army training missions? Field Grade Article 15.

This is an extreme example but it informs how I look at everything now: everything we do up until we are positioning ourselves to execute our combat mission is practice for executing our combat mission. Viewed in that context, everything we do is an opportunity to improve, refine and even create new systems to make us more effective. I've greatly enjoyed my time in those units, and we were able to accomplish what we set out to do when it came time to deploy in those units.

Response by SFC Private RallyPoint Member made Mar 10 at 2016 10:00 AM

SFC Private RallyPoint Member — Thu, 10 Mar 2016 10:00:49 -0500

As a retired E7 what I dreaded most was all the changes that inevitabely come along with a new BC. So I suggest you take a moment , see what's broken and what's not . See what you can live with and what you can't , and then explain why your way is better. This will give your Soldiers the commanders intent . Purpose instead of because I said so .

Response by SFC David Pope, MBA made Mar 10 at 2016 12:02 PM

SFC David Pope, MBA — Thu, 10 Mar 2016 12:02:01 -0500

LTC Deaton,
I have served in the 125th Sig Battalion, thru two BC's. They each gave us a little info on their background and then the commanders intent. Both men lead us according to the information they provided. I also served at HHB I Corp Arty thru 3 generals and 1 Col. Brig General Gordon was my favorite commander. He came into NCODP and laid down his mission and requirements of the NCO's which included on the spot inspection of all NCO's to have a training outline in their pocket at all times. He empowered the NCO's with ability to do our jobs, and told the LT's to learn from the senior NCO's and pushed AAR's. The general and our battery commander were the best command team I ever worked under. Our unit was scattered across the globe and we knew our command team had our back without question. The key to the abilities of these great leaders that I will always respect is one thing. They did what they said they would do. It didn't matter if we liked it, or if the task was a pain in the butt. They told us what they would do, and they did it, no excuses. That is what soldiers want. We can get beat up all day long and pushed to our limits and the only thing we want is a commander that has our back and does what he says he/she is going to do, and not waiver from that commitment. Anything else really doesn't matter. Everyone has their command style, but its command integrity that has the biggest impact on subordinates.

Response by SFC Private RallyPoint Member made Mar 10 at 2016 2:14 PM

SFC Private RallyPoint Member — Thu, 10 Mar 2016 14:14:12 -0500

My biggest concern whenever there was a change of command was whether the new commander had battle focused training top most in their planning. We are constantly at war and our battle-skills need to be honed razor sharp. After that was family time and support group, I was never worried that my wife and family were going to be helped in 3rd SFG(A) we had a great family support group. Hope this helps, Mission first soldiers always. God Bless and thanks for standing guard now that I am retired.

Response by SGT Barry Third made Mar 10 at 2016 8:33 PM

SGT Barry Third — Thu, 10 Mar 2016 20:33:42 -0500

The simple fact that you are asking outsiders, says a lot about you ,,and answers all questions about your character ,Most ranks would like to know what are you doing to make things easier for their life while under your command ,, How will what you do, effect what i do??? Good luck Sir, and may The Father , Son , and Holy Ghost guide your path

Response by LCDR Private RallyPoint Member made Mar 11 at 2016 12:23 AM

LCDR Private RallyPoint Member — Fri, 11 Mar 2016 00:23:07 -0500

I want long-term vision and individual-level expectations. Where are you taking us as a unit? What do you expect of me, specifically, to achieve that vision? If I know the answers to those two questions, I can run my portion of your unit like clockwork, and we can all be successful.

Response by MGySgt George W Iliffe Jr made Mar 11 at 2016 5:46 PM

MGySgt George W Iliffe Jr — Fri, 11 Mar 2016 17:46:59 -0500

I retired in 1991 and over my 30 year career I had many Battalion Commanders and it was nice to know their background previous units ,commands and special training.

Response by CPT Private RallyPoint Member made Mar 12 at 2016 11:15 AM

CPT Private RallyPoint Member — Sat, 12 Mar 2016 11:15:43 -0500

In my personal opinion, the thing I care about seeing most is a strong dedication to supporting the NCOs in a unit, and supporting joint vision/ disciplined initiative.
The best BN commander I ever had showed his face in the field, motorpool etc. He got soldier and NCO feed back often and actually listened to it to fix problems in the unit.
A lot of BN commanders keep themselves limited to officer centric events and activities, but sir, I promise your organization will exceed standards and develop if you demonstrate that you care about the soldiers, and support NCOs leading and training soldiers.
If you can, ask soldiers about how they and their families are doing, learn their names.
My favorite battalion commander learned almost everyone in the units name and would call us over in passing and ask how we were doing and would try his best to show interest in our lives and families.
The entire unit would have followed him on a one way trip to conquer hell.

Best of luck and hope you enjoy your upcoming command!

Response by MSgt Carl Stokes made Mar 19 at 2016 7:10 PM

MSgt Carl Stokes — Sat, 19 Mar 2016 19:10:05 -0400

The best leaders I've had never removed themselves from the troops they shared the suck with the troops and built a level of respect that no one wanted to let them down.

Response by MSG Private RallyPoint Member made May 8 at 2016 8:10 PM

MSG Private RallyPoint Member — Sun, 08 May 2016 20:10:42 -0400

I'd like to know your leadership style.

Response by SSgt Boyd Welch made Jan 12 at 2017 3:40 PM

SSgt Boyd Welch — Thu, 12 Jan 2017 15:40:06 -0500

Do they respect the advice of their Senior NCOs?

Response by PFC Eric Parrish made Aug 3 at 2017 12:17 PM

PFC Eric Parrish — Thu, 03 Aug 2017 12:17:46 -0400

Anytime you get a new Boss, you have to wonder if they are going to come in and change a bunch of things just to be different, creating stress from top to bottom. I much prefer the ones who come in quietly, and fix or improve things that need it without upsetting the apple cart right out of the gate. Do let us know what you expect and who you are.

Response by 1SG Clifford Walters made Aug 3 at 2017 1:05 PM

1SG Clifford Walters — Thu, 03 Aug 2017 13:05:40 -0400

For the first two weeks take the time to look and listen as you participate in daily activities. After the two week period you can keep what is working well and change/replace what is not. Remember yours is not the only way to get things done. The most important thing is to lead by example.

Response by 1SG Michael Hargis made Aug 10 at 2017 1:45 PM

1SG Michael Hargis — Thu, 10 Aug 2017 13:45:59 -0400

After the two weeks that was suggested earlier, there should be three meetings with you and your BN. One for the senior leaders (CO CMD teams and senior staff), one for middle leaders (PL's, PSG's, SL's, TL's) and one for the nugs. Your observations on what is "right", "could be done better/more efficient", and "this has to change now because it's critical". Some stuff will cross all three audiences (PT standards, how often to counsel/be counseled, etc.); some won't (time lines on Platoon and Company OPORD's to be turned in before a range, how far out NCOER's/OER's have to be turned in, etc.). And share what you've learned from those three elements (in an email possibly - everyone's time is valuable) with all elements. When I was a youngin I would've been impressed if one day of the month the BC has a senior leader, a mid level leader and a nug, randomly selected, to come chat with the BC. Good luck!

Response by SFC Casimir Vital made Aug 3 at 2018 7:57 AM

SFC Casimir Vital — Fri, 03 Aug 2018 07:57:05 -0400

1. Tell them about yourself. Example where you stand on the leadership: chain of command, warrants, and NCO support chain.
2. Let them know they have a voice that will be heard as long as they use the appropriate channels.
3. Be your authentic self every day good bad or indifferent the soldiers appreciate an honest jerk over a dishonest fool every time.

Response by CPL Joseph Elinger made Jun 29 at 2020 2:39 PM

CPL Joseph Elinger — Mon, 29 Jun 2020 14:39:28 -0400

Education, postings, deployments, & if possible additional skills, languages, interests & hobbies. I know some of that is personal, but your Commanders & Section Chiefs generally like to learn the same about those in their chain of command as well, don't they?
His rank speaks for itself.

Response by CPL Joseph Elinger made Jun 29 at 2020 2:46 PM

CPL Joseph Elinger — Mon, 29 Jun 2020 14:46:44 -0400

I'm very old school.
What I fundamentally learned in Army were
- learn the job above you & train the man below you,
- the mission comes first,
- lead by example &
always put the wellbeing of those in your charge, second only to the mission!

Response by SSG Ronald Rollins made Feb 28 at 2021 10:36 PM

SSG Ronald Rollins — Sun, 28 Feb 2021 22:36:19 -0500

Does he/she trust his NCOs to do their job? Will he/she micro manange? if the NCO CoC fails a soldier or NCO would they be open to talk and actually LISTEN to the person? Or let them get screwed over? Is there a double standard for SSG and below and senior NCOs. I have first hand knowledge of double standards! Is the CSM allowed to do anything with no oversight? If they are wrong will it be corrected?