How to Train Replacements When Your People Leave

2016-03-13T08:53:27-04:00

Just like when you were a company commander or 1SG your subordinates are going to depart the organization right about the time things are running well. Your job as a leader is to bring the replacement NCOs and Officers on the team in a manner that enables the continued success of the organization. These three techniques will help you manage the transition :

◾Remember that no seven year old ever said, “When I grow up, I want to be on staff”
◾You know 100x more about what is going on than your new team members- Don’t Assume Knowledge
◾Use the 3:1 rule

Serving on staff– Your new NCOs and Officers want to be on the line with Soldiers, not on staff. Address this fact during initial counseling. Tell them the length of time they will be on staff to manage their expectations. Encourage them to remind you during quarterly counseling of their departure date and be willing to discuss their next job openly.

Don’t Assume Knowledge- You must get confirmation and backbriefs from your team to avoid disaster. You may not know it, but you are light years ahead of your new team members. Your understanding of the hot issues, recent lessons learned, and the calendar can overwhelm them. If you assume knowledge- A glass ball is going to hit the floor. Be a deliberate and patient leader to ensure success.

3:1 Ratio during transitions- Senior staff members handle the workload of three leaders. They start with a normal workload and over time their responsibilities increase. This is possible because they are comfortable in their surroundings, understand systems, and are very efficient. Your new staff members cannot handle the same work load on day one. Use three team members to replace one. Assign the new leader only the primary tasks conducted by the departing individual. The remaining tasks should be spread out across two other teammates until the new leader is efficient and capable. Then add tasks slowly until the transition is complete. The 3:1 rule allows the organization to continue to move forward during transition while allowing your replacements to grow into the job.

If you follow these three tips you will lead your organization through transition successfully and develop your subordinate leaders.

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Response by Capt Brandon Charters made Mar 13 at 2016 4:18 PM

2016-03-13T16:18:21-04:00

Great command post COL Private RallyPoint Member. Taking the time to properly training a new team member is so important. I really like the 3:1 ratio you listed here.
Set your new troops up for success and give them manageable expectations...once they are comfortable with team, resources and surroundings, watch them grow!

Response by LTC Private RallyPoint Member made Mar 15 at 2016 6:12 PM

2016-03-15T18:12:41-04:00

Great advice Sir, I'll have to remember it is a few months when I'm a Battalion XO.

Response by MAJ Private RallyPoint Member made Mar 15 at 2016 7:56 PM

2016-03-15T19:56:48-04:00

"Remember that no seven year old ever said, “When I grow up, I want to be on staff”"

Likely true, but I do know that 15-y-o me came home from High School ROTC saying I'd be a great Intel Officer one day, and that staff are hidden heroes, so you never know...

(I actually agree with everything you wrote, especially in my experience the "don't assume knowledge" one. I just couldn't help but share my personal historical anecdote.)

Response by CSM Carl Cunningham made Mar 15 at 2016 10:07 PM

2016-03-15T22:07:40-04:00

COL Private RallyPoint Member , excellent advice that can apply to many levels. I particularly like the 3:1 ratio piece. It will help me as I build a continuity book since my position is new to my organization. I can use the 3:1 to structure my continuity book into the tasks a replacement should prioritize in case there is a gap in the transition. It would also help a Soldier who has not had previous staff experience, like MOI, as they jump into this unique staff position.

I like the "Don't assume knowledge" aspect as well. I think I usually apply this to subordinates anyways because I understand that there may be things I may be privy to, that they are not.

Thanks for pointing out ProDev2Go.

Response by MAJ Private RallyPoint Member made Mar 16 at 2016 9:17 PM

2016-03-16T21:17:59-04:00

This needs to be included in CGSC and again in AOC. Sir, please write this up in an article and have it published. Jr. MAJs and BS NCOs need this in their POI.

Having served on battalion, brigade, and division staffs, I think it's spot on.

Response by SSG Don Maggart made Mar 17 at 2016 12:34 PM

2016-03-17T12:34:28-04:00

Like your Troops lives depend on it...MilitantCrip Never become Target Fixated keep yours and his/hers head on a Swivel and Improvise Adapt and Overcome the BS...Period

Response by SMSgt Thor Merich made Jan 23 at 2017 10:18 AM

2017-01-23T10:18:49-05:00

Great information that can be used on all levels. Thanks for posting it.