If you could go back and do something different in your first 90 days in Company Command what would it be and why?

2016-01-26T14:30:29-05:00

Response by LTC Charles T Dalbec made Jan 26 at 2016 2:44 PM

2016-01-26T14:44:06-05:00

Know the birthdays and anniversaries of all your people. In addition to their family members names. Put on separate 3x5 cards and keep the cards completed to help you at eval ir award times. Hooah???

Response by LTC Private RallyPoint Member made Jan 26 at 2016 2:44 PM

2016-01-26T14:44:19-05:00

Invite the 1SG and PSGs out for a beer

Response by MAJ Private RallyPoint Member made Jan 26 at 2016 2:48 PM

2016-01-26T14:48:23-05:00

In addition to initial counseling for PLs/XO/1SG, I would've added an initial senior eater counseling for my PSGs. I intended to, but it got pushed to the bottom of my to do list. I got lucky, great PSGs. But I still wish I had taken the time to sit with them and lay out what I think should be important for them.

Make the time for it. And you can save time in command by writing and revising all your initial counseling snow, even if you still an LT. Save all your counseling and get your buddies' counseling too. Then combine all the best parts and make them your own.

Response by LTC Private RallyPoint Member made Jan 26 at 2016 3:54 PM

2016-01-26T15:54:52-05:00

Pick your battalion commander's and CSM's brains. If they do an initial counseling with you that will be crucial to understanding their expectations, but I wish I would have found a less formal setting to uncover the underlying philosophy and views of my BC and CSM.

I used my first 90 days to make some subtle organizational changes. Even though you aren't supposed to make any major changes during your honeymoon period, you should never let problems persist. You might be able to make some organizational changes without using hard power or official methods.

Great question!

Response by MAJ David Vermillion made Jan 26 at 2016 4:01 PM

2016-01-26T16:01:08-05:00

Know your people better, names, relationships, skills, hobbies, children and what makes them tick.

Response by MAJ Ken Landgren made Jan 26 at 2016 4:04 PM

2016-01-26T16:04:52-05:00

I would go look for where all 200 soldiers of mine worked.

Response by MAJ Monique Ruiz made Jan 26 at 2016 4:22 PM

2016-01-26T16:22:30-05:00

This might sound harsh but I would have trusted my instincts better to fire people immediately who I knew weren't doing right by the Soldiers. Soldiers trust a commander to put their best interest first, and if I have team members who aren't on board with that, they don't belong in my company. My consideration and patience were taken advantage of. I did relief some people but I wish I did it faster and as soon as I saw it first hand. Sometimes counselings and time are not needed to correct a problem, because leaders who brag about their TIS or flash their rank around should know better than a Private out of basic training.

Response by CDR Michael Goldschmidt made Jan 26 at 2016 6:24 PM

2016-01-26T18:24:03-05:00

Well, I've never commanded a Company, but the best thing I could do, if I could command one, is to tell my NCOs that I trust them, and as long as they act in good faith, I'll back them no matter what the outcome. I may COMMAND the Company, but THEY run it. I'd tell my Platoon Commanders the same thing, with the caveat: "Listen to your freaking NCOs. They'll keep us all alive."

Response by CPT(P) Private RallyPoint Member made Jan 26 at 2016 9:11 PM

2016-01-26T21:11:48-05:00

I would have had greater patience, and purposeful organization, in my assessment of the existing command climate, leadership - both formal and informal, capabilities, and challenges.
There are many "recipes" that exist for this process, but what I found to be of great importance was internalizing varied perspectives, throughout the Battalion at every echelon, parallel to conducting my own observation and reflection.
To have this tremendous time back again, I would have first met with the Battalion Command team on an individual basis. I think it is important to not only understand their intent, but also their assessments of the unit you're about to command from a more operational perspective.
Next, I would have spoken with peer command teams. Later during my command time, I found their assessments and observations to be informative as it relates to the identification of formal and informal leadership and root problems that existed; they offer an un-biased perspective (usually).
Finally, and most importantly, I would take the requisite time to meet with my Company's/Battery's leadership and ask similar questions to assess the overall climate, leadership, challenges, and what is going great (I forgot to this very important aspect of my assessment. Individuals deserve the recognition from an in-coming commander regarding what systems/processes are firing on all cylinders and why). Thus, you, "don't fix what isn't broke".
90 days can be a significant amount of time. And I feel that we owe it to ourselves, and the organization of which you we are about to command, to use this time to effectively to posture the unit, and individual subordinates, for continued development and success.

Response by COL Jon Thompson made Jan 26 at 2016 9:47 PM

2016-01-26T21:47:28-05:00

I would have had a better command philosophy and guidance prepared. Then I would sit down with all the Company leadership and explain that philosophy and how I expect things to work. I would then do my officer OER counseling and 1SG NCOER counseling.

Response by CW4 Private RallyPoint Member made Jan 26 at 2016 9:49 PM

2016-01-26T21:49:48-05:00

I would first ask all of your platoon leaders and senior NCO's for their leader books and counseling records of their troops. You will get all you need to know in a quick snap shot. You will see what leaders are taking care of their troops and which ones don't. You will see the troops that are problems for your command causing extra workloads. You will be able to see your Company PT profile, and you will see their NCOES progression.
Second most important thing is your property book. Very first thing I would do is check your leaders hand receipts and sub hand receipt copies. If your leaders don't have hand receipts than you know right off you have a supply sgt issue. If your leaders don't have copies of hand receipts down to the user level you have a leader issue not taking care of their troops. As you go over your hand receipt ensure you verify every last item on it, than get everything sub hand receipted down to the lowest user. I have seen in most cases the supply sergeant is only worried about your willingness to accept responsibility for what is on property book and will not want to put the effort into printing sub hand receipts.. Sub hand receipts should take no more than two weeks after you have signed the main hand receipt.

Response by LTC John Mohor made Jan 26 at 2016 10:03 PM

2016-01-26T22:03:13-05:00

I'd have insisted on additional man days to get that initial inventory completed in the first place instead of dragged out over the months getting 10% at a time. I gave it my best. Do the very best you can do be sure and empower and trust your subordinates. Give your overall guidance to your leaders spot check all the time but allow your NCOs and officers to do their job. Good Luck and enjoy it while it lasts. My three years in Reserve Company Command went by quick. In thinking about it changing out of command after two years might have been smarter but I promised my Soldiers that had had three or four commanders in less than two years that I'd serve for three years. Good Luck LT you might even have time for a second command!

Response by Capt Brandon Charters made Jan 27 at 2016 9:44 AM

2016-01-27T09:44:36-05:00

COL Private RallyPoint Member I know you'll have some good advice here.

Response by LTC Private RallyPoint Member made Jan 27 at 2016 11:36 PM

2016-01-27T23:36:06-05:00

Keep a little green book on all your soldiers.