Taking over a platoon where the previous PL was fired. Any tips on how to improve PT, morale, and unit cohesion? Thank you.

1LT Private RallyPoint Member — Mon, 28 Dec 2015 20:21:57 -0500

Response by SGM Erik Marquez made Dec 28 at 2015 8:31 PM

SGM Erik Marquez — Mon, 28 Dec 2015 20:31:49 -0500

Don't try and be something your not, don't try and be different, just be a leader, open, honest. Accept you will make mistakes as will your subordinates, Accept you are not all knowing. When time and situation allow, listen fully before speaking, consider all options to include your subordinates fully before acting. When warranted accept what your doing is not working and try something different, even if that means doing it in a way suggested and rejected earlier.
Be consistent in both praise and rebuke. Praise in public often , complain up only, rebuke or counsel in privet.
Dont focus or let them focus on past issues, speak on it once , be done with and move on. You cant change what happened, only effect what happens now.

Response by LTC Private RallyPoint Member made Dec 28 at 2015 8:37 PM

LTC Private RallyPoint Member — Mon, 28 Dec 2015 20:37:37 -0500

As SGM Erik Marquez said, be you. Be willing to accept that your platoon won't be the best right off and take small iterative steps to make the platoon better. Most importantly work to make them believe in themselves. If they want to be the best, without cheating, they will. That's how the rest happens. Challenge them, build them into a team, and make yourself dispenseable by training up the NCOs and soldiers as required. Soldiers want to be good and want to be respected, let them.

Response by 1LT Private RallyPoint Member made Dec 28 at 2015 8:38 PM

1LT Private RallyPoint Member — Mon, 28 Dec 2015 20:38:08 -0500

For everyone's SA,

He was fired for being out of shape, not being coachable and responding well to feedback from anyone, and a lack of tactical competence. Also didn't help he is not Tabbed.

Response by CPT Private RallyPoint Member made Dec 28 at 2015 8:38 PM

CPT Private RallyPoint Member — Mon, 28 Dec 2015 20:38:45 -0500

Sit down with your PSG, NCOs, and junior enlisted separately and ask them point blank why they feel he was fired and what went wrong. Take their feedback and, with them, come up with solutions.

Response by MAJ Ken Landgren made Dec 28 at 2015 8:41 PM

MAJ Ken Landgren — Mon, 28 Dec 2015 20:41:48 -0500

I use to BBQ for the troops, arrange rides on MEDEVAC choppers, give the day off to the birthday boy or girl, play flag football every Friday. The team that got scored on had to do push ups and sit ups. They tend to do it quickly as they want to resume play. When I went out to eat I talked to the manager to get a coupon for two free meals. I would pass it the 1SG so he can reward a soldier for the week. I wont talk about leadership as you will get some good advice.

Response by SFC Private RallyPoint Member made Dec 28 at 2015 8:41 PM

SFC Private RallyPoint Member — Mon, 28 Dec 2015 20:41:52 -0500

Lead from the from the front and gain their trust and respect, the results you are looking for will soon follow.

Response by SFC Private RallyPoint Member made Dec 28 at 2015 8:43 PM

SFC Private RallyPoint Member — Mon, 28 Dec 2015 20:43:41 -0500

Sir, First of all you will have to have some serious patience. My guess is that the previous leader was relieved for any number of bad reasons that will lead to a general distrust of the officer replacing them. This is unavoidable and must be steadily worked at to be proven otherwise. Soldiers are determined to never be screwed twice, and this must not only be acknowledged but addressed head on. You need to make it clear that you are not the previous officer not only through words but through actions. Morale/Cohesion will be your first task. If the soldiers see your leadership and that you care for and respect them, they will WANT to perform for you and will have the ultimate motivation instilled in them by themselves, which is not wanting to fail themselves and their comrades, and by extension, you. Filling the shoes of a failed leader is often more difficult than filling the shoes of a successful one, as it will be an uphill battle from the get go. It will be up to you to lead from the front. Soldiers see and respect an officer that is present, alongside them, helping with the tasks that he assigns whenever feasible. Got a layout for your platoon? Be out there unloading the connex. Sensitive items inventory? Go to the arms room and help the armorer in their preparations. It goes without saying that any task you delegate to the subordinate leaders, you be ready to perform yourself. When soldiers see this, they will come to respect you, and will have your back in the same manner you have theirs. Finally, in these difficult situations it's important to remember a simple rule. Never DEMAND respect from anyone, you must COMMAND it. This means that you must remember that just because you are an officer you are granted a certain level of respect, but to be a truly successful officer (or NCO in my case) you have to show through your actions, not your words or granted default respect, that you are worthy of a respect higher than that of your standard "check the block" leader. That's all I can offer you right now, and I wish you the best of luck in your future sir!

Response by SFC Jeffrey Couch made Dec 28 at 2015 8:46 PM

SFC Jeffrey Couch — Mon, 28 Dec 2015 20:46:34 -0500

Go in with a good attitude work well with your NCO's expect nothing but excellence from them lead by doing not telling sir good luck

Response by CW2 Louis Melendez made Dec 28 at 2015 8:46 PM

CW2 Louis Melendez — Mon, 28 Dec 2015 20:46:59 -0500

Sir, I agree with pretty much everything that was mentioned already. However, I think that the key for your success will be your willingness to listen your NCO's.

Response by MSgt Rob Weston made Dec 28 at 2015 8:48 PM

MSgt Rob Weston — Mon, 28 Dec 2015 20:48:01 -0500

If your Plt Sgt is a leader, let him/her lead. Let their experience help you. You and the Plt Sgt are a team. Dont get in the middle of E Buisness unless your Pl Sgt brings it up. Allow your Squad Leaders to lead their squads. Lastly, get your Pl Sgt and Squad leaders together and discuss what was not working and tell them what your expectations are from them and ask them what their expectations are of you. PT should be a part of the discussion. Your NCOs are your best resource. Delegate delegate delegate, you can't do it all your self. the best way to let your platoon surprise you is to give them the issue and allow them to correct it.

Response by CW3 Private RallyPoint Member made Dec 28 at 2015 8:49 PM

CW3 Private RallyPoint Member — Mon, 28 Dec 2015 20:49:09 -0500

I've never been a PL or PSG but I have worked through a myriad of leadership situations on an ODA. I would encourage patience; don't rush into a solution until you've done a thorough assessment of your platoon. Once you've spoken with the PSG, watched the guys work, and understand why morale is bad, and why there is no cohesion, then implement change to improve the platoon. How much time you have to do this is dependent on the severity of the situation.

Response by MSgt Rob Weston made Dec 28 at 2015 8:49 PM

MSgt Rob Weston — Mon, 28 Dec 2015 20:49:11 -0500

It is a great thing to see a young officer asking for help. That says a lot about the type of officer you will become.

Response by LTC Private RallyPoint Member made Dec 28 at 2015 8:56 PM

LTC Private RallyPoint Member — Mon, 28 Dec 2015 20:56:25 -0500

Lead by example
Not with your mouth, with your actions.
You don't have to be best at PT but you damn well better be in the upper percentage. You don't have to shoot great but again meet standard and then some in all soldiers tasks.

Let your men (easy easy that's plural use not gender specific)
Let your men know you care about their well being. Their career aspirations, their pay, housing, families, time off Etc. Distribute work fairly and share in work load. Demand that all NCOs and Officers do the same. People will follow a leader who cares to hell and back. They will also be more willing to forgive all the stupid mistakes you are making and will make. Leadership takes practice. We practice because we often suck at first.

Be firm, fair and consistent. No favorites. The commander has no friends bar his first sergeant.

Make your first sergeant your right hand. Defend and groom him. Don't permit him or your NCOs to be disrespected. Do the same for junior officers after you teach them to respect how much more the NCOs know and have to bear. They can be strong after they learn to be humble. Not the other way around.

Scold in private. Praise publicly and seek more reasons to recognize and reward men that punish and criticism. Use counseling as intended. To develop, correct AND commend your soldiers.

Know yourself. Take time every day to improve spiritually, mentally and physically. Be a subject matter expert.

Know what you know and what you don't. Ask for help and delegate where necessary recognition everyone's fund of knowledge and how needing to know will develop them. Pick people to lead to make them better not just because they are the best.

Those are my main ones

Response by MAJ David Vermillion made Dec 28 at 2015 9:10 PM

MAJ David Vermillion — Mon, 28 Dec 2015 21:10:36 -0500

Meet with your NCOs, don't make too many hasty decisions and strive to get a good pulse of your platoon through observations and performance. Above all, don't come across like you know everything. You are still learning yourself.

Response by SSG Private RallyPoint Member made Dec 28 at 2015 9:12 PM

SSG Private RallyPoint Member — Mon, 28 Dec 2015 21:12:27 -0500

Go in slow. Empower your NCO's and soldiers. Identify problems and fix them as you can. Set an example to be followed.

Response by LTC Bink Romanick made Dec 28 at 2015 9:20 PM

LTC Bink Romanick — Mon, 28 Dec 2015 21:20:25 -0500

1LT Private RallyPoint Member First of all know who you are, be who you are. Understand qwhat went wrong with toe predecessor. Analyze what needs to be done and make corrections steadily but don't panic. Use your subordinate leaders after determining their capabilities. Remember that they could have been part of your predecessors downfall. Evaluate carefully and then make your changes. Good luck.

Response by LTC Private RallyPoint Member made Dec 28 at 2015 10:01 PM

LTC Private RallyPoint Member — Mon, 28 Dec 2015 22:01:03 -0500

There has been a lot of great advice offered so I won't repeat that. I would like to mention one aspect that specifically relates to coming in after a leader who failed. That is do not allow members of your platoon, soldiers as well as NCOs, to bad mouth the old LT. They may even do it in a way that will appear as a compliment to you. Like "sir, you run a lot faster than LT X; he was a slug". Or "it's great to see you listening to our suggestions, LT X never did".

It is important to cut this off for two reasons. First, you want your platoon to be forward looking, focusing on their own current strengths and weaknesses and looking for ways to improve. So any references to the past, especially when viewed as "the bad old days" is not helpful. But also, even though the previous LT 's performance left much to be desired, it is not appropriate or professional for any NCO or soldier to publically denigrate or speak disrespectfully about a higher ranking officer. If you allow it, or condone it by staying silent when you hear it, then you are contributing to a poor command climate. Because if soldiers see it's OK. To openly ridicule an officer, even though he's gone, it's a small step from openly disparaging officers or NCOs still in the unit.

So dont fall into the trap of allowing disrespectful comments just because they are tied to a complement to you. Your troops will recognize that you are correct in cutting that off, and will actually respect you for it. Plus it keeps people from dwelling on the past and reinforces that things are different now.

Response by CPT Aaron Kletzing made Dec 28 at 2015 10:03 PM

CPT Aaron Kletzing — Mon, 28 Dec 2015 22:03:25 -0500

Hey 1LT Private RallyPoint Member -- I used to be in 1-27 IN, actually (I was in A Co). Small world. How are the NCOs in the platoon? I assume pretty poor if the platoon's PT is bad; that's a standard thing they should be on top of. What are the thoughts of the unit's 1SG? Does he not care very much, is he apathetic, will he support your changes, etc? It sounds like you are going into a tough situation as a junior officer -- do the right thing at all times and make the right decisions and stick with them, even if they are unpopular. And have the hard conversations that need to be had with the NCO leadership in the platoon -- hard conversations still need to be conversations, so don't avoid them.

Response by CAPT Tom Bersson made Dec 28 at 2015 10:05 PM

CAPT Tom Bersson — Mon, 28 Dec 2015 22:05:47 -0500

Set the standards early and then hold to them. Be loyal to your leaders and your subordinates. Be ethical and honest. Be their leader, not their friend.

Response by SFC Frank Hartley made Dec 28 at 2015 10:14 PM

SFC Frank Hartley — Mon, 28 Dec 2015 22:14:20 -0500

Talk to your Commander first and find out what he wants accomplished. Second, sit down with the PSG and find out what's going on in the Platoon then come up with a plan of action that involves him.

Response by MSG Private RallyPoint Member made Dec 28 at 2015 10:24 PM

MSG Private RallyPoint Member — Mon, 28 Dec 2015 22:24:05 -0500

Respect is earned, be the Leader they need and want and everything will fall into place......if you notice "bad apples" in your platoon take swift action before they become cancerous.

Response by SGT(P) Private RallyPoint Member made Dec 28 at 2015 10:24 PM

SGT(P) Private RallyPoint Member — Mon, 28 Dec 2015 22:24:54 -0500

Listen to the plt sgt.

Response by 1SG Private RallyPoint Member made Dec 28 at 2015 10:49 PM

1SG Private RallyPoint Member — Mon, 28 Dec 2015 22:49:05 -0500

Just go into it with positive attitude and implement your management and leadership. Just make sure you listen to your PSG. Can run a platoon without a solid PL/PSG relationship!

Response by 1SG Private RallyPoint Member made Dec 28 at 2015 11:48 PM

1SG Private RallyPoint Member — Mon, 28 Dec 2015 23:48:45 -0500

Own it, sir. Don't dwell on the past, but take them forward.

Response by MSG David Chappell made Dec 29 at 2015 12:12 AM

MSG David Chappell — Tue, 29 Dec 2015 00:12:06 -0500

Be the first in and last out don't ask anyone to do anything you wouldn't do and on that note be the first to do it. Actions not words earn respect. When troops see you care they will believe in you. FIRM FAIR consitant.

Response by CPT Private RallyPoint Member made Dec 29 at 2015 1:42 AM

CPT Private RallyPoint Member — Tue, 29 Dec 2015 01:42:05 -0500

I would day that you have to develop your team. By yourself you can't but you have to have buy in from your NCOs. But if your platoon that you taking is bad off then you will have to access the quality of the NCOs. But I would sit down with the senior leaders before you try to change much.

Response by MAJ David Wallace made Dec 29 at 2015 5:20 AM

MAJ David Wallace — Tue, 29 Dec 2015 05:20:40 -0500

It's your platoon now. Take ownership of it and move forward. Take stock of your resources; the most important of which would be your NCOs. Working through your sergeants you will gather a wealth of insight into the soul and character of your platoon. Don't jump in with a million "new and improved " ideas. Assess the situation; show that you care and start making small changes at first.
To make a proper assessment, start with your platoon Sergeant and work your way through your NCOs. Find out what their concerns are as individual leaders. Interview them separately so they are honest and frank. Also, reach out to your Soldiers. One trick I learned early on was to meet with the entire platoon/company/battalion to tell them a little about myself, our unit's mission, and to reinforce what's going on right within the unit. I would then acknowledge that there will be challenges ahead and enlist their help to make our unit the best possible outfit around. I would then give every Soldier a white index card and an orange or yellow index card. I would tell them to write down 3 things the unit did right on the white card and 3 things the unit did wrong on the other card. I would then have them place the cards in 2 separate piles or boxes. Everyone would complete the assignment before being released. Tell them after you've reviewed their comments you would get back together and discuss your findings with them. This is done completely anonymously to gather the rawest of data. You will immediately get a sense of what life is like in your platoon: you will see that you have some malcontents, jokers, and picks in the mix. But more often than not, you'll see that you have intelligent thinkers who want to excel. You'll see Soldiers that are experiencing some serious challenges and obstacles in their personal and family lives. You will find out what everyone is thinking and this will assist you in breathing life, confidence, and purpose back into your platoon. This is the challenge of being a leader. Enjoy the time you have as a platoon leader. It will be an awesome time if you prepare and execute.

Response by SGM Ray Whitaker made Dec 29 at 2015 7:53 AM

SGM Ray Whitaker — Tue, 29 Dec 2015 07:53:53 -0500

Don't let the past PL being fired stop you from being what the Army wants you to be "a leader." You add that with all the other great feedback in here and you will be fine.

Response by MSG Private RallyPoint Member made Dec 29 at 2015 7:59 AM

MSG Private RallyPoint Member — Tue, 29 Dec 2015 07:59:36 -0500

If the previous PL was fired, there has to be a reason. Talk to the PSG and get his take on it. A lot of times a PL tries to take charge at times that are not right. Not saying that is what happened, but you have to find out. Your PSG is your key to leadership success. Just my 2 cents.

Response by 1LT William Clardy made Dec 29 at 2015 8:31 AM

1LT William Clardy — Tue, 29 Dec 2015 08:31:57 -0500

In general, aside from an initial after-action style review with the chain of command (going up *and* going down) regarding what led up to the previous platoon leader being relieved, there really shouldn't be anything an incoming lieutenant should be doing in this situation than if he were taking over the hardest-charging platoon in the Army from a future Chief of Staff. You have troops, you have a mission, and you have your own abilities which you should always be using to maximize your platoon's effectiveness. In short, provide solid leadership and the troops will follow wherever you lead them.

Also, this profession is not just a job. Military leaders are *not* fired, 1LT Private RallyPoint Member, they are relieved -- usually for cause, sometimes not. And sometimes the cause is as much outside the relieved officer's control as inside. As a junior officer, even when you see clear indications that failure is almost inevitable, you don't get to say "No thanks!" -- your duty is to throw yourself into leading your troops through the failure and salvaging whatever success you can, even if it's just improving the platoon's abilities enough that the next lieutenant might be able to succeed because of your efforts.

Response by MAJ Private RallyPoint Member made Dec 29 at 2015 8:32 AM

MAJ Private RallyPoint Member — Tue, 29 Dec 2015 08:32:04 -0500

Make sure you sit down with your commander and go over his/her expectations and receive an initial counseling. Why did the previous PL get fired? Was it incompetence or was it lacking in one of the Army Values? The first is redeemable through hard work and dedication to studying your craft. Make sure you don't fall into the latter category.

Response by CPT W Brown made Dec 29 at 2015 8:32 AM

CPT W Brown — Tue, 29 Dec 2015 08:32:56 -0500

Show your heart. Show you care. Be especially close to your PSG and the 1SG. Everything else will take care of itself.

Also, remember, it's always more fun taking over a bad situation than a routine, boring good situation.

Response by LCDR Private RallyPoint Member made Dec 29 at 2015 8:35 AM

LCDR Private RallyPoint Member — Tue, 29 Dec 2015 08:35:40 -0500

Mr. Trahan-The single best thing you can do is come to the unit as yourself, rather than attempting to be a "better" version of your predecessor-that would take away their own sense of self-sufficiency and professionalism. Practice the same fundamentals of leadership you would in any other situation-Get to know your senior enlisted leadership and listen more than you act for a while. The previous PL may have been a NOLO...or he/she may have been dealing with other malignant issues in the unit. Get to know your people, and you'll soon figure out which is the case.

Show your Soldiers from top, to bottom that you sincerely value them, and the mission...and the rest will fall into place. Avoid jumping on the "blame" band-wagon; there's likely to be a lot of it going around, and it's tempting to fall back on the previous commander as the "problem". Show your people that regardless of what issues existed in the past, you're focus is on them first...yourself, dead last. Demonstrate that you're truly willing to go out on a limb for them, and they should work hard to ensure you don't have to.

Response by SGT Patrick Reno made Dec 29 at 2015 8:36 AM

SGT Patrick Reno — Tue, 29 Dec 2015 08:36:15 -0500

Well LT you have already shown you can be a good leader by asking for advice. Talk to your NCO's they know what needs to be fixed. Be there for them and back them up. You will have their loyalty and they will be ready to stand behind you.

Response by 1LT Private RallyPoint Member made Dec 29 at 2015 8:47 AM

1LT Private RallyPoint Member — Tue, 29 Dec 2015 08:47:34 -0500

Be, know, do. To me that means be the example. Know your job and constantly seek knowledge. Do exactly what you said you would. Send that warno as soon as you know youll have to make changes.

Response by SFC Dean Murdock made Dec 29 at 2015 8:52 AM

SFC Dean Murdock — Tue, 29 Dec 2015 08:52:36 -0500

Meet with the NCO's try to understand where the deficiencies are and what strengths you have, most importantly do not let outside influences or opinions effect your decisions. as it clearly stated above, respect the Soldiers, give them the purpose, direction and guidance that they deserve, fix what you can, adjust where you need to and let your NCO's be leaders. Counsel and discipline as needed but swiftly and justly. Be fair and impartial both rewarding and punishing. Do not look at it as taking over a bad platoon, look at it as taking over your platoon. Be a leader and do what is right even if it is not popular. you will be great.

Response by SSG Private RallyPoint Member made Dec 29 at 2015 8:56 AM

SSG Private RallyPoint Member — Tue, 29 Dec 2015 08:56:41 -0500

Trust your NCO's to do their jobs. Also be apart of the activities the platoon is doing. When you take over, talk to them and let them know your there to help them succeed.

Response by CW4 John Beebe, BS, DML made Dec 29 at 2015 9:08 AM

CW4 John Beebe, BS, DML — Tue, 29 Dec 2015 09:08:50 -0500

These were all fantastic comments and corrections. I would add one perspective: Warrant Officers.
The real SME's are supposed to be the WO's. The key word is Supposed! The reality is this simple, your soldiers are your hands and feet, keep them calloused but clean. Your NCO's are your arms and legs, keep them strong and they will support you. The Warrant Officer (if you have access to one or more in varying fields) is the neck that turns the head and keeps the rest of the body coordinated. The key to identify the good Warrant Officer from the not so good one is simple, Can or Do they site their source. What I am saying is that we have assessed several WO's that are not the best. Same goes for the NCO's as well as the CO's. One means to identify the SME WO is if they can site their source when advising. The WO is expected to be an expert in their field as well as tactical operations. We should always be able to site our source (or get you to it very quickly) when we advise CO's or NCO's that we support/lead. This identifies the difference between those who make up things on the fly due to rank verses those who are real SME's. There are few more embarrassing moments, for any Officer, than to take poor advise from a perceived leader (WO) who ill advised rather than substantively guided. Example, "...in my last unit, we...." (You are not in their last unit!); "I think we should..." (Thanks for your opinion, why should I trust that?). "Well, that's the way we've always done it! (Good to know that bad habits trump correctness!). I suggest you run from those people as fast as you can and don't look back. Seek advise from WO's or any leader, that develops. Example: "Sir, In accordance with AR/TC/ADRP (XX-XXX) etc..., the process/procedure is to .................." Listen to the advice, validate, execute. In time, you will trust that type of person as they are real SME's. Practice does not make perfect, just proficient. Those who practice being wrong are just good at it. Those who practice being correct, will not lead you astray. That is saying a lot, but, real leaders admit what they don't know and quickly correct that deficiency as much as not lead people to believe they are more intelligent, experienced, or qualified than they truly are. I teach my Warrant Officers that very simply, the most powerful tool they wield as a leader is HUMILITY! Without it, nobody will seek your or your advice out. Arrogance repels! Stupidity kills! Humility strengthens!

Response by CPT John Arnold made Dec 29 at 2015 9:50 AM

CPT John Arnold — Tue, 29 Dec 2015 09:50:51 -0500

Lead by example. Set the standard. Listen to your men and your NCO's to there concerns and issues. Unit cohesion takes trust, time and training. Good luck look at the upside and success that can be obtained by your platoon.

Response by SSG Private RallyPoint Member made Dec 29 at 2015 9:52 AM

SSG Private RallyPoint Member — Tue, 29 Dec 2015 09:52:30 -0500

The exact same way as if you were replacing a PL that was the best of the best (not making a men in black reference)

Response by 1SG Michael Blount made Dec 29 at 2015 10:04 AM

1SG Michael Blount — Tue, 29 Dec 2015 10:04:29 -0500

1LT Private RallyPoint Member - set a high bar, lead by example and from the front, do not ask others to do what you have not or would not do yourself.

Response by CPT Private RallyPoint Member made Dec 29 at 2015 11:02 AM

CPT Private RallyPoint Member — Tue, 29 Dec 2015 11:02:21 -0500

I took over a platoon after the unit returned from a deployment to Iraq. I recognized that many of the soldiers planned to leave the Army and others planned to stay. As a new platoon leader I set three short term and three long term goals for myself. I told my platoon sargent that all enlisted soldiers in the platoon would do the same. The goals can be professional, personal, or whatever. Help the soldiers realize the potential for achieving their goals. Then I met with each soldier and shared my goals with them and they shared their goals with me. The platoon sargent's "buy in" to this goal setting is key, so explain to him your reasons for talking with each soldier in the platoon. Although he runs the platoon you do the paperwork. The soldiers need to know that their PL is not a robot and that the PL supports them as soldiers and people and brothers in arms.

This is what I found to be successful for me and my platoon. This is not the only way, but it is a way to accomplish your objectives and the objectives of your company and battalion. The more effective you are aligning the goals of the soldiers with the goals if the platoon, the company, the battalion, and regiment, the more success is possible for you as a PL.

Response by Capt Richard I P. made Dec 29 at 2015 1:24 PM

Capt Richard I P. — Tue, 29 Dec 2015 13:24:35 -0500

Collaboration. Bring in and lean heavily on the established leaders in the unit. The good ones. Find them, empower them, leverage them.

Response by LTC Private RallyPoint Member made Dec 29 at 2015 1:43 PM

LTC Private RallyPoint Member — Tue, 29 Dec 2015 13:43:11 -0500

Remember you are in charge for both the good and the bad that happens. Always accept responsibility. Like SGM Marquez said below, "Don't try and be something your not." Hang in there and you will be fine!

Response by SFC Brian Walden made Dec 29 at 2015 2:21 PM

SFC Brian Walden — Tue, 29 Dec 2015 14:21:28 -0500

LT Trahan, are you thinking the PL was DX'd as an isolated event? Is the Platoon ineffective? If the previous PL just screwed up, and was sent packing, probably no issues. If the entire platoon has issues, I would recommend reaching out to the PSG prior to assuming this position, and try to get a pulse on the platoon. The platoon sergeant is hopefully on top of the situation, and will brief you on what the platoon needs. Collectively, between the NCO Support channel and the Chain of Command, yall can operate an outstanding platoon.

Response by SFC Private RallyPoint Member made Dec 29 at 2015 2:35 PM

SFC Private RallyPoint Member — Tue, 29 Dec 2015 14:35:27 -0500

Put your NCO's to work. I mean ASAP.

Response by PVT Private RallyPoint Member made Dec 29 at 2015 2:46 PM

PVT Private RallyPoint Member — Tue, 29 Dec 2015 14:46:25 -0500

NCO's can build or break an Officers career and trust me I have seen it happen twice while stationed on Fort Benning, GA. As a 1LT, you are probably no more than 26 years old which means you have a PSG who is much older and wiser than you with children in high school about to graduate. LISTEN and pay attention to what he has to say and make the final decision... Never overlook your squad leaders. Avoid micromanaged if possible. Make your intentions clear on what you expect from the platoon upon arrival and do your utmost to insure the goals are met.... Serving as a replacement for relieve for cause will test you as a leader and it is times like this that will prove what you are made off... Apply the teaching of Sun Tzu and you will be just fine.

Response by 1LT Private RallyPoint Member made Dec 29 at 2015 4:01 PM

1LT Private RallyPoint Member — Tue, 29 Dec 2015 16:01:39 -0500

Throw a pizza party and make sure everyone becomes friends with you - JK... Try to make incremental changes and build rapport with your NCOs and Soldiers.

Response by CW2 Ernest Krutzsch made Dec 29 at 2015 4:28 PM

CW2 Ernest Krutzsch — Tue, 29 Dec 2015 16:28:34 -0500

My first suggestion would be don't bring up the past, whatever happened, happened. Don't denigrate the previous leader, some of the troops may have respected hi/her. And whatever you do, don't give the standard "I am going to observe and not change anything" speech unless you mean it. Too many times a new leader says they will observe and then, everything changes right away. Take the pulse of the platoon, determine a course of action and keep everyone informed. Communication is key

Response by SSG Delanda Hunt made Dec 30 at 2015 1:02 PM

SSG Delanda Hunt — Wed, 30 Dec 2015 13:02:59 -0500

Train harder, competition between squads, play soccer for physical fitness and teamwork. Be hard core and mean it.

Response by SGT Jay Ehrenfeld made Dec 30 at 2015 7:01 PM

SGT Jay Ehrenfeld — Wed, 30 Dec 2015 19:01:22 -0500

Just be you and be fair

Response by SGT Private RallyPoint Member made Dec 31 at 2015 9:16 AM

SGT Private RallyPoint Member — Thu, 31 Dec 2015 09:16:00 -0500

Sir just be your self some of the men will like you some won't that's the nature of the beast my old pl is still in my company as our XO and my new pl is a lease asking him questions use your fellow plt ldrs who have been there to help you as far as PT use your platoon for help have your squad leaders all come up with a PT plan each of them gets a day of the week to do something that the soldiers can help them come up with great way to improve pt and unit cohesion also it's team building I'm only a SPC and know nothing of leading a platoon but I was a squad leader for a short period of time and it was amazing use all of your platoons leadership I'm sure you will do great things for your platoon sir

Response by LTC Betty Holm made Dec 31 at 2015 7:01 PM

LTC Betty Holm — Thu, 31 Dec 2015 19:01:29 -0500

LT always lead by example but also remember that if you have people that are on profile have a legitimate PT program for them and also be sure that you do PT with them as well. You will be amazed at all of the different sets of muscles you will use if you have to walk 5 miles and probably the most important is treat your troops like you want to be treated. Remember respect goes both ways it is earned not a given. Best of luck to you.

Response by 1LT(P) Private RallyPoint Member made Jan 2 at 2016 11:31 AM

1LT(P) Private RallyPoint Member — Sat, 02 Jan 2016 11:31:04 -0500

In irder to gain a sense if your unit. You could ask your PSG and Team Ldrs to conduct a non-BS open dialog with the soldiers IOT understand what gray areas the previous leadership(or lack thereof) missed. After this, PL/PSG/TL discuss the results of the PL-level climate survey and generate ideas and plan multiple courses of actions to incentivize the platoon to do better and be better. Lastly, counsel all soldiers on your expectations and keep them accountable; yourself included.

Response by CPT Private RallyPoint Member made Jan 4 at 2016 11:26 PM

CPT Private RallyPoint Member — Mon, 04 Jan 2016 23:26:56 -0500

Listen to your PSG, observe first before making changes. Talk to your Squad Leaders and junior NCO's to get their perspective. They are the closest to the problem and can give you good insight. Be ready to be lead from the front and remember your mission to ensure that your men are ready to fight. It's not a popularity contest but respect goes a long way.

Response by MSG Private RallyPoint Member made Jan 5 at 2016 7:11 AM

MSG Private RallyPoint Member — Tue, 05 Jan 2016 07:11:51 -0500

Let confidence and energy be seen In everything you do. Walk, talk, pt, ect. And remember If the last PL was fired, His junior leaders are the ones that let him down. Maybe they need replaced, or get them on your side...HOUAH

Response by 1SG Private RallyPoint Member made Jan 5 at 2016 7:22 AM

1SG Private RallyPoint Member — Tue, 05 Jan 2016 07:22:17 -0500

Set your expectations and goals be up front about them. Don't dwell on the past you have no control on that. Hold the platoon and NCO'S to those standards. It will take time but everything will fall in line once the NCO'S and soldiers get it

Response by SGT Private RallyPoint Member made Jan 5 at 2016 9:35 AM

SGT Private RallyPoint Member — Tue, 05 Jan 2016 09:35:35 -0500

Make it fun for all of the stuff. Have them do fun stuff when they can and have them know that they need to work when its time to work. Don't waste their time and defend them, always have their back

Response by COL William Schafer (RET) made Jan 5 at 2016 11:12 AM

COL William Schafer (RET) — Tue, 05 Jan 2016 11:12:07 -0500

1LT Trahan,

Congratulations on having the opportunity to lead our Great Soldiers. First, listen, but do not provide opinion on why the previous LT was told to leave. Second, allow your Non-Commissioned Officers to train/teach you. Third, participate in everything you require the team to do. Finally, as the SGM has provided take charge, take ownership and be honored to have this opportunity.

Response by 1SG Harold Piet made Jan 6 at 2016 5:30 AM

1SG Harold Piet — Wed, 06 Jan 2016 05:30:58 -0500

Set realistic standards, work closely with the NCO,s. Remember, you do not run the platoon you lead, the NCO runs the Platoon, You need the NCo's and yourself to demonstrate the new standards daily. Too many talk the talk but cannot walk the walk. If the NCO's are not capable of the new standards then the improvements need to be phased in slowly so they can achieve them. Their is no bad teams, just bad leaders. If you have a good leader they can form any group into a good team in time.

Response by SPC Ryan Desmond made Jan 6 at 2016 7:15 AM

SPC Ryan Desmond — Wed, 06 Jan 2016 07:15:33 -0500

Everything everyone has responded with is correct. BUT let me put this into the cake.
TALK to the troops, find out how they tick. Find their strengths and utlize them.

Response by SFC David Pope, MBA made Jan 6 at 2016 8:18 AM

SFC David Pope, MBA — Wed, 06 Jan 2016 08:18:15 -0500

Trust your NCO's to do their job. Don't micro-manage, observe first before making changes. Have a platoon party, and observe how your soldiers behave. A party gives a lot of insight on those you trust to lead others. Praise often, criticize in private. Address issues with your NCO's and let them address their soldiers, unless it is something that only you can take care of. Remember that those E-6 and E-7's have been doing this job a lot longer, and it would best serve you to listen to what they have to say, and then make a decision and stick to it. Don't waiver in front of your soldiers or you will lose their confidence. Don't be afraid to take the heat for your platoon. Getting chewed out by a Captain is part of growing up. The same General that removed a chunk of my posterior singed my promotion orders the next day and gave me high reviews on my NCOER. If you have your platoon's back, they will have yours!

Response by SFC Private RallyPoint Member made Jan 6 at 2016 9:55 AM

SFC Private RallyPoint Member — Wed, 06 Jan 2016 09:55:18 -0500

Find out strength and weakness; make an improvement in all areas! Don't try to be the hero! Treat them as you would want to be treated! Be fair , just , and honest! Get to know your soldiers both professionally and personal! Set a standard! Gain the trust from your soldiers! Be willing to stand up for them when they're right and corrective action when they're wrong!! Best of luck to you , Sir!

Response by CW3 Jim Norris made Jan 6 at 2016 11:08 AM

CW3 Jim Norris — Wed, 06 Jan 2016 11:08:01 -0500

Lead from the front, set the example, be the leader you are - not someone else's idea of a leader - honestly care for the soldiers, listen to your NCOs and treat all with respect and high expectations......save your complaints for time with your peers or superiors, always praise in public and correct in private. Never, ever fail to meet a commitment you make to your soldiers - if you ain't dead, whatever you promised them had darn well better happen.

'For it is an easy task to denigrate and discourage those over whom you have charge - but to build them up and make them stronger is the task of real leadership' J. Stuart

Response by Capt Private RallyPoint Member made Jan 6 at 2016 11:45 AM

Capt Private RallyPoint Member — Wed, 06 Jan 2016 11:45:52 -0500

I highly suggest reading "It Doesn't Take a Hero: The Autobiography of General H. Norman Schwarzkopf" This topic is covered by Gen. Schwarzkopf and others scenarios that junior officers will experience through their career.

To echo what SGM Marquez said. Listen before you speak. There are problems and they have the solutions.

Response by LTC John Wilson made Jan 6 at 2016 12:38 PM

LTC John Wilson — Wed, 06 Jan 2016 12:38:24 -0500

Don't ever expect perfection...its difficult to achieve and impossible to maintain. Excellence is not perfection...it is a continued pursuit of improvement that recognizes reality. Do your best to build a mutual culture of turst and respect. Set the bar realistically high, explain why, and believe in them to achieve it. Encourage them. I taught my troops there are two sides to the teamwork coin. On the one side, we should treat each other as we want to be treated. On the other side, we are Response-able...able to chose how WE may respond to how others treat us.the coin is struck in the valuable metal of positive intent. Assume positive intent in others even when the works and deeds appear malicious. The "jerk" may not realize he's being a jerk.

Response by PFC David Woodall made Jan 6 at 2016 1:47 PM

PFC David Woodall — Wed, 06 Jan 2016 13:47:00 -0500

Remind them that it's a new start, an opportunity to do things right.
Don't be a cheerleader, but maintain a positive attitude.
Like SGM Marquez said, don't degrade them in front of everyone.
Praise promotes positive attitudes.

Response by MAJ Glenn Bergeron made Jan 6 at 2016 1:52 PM

MAJ Glenn Bergeron — Wed, 06 Jan 2016 13:52:38 -0500

All great replies above me (or below - depending how your feed sorts) !! I think the reason why the PL was fired IS important. Immoral/illegal conduct or incompetence and the unit is doing ok, more hands off. If the organization isn't great, solicit opinions from, AND about the current PSG. (Was he part of the problem or was he trying to do the right thing and getting stepped on by the LT. When I took my first active duty platoon in the 82nd, my commander used the term 'abortion' to describe the platoon and BOTH the PL and PSG had been relieved. They also 'shook up' the platoon by swapping (but not relieving) many SLs and TLs (not all) to other platoons or even companies to bring in total new leadership. The first thing was to meet with CO/1SG (with the new PSG) to get a history of the problems (since we were both new to the unit) and to get guidance and advice. Second was to get totally on the same sheet as a PL/PSG team, understanding each's roles, responsibilities, and 'to do' list. Third was a similar meeting with SLs/TLs as a PL/PSG team to get them on board. Happy to report things got much better, not immediately, but over time. This was Jan '90 and I think it was a few months till we were doing ok. Luckily I had the honor to lead this platoon for 15 months (unheard of these days as I understand), including DS/S deployment! Still keep in touch with many of those guys! HAVE FUN!

Response by PO1 Glenn Boucher made Jan 6 at 2016 4:06 PM

PO1 Glenn Boucher — Wed, 06 Jan 2016 16:06:04 -0500

Leading by example and always be willing to be hands on with training.
As an LPO on a ship board environment in food service I was hands on in the galley during meal preparation, service and clean up. Earning the trust and respect of those working under you is essential for a unit to run smoothly. That's not to say you wont have some bumps but they will be less frequent if your troops see that you can do the job that they are being asked to do.

Response by 1SG Private RallyPoint Member made Jan 6 at 2016 4:21 PM

1SG Private RallyPoint Member — Wed, 06 Jan 2016 16:21:40 -0500

Sir my recommendation is to build a strong relationship with your PSG and Squad LDRs first. Make sure you show them your not the same as the previous PL, some judgment and opinions might have been created because of this guy. After you have your bound get all the NCOs involved with what you intent on training is. Remember your Squad LDRs and PSG have been around longer then you and they should know what works for them and the Joe's. I hope this helps and lastly remember not to do what the last guy did, it might get you fired.

Response by MAJ Ken Landgren made Jan 6 at 2016 5:54 PM

MAJ Ken Landgren — Wed, 06 Jan 2016 17:54:59 -0500

Strippers. Lot's of strippers. Wait they are going to a class on how to marry a SM. Nevermind.

Response by SFC Scott Parkhurst made Jan 6 at 2016 9:44 PM

SFC Scott Parkhurst — Wed, 06 Jan 2016 21:44:03 -0500

Never talk down to anyone. Never scolded anyone in front of others as that will be your down fall. Just be you and also don't be afraid to work along side your Troops. I scored a lot of points by just being a good listener and caring and KNOWING my Troops and doing the same jobs they were doing even though I didn't have to. Lead by example. Try to do well in your APFT. And if your good in it, then help the others. Also don't be lazy and do write up those awards when warranted. Also praising your Troop(s) in front of others goes along ways too. But just be yourself and listen and be there for them. Good luck.

Response by LTC Charles T Dalbec made Jan 7 at 2016 5:20 AM

LTC Charles T Dalbec — Thu, 07 Jan 2016 05:20:22 -0500

LT time to sit down with all members in a town hall meeting environment and seek input from all

Response by SSG Larry Asher made Jan 7 at 2016 6:57 AM

SSG Larry Asher — Thu, 07 Jan 2016 06:57:16 -0500

As others have offered some very good advice, I will not be redundant. I will add that setting goals and objectives are essential, even more so clearly communicating them to the platoon. Start by stating the command goals, then state your personal goals for the platoon - showing how they support the goals of the command, and then you have to understand your team enough to include their goals - which should support the higher level goals.

As a simple example, using PT, your goal may be that you want all of your soldiers to pass the PT test and to have some exceed the standards. Your NCO's should support that goal - if not there is a problem in itself. They should be able to embrace that goal: communicate, reinforce, train to it and give the individual soldiers the ability to meet or exceed the goal. There are going to be soldiers that want to exceed the standard, you likely know who they are, you NCO's: team leaders better know who they are.

You have to lead, but utilize your team. Clearly state the goals and objectives to the entire platoon, let them know that the NCO's re going to be working to achieve these goals and objectives. Then give your NCO's the support, resources, and opportunities they need to do their job. You have to be a team, but team are made up of individuals - and they each have a reason they are there and once you start to get to know the individuals you will find a common thread and desire that will allow you to not only support the command goals and objectives, but exceed them.

Just one real life example when it comes to PT. As an NCO, one of the training cycles I went through we conducted PT as team, and ended with a four mile run. We would run out away from the barracks for two miles and the two mile mark we would run back on our own. This did several things, keep the team spirit alive and aloud individuals who wanted to push themselves the ability to do. Plus they had some motivation to do so because those who ran faster had more time to themselves (breakfast, common areas, etc.) before the first formation.

We also did this with ruck marches as well, moved out a certain distance as a team, returned at your own pace. The team really enjoyed this. We applied the same principle to other aspects of training and seen great results.

All the best.

Response by COL Private RallyPoint Member made Jan 7 at 2016 8:02 AM

COL Private RallyPoint Member — Thu, 07 Jan 2016 08:02:51 -0500

Watch "Twelve O'Clock High". It's about someone taking over a unit after the commander gets relieved. It's got many leadership lessons in it that may be applicable now, and will help you to be prepared for similar challenges in the future. Plus, it's just a good movie.

Response by SSG Audwin Scott made Jan 7 at 2016 9:08 AM

SSG Audwin Scott — Thu, 07 Jan 2016 09:08:11 -0500

If you want to be a good PL, allow your PSG to mentor you and show you the ropes. I would have a sit down with the PSG to see what actually went on and then seek the guidance of fellow 1LT that have had the role of a PL to get input from them.

Response by COL Ronald Diana made Jan 7 at 2016 10:47 AM

COL Ronald Diana — Thu, 07 Jan 2016 10:47:23 -0500

If you have the time to find out what has been going on in the platoon you will have time to troubleshot the issues. If not, start by talking with the platoon sergeant and squad leaders separately. After that talk with a sampling of the soldiers. You should be able to get this done in a couple of days. Sit down and talk with the CO to get his impressions and guidance. I then reengage with the PLT SGT and possibly the squad leaders and develop a plan to make change and change the direction of the platoon. You have to get to the root of the morale problem and work up from there.

Response by SFC Donald York made Jan 7 at 2016 12:19 PM

SFC Donald York — Thu, 07 Jan 2016 12:19:32 -0500

Yes sir. What i found in my military career, and have taught successful ROTC graduates is that first and foremost, you listen to your platoon Sergeant. Usually, if there is a problem within the platoon, the Jr. NCO hears about it first, then the squad leader onto the platoon sergeant. If the problem isn't resolved at that stage, then and only then do you involve yourself. Soldiers like the idea of a platoon leader do his job within the officer rank, like making the best decisions to complete the mission in the safest manner.
I have seen situations where a new platoon leader would get too close to his subordinates, just be careful in this area.', sometimes resentments spring up.You are the brain of the platoon, the NCO'S will take care of the rest. Oh yeah, when there is downtime it is good for you and the platoon Sergeant to buy a keg of beer and relax and have a little fun with the platoon members.

Response by 1SG Robert Rush made Jan 7 at 2016 12:48 PM

1SG Robert Rush — Thu, 07 Jan 2016 12:48:43 -0500

You have a Platoon Sergeant. Set down with him, tell him what you expect from him and your platoon. Ask his advice, but you make the final decision on what ever course of action that need to happen. Only you with the help of your Platoon Sergeant can make you platoon stand out within your company. This along with what has already been said will accomplish your mission. On every level they have married an officer with a senior NCO to help and give advice.

Response by 1SG Jarius Hansen made Jan 7 at 2016 4:43 PM

1SG Jarius Hansen — Thu, 07 Jan 2016 16:43:36 -0500

Concur with SGM Marquez. First, talk to your platoon sergeant. He/she should know and have a handle on the troops in the platoon, with regard to strengths, weaknesses, abilities, shortcomings, unit morale and all the things you address. If you have a good platoon sergeant, that should be your go to person for everything platoon. Just as a Commander has a 1SG or CSM to advise, your PSG is your best tool. You command, he/she should "run" the platoon. Remember that your rank earns you nothing except the required respect due the rank. You will have to earn the respect and trust of your soldiers. Listen to your PSG, ask advice or opinion often, and let the PSG tell you the state of the platoon. You have to find a fine line between aloofness and comeraderie, because for many of your soldiers, YOU will help define their opinion of officers. NEVER lie to your soldiers, demand your NCOs know and do their jobs and hold their feet to the fire to do them. Let your NCOs take care of platoon business without interference until they bring something to you, or you see a problem not being dealt with. NCOs have many options available to them. If you take potential UCMJ action to the commander, it should be only after every avenue available to your NCOs has been tried. Start with your PSG. Your soldiers will take their cue from your relationship, whether cohesive or confrontational, and your NCOs will be quick to notice that relationship. Set standards, and hold yourself to a higher standard. When your soldiers see your NCOs respect and trust you, they will too. And NEVER, EVER bitch and moan about missions, command decisions, etc, or allow your NCOs to, in front of the troops. As with all command positions, if you put out the order, then stand back and let your NCOs make it happen, you will be golden. Praise soldiers for a job well done in public. Punish in private. Just as you would not want your business in the street, neither will your soldier. DO NOT ATTEMPT TO MICROMANAGE! It WILL come back on you, undoing everything mentioned above, and adversely affecting your OER and ability to command.

Response by CW4 Angel C. made Jan 7 at 2016 5:30 PM

CW4 Angel C. — Thu, 07 Jan 2016 17:30:27 -0500

Don't have a power trip ever. But don't let them be disrespectful. Let Your PSG deal with them (for the most part). Lead from the front and be, know, and do someone of high standards. That is don't expect a 300 if you have a 250 and so on. And above all listen to your NCOs, especially your PSG. Do not become buddies with the troops. Also get down and dirty and suffer with them doing the sucky things (PMCS, PT In the rain, stay late when they staying late, etc...). Lastly, praise the good things they do and reward them for it. The things you want will come once you get their mind in the game. Good luck!

Response by SFC Anthony Franke made Jan 7 at 2016 5:56 PM

SFC Anthony Franke — Thu, 07 Jan 2016 17:56:20 -0500

Do what you already know how to do. Lead by example. Always be at PT, know the names of everyone in your platoon, and participate in platoon events. Ensure you form a cohesive platoon leadership team with your Platoon Sergeant and Squad Leaders. Crush bad apples, ensuring that the platoon knows that you are the new platoon leader, not the old one that got fired. And for God's sake, don't do whatever he did to get fired.

Response by SFC Private RallyPoint Member made Jan 7 at 2016 7:54 PM

SFC Private RallyPoint Member — Thu, 07 Jan 2016 19:54:26 -0500

You have to build a working relationship with your platoon sergeant and then you will be able to discuss your ideas on improvement

Response by 1SG Bruce Culver made Jan 8 at 2016 12:29 AM

1SG Bruce Culver — Fri, 08 Jan 2016 00:29:33 -0500

Sir, men will follow if you "Lead by Example"!

Response by SGT Aron Houghton made Jan 8 at 2016 8:13 AM

SGT Aron Houghton — Fri, 08 Jan 2016 08:13:37 -0500

My philosophy is...know your $hit, teach your $hit, make sure everyone knows each others $hit and practice your ...yes $hit. Lead by example. Rangers lead the way _

Response by SPC Thomas Gutshall made Jan 8 at 2016 8:30 AM

SPC Thomas Gutshall — Fri, 08 Jan 2016 08:30:56 -0500

As a VN veteran, and currently serving as a chaplain in a DOD recognized honors BDE, I would suggest inviting your unit chaplain to a PT breakfast. Coffee and bull session. Keep it in military decorum, but open questions. Our photo OIC in VN had open door and talked to us as friends but still keep bearings as officer. Ask your chaplain for suggestions..they are trained for help in unit cohesion. God bless and Thank You for your service.

Response by LTC Private RallyPoint Member made Jan 8 at 2016 12:30 PM

LTC Private RallyPoint Member — Fri, 08 Jan 2016 12:30:44 -0500

I feel your pain. Took over Company Command after the previous CO was relieved for cause. Lead by example. Make sure the troops know what you expect and that you aren't going to tolerate any BS. Communicate, communicate, communicate with your PSG. Work together as a team.

Response by SSG Kristell Lee made Jan 9 at 2016 12:41 AM

SSG Kristell Lee — Sat, 09 Jan 2016 00:41:36 -0500

Sir, listen to your troops, it goes a long way. you might not decide to do what they want but if you hear them they know you took their request into consideration. Do PRT with them, get down and dirty with them, lead from the front and show them you're not afraid to train and do the dirty stuff with them. Be honest, don't sugar coat stuff, tell them how it is. Troops appreciate honesty, and if you make a mistake acknowledge it, that has always made me gain respect for a lot of leaders! But most important of all do not cross the professional to personal life, some troops may get confuse. Remind them you're still in charge and that respect goes both ways.

Response by MAJ Private RallyPoint Member made Jan 9 at 2016 12:03 PM

MAJ Private RallyPoint Member — Sat, 09 Jan 2016 12:03:28 -0500

First and foremost, get input from your platoon's NCOs to help identify some root causes for the issues. Also includes them in the plan to fix it from the ground up, from planning to implementation. You'll see they take ownership of the plan because they helped develop it. It builds trust, and hopefully, they will incorporate that methodology when developing their own organizations in the future.

Response by LTC Private RallyPoint Member made Jan 9 at 2016 2:34 PM

LTC Private RallyPoint Member — Sat, 09 Jan 2016 14:34:55 -0500

Remember why you joined and you'll do great!

Response by SFC Kenneth Highland made Jan 11 at 2016 7:30 PM

SFC Kenneth Highland — Mon, 11 Jan 2016 19:30:19 -0500

GATHER YOUR NCO'S AND DISCUSS WHAT YOUR INTENTIONS ARE ABOUT TURNING THE PLATOON AROUND. LISTEN TO THEIR INPUT, GIVE YOUR IDEAS FOR DIGESTION AND ADVISE THEM TO COME BACK AT A DESIGNATED TIME WITH A PLAN TO IMPROVE THE SQUADS AND PLATOON IN ALL AREAS. AFTER THE MEETING WITH THE SQUAD LEADERS HAVE A ONE ON ONE WITH THE PSG AND FIND OUT WHAT HIS/HER GOALS ARE AND HOW YOU AND THE PSG CAN MEET THE COMMANDERS INTENT. YOU MIGHT HAVE TO FIND A NEW A PSG. I WAS A OLD SCHOOL PSG, HAVING ENTERED IN '83 AND MY PL LET ME DO IT "OLD SCHOOL", A LOT OF HEAVY LEADERSHIP WITH A TREMENDOUS AMOUNT OF SOLDIER WELFARE. I EXPECTED AN HONEST DAYS OF WORK FOR THEIR PAY. IF YOU HAVE A "SPC MAFIA" QUASH IT IMMEDIATELY.

Response by SGT Ivory Brown made Jan 12 at 2016 6:52 AM

SGT Ivory Brown — Tue, 12 Jan 2016 06:52:32 -0500

1. Start with a Command Climate Survey
2. Analyze the Results and Develop a Plan
3. Conduct a Sensing Session
4. Take Action!

Response by LTC Barry Hull made Jan 12 at 2016 9:07 AM

LTC Barry Hull — Tue, 12 Jan 2016 09:07:31 -0500

Sometimes I would give a 3x5 card to each of the subordinate leaders. On one side I would ask to list three things about the organization that they would like to change. On the other side three things they would like to remain the same. Have the PSG collect them. No names or anything that could be used to identify the author. Be absolutely sure to NOT make promises. You might get some ideas for easy fixes, you might not. Regardless, it will be enlightening. Absolutely no repercussion can happen. It will demonstrate that you have a real interest in the organization. probably unlike you predecessor.

Response by CPT Private RallyPoint Member made Jan 13 at 2016 7:39 AM

CPT Private RallyPoint Member — Wed, 13 Jan 2016 07:39:30 -0500

You have to get the buy-in from your PSG and SLs. Talk to them and figure out attainable and measurable goals you can make as a platoon, such a higher PT average, mastering certain battles drills, and passing boards and qualifications. If you can't get your NCO leadership on board, maybe they are part of the reason the platoon struggled under the previous PL. If that's the case, you can talk to your command team about shuffling some NCOs around so everyone can start fresh.

Response by SPC Tracey Bovee made Jan 15 at 2016 2:33 PM

SPC Tracey Bovee — Fri, 15 Jan 2016 14:33:27 -0500

Take interest in your soldiers personally. Ask how their spouses or children are. Learn about your soldiers. They will appreciate your concern for their well being. And if you're not otherwise engaged, never miss an opportunity to train with you platoon. Don't be that LT that knows everything and is above the little things. I had one LT that would make it a point to come to the motorpool and help with vehicle maintenance about once a month. It improved cohesion, lifted morale and we had immense respect for him.

Response by SPC Jesse Hooper made Jan 16 at 2016 4:58 PM

SPC Jesse Hooper — Sat, 16 Jan 2016 16:58:26 -0500

As soon as taking the lead unify the soldiers by promoting a fighting and winning spirit throughout the whole platoon. Next, be consistent with punishment and reward, if you punish or reward inconsistently your soldiers will resent your leadership. Award squad leadership to soldiers that embody the same leadership exampled in step one and two.

Response by 1LT Private RallyPoint Member made Jan 17 at 2016 10:19 AM

1LT Private RallyPoint Member — Sun, 17 Jan 2016 10:19:20 -0500

Spend the first couple weeks just observing the performance of your new platoon. Assess your NCOs, make mental notes on who your superstars are and who are the weakest links. Talk to the Soldiers and get to know them. After assessing the platoons strengths and weaknesses, pull your PSG into the office and develop a realistc plan of action with specific deadlines. Hold your PSG and squad leaders' feet to the fire. Reward good performance, and provide honest feedback. Whatever you do, do not participate in the bitching or complaining about the previous PL that Soldiers may try to get you to engage in. Give everyone a fresh slate which should help change the culture of the platoon. Good luck brother

Response by COL Ted Mc made Jan 22 at 2016 2:26 PM

COL Ted Mc — Fri, 22 Jan 2016 14:26:52 -0500

1LT Private RallyPoint Member - Lieutenant; Kicking in late here - but hopefully not all that late.

Please consider the difference between "performance expectations" and "performance demands".

Most people DO want to perform well, but tend to slack off if they aren't expected to do so. Your Platoon NCOs and Junior Leaders will perform up to your expectations with your encouragement and backing. Getting them to perform up to your demands is much harder - especially if your actions have the appearance of "undercutting" their legitimate authority.

Response by LTC Tom Jones made Apr 22 at 2016 9:47 AM

LTC Tom Jones — Fri, 22 Apr 2016 09:47:25 -0400

My initial response is, "Mission First, People Always." There is a "Harvard Review" article on what they call the science of this long-standing military mantra that I recommend you take a look at.

Response by LTC Lewis Cox made Apr 25 at 2017 3:17 AM

LTC Lewis Cox — Tue, 25 Apr 2017 03:17:06 -0400

Think COHESION! Make sure as much of your training as possible is done by helping each other. Build a solid Unit! Train them to the point they know they are GOOD!

Response by 1SG Joseph Dartey made Mar 15 at 2020 7:08 PM

1SG Joseph Dartey — Sun, 15 Mar 2020 19:08:43 -0400

Always remember these two things.
1) Soldiers under you can make you shine or they can make you stink like crap.
2) Don't ask a soldier to do something that you wouldn't be willing to do yourself.
If you always remember these two things, then it will show your soldiers that you care about them and they have your respect.
One additional thing to always, and I mean ALWAYS remember, respect is a two way street. You give it to get it. Once you loose the respect, you have lost your soldiers. They don't have to respect you as a human, but they have to respect the rank.

Response by PO2 Stephen Schlager made Mar 20 at 2020 9:22 AM

PO2 Stephen Schlager — Fri, 20 Mar 2020 09:22:13 -0400

Just to add, don’t be afraid to ask for help. If you don’t know, admit it. There is a very good chance your senior enlisted will be able to offer a suggestion. (Lesson learned post military as a senior leader in law enforcement.)