What are BEST PRACTICES for Commander and CSM teams?

2015-05-07 18:53:42 -0400

What are some BEST PRACTICES for maintaining effective Commander (or Officer) and CSM (or NCOIC) leadership teams? What makes a team really awesome? At the same time, what practices can doom a team? Can you share your experiences?

Response by SPC Charles Brown made May 7 at 2015 7:00 PM

2015-05-07 19:00:19 -0400

Respectful give and take and a willingness to listen to each others' opinions.

Response by MSgt Brian Welch made May 7 at 2015 7:01 PM

2015-05-07 19:01:43 -0400

AF opinion, they should have a consistent vision for the unit, the commander establish it and the CSM work to ensure the enlisted buy-in.

Response by LTC J. Lee Mudd made May 7 at 2015 7:10 PM

2015-05-07 19:10:48 -0400

I'm looking forward to this discussion!

I'll throw this out: close, open and frequent communication

Response by SPC Nate Lamphier made May 7 at 2015 10:38 PM

2015-05-07 22:38:50 -0400

Two of the biggest things that make or break any team in any setting:

1) Respect
2) Communication

You have those two things....you have a "team".

Response by SFC Private RallyPoint Member made May 8 at 2015 12:08 AM

2015-05-08 00:08:08 -0400

Disagree behind closed doors but present a unified face as soon as the doors open. Open, honest, and frank conversations.

Response by CSM Private RallyPoint Member made May 8 at 2015 2:03 AM

2015-05-08 02:03:58 -0400

This relationship begins at the platoon level. That is the first time the officer and NCO will be a "command team". It will determine how both the officer and NCO will perform in the command team at every level. If you cannot maintain a command relationship at the platoon level you will struggle at the company and above level. You will not always get along with your counterpart, the key is to try.

Officer - you must counsel your NCO counterpart and make your expectations crystal clear on what you want that NCO to do, i.e duties and responsibilities. It is not a very good idea to say something like "when the PSG/1SG/CSM speaks he is speaking for me". You are giving too much power to that NCO and some will abuse it. You must listen to your NCO when he/she makes recommendations or gives advice, chances are they have done it before.

NCO - Your function in life is to support your officer. If it isn't illegal, against Army Values, or harmful to Soldiers (minus combat) you will execute. Do not speak ill of your officer to the enlisted/NCOs, disagreements are handled behind closed doors between the two of you. Teach and mentor your officer, he/she is responsible for everything the unit does or fails to do, if they fail you have failed.

The above is obviously not all inclusive just some things I have learned over the years. The biggest thing is a unity of effort, the biggest problems in units is poor command climate and it usually stems from the top two not getting along. When it is evident that the commander and senior enlisted advisor are not working together the unit crumbles quickly.

Spend time together outside of work. Go out to dinner with the family, go camping, go to a ballgame. The more you get to know each other the more you may actually like each other. If you like each other the relationship is easy but, it can still work if you don't. Another good TTP is to be familiar with each others job, clearly delineate responsibilities, and over communicate.

I personally think it is dependent on the NCO to "bend to the will" of the commander. I am not saying you need to be a yes man but, you need to support the commanders vision and philosophy which works really well if you develop it together.

Response by SFC Private RallyPoint Member made May 8 at 2015 8:31 AM

2015-05-08 08:31:41 -0400

I think is a very hard point in our careers. However I would like to see the Commander Suggest changes but allowing the CSM to lead and do what he or she does best with a lot of swagger and authority. Now days I feel like the commander decides, implements, and the CSM is just their to capture the eyes of the enlisted rank kinda like the mom and pop behavior or a co-signer.

Response by LTC Yinon Weiss made May 13 at 2015 8:23 PM

2015-05-13 20:23:40 -0400

There cannot be any day light in policy between the Commander and the NCOIC. In other words, you cannot have the Commander saying one thing, and the NCOIC/CSM saying something that even sounds like it's a bit off. Regular and frequent internal communication is the best practice to avoid this.

This separation often happens not because of mal-intent, but because the team didn't discuss it internally first, and assumed the other person was on the same page but is actually not. The NCOIC should be extra careful to make sure what he is putting out is consistent with the commander's intent, since if the commander thinks differently, the commander has the final say, and if he decides to reverse it, both look bad. Along the same lines, the commander has the responsibility to make sure his intent is adequately communicated internally, so that this gap cannot happen. I've never seen a commander over-communicate his intent. I know I have felt that what was going through my head was obvious to everyone, but often I find out that it's not. Therefore if a commander is going to err, over-communicate and not under-communicate internally (and externally for that matter). The rest of the command team needs to make sure they are tracking, and a uniform policy and intent gets put out to everyone. I'm not just talking during speeches, but even during casual exchanges at a chow line... which if something odd is put out, it will spread quickly. Bottom line... frequent and regular communication on planning, policy, and personnel.

Response by CPT Private RallyPoint Member made May 13 at 2015 8:43 PM

2015-05-13 20:43:55 -0400

I think mutual respect is the a huge best of it. You have to respect another. Not only for their role in leadership but them as a person. If you have a NCO that doesn't like officers he is not going to make a good CSM. It is the same way with Officers. If you are an officer that doesn't let the CSM perform his duties as he sees fit then you are going to have issues.

I have seen so much officer bashing lately it is killing me. A quick way for me to lose respect for an NCO is for them to insult me merely for being an LT. A LTC is not a better person than a CSM, nor is the CSM a better person than the LTC. They each have their responsibilities. The first thing that should happen is the LTC and CSM should come together and discuss were they see the battalion going in a year or what they want to achieve. Once they figure that out then they can develop how they are going to get there together. They are there for another. They need to be a team. The worst thing possible is letting discontent be seen in the command team by other soldiers.

Response by 1SG Cameron M. Wesson made May 13 at 2015 9:07 PM

2015-05-13 21:07:00 -0400

Team! Read CSM Private RallyPoint Member post!!! This is the best TTPs for any command team! Military... Civilian... Everyone! Today as a civilian deputy, I do for my COL the same thing I did for my COs in uniform. We talk...always could be better... but that can be sasid about asny team. I understand the mission and I never allow the sides to play the middle. He feels the same way. I understand how he envisions the future... And I help move the organizations towards that end. If we need an azimuth check... I get one. If I disagree... He knows why! If it isn't immoral, illegal, or unethical... "We move to the sound of the fire". We are a great team!

Response by LTC Private RallyPoint Member made May 14 at 2015 2:53 AM

2015-05-14 02:53:37 -0400

I will add very little to what CSM Private RallyPoint Member said, because I believe that he is exactly on point.
The formative time as a PL/PSG is not as important for senior command time as the Battery/Company/Troop Command/1SG time. This will be the foundation that is solidified for the remainder of each individuals career.
For the Commander when he is done with this time he/she will go on to staff positions and broadening assignments for roughly the next 10+ years where he/she will not have the full authority that they had as a Commander. They will be working to further someone else's ideas. If they are given the opportunity to Command at the Battalion level the Command experience that they had at the B/C/T level is generally the last command experience. Yes, the right ones are changed and continue to form their leadership perspective with any position, but they have not been the 6 since the B/C/T time.
For the 1SG they have many experiences more than their command team counterpart. Normally when he/she is done with 1SG time they will be preparing for possible promotion to SGM or finalizing their last few years in service. The time in between 1SG and CSM is not nearly as drastic and so therefore the foundation is more solid in my opinion for how each CSM counterpart will approach their position as part of the BN (or higher) Command Team.

I don't know if any of that made sense but I think it did in my head and it is a relevant addition to CSM Private RallyPoint Member's great points.

Response by BG David Fleming III made May 14 at 2015 9:21 AM

2015-05-14 09:21:05 -0400

The CSM speaks with command auhority on behalf of the Commander. Command wide, he or she has the authority to square away a young officer who is out of order!

Response by SGM Mikel Dawson made May 14 at 2015 11:14 AM

2015-05-14 11:14:11 -0400

I've been on two sides of the coin. Most of my relationships have been good. Don't ever let the soldiers seen the team has faults or disagreements. If a CDR is weak in an area and asks for help, don't go broadcast the fact. Clear communication is the key. If you clearly understand what your CDR wants or needs, then you can better give him input, help, information he needs to be successful.

I was on the other side of the coin. I had a Colonel who chewed me out in front of the troops. After the troops had left the area, he turned to me and said, "that was for the troops". In the back of my mind I thought - "Oh no". Commanders - this is never done. Soldiers don't want to see or hear conflict in the "Command" element.

Yes Commanders, don't give your NCO "signature or voice" unless you mean it and the NCO is mature enough and capable of doing the job. When you give "for the Commander" signature away, know what you're doing. I was given this once and was glad because it enabled me to get the job done. I was stuck with a CDR who didn't want to be there, and I ended up giving him a counseling session which after things cooled out a bit, but the problem was others could see it and approached me about it.

NCOs, keep yourself in check - health and welfare of the troops is one of your main jobs. Remember just because your and E9 doesn't mean special privileges, and same with the CDR. NCOs know what your CDR needs. Understand much more of his/her time is taken up in meetings, responsibility. Does he have something to drink? When's the last time he ate? If deployed has he had time to get personal stuff like shaving stuff and such? Not that you're his butler, his slave, but just remember it's every member of the unit who's health and welfare you're responsible for.

NCOIC - be proactive but remember your place. By the time you're an E9, if you don't understand or know your place then you shouldn't be there.

CDR - understand your place. Remember YOUR NCO is your right arm. He/she's the one who's gong to help you complete the mission. Abuse him/her you might fail! Listen to that little phrase many NCOIC's use - "I highly advise". He can't command, but many times he knows the soldiers, situation and such, especially if you are new. Make that first counseling session clear, to the point. Make sure your NCO understands what you expect of him/her and what authority you are giving to you right hand. I would "highly advise" a 60 day followup counseling so you both know the road.

I made the decision to retire because I could no longer support my CDR. I knew he wasn't going any place, so I did. I WAS NOT GOING TO let the unit see a conflict between us and I knew many already knew. It was ok for me because other things made the decision easy as well. NCOICs if you have a personality problem that can't be solved, bump it up the chain and see what happens, will be for the best.

Response by LTC Jason Mackay made Jul 22 at 2018 6:54 PM

2018-07-22 18:54:40 -0400

I valued the relationship I had with my CSM, and we got along very well. She asked about my leadership philosophy, but I had to do it without notes. So we talked. I gave her a list of things I thought I did well and a honest list of things I suck at. I asked her to do the same so we covered down for each other.

I included her in everything. I Also delegated some things to her that she was great at....and let her go.

I guess the advice I would give is to,sit down with the Battalion Commander and figure out how he needs you to help him. Offer what you can help with. If the BC has been in command, he will be pretty clear about what he wants and expects. If you do that, at least you and the BC will be in the same page.

I also recommend getting a brief from each staff NCOIC or OIC to see what is up in the HQ. Get the same from each First Sergeant. Definitely before you start moving people around.

Response by SGT Joseph Gunderson made Jul 22 at 2018 7:12 PM

2018-07-22 19:12:19 -0400

Random comment: I noticed the the image included Gen. Cone and just wanted to say that he was a great man. Had the opportunity to visit with him for a little while during one of our post depolyment regimental balls and he was very personable and, given the fact that I was just a lowly E5, extremely respectful; I think that it says a lot about a leader when they show just as much respectto their subordinates as you are supposed to show them due to their superiority (I guess that part kind of goes to your question).

Response by MAJ Ken Landgren made Jul 22 at 2018 10:14 PM

2018-07-22 22:14:34 -0400

I have noticed that the command teams often consists of a Type A & B, but not both.

Response by SMSgt Lawrence McCarter made Jul 22 at 2018 10:53 PM

2018-07-22 22:53:03 -0400

The have to support each other and truly be a team and be on the same page while at the same time each maintaining a respect and concern for those that serve under that command. That should be a team that can motivate people to accomplish things above and beyond the mission at hand not just because they have to but they want to. It should also be clear the CSM takes all His direction from the Commander, No one else at lower levels in that chain of command. I also found that while serving as a 1st Sergeant the same principles worked and Myself and both the two Commanders I worked with on that level the same things applied and worked very well. If Either or both of You don't work as a team or forget Your own people and don't take care of them, there will be a failure !