Posted on May 7, 2015
CH (MAJ) William Beaver
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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?
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LTC Jason Mackay
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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.
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SGM Mikel Dawson
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Edited 10 y ago
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.
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BG David Fleming III
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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!
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1SG Cameron M. Wesson
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Team! Read CSM (Join to see) 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!
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SFC Telecommunications Operations Chief
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Disagree behind closed doors but present a unified face as soon as the doors open. Open, honest, and frank conversations.
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SMSgt Lawrence McCarter
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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 !
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