What are some effective methods to avoid wasting your soldiers' time as a platoon leader?

2021-05-25T07:33:55-04:00

In a worst case scenario, some examples of what I want avoid are 4+ formations a day, hours long gaps in the schedule and 2 hour long breaks after PT in the moring, and last second changes. This has a demoralizing effect on soldiers. Sometimes there is a lack of purpose, direction, and motivation from leadership, who react to everything last second, rather than planning in advance with a schedule known more than one day in advance. This type of leadership comes across like crisis management, and it is very hard to effectively plan ahead as a PL under such circumstances.

Response by SSG Robert Perrotto made May 25 at 2021 7:45 AM

2021-05-25T07:45:11-04:00

Sir - there is very little that you will have control over once you hit your unit. Many things that waste Soldiers time come down from Battalion or Brigade, and your Company Commanders/XO's/1SG's are reacting to taskings and last minute shit themselves.

The best advice I can give you is this - May you have the strength to change the things you can change, the intelligence to discern what you cannot change, and the wisdom to tell the difference between the two.

Response by SFC Private RallyPoint Member made May 25 at 2021 8:01 AM

2021-05-25T08:01:58-04:00

Great question sir. Try to create daily work schedules that keep all TOE in mission ready status, and in the best shape they can be. Listen to your senior NCO's. Understand the difference between keeping equipment AND soldier's skills proficient or better, and don't create work just for the sake of performing work. There are ways you can fit fun into the schedule, do it when you can. Promote fun platoon functions as much as possible. Good Juck.

Response by MSG Private RallyPoint Member made May 25 at 2021 8:02 AM

2021-05-25T08:02:49-04:00

Try to be as proactive as possible to eliminate the wasted wait. That's about all I can say. BPT not be able to do this as much as you'd like, though.

Response by LTC John Shaw made May 25 at 2021 8:13 AM

2021-05-25T08:13:01-04:00

Congratulations, you are a first line leader! You need to decide how your unit gets the work done and to what standard. Listen to your NCOs but know you are the standard keeper and must hold your yourself, your NCO leadership and your soldiers to the same standards. Getting the work done while having a great attitude and setting a leadership tone for this type of environment is critical. God Speed.

Response by SFC Private RallyPoint Member made May 25 at 2021 8:30 AM

2021-05-25T08:30:54-04:00

-anticipate tasks that need to be done. If you have something you know will be a due out in two weeks start it now so there is not a big rush to do it the day before. (Things like inventories and gear prep)
-have hip pocket training always ready to go. Use your NCOs to help facilitate training. I don't know what kind of officer you are or the troops under you but we will use mine as an example. *Bam you notice white space* break out the hand held detectors, robots or chemical detectors and give a quick class, pmcs, and get to using them. It can even be proposed as having them teach you. You are a butter bar they don't expect you to know anything.
-plan, plan ,plan know what is going on, where white space is likely to be, what upcoming training is going to be an facilitate training that will give them a solid foundation for upcoming training.
-seek out other units to cross train with especially if you would work with them deployed.... like medics you can never have too much training on how to save the guys around you, and how they integrate into your formation.

I could go on and on. If you end up at Fort Carson hot me up, we can do lunch and I would love to tell you how I have had my time wasted through the years and how I think it could have been better and I am always looking for cross training opportunities for my guys.

Response by MAJ Private RallyPoint Member made May 25 at 2021 8:44 AM

2021-05-25T08:44:30-04:00

Realize that you have almost zero control over the schedule. Odds are that your commander has very little control over the schedule as well. You’re left with the job of mitigating wasted time. As a commander, I told my LTs to prioritize unanticipated down time as follows:

-Maintenance: if you missed something Monday morning or need to follow up, take care of it as time permits
-Commo Proficiency: have someone teach a class on antenna setup, loading comsec, putting together radios, using JCRs, etc.
-Law Enforcement Proficiency: do a short class on ticket writing, report writing, hand cuffing, or another SL-1 task.

The nature of the beast was that we were tasked to the max. I told LTs that if I saw anyone BS-ing for a prolonged period, I would ask them to show me how to fill comsec or write a ticket. Did I ever do that? No, but that conveyed the intent.

As a commander, you need to plan 8-13 weeks out. Your PLs should be making training plans up to 6 weeks out. Training meetings must happen every week. I recommend a 15-minute daily key leader sync (CDR, 1SG, PLs, PSGs, HQ section leaders, and XO) prior to PT to organize any last-minute changes to the knife fight. This sync is key to preventing wasted time and confusion, but is not a replacement for the 7-0 planning horizons.

Response by CW2 Private RallyPoint Member made May 25 at 2021 8:56 AM

2021-05-25T08:56:35-04:00

Listen to your NCOs, don't be a "yes" man hoping for the top block from the Commander - you will get rated better if you can provide different thinking than what he/she does, mission comes first - not the OER.
As SSG Robert Perrotto said, you're at the bottom and lots of crap comes from higher that wastes time. Taskings, details, etc... Working with your NCOs to keep the Soldiers busy and engaged training is key. Force the E5s to actually do their job, hip-pocket training is lost these days (mostly because there are too many taskings but still..).
Send Soldiers to schools (not just airborne and AASLT- they're next to useless), recommend Soldiers for awards when merited (not schools as awards), don't do endless inventories just for the sake of doing it.

It takes one to stray from the very well trodden path to ensure Soldiers are trained and morale is high. It's very easy to get into the "I'm the LT do as I say you lowly NCOs. Now let's write my OER!"
My NCOs kept us busy with training all the time when I was a Joe, we didn't have time to be wasted. We were tired, in shape, and respected our NCOs (and got to know them). We didn't see the PSG or PL day to day really, because they were busy fighting for us, protecting us from stupid mundane taskings and creating the training.
Your PSG is your new best friend, your Section Sergeants RUN THE PLATOON. Listen to all of them and let them do their job, it will make yours easier and the joes happier.
If you have a crap Soldier/NCO - document it and get rid of them! Don't be afraid of the paperwork to get rid of someone. Keeping them is a massive waste of time and money for everyone.

Response by CPO Nate S. made May 25 at 2021 9:00 AM

2021-05-25T09:00:47-04:00

Sir, I am just an "ole Navy Chief" who agrees with SSG Robert Perrotto; MSG Private RallyPoint Member and LTC John Shaw.

- Trust the "Footprints" you want to leave in the sand that will fade and reappear each time you are challenged and rise to that challenge with faith!

- Be the exceptional JO who in your "Management by Walking Around" will ask one of your subordinates "Solider, teach me something about what you are doing (meaning if they are working on a piece of equipment even if it a SAW or M-16 still ask!) You may find as I did a Navy Corpsman serving with US Marines that what you take the time learn them and the professional you expect, becomes valuable at the most opportune time for the integrity of the whole unit!

- Never take the attitude of "Do as I say, not doing as you exemplify"!

Being an effective leader that - courage! Your character under pressure is what your soldiers will "observe", be of good character and your troops will follow you. Be of bad character....well.....!

Just some thoughts...................................

Response by SFC Michael Hasbun made May 25 at 2021 9:01 AM

2021-05-25T09:01:00-04:00

Your schedule will serve your commanders priorities and METL. His/her schedule will do the same for their boss, so on and so forth, all the way up. At the bottom of the pyramid, most of your schedule will be dictated by your Company and Battalion METL and training schedule. What you really need to figure out is how to accomplish those items in the most efficient way possible.
BLUF: You won't largely get a vote in WHAT you do, but you do have a good say in HOW you do it. Look for efficiencies. Leverage your Soldiers and NCO's strengths and weaknesses.

The below link is written from a Company Commander perspective, but since the truisms apply at most levels, it's still relevant and decent advice
.
https://mwi.usma.edu/so-youre-going-to-be-a-company-commander-four-pieces-of-advice-to-lead-and-succeed/

So You’re Going to Be a Company Commander: Four Pieces of Advice to Lead and Succeed | Modern War...

Maybe it was the thrill of the smoke-filled cave, leading a team of well-trained soldiers each carrying sixty pounds of oxygen tanks and wearing sweat-filled gas masks as they methodically cleared enemy forces from a mock chemical weapons bunker. Or perhaps it was the feeling of extraordinary accomplishment as our vehicles returned to our home-station motor pool after nine months of service overseas. It could have been fist bumping a newly...

Response by SFC Private RallyPoint Member made May 25 at 2021 9:26 AM

2021-05-25T09:26:37-04:00

You as the PL don't have a lot of effect on their daily schedule but you do have the ability to negatively effect it. Don't try to fill all the white space on the training calendar. Don't issue tasks at the end of the day. We know it's only because you're getting tasked at 1600, but you need to push back when possible in situations where it's not critical. Ensure the Squad leaders and Team leaders are pushing down the information to the lowest level by performing spot checks and brief backs with the lowest personnel. You'd be surprised how often the bottom private has no clue what's going on or why and that can be frustrating

Response by COL David Turk made May 25 at 2021 10:07 AM

2021-05-25T10:07:19-04:00

A lot of great comments by others!

A deviation on the “hip pocket training” for situations like this.

On occasion, rather cover alternate training, I would delve into a subject that would be difficult to get on the training schedule, or have a Q&A session. I remember one “alternate” class was on personal finances which was often the bane of junior enlisted (this was way before the internet). Another was how to file taxes. A question I still remember from one of our short Q&A sessions. A junior SP/4 asked the platoon sergeant what made him stick around versus getting out.

Response by SPC Private RallyPoint Member made May 25 at 2021 11:01 AM

2021-05-25T11:01:27-04:00

As a “baby” LT, try to learn from your Joes. It’s motivating to see my LT actually try to learn the equipment and their soldiers. My personal point of view though.

Response by MAJ Matthew Arnold made May 25 at 2021 12:36 PM

2021-05-25T12:36:53-04:00

Talk to your platoon sergeant, talk to your company commander, and follow their lead. Anytime this or that situation comes up ask your platoon sergeant how he's handled this before. By doing so, you're not giving up your leadership position, you're getting wise counsel from the seasoned professionals. Remember what my old Vietnam veterans sergeants used to say to me, "The army does not need lieutenants, you're here to learn how to be a captain."

Response by SSG Edward Tilton made May 25 at 2021 2:46 PM

2021-05-25T14:46:31-04:00

Time spent on hookers and booze is always well spent

Response by MAJ Private RallyPoint Member made May 25 at 2021 2:49 PM

2021-05-25T14:49:59-04:00

L-T, for starters, kudos to you for even being aware enough to think about this. Now, if you notice, most of the responses here are from seasoned NCOs who likely have lots of time training troops. That's where you should be looking for your answers. I'd encourage you, if you haven't already, to have a meeting with your platoon leadership (platoon sergeant, et al) and then explain to them that you want to help them maximize their effectiveness and manage their time, especially when you have to pivot to the latest hot tasking that comes down from yonder. They will let you know (if they are worth their weight), trust me. But the first step is caring (you can't teach that) and you've got that covered. Ask them what they need and then move out to support them, but I bet your noncoms have all sorts of ideas on how not to waste time. Remaining semper Gumby is key. Soldiers will take their cues from the unit's leadership. If you and your leaders are resourceful and creative, you will do fine. For what it is worth, we always had junior NCOs on standby to teach an ad hoc class to fill gaps. Any perishable skill or military hack is a good topic.

Response by CPT Private RallyPoint Member made May 25 at 2021 2:54 PM

2021-05-25T14:54:53-04:00

I found it's all about time management, and those with the initiative to keep momentum going.

We ended up hanging around longer because things didn't get done that were on the agenda because of PVT's without any guidance about what to do next, and NCO's lacking in initiative to stay on plan.

Maybe I'm not the most gun-ho soldier/officer, but I basically approached it to the soldiers as:
"What needs to be done before we can be released. Let's be doing that".

Response by MAJ Ken Landgren made May 25 at 2021 3:41 PM

2021-05-25T15:41:29-04:00

When I take command I tell the NCOs by all means to send them home if they accomplished their tasks early. We considered the early releases as taking care of soldiers and we looked at many ways to improve morale. It is important the soldiers understand they have caring leaders. They will trust us more, and the leaders and the soldiers will have mutual respect. When it came to details like gate guard, spring cleanup, and funeral detail, they saw me work with them. I earned a lot of respect points from them. That is another way I built up morale.

Response by TSgt Private RallyPoint Member made May 25 at 2021 3:56 PM

2021-05-25T15:56:50-04:00

Lots of good advice here about what to look for vertically, but don't forget the horizontal as well. See what the other PLs are doing and what morale looks like in their platoons. Select the good from them and use it. Seasoned NCOs can smell BS from a long way off, don't be the source of the smell. They know stuff happens and they have to "embrace the suck." Be sure to let the Joe's blow some steam once in a while. A platoon BBQ can go a LONG way in building morale.

Response by SPC Brent Melton made May 25 at 2021 4:13 PM

2021-05-25T16:13:19-04:00

One of the best things you can do, is to not push things off until the end of the day. I can't tell you how many days we did literally nothing all day, and suddenly at 16:00 something comes up that could have been handled at 09:00. This, barring something being pushed down to you out of your control of course, is by far the worst practice. Nothing frustrates Joes more.

Response by MAJ Byron Oyler made May 25 at 2021 6:17 PM

2021-05-25T18:17:13-04:00

It is great that you care about this and are looking forward but the reality with such a large group of people, there is going to be hurry up and wait at times. The most important part as a leader is that you speak up in times of waste and when things are being done with no logical reason at all. I had an NCOIC a couple years ago that wanted to bring in soldiers on holidays to get routine counselings done. We were in a job at the time that was M-F and no holidays, true bankers hours. I told him no he was not going to do it. Sure the Army is a 24/7/365 job and I have worked every hour and every holiday however when it is not required, don't do it just because you can. There are two types of senior leaders, those that believe those below them work for them and those that believe I have this rank to take care of people. The best part of being a major was when people were doing wrong to others, I could stop it.

Response by CPT Private RallyPoint Member made May 25 at 2021 6:59 PM

2021-05-25T18:59:13-04:00

What does your platoon sergeant say?

Response by SFC Casey O'Mally made May 25 at 2021 7:42 PM

2021-05-25T19:42:47-04:00

Three words, sir:
Hip pocket training

You may not be able to prevent the last minute changes, or the unnecessary "waiting for the word" periods, but if you make sure your NCOs are properly armed with hip pocket training, that doesn't have to be WASTED time.

Response by MSG Brent Voelker made May 25 at 2021 10:23 PM

2021-05-25T22:23:24-04:00

Sir, Welcome to the force. some good advice already, some are you kiddy me comments.

SFC Boyd and SSG Malmgren are right on. Please note as the LTC hinted at you answer to the leadership about all PLT business but to whom you answer knows you don't know it all. Sooo tips from a 27 year guy 7 tours

1. you answer to leadership and your Soldiers. don't bullshit either tell it like it is with out blaming your subordinates or leadership
2. Know what you don't know, lean on you Sr NCOs first , collaborate with you peer group other LTs is the same command have insight and will add diversity, last ask leadership XO or CDR follow up Qs
3. if the entire unit is on the same training schedule work smart not hard. 6 classes, taskes today work as PLTs or like SQDs. don't have 6 redundant training event spread the work to minimize the effort. this also allows lower lvl leaders to work with their peeps.
4. Like SSG M hip pocket is key but not you job, that's NCO business your SR E4 through SSG need to have just one class complete AAR, Risk Assessment, sign in roster, outline and either a quick way to attain equipment needed. You and PSG can be pulled for a rally, meeting or what ever at moments notice
5. Be a barrier between troops and leadership, protect troops from stupid but confirm need for task completion
6. Echo SFC B. train to mission not time. Since we all know there will be late nights it's ok to send troops home early or hey, you got 1 hour go do something see you at??? that way when. damn day is running long and MUST complete X all will bust ass to assist. unless in the combat zone, and or mission critical for something USR? a task at 1600 like the SFC noted can wait till morning. remember the 1/3. 2/3 rule and failure of that by superiors doesn't necessarily mean punishment of the Soldiers
7. learn from you PSG till your turn to mentor them. hard to tell when that is, but you relationship needs to be tight (marriage) and never squabble in front of the kids. you issue the mission to PSG , PSG and squad with your guidance make plan and back brief. keep your hands out so you can anticipate and prep your back brief.
8. just like you dog, a busy tired Soldier is a happy one - as long as doing job or worthwhile mission again protect then reward for effort. not all rewards are awards , team building and team relaxing works well: bowling comp between squads bring g/b friend spouse and with chill lax time. pizza party bring dish to pass/ chips beverages. bring b/g friend spouse

the above are be going keys to trust loyalty, learning troop both up and down. caution. PLT business even fun stay at PLT , CDR can verify but should not interrupt.

Lastly. hope you took psychology in college, cause know people is everything in leading them.

Wish you the best

Response by MSG Brent Voelker made May 25 at 2021 10:32 PM

2021-05-25T22:32:38-04:00

OH and you have control just how much is the answer, and how assertive / brave you are willing to be. Officers are there to save there own so unless you are rocking hard for no reason and can't get it done, you'll earn respect going up the chain. Just cause you have rank doesn't make you right, know it all, or have the best productive plan .

i have led from the rear my whole career and have a 27ish on my "got my boss promoted ribbon".

Response by CPT Edward Baker made May 25 at 2021 11:30 PM

2021-05-25T23:30:47-04:00

Sir, hats off to you. You got a lot of advice here and some is good... some not so much. I'm going to step on some toes though and tell you like it is. First, observe and take notes. You are going to have some great soldiers, some good soldiers, and some you just want to take out to the back 40 and leave them.
You have lots of NCOs here saying leave it to us we got it. That's just not the case anymore. Ever since they changed how a soldier becomes an NCO, you now have NCOs that wouldn't know a pot hole from a fox hole. Almost every NCO I served with was nothing more than a delegator. PT says "X needs to be done by 1600" to the NCO and the NCO tells the SPC "X needs to be done by 1600". No plan at all. SPC ask a question and he/she gets the Nike response. " Just Do It". SPC gathers his team, comes up with a plan and caries it out. If the mission is a success the NCO takes credit, I was the leader. NCO is rewarded, for not even being there, and more of your soldiers join the group you want to take out back and shoot. If it fails then its the JR. Enlisted fault and more of your soldiers join the group you want to take out back and shoot. Not every NCO is like this but you can bet on at least 8 out of 10. How do I know... I was one of those take charge SPC. This is based on my personal experience of 7 years active.

My advice, be proactive. When that mission hits and you drop it down to the NCO swing by and check on the progress. Hold your NCOs accountable. Every mission is a great place to train a soldier and the NCO should be leading the way. Down time should be filled with perfecting a soldiers MOS. NCOs should be mentoring their soldiers and improving their skills. If you have down time grab a E4 and have them teach you. Don't be afraid to get dirty. If you get a 2 hour mission that needs to be done in 45 min, roll up your sleeves and jump in there. Your soldiers will respect you more. Lead by example. Hit the ground reading every Reg, TM, FM, SOP, AR... to gain knowledge fast.

Your a soldier now, so go out and be the best darn soldier you can be.

Response by CW3 Bill Wynne made May 25 at 2021 11:49 PM

2021-05-25T23:49:05-04:00

I'D SUGGEST COORDINATION WITH THE UNIT TRAINING NCO SO THAT YOU KNOW WHAT IS PLANNED TRAINING WISE. I BELIEVE A MORNING FORMATION AND PERHAPS AN AFTERNOON FORMATION; AND CHECK THE BULLETIN BOARD 3 TIMES DAILY. SPEAK WITH THE OTHER PLAT DADDIES TO GIVE YOU SOME IDEAS OF THIER MISSIONS AND HOW THOSE MAY AFFECT YOUR MISSIONS. SPEAK WITH SQUAD LEADERS TO FIND OUT IF THERE ARE ANY PROJECTED DETERANT S THAT MAY AFFECT MISSION; I.E., SGT SMITH, AN IMPORTATION PART OF MISSION TASKS, IS ON EMERGENCY LEAVE, SP4 JONES WIFE IS EXPECTION BIRTH, SGT BLACK WAS INVOLVED IN MOTORCYCLE ACCIDENT. WHILE INFORMING YOURSELF, THE PROCESS IS PASSED ALONG BY THE SQUAD LEADERS AND THEIR ASSISTANTS.

Response by CSM Darieus ZaGara made May 26 at 2021 6:23 AM

2021-05-26T06:23:08-04:00

Not to try to contradict anyone, you are the first level officer who ensures that the Commanders guidance and intent is met. The NCOs are the standard bearers. You of course walk the line and review, it is the NCO who makes sure whatever you are reviewing is complete and to the expectations of the commander. All other guidance is sound.

Response by LtCol Robert Quinter made May 26 at 2021 7:59 AM

2021-05-26T07:59:50-04:00

You've cited and recognized the primary considerations in routine planning. You are responsible for directing your platoons time management.
One consideration you must weigh is the demands from higher echelons; is a platoon formation necessary, or can you handle them through your squad leaders? Do you need to interrupt the daily schedule, or can it be worked into the normal schedule.
You seem to recognize the fact that one of your primary functions is smoothing out the disruption of outside or senior level demands on your platoons duties and training. You can suggest a planned response to your seniors in deference to your schedule by consult with your seniors when they seem to be panicking!

Response by PO3 John Keas made May 26 at 2021 11:55 AM

2021-05-26T11:55:13-04:00

Well, LT...You can't get away from it. Pointless time wasting busy work has been a part of the military for ever, and it will be around long after we are all gone.

You are just a 2nd Lt...so you won't have the power to really do much...and honestly you will likely get pushback from the senior enlisted. "Butter Bars" are largely seen as children playing soldier.

Do your best not to belittle the Enlisted, and DEFINITELY listen to the Senior Enlisted. They will tell you what's what in a heartbeat. Your biggest challenge is dealing with the whims of your superiors.

Busy work sucks. I hate it. Always have, and always will. At best it's just something to keep us from getting into trouble. heh.

The worst thing I've ever seen, was an Ensign tell a Master Chief "how things were done". Yeah...don't be like that. heh If you want a functional work environment, just listen. Your Platoon will know what to do and how to do it.

Response by MAJ Private RallyPoint Member made May 26 at 2021 12:45 PM

2021-05-26T12:45:08-04:00

Make everyone a valued member of the team and instill importance in their role no matter mundane it might be. Everyone wants to be important and valued, and if you can manage that you’ll be an impactful leader. Best of luck.

Response by SSgt Christophe Murphy made May 26 at 2021 12:50 PM

2021-05-26T12:50:42-04:00

You just need to approach each day with the ability to improvise and be flexible. Nobody here will be able to hand you the magic pill or the secret formula that fixes "hurry up/wait" or stagnant delays. Just go forward knowing the plan of the day and execute it while cutting out any drama or BS. Go forward trying to help your troops, complete the mission and reduce/limit the fluff you will be fine. Don't get complacent and maintain a proactive approach while also leaning on your NCO's. They will generally have good ideas and just need a nudge or maybe just the opportunity to surprise you. Don't try to reinvent the wheel but look at ways to improve it.

Response by LTC Martin Glynn made May 26 at 2021 2:11 PM

2021-05-26T14:11:02-04:00

2LT Wheeler, I can give you better advice if I know what type of platoon you're leading, but for now, I'll assume it's either a Combat Arms or Combat Support platoon.

Remember, if you want to avoid demoralizing BS taskings, you're always safest in the field or on the range, and you've got to have an aggressive training plan to get out there. So get with your Platoon Sergeant and determine which individual and collective tasks your platoon needs to train on the most. Use your Mission Essential Task List (METL) and prioritize all of them. Then make a long-range training calendar that extends at least until the day you're due to hand over your platoon to the next PL, but preferably beyond that. Be sure to mark big events like upcoming NTC or JRTC rotations on your calendar.

Once the long-range calendar is complete, break it into medium-range (quarterly) calendars and short-range (monthly) calendars. Then consolidate all of your calendars into a 3-ring binder as your Platoon Training Plan, and get ready to brief your Company Commander on it. When you brief the CO, you have to convey a sense of urgency about your top priorities for training: "Sir / Ma'am, if we don't spend some time getting proficient with marksmanship, land navigation, and operating radios ("shoot, move, communicate"), my entire platoon is going to wind up in the dead pool as soon as we go into the maneuver box at Fort Polk. We HAVE to do this, because right now we're a "U" (Untrained) on these METL tasks."

However, before you brief the C.O., you and your Platoon Sergeant need to set up a meeting with the Company XO and First Sergeant, and present the plan to them first. This is both for a sanity check, and to get their support. Be sure to incorporate their advice, and hopefully when you brief the CO, the XO and 1SG will be in there with you and your PSG giving their support to your training plan.

Once that training plan is approved, you then need to move like wildfire to reserve ranges, order ammo, batteries, and MRE's, and get vehicles ready to go. Your Platoon Sergeant will probably want to delegate most of these Training Support tasks to his Squad Leaders and Team Leaders for professional development, which is great training in itself. Watch and learn as he's doing that, because delegating is not a natural skill. It takes practice and experience to assign the right task to the right Soldier at the right time.

You'll never get out of all tasking requirements, but this should help to balance out taskings with combat training. If the other Platoon Leaders aren't already doing this, you just might see them follow your lead. If they do, that's great. Then you can work together to synchronize your Platoon Training Plans, so that maybe while one platoon is in the field training for a week, another is on the ranges for a week, and the third platoon is knocking out various taskings. Then the next week, the platoons rotate.

I wish you the best of luck.

Martin D. (Marty) Glynn
LTC, USA (Ret)

Response by CPT Private RallyPoint Member made May 28 at 2021 2:30 PM

2021-05-28T14:30:11-04:00

Best advice I can give you is to do whatever last minute tasking it is with them. If your Soldiers time is being wasted let them know yours is being wasted as well, but also by doing whatever last minute task it is with them you will also let them know the task was important enough to warrant a PL doing it with them.

Like others have said you can't change the UTM/WTO/DTOs much.

Response by SFC William (Wardog) Ragsdale made May 30 at 2021 9:03 PM

2021-05-30T21:03:04-04:00

I was a E7 Heavy Mortar Platoon Leader and had a E7 PSG. I controlled the training and he controlled the soldiers. The billets is his and formation and accountability of them. Because as I had been a PSG it was a nice change for my last assignment before retiring. You will never get rid of the HEY YOUs in the military but in the training meeting you can say I need this to be done and I will need all my soldiers. Try to get blocks in the duty roster for training. The PSG will have a better chance with the 1SG with that, Above all remember that Platoon or Section is his listen to the SGTs they been doing the Job a lot longer then you. They know the ends and outs and can get around stuff.

Response by SPC Chris Ison made Jul 17 at 2021 2:22 PM

2021-07-17T14:22:16-04:00

Okay so as a butter bar, i like the fact you are trying to be a good leader; However, you should not try to change something until you understand the purpose in it. You need to realize that your command existed before you got there, and will exist after you leave.

Also, if your CoC sees this, they may be offended that you think you can do it better as an O-1 than an O-5/6.

In a worst case scenario, some examples of what I want avoid are 4+ formations a day,

These formations are for accountability, first formation (PT formation) is so we know everyone got home form liberty okay. Second formation 0800 this is so we know everyone made it back form PT. third formation 1300 this is so we know everyone got back form lunch. and final formation at 1700 is so we can account for everyone before they are granted liberty.

We did not have these formations in the Navy, in my rate (MOS), and as leading airmen I actually had a married sailor who would go home for lunch and not return, it took me weeks and another new guy pointing out the other new guy was missing for me to figure it out.

hours long gaps in the schedule and 2 hour long breaks after PT in the morning,

That 2 hour gap is so the soldier can shit, shower, shave, and eat. Maybe you like smelling ass and shit, but most people don't.

and last second changes. This has a demoralizing effect on soldiers. Sometimes there is a lack of purpose, direction, and motivation from leadership, who react to everything last second, rather than planning in advance with a schedule known more than one day in advance.

I am not sure how your unit is doing things, but I can guarantee the training schedule is at least a year long, you don't just decide to go to JRTC or NTC, it is scheduled for all units and is in a rotation. Shit changes all the time, and you need to find a way to get used to it. I good leader is flexible we used to say "semper gumby". Your going to suck as a combat leader if you can't handle change, No plan survives first contact with the enemy.

This type of leadership comes across like crisis management, and it is very hard to effectively plan ahead as a PL under such circumstances.

You should be deferring these decision to your PSG until you finally understand how shit works, and based upon your question you got a long way to go, especially when a NG specialist knows more about how the unit works than you do.

Keep your head down, your mouth shut, and you just might learn something.

In the meantime you can issue orders to your PSG like:

If there is a break in the daily schedule more than X amount of time, I would like the specialists doing X work.

They have a CTT manual they can go over common skills tasks like first aid, land nav, and other skills that a soldier needs.

Now if you are not in a line unit in a combat arms MOS, there should NEVER be a break in things, there shoudl always be work that can be done. But if there is not you can have a class on proper handling of secure information, or proper use and stowage of tools, washing vehicles, etc.

Finally, for many soldiers, if it is not explained that we are trying to look busy, and instead you just give us "make work," you are going to alienate and demoralize your soldiers more. No one likes to inventory screws, just because some butter bar is angling for an award or other "atta boy".

Make work is worse than boredom, and if you train your NCO's right, the specialists will find shit to do to keep themselves busy. While your angry at the chain of command, you shoudl really be focused on what you can change, which is how you run shit in your platoon.