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

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.

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.

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

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.

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.

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.

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."

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/

Sir, I am just an "ole Navy Chief" who agrees with SSG Robert Perrotto; MSG (Join to see) 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...................................

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.