What's the most important thing you are looking for in a senior leader (Brigade Commander and above)? What do you need them to do for you?

COL Private RallyPoint Member — Sun, 29 Apr 2018 10:35:59 -0400

So, despite my best attempts to submarine my career by being unusually candid and using colorful speech in public, I have been selected to command a brigade. I haven't received a letter telling me that they made a horrible mistake yet (which should be coming in the mail any day now), so I want to know what NCO's and junior officers are looking for. What do you expect? What are the things that "The Old Man," just doesn't understand?

Response by LTC Stephen C. made Apr 29 at 2018 11:22 AM

LTC Stephen C. — Sun, 29 Apr 2018 11:22:39 -0400

Hah, COL Private RallyPoint Member! I told you that you would be selected sometime ago and you didn’t believe me! Congratulations!

Response by SFC Private RallyPoint Member made Apr 29 at 2018 12:26 PM

SFC Private RallyPoint Member — Sun, 29 Apr 2018 12:26:03 -0400

CONGRATULATIONS, SIR! I don't really know a good answer. Maybe just be down to earth and have a good sense of humor if you don't already when in the presense of the troops. Sense the majority of your soldiers won't ever see you or know you on a personal level, it would be wise to appear warm and nurturing when you do see them. Otherwise, they will be like, "damn, the commander is a real jerk." And that has a huge impact on morale.

Response by LT Brad McInnis made Apr 29 at 2018 12:26 PM

LT Brad McInnis — Sun, 29 Apr 2018 12:26:36 -0400

Congratulations Sir! My humble 2 cents... My favorite CO (BTW also the most successful) was one who treated the youngest E-3 the same as the O-5 XO. He made it a point to know a little something about each sailor (knew kids names, sports they were playing, even went to our Sailor of the Year's daughters dance recital, etc). The biggest thing that I appreciated as a JO was that we knew he would fight for us to not have to do stupid stuff. Too many times in my career we would get underway for a BS PR op that had no training value whatsoever. This CO fought against that, and we knew that if we had to go, he hadn't rolled over. Best of luck and again, congratulations to you and your family.

Response by Lt Col Jim Coe made Apr 29 at 2018 1:08 PM

Lt Col Jim Coe — Sun, 29 Apr 2018 13:08:17 -0400

WOW! Congratulations, COL Private RallyPoint Member!

My first association with Army commanders was as an Army Civilian. I enjoyed the leadership of four Major Generals in my 6 years as a DAC. The Command was pretty small. We had Brigades with Battalions, but they weren't the size one might expect. Our Brigades had about 100 people, 90% of whom were DACs.

IMO our best Commander was inspirational. He generated enthusiasm for the organization and mission. To my Air Force ears his speeches sounded like a lot of HOOAH, but I learned that was what the organization needed at the time. He developed a new vision for the command, "One Mind, One Heart, One Purpose" and sold it well. It helped bring the disparate parts of the Headquarters, recently consolidated at one location, together as a team. You couldn't go away from one of his commander's calls without being lifted up to a more positive approach to your work. It's hard to define how he made this happen, but integrity, enthusiasm, communication, and sincerity were all parts.

I think all of the really good commanders I served with in my 22 years in the Air Force and 6 years as a DAC listened to their senior enlisted person (First Sergeant, Senior Enlisted Leader, or CSM). It kept them attuned to the concerns of the enlisted and civilian work forces. Often the CSM had a good handle on ground truth that the Commander needed to hear.

Response by SFC Private RallyPoint Member made Apr 29 at 2018 1:10 PM

SFC Private RallyPoint Member — Sun, 29 Apr 2018 13:10:55 -0400

Congratulations sir! You know a lot more that me, or most the rest of us here. The only advise I can offer is put round pegs in round holes… that is put the right people in the right slots and everything will usually work out OK. After that be fair, not only to your men, but to yourself. Good luck.

Response by MSG Louis Alexander made Apr 29 at 2018 1:49 PM

MSG Louis Alexander — Sun, 29 Apr 2018 13:49:33 -0400

Don’t coward under Political Correctness. Commander’s are expected to lead and lead they must. Don’t fall privy to what other Commanders are doing to pacify the political elite, either you’re a leader among men or just a political squirrel out networking for political gain. We all serve, serve your troops by winning and retaining their loyalty, you of all people know the value in loyal troops and how far they will go for that commander who is a soldier’s, soldier.

Response by MSG Louis Alexander made Apr 29 at 2018 2:04 PM

MSG Louis Alexander — Sun, 29 Apr 2018 14:04:39 -0400

Plan and plan some more before going to the sands, create scenarios of your own pertaining to desert operations and aggressively teach and train your men how to fully function in a desert environment. Emphasize the importance of junior leadership, in war things don’t always work out as far as senior leadership, they too fall victim to conflict. Continuously inspire to aspire.

Response by MAJ Ken Landgren made Apr 29 at 2018 3:32 PM

MAJ Ken Landgren — Sun, 29 Apr 2018 15:32:08 -0400

Tell the staff clearly what you expect from them.

Response by CWO3 Private RallyPoint Member made Apr 29 at 2018 5:20 PM

CWO3 Private RallyPoint Member — Sun, 29 Apr 2018 17:20:27 -0400

Above my paygrade Colonel. Just to be a good leader was all I ever wished for. No double standards. Don't kill someone for making a mistake, but repeat offenses are germane. Mentor and train. Encourage and demand positive leadership from subordinates. Don't micromanage. Listen rather than hear. Don't be a screamer or nervous leader. Inspire others to work with you and excel, rather than barely survive by working for you. Ensure feedback from the junior enlisted, so you're on patrol rather than walking into an ambush. Make sure you utilize your CSM's experience and advice with this and all matters enlisted. Just because the intermediate officers tell you all is well, the troops sometimes don't see it that way. Congrats on your Command Sir.

Response by CW5 Ranger Dave made Apr 29 at 2018 10:32 PM

CW5 Ranger Dave — Sun, 29 Apr 2018 22:32:54 -0400

First off Congratulations on your selection.

During my career, there were two ranks that I hated serving with...a First Lieutenant Aid De Camp for a General Officer that thought he was a General, and a Full Colonel bucking for his first star. Both categories made life miserable for all those around them.

Give subordinates room to lead. Yes, folks make mistakes let them. Continue supporting your people and they will make you shine like a brand new penny. I worked with 2LT David Petraeus, Cpt Dick Cody, and Cpt John Vines. A Unified Command Commander, a Vice Chief of Staff, and a Corps Commander.

Response by MSG Frank Kapaun made Apr 29 at 2018 10:44 PM

MSG Frank Kapaun — Sun, 29 Apr 2018 22:44:13 -0400

Let’s face it, anything above O4 in the army is 100% pure politics. That said, as an O6 it is your job to fight the political battles for the brigade. Do that, stay the hell out of the way and don’t micromanage your subordinates.

Response by CPT Don Kemp made Apr 30 at 2018 5:10 AM

CPT Don Kemp — Mon, 30 Apr 2018 05:10:00 -0400

As a Non-Commissioned Officer, the Brigade Commander was rare air space - I had no clue what they did.
As a junior Officer in a European Mech Infantry Division, two of my 3 Brigade Cdrs were ROAD (retired on active duty). Col Guy A. J. LaBoa was visible, active, and made an impact, He also went on to become LTG LaBoa.

Response by MAJ Private RallyPoint Member made Apr 30 at 2018 9:22 AM

MAJ Private RallyPoint Member — Mon, 30 Apr 2018 09:22:43 -0400

Congrats Sir! As a junior enlisted Marine, I rarely saw my commander at that level. As a junior officer in the Army, I don't see him much more. Making yourself present and available to the guys at the bottom would make a difference.

I think the most important thing a commander (at any level) does is set the tone for the culture of the unit. However you act and respond to things will trickle down all the way to the line. I see it in the civilian world constantly. Businesses try to change their culture from the bottom up and it doesn't work. Change comes from the top down. Most guys I know want a commander that is honest, fair, and is focused on training with common sense. Do things they way they should be done to make sure your BDE is ready to fight. Even if it's unconventional or goes against some manual somewhere (which will change in a couple of years anyway). We always like seeing our commander stand up and do what's in our best interest even when it goes against the grain.

Response by CPT Lawrence Cable made Apr 30 at 2018 9:43 AM

CPT Lawrence Cable — Mon, 30 Apr 2018 09:43:32 -0400

Support your commanders. Make sure that the staff understands that the commanders work for you and not the staff. Set the standard and ensure that your commanders and senior NCO's know what exactly what you expect. No double standards. In the long run, discipline is much easier if everyone knows exactly what the rules and the consequences of not following them. Hold your staffs feet to the fire. Make sure that they understand that their job is to support the Ground Commanders and Troops. Be available to your commanders and troops and make sure that they know you are available. Don't be afraid of removing some S***head that is gumming the works if it's best for the unit. I always respected the commanders that did stuff like weapons quals with the troops, being first in line at the APFT, or simple stuff like letting some PVT show you how to do his job.
Good luck with your new Command.

Response by SGM Bill Frazer made Apr 30 at 2018 10:13 AM

SGM Bill Frazer — Mon, 30 Apr 2018 10:13:27 -0400

Congrats Sir, do you need bail money too? Seriously the same leadership you displayed getting to O6. Balance mission vs, people, lead by example- demand 110%, and then return at 110%. Let the folks know you put your pants on the same way they do. Think, balance, act- a Brigade is just 3-4times bigger than a BN, if you commanded on of those you can do this. Delegate authority- make them live up to it-mentor everyone below you- ensure that BN's are doing the same all the time. Listen to your CSM, periodically have all E8's and up in for a session on what your troubles are, and possible fixes. Oh, 1 last thing- ditch the silly hat! LAMO!

Response by CSM Darieus ZaGara made Apr 30 at 2018 4:28 PM

CSM Darieus ZaGara — Mon, 30 Apr 2018 16:28:57 -0400

Lead from the front! Speak to Soldiers as often as you can. Understand the issues associated with Family’s within your demographic. PT with them and be ever present. Cut out time specifically on your calendar to make this happen, if you do not, it likely won’t. Ensure that you understand the dynamics of each Battalion Command Team, ensure that your CSM and you are speaking the same language when on the ground. While it is good to be seen with your CSM, ensure that you two communicate often and divide and concur during important events. He is your second set of ears and your voice when you are not available. Be the senior trainer and share your knowledge and wisdom, allow others to formulate plans within your scope and allow them to lead! Do not forget your Family and ensure subordinate leaders remember the Same. Your NCO’s never leave the line and never step aside from direct leadership. It is vital to enforce life balance if the fail to do so themselves. You and your CSM can truly enjoy this time together. It is the last time in a command where you still have a direct impact on the Soldiers and their Family. Thank you for your service and Congrats.

Response by Cpl Gabriel F. made Apr 30 at 2018 5:11 PM

Cpl Gabriel F. — Mon, 30 Apr 2018 17:11:49 -0400

Ask questions of "Joe Snuffy" in the ranks on how it's going ? How are the ranks getting along ? You will be their officer. The one that gives a damn. The rank and file will make you look good despite your U-Boat career attempts. Candid and colorful speech is their way. Ask within the ranks and learn if your orders are being given as is or have amended along the way since issued by you. What "The Old Man " ordered got altered or the order implied this so down the chain of command things get adjusted to suit the need of the day. The COL. wanted the inspection at 0900. The XO advised the company commanders have them ready by 0830. The company commanders advised the senior NCO's 0800 so by the time it gets to the ranks "Joe Snuffy" has been standing around on one foot since 0700 waiting for "The Old Man" to show.

Congratulations and good luck.

Response by Capt David Bays made Apr 30 at 2018 5:35 PM

Capt David Bays — Mon, 30 Apr 2018 17:35:12 -0400

Do not forget that on the day you take command, the vast majority of your brigade will not want to ever talk to you, meet you in person, or think that you may know their name. You can change that by getting out and meeting them in no-threatening environments and making them know that each and every one of them is your first concern, and that you have their backs, individually and collectively. When they see that you will fall on your sword for them, they will follow you anywhere.

Response by MSG Private RallyPoint Member made Apr 30 at 2018 7:34 PM

MSG Private RallyPoint Member — Mon, 30 Apr 2018 19:34:57 -0400

Competence, decisiveness, consistency and grit.

Response by LTJG Edward Bangor Jr made May 1 at 2018 8:39 AM

LTJG Edward Bangor Jr — Tue, 01 May 2018 08:39:59 -0400

I'd say this, Sir: understand the value of your subordinates's time. I've spent entire days standing around, waiting for the CO to finish some meeting to have him sign a CASREP (typically one critical to get underway the next day since I was the Main Propulsion Officer), and I'd regularly get bumped out of line by a Department Head, lunch, and phone calls. In the end, I spent north of 12-13 hours on the ship, accomplished nothing except getting the report signed and sent off ship, and then get questioned as to why I wasted a whole day (despite my own DH telling me that same morning to stand outside the Captain's cabin and do nothing else until my report is signed). In that same vein, I also had an XO who insisted in not even looking at the Plan of the Day for tomorrow until at least 1800. This young JO got the privilege of being onboard from 630 until 1900 or later, every weekday.

In the end, Colonel, if you know someone is waiting for you, and has been for a while, prioritize them. At least ask what they need you for and tell them when you'll be available for it (and please make that time available). Every person in your command will have training to complete, qualificatiosn to work on, wrenches to turn, or paperwork to file while waiting for a signature or your review of a document or even just some quick personal counseling. Ultimately, the only thing we have to give to our people is some time. I couldn't give my sailors raises or change their watch rotations or get them out of an underway. But every once in a while, I could cut them out early or socket time to talk when they needed it. Granted, the demands on my time were less as a DIVO than a CO, but I think the value we place on subordinates time says a lot about us as leaders.

Response by SGT Patrick Reno made May 1 at 2018 11:13 AM

SGT Patrick Reno — Tue, 01 May 2018 11:13:22 -0400

Congrats on your promotion. Just by asking the question you posed to us would make me want to serve in your command. You sound like you care more for your troops than working on your next promotion. I think your men and women will be lucky to have you leading them.

Response by 1SG Private RallyPoint Member made May 1 at 2018 9:10 PM

1SG Private RallyPoint Member — Tue, 01 May 2018 21:10:39 -0400

If you have not already, have a good meeting with your CSM. Take a pulse of the NCOs under your command by using him as your stethoscope. Make sure that you have a clear vision of what you want from your Brigade and reach out to your CSM and senior staff NCOs to for help in reaching and maintaining that vision.

Take care of your HHC. They will be the first point of contact for almost everything that goes out to your subordinate units. Make sure that your staff section leaders know and understand your vision for the Brigade.

Response by 1SG Jason Rose made May 2 at 2018 1:25 AM

1SG Jason Rose — Wed, 02 May 2018 01:25:56 -0400

Continue to do the things that got you selected for that position. Continue to be candid and colorful when the situation calls for it. Surround yourself with people that will be honest and upfront with you so you are able to make hard decisions for the betterment of the organizastion. Visit your formations when available and say thank you once in a while so Tripp’s know you care about them and their families. Demand the “so what” of the information provided to you not just the data. This will enable you to make better informed decisions and provide your formation to be proactive not reactive. Build an environment where Soldiers want to be apart of your organization, not count down the days to PCS or ETS. Good luck and remember where you came from and how you got there! Stay grounded.

Response by MAJ Private RallyPoint Member made May 3 at 2018 7:36 PM

MAJ Private RallyPoint Member — Thu, 03 May 2018 19:36:10 -0400

Congratulations, Sir!
From my senior leadership, I expect them to care about people and follow that sentiment through with tangible action; have the courage to stand up to external agencies (including higher HQ) when appropriate and necessary; and engage in continual learning about the mission of the unit as it evolves over time. You will also become the caretaker of the unit's organizational culture; stamping out dysfunction as you find out about it and fostering those leaders with demonstrable history of inspiring troops will go a long way towards building a healthy culture. Ensure you maintain and promote a vision for the long-term viability of the Brigade; please do not just focus on what you can do during your command tour. And, never forget that your words will have lasting impact on your folks - the phrase, "I don't care," should never enter your lexicon when your troops bring up legitimate concerns.
In short, adopt the opposite of those negative characteristics outlined in the John Q. Public blog article I hot-linked below.
https://www.jqpublicblog.com/the-rise-of-the-gutless-air-force-colonel/

The Rise of the Gutless Air Force Colonel - John Q. Public

The problem with promoting someone to Colonel is that doing so vests in that person a belief that s/he has been invited to the Big Time … and is destined for generalship. Each of these beliefs is almost always mistaken. But in the time Colonels are suspended in these mistaken beliefs, they avoid risk so …

Response by SSG Jeremy Sharp made May 3 at 2018 7:38 PM

SSG Jeremy Sharp — Thu, 03 May 2018 19:38:51 -0400

I always appreciated consistency and candor. A Brigade Commander who spoke his mind and stood for what he told his troops he stands for would be exceptional. In this new age of political correctness I can only imagine the pitfalls any commander mus dodge on a daily basis. I wish you the best of luck and try to surround yourself with competent qualified NCOs to motivate your troops.

Response by MSG John Duchesneau made May 3 at 2018 11:25 PM

MSG John Duchesneau — Thu, 03 May 2018 23:25:29 -0400

1. He or she is not too friendly with the troops. Nothing ticks me off more than a senior officer (or any officer) who introduces themselves to enlisteds by their first name.
2. He or she should look and act professional at all times. Nobody's perfect but when someone gets to a high level they should be able to hide their shortcomings.
3. Project confidence. Ultimately, all your troops are thinking, "This guy could make a decision which could get me killed." Let them have the confidence that you will make solid decisions which will not unduly hazard their lives.
4. Set the example. Little things like going through an obstacle course, joining them on a ruck march or serving them chow (on rare occasions) will show them that you are willing and able to share in their hardships.
5. Get feedback but don't make it look like you are running for office or trying to win their approval. Ask the troops "What do you think about this?" "What's the latest rumor you heard?" "How do you think we could do our mission better?"
6. Get tight with your CSM. He or she is there to advise you and all matters related to your enlisted troops. Give them free reign to do what they think is best for troops and the unit. Let them be the hammer on sub standard NCOs. If you have a disagreement with them, talk it out and reach a reasonable conclusion.
7. Recognize excellence. Don't give away awards and coins but make sure you give them to people who deserve them. Don't just take care of officers and senior NCOs. Junior NCOs, specialists and privates often feel over looked and under appreciated. Have a Junior NCO and Specialist of the week and give them a coin then give the Junior NCO and Specialist of the month an AAM.
8. Career development. Ask you CSM to make sure every enlisted Soldier is being set up for success. Those who have not been promoted in a long time need some attention - are they really under performers or do they need to get to an NCO school or other training. Do they need more experience in leadership positions? Do they have family issues impacting on their job performance. You can't get into the weeds for every soldier but you should be able to correct some injustices.
9. Set and enforce standards. Nothing kills morale more than being in a unit where rules are made but routinely broken. Don't tolerate officers or NCOs who think certain rules apply only to people lower ranking than them. Don't try to cover something up. Punish they guilty and reward the righteous. No unit is perfect. If you CO blames you for something you had no control over then accept the blame and deal with the problem. Nobody respects an officer who only cares about covering his own ass.
10. Read "It Doesn't Take a Hero" by Norman Schwarzkopf (the best general the Army has had since Omar Bradley). Focus on the chapters prior to Desert Storm. He teaches a lot of valuable lessons every military officer would benefit from.
11. Don't overwork your troops. Army life is tough but don't make it tougher than it has to be. If there are 12 hour or longer shifts make sure they are absolutely necessary. Make sure your Soldiers get a real weekend and not just one day. Have a "mandatory fun" day once a month with team building activities or maybe a field trip to an interesting place. The unit that plays together stays together.
12. Think about the officers you have admired most in your career. You will find the ones your respected the most were the ones who were tough but fair. Never forget that you are a leader an not a buddy.
13. Don't get stuck in your office. In today's world the staff briefs the CO. It should be other way around. Find our what's going on and what's going wrong. Let your staff know what needs to be fixed and put them to work. Your job is to make decisions - not to be bogged down in endless reports and presentations. Let your XO deal with information overload. Keep above the "noise" so you can see the situation clearly.
14. Go on YouTube and watch anything with General Mattis or General Schwarzkopf. You can't go wrong.
Well, that's the way I see it.

Response by PO2 Alan Frankel made May 7 at 2018 6:42 PM

PO2 Alan Frankel — Mon, 07 May 2018 18:42:52 -0400

My question is, does Col. Halvorson have anything better to do with his life than spend all day on this site? Probably a big fan of Face Book also.

Response by SSG Robert Perrotto made May 7 at 2018 7:09 PM

SSG Robert Perrotto — Mon, 07 May 2018 19:09:10 -0400

congratulations Sir! - the single most important thing I can think of - be seen by your troops - we know you are a busy person - we understand that your duties and responsibilities are huge - but - being seen in the Motor pool, doing PT, walking through the barracks on a weekend - not to catch soldiers doing the wrong thing, but to just get in touch with what they are doing - these things go a long way for troop morale and unit cohesion. Second - hold competitions with tangible rewards - trust me - best squad competitions, best gunnery team - etc etc are true morale building tools and gives incentive for junior leaders to shine. as for rewards - nothing makes a junior enlisted beam with pride then receiving a coin from the Brigade Commander, or an AAM - or even a 3 day pass for achievement. recognize them and they will go to the ends of the earth for you. Be sincere in your motivational speeches - no one can smell bovine fecal matter faster than private snuffy. And for Gods sake - tell your 3 shop to get their tasking to the units prior to 1600 - nothing cripples morale faster then the 1630 tasking that absolutely must be done right then and there and cannot wait until tomorrow nonsense.

Response by CPT Private RallyPoint Member made May 7 at 2018 7:25 PM

CPT Private RallyPoint Member — Mon, 07 May 2018 19:25:01 -0400

Sir, congrats. Please, please support your HHC CDR- if he or she does not have the support of the top 5 he will fail. Give clear guidance and expectations at the onset, and then hold the team to it. Also, something I could never get enough of is mentorship and real professional development. Share your wisdom.

Response by SFC Private RallyPoint Member made May 7 at 2018 10:55 PM

SFC Private RallyPoint Member — Mon, 07 May 2018 22:55:17 -0400

Congratulations, Sir and incredibly surprised about this direct of an open ended question.

To be honest:
• Being seen during morning pt formation (as appropriate by schedule)
• Speaking upon the values of unit cohesion that bridges daily tasks and deployment training such as Leadership Development Programs for CPL and above (tailored to the audience of course, a CPL may not pay attention if the focus is Field Grade centric only; it's happened)
• Despite political on goings, emphasis on the value of the individual and of the team (taking care of yourself, not sacrificing your care in the hopes that canceling an appointment for an extra two hours of email will help the team win). This one is very important to me personally; knowing my BDE CO values my commitment to accomplishing his mission as one of his transgender Soldiers both on duty and when I'm mentoring junior transgender Soldiers off duty, places my mind at ease and remain focused on task.
• Reinforcing the BDE'S mission that directly impacts the DIV's mission. (Took me six months but as a GEOINT sme, not a logistician, I learned how to help my team create products that focuses on logistics without taking away from GEOINT but also craft terrain products without removing the primary of logistics. I'm in a Sustainment Brigade, not a combat focused Brigade. So having a mission statement or LPD to help those who're not of the unit's main focus so as to place themselves where they should be.)

Response by Cpl Michael McDonald made May 9 at 2018 9:49 PM

Cpl Michael McDonald — Wed, 09 May 2018 21:49:22 -0400

One of a kind

Response by SGT Private RallyPoint Member made May 12 at 2018 12:05 AM

SGT Private RallyPoint Member — Sat, 12 May 2018 00:05:44 -0400

Congratulations on your promotion! And so far what everyone has said is awesome. Taking time to be around the troops is always good. But I doubt that you will have time to. In my experience our time with BDE is limited to email traffic or conference calls due to being stationed in a different post. One thing that I have noticed about the COL's and CSM's at your level is that they are wonderful people, and excellent leaders. But the only time I did see them was during times of crisis. They handled it well and created an environment we could speak plainly in. That being said, if you want to make a good impact on your BDE, I would say how your shops operate could make or break your time there. The units don't really spend time talking or listening to you directly. We take commands from our Commanders who try to uphold their Commander's orders and so on. In my experience if the shops are well run, and work with the units instead of only telling them what to do, the unit looks more kindly towards the command team. On the other hand, if they don't things can go sour very fast, something I'm sure you are already aware of. So in my opinion, get a good system of processes established. Find a focus, ensure your shops understand your intent and can deliver it clearly and then help them my eliminating as many obstacles as possible. I've noticed in my time that most everyone in the military wants to work, but we often get frustrated and slowed by the crisis of the day which hardly ever turns out to be an actual crisis. If you acknowledge our commitment and try to help us you will be surprised by how much we can accomplish.

Response by LTC Private RallyPoint Member made May 12 at 2018 1:53 PM

LTC Private RallyPoint Member — Sat, 12 May 2018 13:53:55 -0400

Considering subordinate commanders’ problems often don’t conform to solutions that fit neatly into the Army’s regulations, Brigade Commanders should support decisions that meet the intent, even if it doesn’t comply with the idyllic policies. Mission Command.

Response by 1SG Victor Sotil made May 17 at 2018 10:32 AM

1SG Victor Sotil — Thu, 17 May 2018 10:32:31 -0400

Sir, congrats on your new position. I was Armor, but I served with the 101st RSTA Squadron 1sq 75 Cav, Strike Brigade. There I met a unique Bee. Commander , Arthur Kandarian. He reached out to all leaders by simple hand pick a different leader to do PT with him. While doing PT he always linked the session to an event in combat. He was present, and involved. Him and his CSM were present to all training events, and when we deployed he did not change. If anyone would like to speak to the BDE CDR all they had to do is find a unit that was training. He set the example in training and combat. Be present, valued the input from your subordinate leaders, be tough, set the example, and promote team work. Col Kandarian had a crazy idea that promoted team work across the Brigade. During his bi weekly PT session with all CPT/1SG, he held the formation and mingle everyone and pair a different CPT with a different 1SG. I knew all the 1SG and company commanders across the Brigade and believe me saved me time and effort when we were deployed.

Response by LTC Private RallyPoint Member made May 23 at 2018 3:11 PM

LTC Private RallyPoint Member — Wed, 23 May 2018 15:11:36 -0400

COL Private RallyPoint Member the most important thing junior leaders need from their seniors is good clear and easy to understand guidance. Instead of ten pages of guidance if the points are quick and to the point with no fluff it is easier to execute the Commander's intent then trying to spell out all possibilities and direct how to execute. This helps the leaders know your intent and shows trust that we can get the job done.

Response by SGM Erik Marquez made May 23 at 2018 3:18 PM

SGM Erik Marquez — Wed, 23 May 2018 15:18:32 -0400

COL Private RallyPoint Member "What do you expect? What are the things that "The Old Man," just doesn't understand?"

That you asked, tells me all I need to know.
I could write for days in response (I type slow) but reality is, as I don't know what you Know or don't know, most is likely Id be "telling" you stuff you already know.|

So how about this, what do you think you don't know?
What do you perceive as areas you want to improve?
Did you have an XO position in a like unit Bde so you have some great experience in what might be on your table when you sign in? What did you see THAT BDE CO do you thought...is that the best way? Was that right? That was a Mistake? How could I do it better? Or, Perhaps, I would not have stepped in that pile, enable and support my CSM (XO, S3, BN CDR, ect) to do that
Tell us those things and maybe we can provide insight.

Oh and Congrats, good luck, if you end up in Cav land...PM me I'lll buy you a cup.... PS Don't ever mention by name you know me at III Corps ....unless you want get reassigned to command the post housing unit....lol

Response by MAJ Private RallyPoint Member made May 23 at 2018 7:16 PM

MAJ Private RallyPoint Member — Wed, 23 May 2018 19:16:02 -0400

Sir, congratulations on being selected for BDE CMD, turkey and honor. I appreciate your humor with this post but also appreciate you seeking input and feedback on how to be the best CDR you can be. When I was a Company Commander I really only wanted three things from my Senior Rater 1- Clear intent on how they wanted the mission achieved 2- Honest feedback on my performance and how to be a better commander and officer 3- Managing thier Staff to be more effective and less of a hindrance to the DRUs. Nothing was worse than a staff officer acting like a BS order was directed by the CDR (when it wasn’t). Be approachable and honest in how you lead. Empower your NCOs and Junior Commanders to get after the mission while removing distractions and obstacles. Good luck Sir!

Response by MSG Thomas Currie made Jun 3 at 2018 1:02 AM

MSG Thomas Currie — Sun, 03 Jun 2018 01:02:21 -0400

At the brigade level, my thoughts are very similar to the Battalion level: The most important trait for a commander is TRUST, with competence coming a close second -- although I have rarely seen any commander who could manage trust without also being competent.

Say what you mean and mean what you say. Avoid those spur of the moment decisions that far too often need to be reversed or at least backpedaled. Demand the same of your subordinate commanders and your staff.

We always say to "Train as you will fight - because you will fight as you trained" -- but let me point out that troops to not need to train how to be miserable JUST to learn how to be miserable. Sometimes miserable training conditions really are part of the training, but being miserable should not be the training objective, and miserable conditions are rarely conducive to successful training of tasks where the soldiers are not already proficient.

Response by Col Jincy Hayes made Jun 9 at 2018 10:42 AM

Col Jincy Hayes — Sat, 09 Jun 2018 10:42:37 -0400

Marines use the term LBWA. Leadership by Walking Around. Don't be glued to the desk. Let your Brigade staff handle the afmin, and you go walk around. Show up at the motor pool and ask what they're doing. The best connsner I ever had implemented the "Average Marine Award. He gave it out monthly to a Marine who did his job. He usually found the recipient during LBWA. The award was a coffee cup that the commander paid for out of his own pocket. The cup had Average Joe written on it. It was a huge motivator because the Marines never knew where or when he would show up. Uniforms looked better, productivity was up, NJP (Article 15) was down, and there was an inmediate uptick in esprit de corps. You will discover the truth about your unit when you talk candidly with the troops who reside 'where the tubber meets the road'. Oh, and above all, don't take your bad day out on the troops and ALWAYS close the door before chewing out a SNCO. Fight for resourcing and fixed and working equipment. And realize that famies matter!

Response by SPC Patricia K. (Williams) Elliott made Jun 17 at 2018 9:18 AM

SPC Patricia K. (Williams) Elliott — Sun, 17 Jun 2018 09:18:35 -0400

My husband had a brigade commander that I truly admired. He was fair in his dealings both with his troops and staff and the family members of those same soldiers. Each one of his subordinates were important to him and they all knew it. So my advise such as it is, would to be fair in your dealings with your subordinates and be available.

Response by CPT Earl George made Jun 24 at 2018 6:36 PM

CPT Earl George — Sun, 24 Jun 2018 18:36:21 -0400

If you are able to get out from behind your desk to see what is going on, take the advantage. The people under you should be doing their job and should be of mind to know that if they screw up, you are probably standing behind them. I worked for one Brigade Commander that spent 99% of the time behind the desk.

Response by CWO4 Brook Kelsey made Jun 29 at 2018 3:08 AM

CWO4 Brook Kelsey — Fri, 29 Jun 2018 03:08:26 -0400

First, thank you for your service! From my perspective, from being challenged myself, senior leadership must never suffer from Rank Has it’s Privileges (RHIP) mentality. Also be very, very weary of the “Yes Man/woman.” Yes people will never tell you the truth! They only tell you what they think you want to hear. Sometimes private “so in so” has the best Idea (e.g. Sir why is the military buying $500 million aircraft, yet we don’t have any toilet paper in the barracks?) Best advice ever, make sure troops have toilet paper! Never yell at anyone in the open. Bring your most senior enlisted (this my not be your SgtMaj or CSM) member in the command to the meeting. Hold them responsible for everything! Expect what you inspect! Never do mandatory fun or valuntold - both destroy morale. NEVER DRINK AND DRIVE - don’t be that guy!

Response by MAJ Douglas Dopp made Jul 1 at 2018 10:34 PM

MAJ Douglas Dopp — Sun, 01 Jul 2018 22:34:07 -0400

As Btry CO, I made sure my troops knew I was there for them. As a result, they were there for me as we accomplished a mission together. If you lead by example, you will find you are followed & respected. Truman understood the key to command. As a CO, the buck stops with you.

Response by 1SG Private RallyPoint Member made Jul 10 at 2018 8:33 AM

1SG Private RallyPoint Member — Tue, 10 Jul 2018 08:33:50 -0400

The fact that you are asking shows that you have at least "heard" of the concept of servant leadership, and fills me with hope. Good luck!

Response by SPC Scott Domogalla made Jul 18 at 2018 9:32 AM

SPC Scott Domogalla — Wed, 18 Jul 2018 09:32:41 -0400

Lead. Right or wrong make the decision that it right to you at he time, if it was wrong don’t make excuses, accept it, explain why “not excuse” but why, and in the hindsight how you now realize it was not the best decision. Few words, we all make mistakes, troops know that, so admit to it and move on. An old adage, lead, follow, or get the hell out of the way. A good leader surrounds themselves with good people. These are the things that bothered me in the military and civilian life. Did not respect a leader that worried about the next brass ring rather than making the hard decisions.

Response by PO2 Steven Michaeli made Jul 22 at 2018 6:13 AM

PO2 Steven Michaeli — Sun, 22 Jul 2018 06:13:40 -0400

Communication.

Response by CSM Eric Olsen made Jul 23 at 2018 5:08 PM

CSM Eric Olsen — Mon, 23 Jul 2018 17:08:36 -0400

Sir, when are you coming to maneuver pre-command? Great news! Didn't even think to look at that list

Response by CW2 Private RallyPoint Member made Jul 26 at 2018 10:03 AM

CW2 Private RallyPoint Member — Thu, 26 Jul 2018 10:03:01 -0400

First Sir, Congratulations!
Second, I'd say the biggest thing we need right now in the Army is for the Company and BN Commanders to start actually using UCMJ to punish Soldiers when they are deserving, and not let stuff get swept under the rug. We never have people on extra duty anymore.
Also, stop letting "taskings" interfere with training. The Army has no time to train due to the massive amount of taskings. S4s not having everybody's sizes to order JSLISTs so now every person has to fill out the same stuff they put on ther personnel data sheet when they inprocessed, Post Police, Color Guard, area beautification, the list is endless. And the CoS wonders why Objective T isn't getting done.
Well the answer is what I said above, punish wrongdoers and have extra duty do all your taskings so the Army can actually train. I am terrified of a symmetric war breaking out and we need to use our Armor to fight, because 19D, 11B, and 19K haven't been able to do heavy stuff for 14 years and theres so many taskings that they can't even train now.

Another thing is supporting the award system as it should be. Not letting LTCs with only "Recommend" authority force NCOs to change an MSM to an ARCOM because the recommended Soldier is only a SPC.

The best BCT CDR I ever had would walk around and meet his Soldiers. on the range, in the DFAC, and supported his Soldiers. He didn't have to yell or make endless policy letters. He spoke to us like Soldiers and ensured we were trained up for the job. Getting the entire BCT level 1 combatives qualified, having line units spend days at the range, forced units to do more than zero and qual on the range, actually get into advanced shooting, be smart about sending soldiers to schools - meaning actually send them to stuff that will improve the unit. Lots of Commanders allow money to dictate ranges and schools - this is the Army and we train to standard, not to dollars or to time. Scouts should be going to RSLC, Infantry to Ranger, Engineers to Sapper, there are so many schools that people don't even know about. Leave your imprint on the unit as the CDR who trained his Soldiers, not the one who made some dumb policy for an OER bullet and a shot at replacing a bird with a star.

Response by Sgt Private RallyPoint Member made May 2 at 2020 6:18 AM

Sgt Private RallyPoint Member — Sat, 02 May 2020 06:18:29 -0400

COL Private RallyPoint Member If you see this 2years later, I just want to say I hope you didn’t allow yourself to become woosified. The military is supposed to be a fighting force, not a social or cultural services department.

Response by Maj John Bell made May 2 at 2020 7:13 PM

Maj John Bell — Sat, 02 May 2020 19:13:51 -0400

_Tell me what to do, not how to do it. Unless I ask.
_Make sure that I have the men, material, time, and training to do whatever you're going to ask me to do. Or at least as much as you can give.
_Allow me to make mistakes. As long as it doesn't get anyone hurt and/or waste precious resources, I'll learn from those mistakes.
_Be there to observe, but stay out of the way.

Response by SFC Melvin Brandenburg made Mar 9 at 2021 9:01 PM

SFC Melvin Brandenburg — Tue, 09 Mar 2021 21:01:28 -0500

Integrity