How to Train Replacements When Your People Leave

Just like when you were a company commander or 1SG your subordinates are going to depart the organization right about the time things are running well. Your job as a leader is to bring the replacement NCOs and Officers on the team in a manner that enables the continued success of the organization. These three techniques will help you manage the transition :

◾Remember that no seven year old ever said, “When I grow up, I want to be on staff”
◾You know 100x more about what is going on than your new team members- Don’t Assume Knowledge
◾Use the 3:1 rule

Serving on staff– Your new NCOs and Officers want to be on the line with Soldiers, not on staff. Address this fact during initial counseling. Tell them the length of time they will be on staff to manage their expectations. Encourage them to remind you during quarterly counseling of their departure date and be willing to discuss their next job openly.

Don’t Assume Knowledge- You must get confirmation and backbriefs from your team to avoid disaster. You may not know it, but you are light years ahead of your new team members. Your understanding of the hot issues, recent lessons learned, and the calendar can overwhelm them. If you assume knowledge- A glass ball is going to hit the floor. Be a deliberate and patient leader to ensure success.

3:1 Ratio during transitions- Senior staff members handle the workload of three leaders. They start with a normal workload and over time their responsibilities increase. This is possible because they are comfortable in their surroundings, understand systems, and are very efficient. Your new staff members cannot handle the same work load on day one. Use three team members to replace one. Assign the new leader only the primary tasks conducted by the departing individual. The remaining tasks should be spread out across two other teammates until the new leader is efficient and capable. Then add tasks slowly until the transition is complete. The 3:1 rule allows the organization to continue to move forward during transition while allowing your replacements to grow into the job.

If you follow these three tips you will lead your organization through transition successfully and develop your subordinate leaders.

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