Company Commander
Company Commander
Posted on May 14, 2015
What are some challenges you see among Company Grade Officers?
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Posted 9 y ago
Responses: 8
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A few challenges that I am seeing:
- Company commanders have about 550 days of requirements to fit into a 365 day year (numbers pretty close to reality). Therefore company grades need to know how to assess requirements, mitigate risk, and prioritize. Most do not know how and try to do everything.
- How to plan, prepare, execute and assess training. Most company grade officers have not had to do this and don't know how. Many try to do in garrison what they did in combat (figure it out each day). Recommend open up and study the training doctrine.
- COIN vs high intensity conflict. The Army is moving towards re establishing our high intensity conflict competency. Many second and third order implications of this but bottom line is that company grade officers are not trained, educated, or experienced in this. Recommend talk with mentors or gray beards on this.
- MDMP vs check list. Most company grade officers can execute a check list well since this is what they did in combat but many do not understand and can not properly execute MDMP to solve complex problems they have not seen before.
- The above are not meant to be indictments of a generation but rather an assessment of gaps that I am seeing as the US Army Engineer School Director of Training and Leader Development.
- Company commanders have about 550 days of requirements to fit into a 365 day year (numbers pretty close to reality). Therefore company grades need to know how to assess requirements, mitigate risk, and prioritize. Most do not know how and try to do everything.
- How to plan, prepare, execute and assess training. Most company grade officers have not had to do this and don't know how. Many try to do in garrison what they did in combat (figure it out each day). Recommend open up and study the training doctrine.
- COIN vs high intensity conflict. The Army is moving towards re establishing our high intensity conflict competency. Many second and third order implications of this but bottom line is that company grade officers are not trained, educated, or experienced in this. Recommend talk with mentors or gray beards on this.
- MDMP vs check list. Most company grade officers can execute a check list well since this is what they did in combat but many do not understand and can not properly execute MDMP to solve complex problems they have not seen before.
- The above are not meant to be indictments of a generation but rather an assessment of gaps that I am seeing as the US Army Engineer School Director of Training and Leader Development.
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COL Jason Smallfield, PMP, CFM, CM
A few thoughts:
- Strategic leaders are tracking the requirements vs time issue and are working to address the problem from their level. CSA was briefed on 30 APR 15.
- Operational level leaders (MACOMs) need to know and address the issue from their chairs via guidance, discipline, and prioritization.
- Tactical level leaders (Corps and below) need to get back to the doctrinal way of doing business and then execute in a disciplined manner. Divisions should be working 1-2 years out, brigades should work 6-12 months out, battalions 3-6 months, companies 6 weeks - 3 months. Leaders at each level must respect the lower levels and operate within their doctrinal timelines. For example, if a DIV CG/CSM wants to have a come to Jesus meeting then this should be scheduled with appropriate lead times rather than 48 hours out as a "hey you" and "because I said so". No plan will work without disciplined execution which is what we are lacking at all levels right now in my opinion.
- Strategic leaders are tracking the requirements vs time issue and are working to address the problem from their level. CSA was briefed on 30 APR 15.
- Operational level leaders (MACOMs) need to know and address the issue from their chairs via guidance, discipline, and prioritization.
- Tactical level leaders (Corps and below) need to get back to the doctrinal way of doing business and then execute in a disciplined manner. Divisions should be working 1-2 years out, brigades should work 6-12 months out, battalions 3-6 months, companies 6 weeks - 3 months. Leaders at each level must respect the lower levels and operate within their doctrinal timelines. For example, if a DIV CG/CSM wants to have a come to Jesus meeting then this should be scheduled with appropriate lead times rather than 48 hours out as a "hey you" and "because I said so". No plan will work without disciplined execution which is what we are lacking at all levels right now in my opinion.
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CPT (Join to see)
I completely agree with the aforementioned, the only issue with the DIV/BDE/BN/CO Planning is all that is "Should" and not enforced. It's a matter of changing human leadership and that is a very painfully slow process. Thanks for the input sir, and the knowledge that CSA is aware of the issue.
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SFC (Join to see)
COL Jason Smallfield, PMP, CFM, CM Sir,
If DIV should work 1-2 years out, and BDE 6-12 months out, etc., why can't yearly Command Training Guidance be issued end of 3rd QTR, allowing those MELT holding elements time to conduct BFA analysis and be ready to execute OCT 1? Much of the challenges you address in your OP could be fixed by giving subordinate commanders time to conduct this planning, brief their training plan, then adjust, all prior to new FY. As it stands now, most units don't get the guidance until SEP/OCT time period, making them have to "wing-it" when it comes to planning and resourcing training.
If DIV should work 1-2 years out, and BDE 6-12 months out, etc., why can't yearly Command Training Guidance be issued end of 3rd QTR, allowing those MELT holding elements time to conduct BFA analysis and be ready to execute OCT 1? Much of the challenges you address in your OP could be fixed by giving subordinate commanders time to conduct this planning, brief their training plan, then adjust, all prior to new FY. As it stands now, most units don't get the guidance until SEP/OCT time period, making them have to "wing-it" when it comes to planning and resourcing training.
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COL Jason Smallfield, PMP, CFM, CM
SFC Myall, agree with above. I think the answer is disciplined execution at all levels which we currently do not have. Divisions should not issue FY16 training guidance on 30 SEP 15 (1-2 days before FY16 execution). Division should issue FY16 training guidance NLT 30 MAR 15 in my opinion so as to allow subordinate brigades to receive, digest, and publish their own guidance in time for battalions to do the same and then companies.
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My biggest challenge thus far has been counseling and mentoring. Most Officers have strayed from the practices of actual mentoring and providing guidance to junior officers. Officers should be counseled every quarter just as NCOs are. As a developing Officer, mentorship is cruicial and most often sought out but our Senior leaders, too often, don't have the "time" to just talk and help young Officers grow in the right direction.
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1LT Richard C.
I have to agree Cpt Bricka, as an NCO, I had constant mentorship from senior NCOs. Not, monthly/quarterly/annual but constant. As soon as something started to slip, I would feel a hand on my shoulder and we would take a walk. I was only partially aware of promotion points and we had personnel offices that were guiding our careers. I only had to maintain 'best qualified' and the rest took care of itself.
As an officer, that all stopped. I was looking through my file last night and came across my old OERs, common statements were - 'Cares for the Troops, Lives Mission First - Troops always, very mature, etc' which I attribute directly to my time as an NCO. Then I looked at the signature blocks..I didn't know those officers. I hadn't spoken to them other than listen to a brief, provide a brief, or change of command ceremony. I made 1LT because I hit the time in grade. I later I had a brilliant Warrant Officer as my mentor (thank you CW5 Al Curving) and that was it. My commanders were so busy monitoring their own careers, meeting mission objectives, and running the companies that mentoring did not exist.
As an officer, that all stopped. I was looking through my file last night and came across my old OERs, common statements were - 'Cares for the Troops, Lives Mission First - Troops always, very mature, etc' which I attribute directly to my time as an NCO. Then I looked at the signature blocks..I didn't know those officers. I hadn't spoken to them other than listen to a brief, provide a brief, or change of command ceremony. I made 1LT because I hit the time in grade. I later I had a brilliant Warrant Officer as my mentor (thank you CW5 Al Curving) and that was it. My commanders were so busy monitoring their own careers, meeting mission objectives, and running the companies that mentoring did not exist.
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CH (CPT) Heather Davis
CPT Bricka:
I would recommend to utilize your Chaplain in ethical training, and understanding the impact of a GOMAR, and a Command Inquiry. I am in agreement with you, and I often share with my junior officers.
When you are a 2LT the ball bounces back to you.
When you are a 1LT you can drop the ball and you can pick it up.
When you are a CPT you are expected to run with it and lead from the front.
I would recommend to utilize your Chaplain in ethical training, and understanding the impact of a GOMAR, and a Command Inquiry. I am in agreement with you, and I often share with my junior officers.
When you are a 2LT the ball bounces back to you.
When you are a 1LT you can drop the ball and you can pick it up.
When you are a CPT you are expected to run with it and lead from the front.
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Do your job, not everyone else's. Know when to task others. There is no reason that someone should be overworked and have their platoon leaders or squad leaders just sitting around.
Make a decision and go with it. Admit it if you are wrong and adjust the plan.
Do not suck up. Do your job. Take care of your Soldiers. That is your mission. Take the heat rounds and pass the praise to your troops.
Lastly, you can learn from everyone regardless of rank. Yes even that brand new Soldier or LT.
Make a decision and go with it. Admit it if you are wrong and adjust the plan.
Do not suck up. Do your job. Take care of your Soldiers. That is your mission. Take the heat rounds and pass the praise to your troops.
Lastly, you can learn from everyone regardless of rank. Yes even that brand new Soldier or LT.
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