When is the proper time to command a company?

COL Private RallyPoint Member — Sun, 31 May 2015 09:11:57 -0400

Company command. It is not wise to command too soon. Career progression is key. Although not a requirement, one should seek primary leadership positions such as platoon leader, company executive officer, and battalion staff officer, prior to commanding. The necessary leadership skills and leadership traits to command successfully are developed in those junior leadership positions. A company commander that understands battalion functions S-1, S-2, S-3, and S-4, and can effectively coordinate the operations of his company with those primary battalion functions, is a benefit to the battalion. The officer basic and the officer advanced courses are beneficial. An officer should seek tactical and technical proficiency prior to commanding in order to ensure a successful command experience and to ensure the safety and well being of our soldiers.

Response by LTC Private RallyPoint Member made May 31 at 2015 9:20 AM

LTC Private RallyPoint Member — Sun, 31 May 2015 09:20:46 -0400

I disagree that one should seek being a Battalion Staff Officer before command. All the others should be accomplished before Captain's level education. I learned nothing that I needed in command in my few months as a staff officer, and to me leaders should never want to be staff officers. Just my opinion, I am one right now and I know I will be for at least the next few years.

Response by CPT Private RallyPoint Member made May 31 at 2015 10:49 AM

CPT Private RallyPoint Member — Sun, 31 May 2015 10:49:35 -0400

I believe the Army has a pretty good system right now. I can not speak on other branches because I'm in the Armor Community where you have certain Key Development positions you have to fill and is recommended taking Company Command after MCCC. Some LTs take Command during their LT years and do not get a second command when they are Captain because they are considered KD complete. There are also Tradoc commands for those seeking additionally broadening opportunities, however we were told these might count as KD positions now. If thats the case a Captain might find himself KD complete without taking a unit at a Forscom unit.

Response by LTC Private RallyPoint Member made May 31 at 2015 10:51 AM

LTC Private RallyPoint Member — Sun, 31 May 2015 10:51:07 -0400

I agree to an extent. But where I think we struggled over the past years is we promote to fast on the LT side. They should have experience platoon time. Then they need that exposure as a young CPT in the staff realm. That helped me out tremendously.

Response by MAJ Private RallyPoint Member made May 31 at 2015 11:22 AM

MAJ Private RallyPoint Member — Sun, 31 May 2015 11:22:54 -0400

Ideally, one should have the opportunity to attend the career course prior to command, especially if transitioning to a different sort of unit for command (say, between a light infantry battalion and a mech battalion, for infantry types). I learned an enormous amount at the Infantry Captain's Career Course, which I attended prior to command.

I also think time on battalion staff is helpful, pre-command, especially if one can serve on the battalion staff for the battalion in which one will command; this helps build relationships, especially with senior leaders, and further understand how the battalion works, which is key to a successful command.

For HHC commands, I really do feel that staff time in that battalion would be helpful. A first command in a line company of the same battalion should be (and usually is) a pre-requisite for HHC command. Managing BN CDR, XO, S3, S3 SGM, CSM, and fellow company commander and key staff personalities is extremely difficult, and the better relationships one has, the better one should be able to perform.

Given all,of this, though, I expect that I could have stepped into command following my time as a rifle company XO (especially as I was the acting commander for the better part of my last 6 months as an XO) and that the career course really just simply helped me hone my abilities to give an OPORD.

Agreeing with most of you, this really is more about individual abilities than anything else.

So, ideally, the best time to command is: as a career course graduate after staff time in the same battalion you'll command in, and after a line command in the same battalion for HHC commands.

Response by LTC George J Salerno made May 31 at 2015 11:29 AM

LTC George J Salerno — Sun, 31 May 2015 11:29:24 -0400

The Career Course (Advanced Course in my day) was not/and is not intended to prepare you for command. It was intended to train you as a staff officer. Most officers are supposed to have the tactical and technical skills within their branch in order to lead a company/troop. This is supposed to be trained and developed by the troop/company commander and NCOs while they are platoon leaders.
Having time in staff is beneficial in the sense of getting to know and understand the battalion/squadron in which you will lead the company/troop. Each organization has their own personality and methods. I was fortunate to command in two different organizations; one in which I was a staff officer; one I was not:
My first command was a cavalry troop. I was an A/S3 for over six months. As the squadron was expanding and transforming (from J series MTOE to H), I was involved in many of the staff aspects of that transformation. I stood up the third troop and the knowledge and experienced gained by this was invaluable. As well, my working relationships with the staff helped me and my unit in this endeavor.
My second command was an HHC of an armor battalion that was next door to us (long story how I got there). Though I was extremely knowledgeable of HHC operations (I was an XO of an HHT), I did not know the battalion well at all and had a steep learning curve. It was also my first tank battalion and only a couple of the officers "embraced" me. The good point is most folks don't know what happens in an HHC, so they left me alone and the organization did well.
The point here is to share some anecdotal evidence of the benefit. I do agree it is not required, but it does help. It comes down to leadership (as always).

Response by COL Ted Mc made May 31 at 2015 11:57 AM

COL Ted Mc — Sun, 31 May 2015 11:57:19 -0400

The answer really depends on what the officer intends to do with the rest of their career.

The true value of "line company command" is the inculcation of actual knowledge of the trials and problems of the troops at the sharp edge. This is valuable to an officer regardless of whether they are in command of the "line combat" units or in the "logistics chain" or in the "planning and staff swamp".

Using "line company command" as a 'ticket puncher' is an abomination because the "line combat company" is what everything is all about. Face it, if you didn't have any "line combat companies" then either you wouldn't need anything else or the anything else you did have would be useless.

EQUALLY, if you didn't have the "anything else" then the "line combat companies" wouldn't be able to actually do much once they had shot out their Basic Combat Load. (And a LogO who doesn't understand how rapidly that can happen and/or how to prepare to fix the situation is about as useful as a pound of bacon at a brit milah.)

EVEN MORE EQUALLY, any one who lives in the "planning and staff swamp" who doesn't UNDERSTAND (as opposed to "yeah, I know") what the actual limitations of both the logistics chain and the "line combat companies" are should simply be sat down beside the road and told to wait for the next bus.

In short, the successful officer has to KNOW [1] how the job is actually done, [2] what is actually needed to do the job, and [3] how to organize things so that what is actually going to be done is within the limits of what is available to do the job and the limits of the people who are going to have to do it.

Some people will tell you that running a military isn't much different than running a car company - all that is needed is competent management and don't actually have to know anything about cars. To an extent they are right, PROVIDED that you want to run your car company so that you are still making the 1929 model in 2029.

I'm tempted to say that we have an awful lot of "1929 experts" running both the government and the military today (and if I were a cynic [which everyone knows I'm not] then I'd be tempted to say that we have an awful lot of "ignorant self-serving 1929 so-called 'experts'" running both the government and the military today.

PS - I am well aware of the difference between "stupid" and "ignorant" and readily admit that there are a lot of NOT "stupid" people involved in running the government and the military today.

Response by MAJ Private RallyPoint Member made May 31 at 2015 1:46 PM

MAJ Private RallyPoint Member — Sun, 31 May 2015 13:46:51 -0400

I think it depends on the individual. There are differences in how each individual commissions and the experiences he/she will have the first few years as an officer. Some people are also more ambitious than others. Where 1 person will jump in the fire others will watch how to control the fire before stepping up to help.

I commissioned into a BDE staff position and was set up to succeed as the HHC commander as a 1LT. Learning S1, S3, and S4 was more helpful than the commander/1SG course I was sent to.
I'm currently on my 2nd command, because why not? I won't complete CCC for a few more months, but from the sound of things my experience will carry me through my career.

Response by MAJ Robert (Bob) Petrarca made May 31 at 2015 6:45 PM

MAJ Robert (Bob) Petrarca — Sun, 31 May 2015 18:45:31 -0400

Sometimes you have to grab what you can when you can. In the Guard opportunities can be limited based on what type and number of units you have. I was serving as the Bn S-6 which is my "natural habitat" and went in to the BC as soon as I learned our current HHD commander was coming up on his last 6 months of command time and asked to be next in line. I was Signal Corps in an MP Bde so the choices which would be best suited for me were HHC of the Bde or HHD of the Bn The Bde HHC had just changed command so that would be my fallback. At the time we had MP CPTs 3 deep in staff positions waiting for 3 line company commands. The BC liked the fact that I showed the initiative in coming to him with my plan and reasoning and agreed to allow me to be next in line. This gave me 6 months of right-seating with the current commander so when I took over it went smoothly. Ended up spending just shy of 4 years in command under 3 BCs and with 2 First Sergeants.

Response by SSG Richard Stevens made May 31 at 2015 7:26 PM

SSG Richard Stevens — Sun, 31 May 2015 19:26:09 -0400

I agree

Response by CPT Carl Kisely made Jun 1 at 2015 1:12 PM

CPT Carl Kisely — Mon, 01 Jun 2015 13:12:30 -0400

I think the British have an interesting idea for company command. Their CO's are Maj's, and the company has a couple CPT staff. This makes the company a bit bigger, but also much more able to act independently without so much BN overhead. Additionally, the commander is more seasoned.

Response by MAJ Private RallyPoint Member made Jun 1 at 2015 7:23 PM

MAJ Private RallyPoint Member — Mon, 01 Jun 2015 19:23:49 -0400

Sir, I disagree with "not wise to command too soon". I am an 08 YG that just took the guidon in my basic branch a few weeks ago. Looking around at my peers, I see 09, 10, and soon to be 11 taking command of units. They will have at least 2-3 years of broadening assignment time while I have to sweat the MAJ PZ board coming up a few months after this assignment. If I've ever felt behind the power curve, it is now.

Looking back, I should have immediately gone into a queue after CCC and not spent my junior CPT days on 3 and 4 star HQs.

Response by SGT William Howell made Jun 2 at 2015 6:35 AM

SGT William Howell — Tue, 02 Jun 2015 06:35:17 -0400

I just wanted to chime in with an enlisted point of view. I have had good and bad COs. I have no clue as to their resume before taking over, but things that were important to me...

1. Being able to lead...yep I have had COs that could not lead.
2. Have the respect of superior officers...the company is judged by the CO. Good CO, good company...Bad CO, bad company.
3. The ability to delegate to subordinates.
4. The ability to pass a PT test.

I am sure I have others, but those were the ones that come to mind. How these things happen is well beyond my pay grade, but I am sure they are important to the enlisted ranks.

Response by MAJ Private RallyPoint Member made Jun 7 at 2015 12:27 AM

MAJ Private RallyPoint Member — Sun, 07 Jun 2015 00:27:21 -0400

Part of the thought should be what branch you are in. For a Signal CPT very few will actually get commands these days so if you can get one you take it. I have been through the discussion of if you should be a staff officer before and I agree working on staff should be done if at all possible. It is one of the programs I helped implement when I became the BN XO. If you give it your all and learn from working on staff it has benefited every officer that has worked here.

Response by SFC Dennis Yancy made Jun 19 at 2015 6:51 PM

SFC Dennis Yancy — Fri, 19 Jun 2015 18:51:52 -0400

Three years in would be a good time. After platoon and XO time.

Response by CPT Private RallyPoint Member made Jul 7 at 2015 1:53 PM

CPT Private RallyPoint Member — Tue, 07 Jul 2015 13:53:51 -0400

I've noticed the downside to being in a "low density" branch is that most Lieutenants don't always get the opportunity to have any company time at all but will spend most of their time on Battalion and Brigade staff. There's a lot to be said about both sides of the coin... Sure you know a lot about how a battalion operates but how well you can turn that into the art of leading Soldiers?

Response by LTC Private RallyPoint Member made Jul 7 at 2015 9:59 PM

LTC Private RallyPoint Member — Tue, 07 Jul 2015 21:59:35 -0400

Sir, if going strictly by timeline and development I would say as your second assignment as a Captain. However, the needs of the Army play a huge factor in there. If short officers you may get as a 2LT in some battalions. I was blessed to be given two commands. One short one as a 1LT and one longer one when I was a Captain for awhile. As an AGR I have seen more AGR BN CDRs than Company Commanders that were selected by a board. So when opportunity knocked I jumped at the chance. That is the unfortunate reality of being in the AGR program as it is designed to be support. So if I were someone just coming in jump at Platoon Leader time and stay there as long as you can. That is where I learned a lot before going on staff. And if an opportunity opens jump at it. Of it does not ask your leadership to help you find one. You are your best advocate.

Response by COL Private RallyPoint Member made Jul 8 at 2015 7:32 AM

COL Private RallyPoint Member — Wed, 08 Jul 2015 07:32:33 -0400

Couldn't disagree more! If you are only worried about your career, then you have no business commanding anything!

Response by MAJ Private RallyPoint Member made Oct 14 at 2015 10:03 PM

MAJ Private RallyPoint Member — Wed, 14 Oct 2015 22:03:06 -0400

Sir, I believe it is common practice for all BN Commanders to interview and select thier company commanders. I interviewed for command as a 1LT (P) and was selected for command. Following career course I took command and only had 4 months TIG. Now I had a substantial background (17 years enlisted, Platoon Leader, XO, Aide, and a short stint as an Assistant S3 at BN), but I don't think BN staff experience is essential. In fact I would argue that you should not be primary staff until you have commanded and have a clear understanding that BN staff support the BN Commander and enable subordinate company commanders. One issue I run into as a company commander is when BN staff "direct" company commanders. Commanders command, staff support the commander. I have had to remind my BN S3 that he and I have the same rater and senior rater, but I hold the title of commander, not staff officers. As I am sure you can attest that command comes with expectations and performance requirements that force an officer to truly drive his/her unit to perform and achieve the mission. This mind set differs from that of the staff officer, whose role is to interpret what the commander needs but have a clear understanding that they don't own the decision, the commander does. I feel that once a junior officer understands that difference they will succeed as either a commander or a staff officer.

Response by 1SG Private RallyPoint Member made Oct 15 at 2015 9:37 PM

1SG Private RallyPoint Member — Thu, 15 Oct 2015 21:37:09 -0400

I completely agree sir. I will go further to suggest that senior NCO's follow a similar pathway. For some of the same reasons you mentioned for officers, I feel that a future platoon sergeant will benefit from time working in a battalion staff position.

Response by MAJ Ken Landgren made Oct 15 at 2015 9:45 PM

MAJ Ken Landgren — Thu, 15 Oct 2015 21:45:31 -0400

Where is the problem?

Response by SSG Leo Bell made Oct 16 at 2015 11:02 AM

SSG Leo Bell — Fri, 16 Oct 2015 11:02:50 -0400

I think this is very true. I had one commander who was prior enlisted and he was a great high speed low drag leader. I've also had some commanders who were not all that great. They lacked leadership skills. I was stuck in a replacement detachment for two years and it might of been wrong for me because I was a field soldier and I was not use to being in the rear all the time. I feel he lacked leadership skills in the field on field problems as well as in garrison. The First SGT wasn't much better. I know one time I had gotten a canceling statement in the tops office n he stop talking to me in English and started talking to another NCO in Spanish so I just walked out. I was probably wrong but I feel it was disrespectful n the company CO would do the same thing.

Response by COL Jason Smallfield, PMP, CFM, CM made Oct 16 at 2015 12:32 PM

COL Jason Smallfield, PMP, CFM, CM — Fri, 16 Oct 2015 12:32:49 -0400

A few thoughts:
- DA PAM 600-3 lays out timelines, jobs, and requirements for each rank by branch (chapter).
- Command and staff are not and should not be considered mutually exclusive. To paraphrase a line from the movie "We Were Soldiers", I hope and I pray that being good at the one makes me better at the other. A good commander understands his/her staff and the process, procedure, and systems that they use while a good staff officer understands his/her commander, how they think, and what they need.
- Command at any level is a privilege, not a right.
- Commanding earlier or later in an officer's career is a matter of several factors including but not limited to: the officer's personal and professional goals, local command queue, BDE/BN CDR assessment, and professional development needs.

Response by LTC Private RallyPoint Member made Oct 16 at 2015 12:54 PM

LTC Private RallyPoint Member — Fri, 16 Oct 2015 12:54:33 -0400

I didn't have a choice of when to take my first command. It was in 2003 and I had just received my direct commission at the 7th PSYOP group.

As all of our DMOSQ officers were quickly pulled for deployment, I found myself as the only officer below the rank of O-5 standing and with just three months commissioned service, no military officer education as a direct commission and being non-deployable as I was still waiting for OBC (now BOLC).

Coming back from OBC about a year later as a 1LT I served briefly as XO of the HHC for the 311th ESC, when I again found myself pushed to company command with very little experience and only my officer basic course as formal military officer education.

I later commanded a transportation detachment for 8 months and then a large transportation company for two years as a junior captain.

Looking back now as a newly promoted major, I know I was a better commander at that truck company than at the PSYOP group, but honestly it didn't make much of a difference because as prior enlisted I knew to make up for my inexperience by relying on the experience of others.

A senior lieutenant or junior captain, in my opinion, should actively seek company command, just know your limitations and find good NCO and field grade officer mentors. As a new commander at HHC 7th PSYOP group I leaned heavily on my First Sergeant and am very grateful for his mentorship. The group DCO (an O-5) and XO (an O-4) were also important mentors who took the time to help with things like YTC planning.

As I now move to primary staff at the field grade level, I still look to senior NCOs and officers for mentorship and guidance, and am now in a place where junior NCOs and officers look to me for the same, which I happily provide.

Response by LTC Mo Vanderslice made Oct 16 at 2015 3:21 PM

LTC Mo Vanderslice — Fri, 16 Oct 2015 15:21:56 -0400

When I first came in, combat arms officers were always encouraged to seek leadership positions; staff time will happen, but never seek it out. I had four company commands, the first while I was an O-2 and I left the last as an O-3(P). Don't get me wrong, I served on the staffs of some great commanders, like GEN Bell, GEN Meigs, LTG Spear, and bunches of others - but I never sought a staff badge and never stayed on staff when a command (company, detachment, or battalion) was available to me. I did not become an Army officer just to be a turnip.

Response by LTC Bink Romanick made Oct 16 at 2015 11:24 PM

LTC Bink Romanick — Fri, 16 Oct 2015 23:24:41 -0400

COL Private RallyPoint Member I commanded aCompany after serving as a staff to staff decisions

Response by LTC Bink Romanick made Oct 16 at 2015 11:30 PM

LTC Bink Romanick — Fri, 16 Oct 2015 23:30:31 -0400

COL Private RallyPoint Member i commanded the HHC of a Mech Bn after serving as an S1, S2 and S3 Air. I was ready long before.

Response by MAJ Matthew Arnold made Oct 17 at 2015 1:39 AM

MAJ Matthew Arnold — Sat, 17 Oct 2015 01:39:42 -0400

The U.N. requires company commanders to be Majors. Several of our allies requires company commanders to be Majors. US Army aviation company commands were Majors up until the creation of the aviation branch in 1983 (or was it 84, I don't remember). It is not that a field grade officer is necessary. Nor is it, in all cases, that the higher rank and status is needed. It is primarily a matter of organization and experience. Generally a Major has around 10 or more years of service and military experience. Compared to the 4 years of service of a Captain, the experience of a Major greatly improves the management, interoperability, and status of a company. I'm not saying the US Army should adopt this model. I am saying that there are advantages to having Majors as company commanders.

Response by MAJ Private RallyPoint Member made Oct 17 at 2015 10:37 AM

MAJ Private RallyPoint Member — Sat, 17 Oct 2015 10:37:57 -0400

I got command as a 1LT because I was needed. Wasn't necessarily my desire to be a cdr on my second assignment. I will say that no matter when you do it, you need a basic knowledge of co/bn structure and the key things you are supposed to do a la inventory and your counselings. Also have a credible and competent 1SG. One should be fine.

Response by MAJ Christopher Daily made Oct 18 at 2015 12:45 AM

MAJ Christopher Daily — Sun, 18 Oct 2015 00:45:19 -0400

I count my staff time as very valuable and key to my success as a Commander. A good Company Commander should know how to accept support and guidance from his/her Battalion staff, and know how to engage the staff in a professional manner, knowing how to effectively request support and information. If there is one thing that gets me ticked off it is when a young commander who flew from PLT LDR to CDR with no staff time in between is complaining about how the staff is "so ate up" and "is so out of touch with what is going on down on the line". If a commander can't put together an IPR, FRAGO, OPORD, or brief more than a couple of company grade officers without breaking out in a cold sweat and sputtering "Uhhhh" every third word, he is not fully prepared to lead a company. Just my 2 cents.....

Response by MSG Alfred Aguilar made Oct 19 at 2015 7:41 PM

MSG Alfred Aguilar — Mon, 19 Oct 2015 19:41:47 -0400

When you are assigned to command one...

Response by MAJ Private RallyPoint Member made Oct 20 at 2015 11:15 AM

MAJ Private RallyPoint Member — Tue, 20 Oct 2015 11:15:32 -0400

I also disagree. Command as early and as often as you can. The best job, with the most impact on soldiers.

Response by CPT Private RallyPoint Member made Oct 22 at 2015 12:07 AM

CPT Private RallyPoint Member — Thu, 22 Oct 2015 00:07:03 -0400

I probably am a bit unique in that I was given detachment command as my first duty assignment when I commissioned as a 2LT. Since this is the ARNG and our HQ is in another state, I therein assume duties as a company commander.

For one, I don't think there has been a better opportunity to learn all the doctrinal training requirements and planning aspects of a company. However, I do have to say that not having a more senior company grade officer meant that I didn't really have a direct mentor in my chain of command, since I reported directly to the BC.

Response by MAJ Ken Landgren made Dec 15 at 2015 3:27 PM

MAJ Ken Landgren — Tue, 15 Dec 2015 15:27:13 -0500

I liked being pushed in my leadership positions.

Response by LTC Raymond Buenteo made Dec 29 at 2020 7:59 PM

LTC Raymond Buenteo — Tue, 29 Dec 2020 19:59:05 -0500

Proper time is when command offers it