To be successful in multi-national operations, the US military must create an environment where coalition staff officers can provide meaningful contributions to the team. The differences that exist between nationalities are magnified in the pressure cooker that is a coalition headquarters. Acceptance in this environment is a difficult path to navigate for a coalition officer, and an easy one to misjudge. This entry offers three recommendations that will allow coalition officers to integrate effectively into a US-led HQ during the initial few months of their tour. It falls to the Field Grade leaders in an organization to drive this integration and build the effectiveness of the staff. This is not an exhaustive list, but rather observations formed from personal experience.
U.S. Army photo by Sgt. William Reinier, 82nd Airborne Division
The summer PCS season is upon us, bringing with it a large number of outstanding articles written by former Iron Majors who are moving to other assignments. Our goal with this article is to present an area not commonly discussed but was a significant challenge we faced for our entire KD time.
What follows focuses on readiness – the Chief of Staff of the Army’s (CSA) top priority. For the field grade officers, it is a broad term that encompasses a number of systems and data input streams that ultimately empower commanders to determine who is ready to fight today, who will be ready tomorrow and who needs more work. As a battalion or brigade level field grade officer, especially an S3 or XO, you are the readiness data custodian. You will plan and run training for units and staffs, manage numerous systems of record and enforce maintenance and accountability processes, all of which turn numbers and percentages into a picture of unit readiness.
Oct. 1, 2015 – Photo by U.S. Army Sgt. 1st Class Brian Hamilton
A common explanation of mission command is that it is telling people what to do, instead of how to achieve the end state. There is normally a desire not to use detailed command and specify precisely how the mission will be executed as some associate this with the negative term, “micromanagement.” However, the successful execution of mission command demands leaders to start with why, the purpose of the action. Simon Sinek explains in his 2011 book, “Start With Why” that the failure to express why will lead to an increase in stress and disorder within an organization. Applying some of the principles found in his book can increase our understanding of mission command, our role in supporting the commander and subordinates, and how to yield more successful organizations.
April 2, 2015 – Photo by U.S. Army Sgt. 1st Class Nicolas Morales
In the last installment, we talked very broadly about being an OPT Leader and the basic skills required to survive in this capacity. In this article, we’ll talk with more fidelity about your team and provide masterful tools for success on a big staff.
Mecole Hardman Jr. gets a little pregame motivation from Soldier-mentors at the Army All-American Bowl in San Antonio, Texas, Jan. 9, 2016. (Photo by Cheryle Rivas)
The ability to employ Mission Command is essential as our Army shifts towards future operating environments, yet it remains a highly debated topic within the profession. Individuals provide interpretations of the philosophy rooted in training and combat experiences.
Shortly after becoming a Battalion Operations Officer, I was overwhelmed by the volume of “stuff” coming across my desk prior to distribution, publication, or implementation. As the S3, I simply could not touch all of the FRAGOs, tasks, and requirements flowing through my headquarters. Though shaped for several years, I had just made the shift from small unit to organizational leader. I quickly found the organization’s success revolved around our ability to establish and maintain systems. Later, as the Brigade S3, I would reap the benefits of hard lessons learned in system management as a Battalion S3 attempting to keep my head above water.
Over the past few years I’ve had countless repetitions in screwing up the Military Decision Making Process. In retrospect, the lessons I learned were a key part of my development as an organizational leader. Here are five key take aways on MDMP — hopefully they help you improve your game!
As a Major, we’re focused on those important (and painful) “KD years,” time well spent as a key leader at the battalion or brigade level. That said, the majority of our time is often spent on higher level staffs, toiling away at a project that no one else seems to care about until it becomes a crisis. Given the time spent in such positions, its interesting that we invest little energy thinking about and preparing for success.
Prior to starting KD time, I dreaded becoming disconnected from Soldiers and junior leaders. I’m a people person, and genuinely enjoy being a part of someone’s development. From the outside looking in, it seemed the BN S3 and XO were constantly chained to their desk and had little to do with development. This perception could not be farther from the truth. Though regularly chained to my desk, I was amazed by the number of subordinate leaders who relied on me for a facet of their development. We often throw the phrase “teach, coach, mentor” around, but don’t take the time to unpack these leadership responsibilities and think about how we’ll fulfill the role of teacher, coach, and mentor. Here are a few thoughts through the lens of a Battalion level field grade officer.