“Similar to this larger outward understanding of unit relationships was an inward understanding of myself.”
To say having the opportunity to be a Regimental Operations Officer (Ops O) was a formative period in my career would be an understatement. It was my first experience moving from the troop and squadron level to a position which exposed me to the regimental headquarters and its interactions with the base, other units, and higher headquarters. When the Field Grade Leader asked me to capture a few thoughts as to what I would pass on as keys to success at this level, I quickly thought of the one theme that carried me through. During my time as Ops O, the most important aspect was relationships, both with respect to the unit in a broader context, and my relationship with myself. Understanding the relationships the regiment had with other units and organizations as well as respecting and knowing the limits of the relationship with myself were lessons I have carried with me in my career. I have also had the opportunity to pass these thoughts onto my previous subordinates who have subsequently completed the Ops O role. Moving into the regimental headquarters as an Ops O caused a required shift in focus as my areas of responsibility and interest grew significantly.
Broader Context
Relationships ‘up and out’ from the unit came to the forefront for me. At squadron level and below I based my concerns and relationships on the sub-unit / sub-sub-unit, and focused on relatively immediate action items and short term time horizons (normally internal to the regiment or with whichever infantry / armoured unit I was supporting at that particular time). Once in the regimental operations shop it necessitated a much broader point of view. The relationships I initiated, developed, maintained, and exploited with my counterparts among the other units on base were absolutely critical to my success as an Ops O. I routinely met with the other Ops Os and we made a point of finding each other for a beverage at the mess at the end of the week. Understanding how the regiment fit in the bigger picture underpinned this relationship. It was a give and take relationship where on numerous occasions I would trade training vacancies, vehicles, or ammo allocations for training, range timeslots, or training area bookings (to name just a few). I coordinated with outside organizations constantly, and I always wanted to keep an ace in my sleeve; a favour I could call in. Which meant when one of my counterparts was in a tight spot, I helped out, knowing that what goes around comes around. In managing these demands of the Ops O position it gave me the chance to look inward and learn what I personally required to be successful.
Understanding Myself
The most important relationship that came into focus was the relationship with myself. I know this sounds strange but there are a few key aspects in this relationship that were critical and now seem common sense, but at the time may not have been clear to me. First off, trusting my training and having confidence in myself. As an Ops O I had to make decisions for the unit and execute the CO’s intent. Having confidence in myself and my decision making skills came from knowing the doctrine. Studying the doctrine and basing decisions on it put me in a position of advantage among my peers and gave me the confidence to make the tough calls (this sometimes has to be balanced with common sense and the old adage of ‘situation dictates’ – knowing when to use the doctrine as a base and deviate from it). The other aspect of the relationship with myself was the importance of physical fitness. The military engrains physical training (PT) into all of us, and should be part of our everyday routine. Stepping into the Ops O job it is easy to get overwhelmed with the long hours and endless emails, and I have seen people pass on PT in order to get in a couple of extra hours at the computer. One of the keys to my success in this role was keeping a regular routine in terms of getting to the gym each morning. A good workout, sometimes after being at the office early to answer some emails, cleared my head and set me up for the day. This is something I still abide by now as I am employed in a staff position within Army Headquarters. In this same theme, at the end of the day I would try and step away from the desk at a reasonable hour to spend time with my family. Although always connected via blackberry, at least I was home and had some clear space, which I think contributed to better decisions and approaches the following day.
The Regimental Ops O job was extremely rewarding, and one of the best experiences of my career. It forced me to hone my planning and time management processes and study the doctrine, which I feel set me up well for subsequent roles. Understanding the relationships of the unit was eye-opening. No longer could I ‘go it alone’ as was sometimes the case at the troop level. As an Ops O I had to work with all of the sub-units, outside units, and higher headquarters where consideration of the bigger picture was vital. Similar to this larger outward understanding of unit relationships was an inward understanding of myself. Leading the Ops shop was a forcing function in building confidence in my abilities and knowledge, and ensuring my own mental well-being through PT and break-clean times ensured I was able to clearly assess situations and make the best decisions. The saying ‘relationships matter’ may seem cliché, but is absolutely valid.
Major William Dixon is a Royal Canadian Engineer officer. His regimental time was at 4 Engineer Support Regiment where he filled the positions of Troop Commander, Squadron Operations Officer, Squadron 2IC, Regimental Operations Officer, and Squadron Commander. He is a graduate of the United States Army School of Advanced Military Studies (2017) and is currently Director Army Staff 3-2, within the International Engagement cell in the Canadian Army Headquarters.