U.S. Army photo by Gertrud Zach

The transition to Major is probably the most difficult in the officer corps.  The officer’s power and influence drastically increase despite typically serving on a staff.  Most senior officers maintain that Major is the first rank in which one becomes a “Company man/woman” where the focus is about the organization.  And depending on the branch, the initial assignment may be the first time working above the battalion level.  These changes in the officer’s power and influence require an altered approach to relationships, systems and processes, and the mentoring of subordinate officers.  Because the Command and General Staff College (CGSC) does not provide many Noncommissioned Officer (NCO) engagement opportunities for its students, I offer some thoughts for new field grade (FG) officers moving back out into the force.  The paper’s focus applies to Majors in any branch and at any echelon, but especially those who will lead a staff section at the brigade level or above.

Relationships

The initial relationships that a field grade officer builds are key to future success.  Great relationships with fellow leaders can help you to become a “power broker” to extend your influence throughout the organization.  One of the most important relationships is the one with the Senior NCO (SNCO).  Depending on the echelon, the Major’s NCO generally is between Sergeant Major (SGM) to Sergeant First Class.  No matter the rank, there are a few things a Major can do to set the tone.  The first task is to define expectations; the second entails providing consistent feedback on performance.  The most reliable method is through formal counseling, which is simple to preach.  Unfortunately, FGs rarely carry this counseling out in practice, which leads to either the NCO’s ineffective performance or the NCO’s marginalization when the officer becomes unhappy with the NCO’s performance.  It is essential to remember that while SNCOs have significant experience in the Army, they do not receive as much Professional Military Education (PME) as officers and may need some on-the-spot training on doctrinal staff processes.

There are two other key relationships separate from the principal NCO advisor.  The first is the Sergeant Major, who is one of the most experienced individuals on staff.  A Command Sergeant Major (CSM) is also a key individual, although his or her focus is on advising the commander, in addition to other staff officers.  Both SNCOs bring a wealth of expertise to assist you in using positional power for positive influence inside and outside the organization.

Additionally, the Noncommissioned Officer and Leadership Center of Excellence (NCOL CoE), formerly the United States Army Sergeants Major Academy (USASMA) has made significant changes to the Sergeants Major Course over the past 6 years.  The change altered the stereotypical role of the SGM/CSM in order to mimic the CGSC’s Intermediate Level Education (ILE) course and to focus on how the SGM/CSM assists the execution of the operations process.  The Army wants involved SGM/CSMs who understand doctrine and know how to influence officer decision-making through a common dialogue.  The days of a SGM/CSM focused on grass are over.

Separately, as the technical professionals of a unit, Warrant Officers (WO) are the other significant relationship to develop.  They emphasize doctrine, develop processes to meet mission requirements, train, or coordinate training on technical aspects of missions, and advise the leadership on technical problems within the organization.  WOs normally serve as either the Officer in Charge of their sections within a staff or hold a specific technical position.  Be cognizant that WOs are subject matter experts who are not competing with other commissioned officers, more specifically, you. Moreover, they often provide candid feedback that may be contrary to current group beliefs.  Know that the situation warrants it if they express their opinions.

FGs also should have an excellent relationship with the unit’s senior WO.  The senior WO advises commanders and primary staff officers.  They not only can make your job easier, but they also assist with mentoring or quelling any issues you may have with a junior WO.  The relationship with the SGMs and WOs is especially important at the division and above echelons where you will find them in various warfighting functions including Fires, Intelligence, and Logistics, to name a few.

Systems and Processes

When assuming the responsibility of a new staff section, it is necessary to evaluate systems and processes. Understanding doctrine can assist in ensuring that all elements of the staff execute the operations process efficiently.  If you have been away from the fight in a broadening assignment, I cannot stress enough the importance of studying doctrine, especially specific staff section doctrine, before you make changes on staff.

A common staff problem is the Standard Operating Procedure (SOP), which has become so large that it is more like a continuity book.  Soldiers will not find an SOP useful if it is too many pages, or if it has pictures that are too small to read.  SOPs should use a mission command approach to manage situations while allowing flexibility for subordinate leaders to make some decisions.  Reaching out to current or former Combat Training Center (CTC) Observer, Coach/Trainers (OC/T) can help with simplifying or streamlining staff processes and building improved SOPs.

Still, I have witnessed too many FG officers making a new process for the sake of their personal preferences.  If a process works, the only reason to change is to prepare for future events, or because you cannot adapt to the change.  But, if a process is not working, do not be afraid to take someone else’s idea and to apply it to your organization if it works.  I learned a phrase from a Colonel when I was a young trooper that I subsequently have applied in each assignment:  “Share ideas willingly, steal ideas shamelessly.”

Mentorship

The Army does not teach mentorship formally.  There is plenty of doctrine on leadership, but there is nothing that focuses on how to mentor.  Majors need to concentrate their efforts on mentoring Captains and, more importantly, even “be nice” to them.  I have seen too many Majors treat Captains poorly as some sort of rite of passage.  Interactions with Majors are what will help Captains decide if they are going to continue in the Army.  Remember what it is like to be a Captain.  Just because your previous staff time may have been horrible, does not mean you need to make it horrible for your officers and NCOs.

Additionally, you may hear Lieutenant Colonels say that you are the workhorse; that does not mean you must do everything by yourself.  Take the time to teach your CPTs and SNCOs so they can learn to have balance.  A good opportunity is during physical training (PT). That’s right; just because you are an FG officer does not mean you do not PT with your Soldiers.  You are an organizational leader, and you still must set the example while motivating and influencing your section.

The last thing to consider is how long you will be a Major.  A senior Major is very different than a junior one and there are things to learn from the more senior Majors around.  Keeping a journal on the challenges learned in the first year of an assignment as a Major will help with mentoring junior officers later.

How you deal with the transition to a “Company Man/Woman” is critical to your organization as well as your personal success.  Building relationships with key members of your section will increase your power and influence.  Setting a good example by knowing your craft, consistently following standards, and maintaining a leader presence, especially during PT, also improves your ability to mentor subordinate leaders as you solidify systems and processes of your organization.  These lessons are just as critical to your continuing professional development as the ones you recently may have learned at CGSC.

CSM Carl J. Cunningham is currently serving as the 224th Military Intelligence Battalion (Aerial Exploitation) Command Sergeant Major. An Intelligence Sergeant Major, he has served in several assignments in USASOC, FORSCOM, and TRADOC with operational experience in Kosovo, Iraq, Afghanistan and Korea. As a Sergeant Major, he served as the first Intelligence Sergeant Major and Brigade Engineer Battalion Senior Enlisted Trainer (Sidewinder Team) at the National Training Center. He recently completed a CSL assignment as the C2 SGM, 2nd Infantry ROK/US Combined Division, South Korea.