Welcome to the Battalion! As an incoming field grade officer, we know you are busy so we will get straight to the point. The following article will be an introduction to the Battalion intelligence section. We want to enable your efforts by helping you understand the section. The intelligence warfighting function is critical for organizational success both in garrison and deployed. We hope you leverage this initiative to gain an understanding of the intelligence section’s capabilities and limitations as you shape your vision for the staff. The S2 is more than a glorified weatherperson. Leverage the ideas below to minimize friction while maximizing unit readiness.   

Garrison Life 

First, let’s talk about what the S2 does administratively, which is of particular concern for organizational leaders.  Administrative functions for the intelligence section fall into 3 primary categories: Personnel Security (PERSEC), Physical Security (PHYSEC), and Intelligence Oversight (IO).  

PERSEC is the program that adjudicates access to classified information and sensitive assignments. While every installation has nuances (typically taught during a mandatory installation course), AR 380-7 outlines PERSEC and the responsibilities of S2s.  One responsibility is managing derogatory reports (DEROGS) and clearances for everyone in the battalion. Security clearances are critical for a unit to function. They also take time to acquire and careful oversight is necessary to prevent them from lapsing. A good S2 will keep you aware of unit members’ clearance and DEROG status. They will also ensure those not eligible (because of a DEROG or otherwise) cannot access classified information. This protects you during investigations and it protects the force from spillage. PERSEC isn’t a problem until it becomes THE problem. Invest time upfront building PERSEC into the unit battle rhythm and maintain periodic oversight.  Finally, the S2 does not manage SIPR setup. Outside of verifying clearances for an account, SIPR is completely in the S6 lane! 

PHYSEC is more nuanced than PERSEC, and more likely to have installation and unit-specific requirements. Your S2 must facilitate staff-assisted visits to ensure your Battalion meets requirements when the Provost Marshall and Installation Safety offices conduct periodic inspections. While this is tracked at higher echelons, the hindrance to unit training is the real issue. If a Company’s arms room is de-certified, that Company cannot store its own weapons, and the complications are obvious. While the S2 is the liaison and unit expert on PHYSEC, they are not the arms room officer.  The company representatives must drive the implementation and deficiency remediation.   

Intelligence Oversight is normally a low threat because few soldiers are directly affected. The exception is the Brigade Engineer Battalion (BEB) because of the organic MI Company. However, if your S2 does not ensure the Battalion program meets established requirements, the consequences can be severe. Intelligence Oversight ensures intelligence personnel do not collect on US persons (meaning your Soldiers!) and violate Executive Order 12333. IO requirements include annual training, but get more complicated during combat operations. As a field grade officer, you must be aware of any IO violations and appoint an investigating officer without a conflict of interest. This will likely preclude any of your intelligence officers and thus requires a wider understanding of intelligence oversight within your unit.   

Training the Force 

Your intelligence section can also enable realistic training. By providing products to support Battalion training objectives. This requires an effective relationship between the S3 and the S2. The S2 must integrate with the S3 to assist with scenario development, and generate a realistic enemy situation template, area of operations analysis, and any other intelligence injects. Incorporating the S2 in Company-level training establishes additional relationships and develops trust across the battalion. It also provides critical training for the intelligence section. The S2 can also develop and maintain a database of country studies and provide recurring real-world intelligence briefings to the staff and companies. In short, leverage the S2 shop for order production and product development for all major training events.  

What about enablers? Every leader wants to use enablers; however, the majority of the Brigade’s intelligence assets are organic to the MICO, a separate company (with its own training objectives) within the BEB. The Military Intelligence Training Strategy (MITS) creates a rigid training progression for the MICO, but there are still integration opportunities. An engaged S2 can use the Brigade’s Intelligence Warfighting Function synch to integrate with the MICO’s training strategy, and informally coordinate the use of assets. This includes the Brigade’s only organic ISR, the Shadow platoon. These operators want to fly and prefer to fly in support of training. However, there is one platoon to support the entire Brigade. Early integration at the Battalion level is essential! Your S2 should coordinate with the MICO several weeks (or months) in advance for Shadow, LLVI, GEOINT, or HUMINT support. They can also help the S3 shop craft the order tasking the assets. They do not need to have the Intel Collection Synchronization Matrix done 12 weeks out, but that is a good time to lay on the support.  

The question, of course, with enablers, is how to employ them if you get them. According to FM 6-0, “the G-2 (S-2), together with the G-3 (S-3), helps the commander coordinate, integrate, and supervise the execution of information collection plans and operations.” Incorrectly employing enablers, or asking them to do things they cannot, can hinder the relationship and risk future opportunities. The S2 should be intimately involved in creating the collection plan so they can advise how best to answer PIRs. Remember, though, the S2 is usually not the expert on the specific ‘INT,’ but they will know where to get expert advice on assets and enablers.  

An S2 that demonstrates tactical ability and generates trust can lighten the burden for an S3. One effective technique is developing an excellent relationship with the Scout Platoon and involving the PL in the collection plan.  This will pay dividends during execution. In the TAC, an S2 can receive reports from the Scouts while also receiving Intel pushes from their shop based on the information flow from Brigade. This keeps them linked to the S3, giving real-time updates from front-line intelligence and Brigade collection assets. Depending on the S3s level of trust in the S2, they may even elect to give direct control. This depends on their relationship, but an S2 who has cultivated the trust of their Battalion Field Grade Officers can alleviate a lot of burden for those leaders.  

Deployment 

Many of the S2’s deployed capabilities are similar to those used in training.  However, there are a few unique considerations in this environment.  One force multiplier the S2 can leverage is JWICS access.  While most of the formation does not usually need access, the intelligence available can provide key leaders and staff the clarity they need to make decisions.  The S2 can also liaise with outside agencies, and access other systems and capabilities that require Top Secret clearances.  In short, the S2’s role in the staff is very similar in training and deployed environments, but they can leverage many additional relationships and assets to increase the unit’s effectiveness. 

S2/Field Grade Relationship 

As a Major working with an S2, you should understand their background and capabilities.  MI officers have widely varying experiences and resulting strengths.  For example, most MI officers are branch detailed, spending their lieutenant years in an operations branch.  After spending time in the Field Artillery, Armor, or Infantry branch, they may be well-versed in targeting, reconnaissance, collection management, or the ‘language’ of maneuver commanders.  A non-detailed MI officer may have experience on staff, and expertise in IPB and MDMP, while one with MI brigade experience will understand assets and capabilities.  Understanding your S2’s background will help you leverage their capabilities, and learn where they can develop your expertise. 

Regardless of their background, the skill your S2 must have is the ability to lead their section through IPB and MDMP.  New S2s must also understand how critical their participation is to the process.  A junior captain may be wary of public disagreement with an S3, or approaching a BN CDR with recommended PIRs, but that is their role. They will also need to understand where the Battalion Commander needs or wants them to focus during IPB.  If the commander easily understands the terrain, for instance, the S2 should focus on developing detailed enemy COAs, versus a detailed Modified Combined Obstacle Overlay (MCOO). An experienced S2 can also help you understand the commander’s needs as you join the Battalion.   

While this article focuses on BCTs, new Majors in other units should understand that MI institutional training focuses almost exclusively on ground maneuver.  An S2 may need help understanding your unit.  One technique is to provide a list of unit-appropriate doctrine and use it to stimulate a discussion about the unit’s needs.  For example, is the AD Battalion Commander more concerned with enemy missile capabilities or the insurgent threat?  Is the AV Battalion familiar with threat capabilities, but needs HLZ terrain analysis?  Starting with doctrine, then asking this type of question, will help you ensure the staff is meeting the commander’s needs.  

Once you understand the S2’s background and capabilities, and the gaps between institutional training and your commander’s needs, you should be able to develop your guidance for the S2.  This can also lead to a mentoring relationship that will pay dividends in the future.  While the BDE S2 should have a role in developing your S2, you are the Major most effectively positioned to help your S2 support the unit’s success.  Do not take this role lightly. 

Conclusion 

The S2 has a wide variety of responsibilities in garrison, in training, and deployed.  While Physical and Personnel Security are not exciting, they are essential to the unit’s success.  The S2’s ability to leverage external assets in training, and to work with outside agencies while deployed, can make the difference between understanding the Operational Environment and making decisions without enough information.  You, as a Field Grade Leader and mentor to this young officer, can play a pivotal role in the section’s, and by extension the unit’s, success.  We hope that the information in this article gleaned from over thirty combined years of experience, will help you to succeed in your new role. 

CPT Michael Zequeira is currently the MICO Commander for 2BCT, 10th Mountain Division (LI), and completed BN S2 time at 2-14 IN in 2nd Brigade. He was previously a tank platoon leader and tank company executive officer and has deployed three times in support of various operations, most recently to Afghanistan in 2018-2019.  

CPT Justin Beverly recently completed his command of the 3rd SFAB MICO, and is currently a Brigade Assistant S2.  He has help leadership and staff positions from the platoon to division level, including BN S2, and has multiple combat deployments to Afghanistan.  He has previously been published on From the Green Notebook. 

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In the last few years, I have heard numerous discussions on what an Operations Sergeant Major (OPS SGM) actually does at the battalion level.  Doctrine provides some guidance but truthfully, it is minimal, which could be good or bad depending on the organization, the leaders in the organization, and the OPS SGM. The purpose of writing this article is to offer my thoughts and lessons learned throughout my ten months in the position for two different organizations. It is my hope that it could help a future Sergeants Major along with his or her field grade counterpart and the Battalion Commander in the garrison environment. 

Garrison Responsibilities 

The few doctrinal references for an OPS SGM focus on the Main Command Post (MCP) and outline some duties and responsibilities. Outlining tactical and field duties is important but the organization spends minimal time in the field throughout the course of a fiscal year. It is important that the S3 and the Battalion Commander outline clear duties and responsibilities in the garrison environment with the OPS SGM’s feedback.  The areas that I believe the OPS SGM is responsible for are taskings, schools, current operations (CUOPS), DTS, DTMS, S3 manning, Weekly FRAGO, S3 rating scheme, and staff NCO integration and development. 

The Staff 

A complaint I have often heard is the XO does not have a dedicated senior enlisted advisor. While the Command Sergeant Major (CSM) is often the clear choice, I feel that the OPS SGM can be that person for a few reasons.  First, the obvious reason that they will both work with each other more in the main command post (MCP) than the CSM and the OPS SGM’s counterpart, the S3.  The OPS SGM and XO both own staff duty operations and the staff duty roster.  Lastly, my argument against the CSM is that he or she has a lot more meetings and focus areas than the OPS SGM, so the OPS SGM can focus some of his or her time with staff NCOICs. 

Most of the staff sections receive little professional development from higher staff counterparts besides the few SAVs and informal dialogue and meetings. The OPS SGM can fill this gap first by attending the weekly Staff Syncs to help the XO and to ensure there is NCO presence in those meetings from the shop NCOICs. Too often I hear that many organizations are officer-centric (from both officers and NCOs), yet no NCOs are present at various unit meetings. Hold the staff NCOICs accountable by having them present meetings and take turns briefing to help with their public speaking and overall development. Lastly, take ownership of the NCOIC’s professional development (PD) with monthly PD sessions focused on their section training plans and how sections developing their counterparts at the troop/company/battery. 

The OPS SGM, along with XO, needs to plan and implement more PD sessions outside of command post exercises (CPX) to help build a more cohesive staff. At the least, the SGM needs to hold his or her own NCOPD with the staff NCOICs to bridge their knowledge gap between their own officer counterparts in the shops regarding MDMP and planning efforts. Additionally, these NCOPDs or professional development sessions can help the OPS SGM inform the XO on decisions regarding senior ratings in the shops which is often a question asked by my battalion XOs. 

NCO professional development is often a second thought and we as a Corps continually keep relegating development to the institutional domain. The average NCO spends just a few months in PME up to Master Sergeant, meaning that most of our training comes from on-the-job (OJT) or through lessons learned in the operational domain. Never mind, that this is shocking low for a professional force but it becomes apparent that we must do better in the operational domain to enforce NCOPDs and Sergeant’s Time Training at the battalion and company level. Ensure that it is always on the LRTC and SRTC and protect them as much as possible. 

S3 Garrison Duties and Responsibilities 

OPS SGMs can and should take on more responsibilities in garrison to help the S3 focus on the most important tasks. My first time as a BN OPS SGM I did not hold a weekly 1SG meeting to discuss taskings, schools, borrowed military manpower, and other areas. During my second assignment, I ensured these areas were properly resourced through a separate forum. It is too easy to “shoot an email” and expect results but I found that a dedicated meeting with the CUOPS, schools, and 1SGs will ensure a “common operating picture” and that the OPS SGM is not the single point of failure with knowledge spread across the S3 shop.  

Many leaders are against increasing the number of regular meetings and some of these topics are covered in the battalion training meeting. Too often the battalion training meeting goes too long because it covers too many topics already.  A separate but short “1SG sync” with the CSM included could help shorten the battalion training meeting. In our current meeting, the CSM covers anything he has regarding personnel, slotting or anything else that is “hot”. Then I normally cover schools, DTS, BMM, taskings, and then anything else that needs to be addressed or mentioned.  Additionally, I have the respective NCOs (CUOPS, Schools, DTS) build the slides which have the added benefit of feeding the training meeting and provides me an opportunity to review for accuracy. 

Another piece of advice is to be present at meetings, you may not be the CSM but you are “a” SGM and still can provide experience, expertise, and advice. In an armor CAB I am the senior Infantryman, so own that aspect of your job but do not neglect the other parts of the formation. It’s ok to be uncomfortable in a new platform and not know everything, but go out and spend time out in gunnery or in the motor pool with maintenance and learn about the maintainers and sustainers. I didn’t know much about gunnery so being present there helped me learn how it runs and now I can help with identifying friction points. Go to company training meetings to ensure what has been briefed nests with what you know and to offer insights to what made you successful as a 1SG and ensure that NCOs are doing the proper METL crosswalks and assessment of individual training to help develop bottom-up refinement to the training schedule. 

I debated on what forum to write this on and decided to choose this route to remain informal. I hope that this will reach as many as possible and can help guide them to areas that might be friction points in garrison. I plan to submit another article with lessons learned in the tactical environment. It’s critical that we keep ourselves involved to remain relevant to our Soldiers and the unit and the officers that we serve and advise. 

SGM Benge is currently the OPS SGM for 1-77AR, 3-1AD. An Infantryman, he is a graduate of the SGM-A Class 70 and has served in Armor and Infantry Brigade Combat Teams with operational experience in Iraq, Afghanistan, and Africa. 

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“In the beginning, there were majors.” 

The first standardized brigade in the continental Army had one major.  As the staff expanded, the Army increased the number of officers in a brigade and battalion. For a company-grade officer who has never been on a battalion staff, the majors may seem unapproachable, but they have always been essential to a unit’s operation.  Their experience, relationships, and leadership help the unit function.  Whether you are a Company Commander or a member of the staff, it is important to know who the majors are, what their jobs entail, what roles they play, and how you can build a relationship with them. 

Who Are They? 

“The Iron Majors” 

Majors, with 10-14 years of experience, are some of the most experienced leaders in a battalion. They have likely attended Intermediate Level Education, either with the Army or another service, making them proficient in the Military Decision Making Process (MDMP). Most majors have served in multiple types of units and are able to draw on a wealth of knowledge from their school and operational experiences.  Though battalion staff time is critical for their professional development, and often key in Battalion Command considerations, the best majors are experts in building teams and work together for the good of the unit. 

Job Responsibilities 

First and foremost, majors support the battalion commander and the unit. While the exact details of how duties and responsibilities are delegated may vary between units, there are some common ways of sharing responsibilities.  

“The Staff cannot win a battle, but they sure can lose it”  

For MDMP, review  FM 6-0 and the specific roles for the XO, S3, and rest of the staff.   Know that both officers are essential to produce a good, well–planned order.  The XO must drive the process, set timelines, and ensure that the staff remains focused.  The XO usually supervises the assembly of MDMP briefs to the commander.  The S3 owns the Warning Order, Operations Order, operations graphics, and the OPORD Brief to the Company Commanders.  A good S3 imbeds planners with other staff sections to ensure planning includes all facets of the staff, especially during Mission Analysis and during the production of staff annexes.  As one of the final events, the XO runs the Combined Arms Rehearsal, bringing the order to life.  The worst outcome is the S3 shop developing a plan in a vacuum, without the input of the staff or the benefit of MDMP.   

“The Staff was on the dreaded ‘Road to Abilene.’ They started planning without direction, no idea how they got there, and they were nowhere near what the CDR wanted.” 

During MDMP, majors are the direct link to the BC, ensuring that the staff has the guidance to produce the plan the BC wants.  Nothing is more demoralizing for staff than realizing their plan is nowhere near what the commander expected.  The XO or S3 should provide planning updates to the BC and solicit guidance when needed.  

“Good units do routine things routinely well” 

In garrison, the XO is overall in charge, but the S3, especially at BDE, may have up to half the staff under the “Operations” umbrella.  The XO is the “process” master and can answer questions on staffing a product or routing.  If it involves planning, tasking, training, or ammunition, go to the S3.  These roles, especially in garrison, may shift between the XO and S3, so communication among the staff is key. Make sure that daily operations in the staff are codified and you know who to update. 

“Don’t wait till things go poorly to get the NCOs involved.” 

Never underestimate the Operations Sergeant Major (OPS SGM). Despite the name of the position, the OPS SGM supports the BC, CSM, XO and S3.  This individual should not be relegated to just setting up the terrain model for rehearsals, but should be involved in the planning, execution, and task tracking throughout the battalion.  Even when the XO and S3 can’t link up, the OPS SGM acts as a link between the two. 

Field Grade Roles 

“Allow the Commander to do the things only they can do” 

For the Battalion Commander, the XO/S3 acts as a buffer, allowing the important information to go through, and the mundane to stay out.  Majors handle the commander’s priorities and keep the battalion on track.  They are also a buffer; anything going to the commander will be reviewed by one of the majors or the CSM before coming to the BC. 

“Tough Love” 

For the staff, the majors are the leaders of the organization. The majors and the OPS SGM have the experience and authority to solve most of the Battalion’s problems– This doesn’t mean that they won’t occasionally tell you to work it out on your own.  Good majors take the time to train and develop the staff. 

“A Sounding Board” 

For the Company Commanders, the majors are an outlet.  Tell them what you are thinking and how things are going in your unit.  To a good company commander, one of the field grades should be a stop before, or after you see the BC.  As a major, having a Company Commander stop by your office will probably be the best part of your day. 

How to build a relationship with the Majors 

“The Golden Rule” 

The best way to build a relationship with the majors is by threatening them the way you would want to be treated:   

–Keep them informed.  If you are going to tell the BC something, let the XO/S3 know beforehand.  Never go behind the back of the XO and S3. 

-Seek their advice. The XO and S3 have more than likely done your job and excelled in it.  Whether you are a Company Commander or on the staff, most field grades enjoy talking to you about their experiences.  Typically, Company Commanders spend a lot of time with the S3 and the staff spend a lot of time with the XO, but you might naturally gravitate toward one or the other based on personality.  

–Work hard.  The XO and S3 know who is working hard.  They appreciate those who work hard to advance the team.  Try and solve problems before it comes to their level. 

-Don’t play games. Never play the XO and S3 off one another.  This only causes problems, and it won’t take long for the majors to find out what you are doing. 

What to expect from them? 

“Even on a staff, you never stop being a leader” 

Expect the majors to be leaders.  They should give guidance, direction, and make hard decisions.  They shouldn’t be afraid to talk to the BC about issues in the battalion. They should be willing to help and develop you.  They should be approachable.  If you can’t figure something out, ask the major- don’t suffer in silence.     

“What Sticks” 

When I think about the majors when I was a young officer, I admired those who tackled every task with all of their might and maintained a good attitude.  Sure, they sometimes look agitated and tired, but I never doubted their commitment and felt that they genuinely enjoyed their jobs.  Their experience brought calm to the staff and reassured the unit, even in difficult situations.  The majors knew their roles and responsibilities.  Whether we were deployed, in the field, or in garrison, the majors knew what needed to be done.  They didn’t have “lanes” that could be encroached on – they helped one another for the good of the unit.  They were the best mentors, and I wanted to have a great working relationship with them.  I hope these are the same experiences you have when you meet your majors.  

LTC Aaron Childers is an infantry officer who has served in both light and heavy formations.  He was the Brigade S3 for TF Strike (2nd Brigade, 101st Airborne) during the Mosul Counter-Attack.  Following his BDE S3 time, he completed a three-year assignment to the Joint Staff J5, and is currently serving on the Army Staff, G-3/5/7 Readiness Division.  Connect with him on Twitter @childersaw or via Linkedin. 

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Staff work isn’t always glamorous. But the reality is that you will spend most of your career in a staff role. Even the highest-ranking officers in our military are not commanders per se, but chiefs (and one chairmen) of staff. The requirement is crucial; do the hard and scientific work of war where your output will directly impact the soldiers and leaders charged to enthusiastically carry out your orders. Glamorous or not, if you want to be a great officer then you must be a great staff officer.

Over the past 4 years, I have served on 3 general staff at the operational and strategic level. While each had its uniqueness of demand and culture, the fundamentals remained constant. The very things that make a great battalion assistant operations officer applied, at a different scale and requirement for experience and maturity, to a colonel at the Pentagon.

I wish I could say that I have mastered these 21 principles. Hell, I wish I could say I was consistently good at all of them. This list comes from a place of personal and professional aspiration – not perceived mastery.

1. Always pin the tail on the donkey.

Who owns the task or next action? No non-specific pronouns (e.g., they, him, we). Third-person pronouns will hurt you. Ownerless next actions fall through the cracks – assign the task with conditions and standards, and a time to report progress or completion.

2. Knowledge management IS staff management.

Date-less, number-less, version-less products; files left on your desktop and not archived; and a lack of naming convention, all beg for future reinvention of the wheel. And make sure your archiving and knowledge management system is user-friendly. Progress is when you can show someone where to find the information they need. Winning is when you don’t even have to show them because the system is that intuitive.

3. The staff officer who has friends and associates widely has answers.

Always “have a guy/gal for that.” This is a people business. Build relationships, help others when you can, and cooperate. You are competing against the standard, not each other. The Army is a team sport. In-person communication is better than a phone call. A phone call is better than an email. And an email is better than nothing. You can always just do all three.

4. Know and serve your audience(s).

We all have a boss, but great staff officers serve multiple audiences and know the balance. Focus on your audience of one (your principal). Meet their needs and carry out their vision. But remain aware of and serve the larger audience (the force, your battalion, brigade, etc.). Meet as many needs and serve as many audiences as you can, being careful to triage requirements and prioritize your energies appropriately.

5. Exude a positive attitude and an unflappable (cool, calm, collected) demeanor.

A positive attitude fuels positive and productive staff work — no one likes the “angry staff officer,” nor the easily excitable one. Balance your team. Sometimes your team needs a little kick in the butt. Other times they might need a more settling touch. Regardless of your approach, remain in control and make it intentional.

6. Good staff work is about building bridges, not digging moats.

Be the unit from whom others want to take a phone call. Always assume others have the best of intentions unless proven otherwise – but don’t be blind to their incentives. Help your sister units and your higher headquarters, but also balance your help checkbook…your offer to help (credit) is often paid by your subordinate units’ resources (checking). Do these things because they are the right thing to do, but know they will also produce dividends in freedom to maneuver, help from your peers, or relief from requirements when you truly are overburdened.

7. Love the one you’re with and buy-in.

Carry your Commanders’ (one and two levels up) vision and values. Don’t talk incessantly about “your last unit/organization.” The best organization is the one you are in, and if it isn’t then be a positive force to change it. Field Grade Officers are true believers and apostles, but not bobbleheads – remain focused on the science (ways and means) of achieving the ends.

8. Chase synergy and think at echelon.

Anticipate friction points and don’t isolate yourself from subordinate and sister units. What does your boss need to know? Your boss’ boss? What are the views and equities of others – is this contentious? Ask these questions, and then use the answers to inform all stakeholders involved and formulate your plan. Find and leverage efficiencies where you can.

9. You can disagree with your boss, and when you do…do it one time.

But after that, you move out and draw fire with violence of action. You owe him/her both. Don’t get emotionally attached to a plan or course of action. Be passionate about carrying out your leader’s vision and intent. Be passionate about mission success. But, dispassionately do the good, hard staff analysis and provide all relevant information to your commander in a format the aids decision-making. If you disagree with the decision, make a respectful and professional counterpoint. Then, when she or he decides, execute with vigor and conviction.

10. Make contact with the smallest possible force.

If it is a problem that one of your subordinate teammates can handle, let them handle it. Not all problems rise to your level. Triage tasks, provide supervision, and quality control/quality assurance. More on this in Principle #12.

11. Be multi-lingual.

Know and speak to your audience. But you need to quickly shift between your different audiences and translate appropriately. Communication is an art and you are in the business of communicating clearly and effectively. You need to be able to speak grunt, warfighter, company grade, field grade, and flag officer — and choose the right language for the right audience.

12. Own the monkey (the next action) — unless it’s not your monkey.

Monkey Management is about knowing the next task, determining to whom it belongs, and training your team to care for and feed the monkeys at their level. If the next task isn’t your job/doesn’t rise to your level, then you need to assign that monkey to the right trainer and make sure you equip them to care for and feed it. It is not an abdication of responsibility, but the diffusion of ownership and authority. You remain responsible for mission success.

13. Have the humility to realize you may not be the smartest person in the room, and the hustle to prepare as if you’re expected to be.

This principle originally stopped with “don’t think you are the smartest person in the room.” Except, sometimes you will be…sometimes you have to be. As a Major in a battalion, you often will be the most experienced and informed person in the room. The trick is to wield this with humility, never turning off the experiences and initiative to others or limiting solutions to the boundaries of your own imagination. Prepare and be ready to be the “smartest” person in the room, but enter every room with humility.

14. Be a nuclear reactor, not a coal silo.

You need to produce and proliferate energy, knowledge, communication, and understanding — not store it. You bring fire and motivation. Storing up information or wielding it as power hurts the overall organization. You are in the business of shared understanding.

15. You’re not Luke Skywalker anymore…but you’re not quite Yoda either.

It’s not about you; you’re not the hero of the story. But you also aren’t the sage mentor in observe mode. You’re Obi-Wan from Episodes 1 and 2; you mentor but you also nug on staff work. You are like the old “player-coaches” from the early days of baseball where the manager was also a player. We are all workers on staff. There are no supervise-only billets.

16. Font and format Matter.

It’s not about form over function; it’s about helping the function through attentive and deliberate form. Consistent, clean, clear, and concise formatting aids understanding and execution. It also instills confidence in those charged to carry out the task with conviction.

17. Don’t overestimate higher’s dysfunction, and don’t underestimate your own. 

It’s natural to inflate our own importance and competence while making few apologies for the shortcomings of others. Refer to Principle #13. Avoid fundamental attribution error. Higher will make mistakes…you will make them too. If you view your own performance with a measure of humility, others just may do the same for you.

18. Never miss a hit time.

Perfect is the enemy of the good; the 90% solution delivered on time is better than the 100% solution delivered late. That simple – meet suspenses.

19. Ask the next question.

Peel back the onion and go one, two, three…questions deep. Keep asking the next question until you bump up against Principle #18.

20. Tell the story…the short story.

People remember narratives. Articulate information in clear, short, and concise narratives. We aren’t being paid by the word. Communication is your business, and you are in an attention-depleted economy.

21. Yours is the science of war.

Commanders have the prerogative to wax poetic about visions, values, and philosophies. You own their art and make it a reality with detailed analysis, actionable tasks, and feedback mechanisms. Yours is the long-range training calendar, not the vision statement. Welcome to middle management – own it and thrive in it.

–

No list, no matter how good, is complete. What did I miss? What fundamentals are you using in your units to provide the best advice and service to your commanders and formations? In the meantime, I have more than enough work on my hands just trying to be great at these 21. Share them with The Field Grade Leader or The Company Grade Leader.  Let us hear what you think as we hear from the rest of the staff over the next few weeks!

Doug Meyer is an active-duty infantry major. He currently serves as the Chief of Operations for Operation Warp Speed. Before that, he served on the Joint Staff and the I Corps Staff. He has served in the CENTCOM and PACOM areas of responsibility. He is also the founder and executive editor of The Company Leader found @thecompanyldr on Twitter, Facebook, and Instagram.

The post Welcome to Meet The Staff! – 21 Principles of Good Staff Work appeared first on The Field Grade Leader.

We acknowledge that emotion can cloud human decision-making and affect action. We also know our mind creates shortcuts that are sometimes faulty. Despite this understanding, we often do not account for it. We think of ourselves as rational decision-makers, doing whatever offers the most utility based on the information available. This is not true. 

We are Predictably Irrational as Dan Ariely describes in this book, a fast and entertaining read. Ariely lays out several common traps found in human thinking with the hope that being aware of the traps helps us dodge the effects. 

Let’s review a few of Ariely’s more common snares: anchoring, the decoy effect, the endowment effect & loss aversion, and short-term thinking. 

Anchoring is when a person depends too heavily on initial information. For some, it is extremely hard to shake that first impression. Most of us compare all later information to the first information that we received. A simple experiment on the power of anchoring asked participants to write down the last two digits of their social security number before estimating the cost of several items. Those with higher social security numbers estimated higher costs. From a military perspective, we can easily imagine ourselves anchoring to a plan, but our anchoring is more systematic. We compare every report of the enemy against the intelligence section’s enemy course of action, a process that also drives our reconnaissance plan. This invites confirmation bias. We desire to find what we are looking for, so we ensure someone is looking for it. 

The decoy effect, otherwise known as the asymmetric dominance effect, is when individuals change preference between two attractive choices when a third similar but less attractive choice is added. The experiment was a decision between an all-inclusive week in Paris versus Rome. When a third choice was added, a week in Paris without breakfast included, participants picked Paris with breakfast. Instead of comparing Rome to Paris, people compared Paris with and without breakfast. The effect’s implication to military planning is to watch out for that throw-away option. Whether creating the courses of action or picking one, keep an eye on distinguishability. 

The endowment effect & loss aversion work together. The endowment effect is when we value something more than others because we own it and loss aversion is when we give greater meaning to a loss over a gain of equal measure. In one famous experiment on the endowment effect, people required twice as much money for a coffee mug they owned, as compared to what they were willing to initially pay for it. An experiment on loss aversion showed that people needed to gain about twice as much as they were willing to lose. Not only do we overly value our assets, but we are also programmed to not risk them. The battlefield lacks a clear measure to gauge the endowment effect or loss aversion, but it would be foolish to think these heuristics don’t affect risk-taking. This concept brings to mind Patton’s quote, “Take not counsel of your fears.” There is no prescription here other than acknowledging that we overvalue what is ours and are loath to risk it without significant return in our decision-making. Keep that in mind when you are debating whether to launch that local counterattack at NTC. 

The final snare about which Ariely writes, short-term thinking; is when we look for the immediate advantage, even when the long-term gain is more desirable. The most famous study on short-term thinking is the marshmallow experiment where a group of preschool children could have one marshmallow now or wait 15 minutes and have two. Most tried, but could not wait. A more recent study showed that the more often an investor checked their portfolio, the more likely they would modify it and reduce their returns losing sight of their long-term investment goal for a short-term gain. This problem is more pronounced in the military environment where survival dominates. We look to overmatch our adversary and throw everything we can at them. Critical thinkers though need to think about the fight tomorrow or we court disaster. Worse, we could follow a series of tactical short-term successes divorced from the long-term strategic objective.  

This book details far more than just the four traps mentioned. What do we make of it? Without conscious thought, we risk making rationally uninformed decisions. Awareness, though not foolproof, is the only way to avoid these pitfalls. Knowing is half the battle…it enables us to observe our decision-making behavior. To fight these traps, be aware of them, and develop ways to avoid them. Red Team your decisions. Give someone the responsibility to challenge your understanding. Take steps to allow debate and effective conflict. Finally, reflect and be introspective about why you are deciding the way you are. 

Lieutenant Colonel Christopher L’Heureux is an Armor Officer currently assigned as an instructor at the School of Command Preparation. He commanded 2d Squadron, 2d US Cavalry in Vilseck, Germany. 

The post Predictably Irrational: The Hidden Forces That Shape Our Decisions by Dan Ariely appeared first on The Field Grade Leader.

“You go to war with the army you have, not the army you might want or wish to have at a later time.”

-Donald Rumsfeld, 21st Secretary of Defense

To my fellow Command and General Staff Officer Course (CGSOC) peers, this course is an opportunity to understand our current Army and we can help shape it for the future fight. This is our Army. This is our moment to be stewards of the profession that we have invested a decade or more in. The Army most of us plan to be a part of for the next decade. Our life choices have led us here. Now is the time to stay switched on. While completing CGSOC, I propose three broad areas to focus on and think about. These include organizational leadership skills, stewardship of the profession, and personal goals. The Army gifted us an entire year for personal development and to contribute to our organization. If not us, then who? If not now, then when?

Our Army requires writers and thinkers. It also requires expertise, but I am confident most of us are proficient in our respective occupational specialty. We made it this far. Now is the time to focus on skills vital to organizational leadership. Yes, this means strengthening written and oral communication ability. The expectation is for you to already excel at the email fight. Our future organizations demand more. The units you will lead require proficiency at drafting awards, evaluations, operation orders, and the occasional white paper. CGSOC provides numerous opportunities to improve our professional writing ability. Take advantage regardless of how good you think you are. The school has a writing improvement program for those willing to invest extra time. For those already excelling in this category, why not generate articles to your respective branch journal? You might also consider sharing your talent with classmates to help them sharpen their writing skills and perhaps publish themselves. Assisting a peer with their writing will also hone your own ability to quickly refine and edit products for your boss. This ties in nicely with building teams, also something organizational leaders do, but we just completed our Leadership 100 course, so you already knew that.

Speaking of courses, we can take advantage of the accumulated knowledge of our institution. The doctrinal heartbeat of the Army resides at Fort Leavenworth and we owe it to future generations to understand these models. It is difficult to improve something unless you are familiar with the concept’s evolution. We are committing our prime years to this profession and have an obligation to steward it. What an opportunity! An entire year to learn the nuances of a complex institution designed to defend the republic. Sure, some aspects such as the force management model are cumbersome; however, there are reasons to learn them. We cannot offer improvements unless we have a baseline first. Exposure to joint, interagency, and partnered operations is also invaluable to career growth and future opportunities. Because of their complexity and difficulty to replicate these concepts are an asymmetrical advantage for our nation. It gives us strength. Learn them. Understand how to integrate them. Do not be the friction that slows them down. If you feel there is an imbalance between the policy that guides these concepts and our doctrine, now is the opportunity to address it. You have the bandwidth now to deep dive the causes of friction points. Find the solution and offer it up. The agencies responsible for integrating solutions are right across the street and would love to hear what you have to offer. So too would the profession and the nation you defend.

This brings me to my final point, personal goals. As servants to the nation, our priority list is straightforward and dictated to us. Personal and family goals often go unaccomplished as a result. CGSOC offers ample opportunity to finally catch up (or at least put a dent in your to do list). At present there is no organized physical training requirement. Now you can have breakfast with your children and spouse and create a fitness regime tailored to your needs. You might also consider an elective course that aligns with your personal goals or interests. This is also the ideal time to take care of deferred physiological maintenance. Go get knee surgery or the physical therapy you put off. Arrive at your next unit ready to run. While you are recovering, tackle the reading list your mentors have suggested over the past few years. The books are likely to synchronize nicely with CGSOC curriculum. If they do not, be selfish in the classroom. Leverage the community of dedicated faculty to better understand your information gaps. These professionals won the and the Army’s shift towards large scale combat operations is their wheelhouse. Take their hard-won lessons and shape it for tomorrow’s fight.

Certainly, our nation will call on us soon to solve the next complex national security problem. Our nation values the individual contribution you bring to the fight. But you must bring something. Now is the time to prepare the Army we wish to have in the future. Every push-up today helps you on that future fitness test. Likewise, the more joint doctrine you understand now, the better prepared you will be in the joint fight. Come drink the Kool-Aid. If you do not like the flavor do something about it. This is your Army. CGSOC is the time to develop organizational leadership skills, steward the profession, and  focus on personal goals. I look forward to the optimism and dedication each of you bring. Now let’s go make this the best year of our life.

Maj. George Fust is a military intelligence officer currently attending the Command and General Staff Officer College. He previously taught in the Social Sciences Department at the US Military Academy at West Point. He holds a master’s degree in political science from Duke University and has contributed to a variety of publications.

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