U.S. Army photo by Capt. Chelsea Hall

Recent posts on this blog got me thinking about the role majors play in leader development within a battalion. The responsibility for leader development, as with everything else, falls squarely on the commander’s shoulders, but most majors possess a strong desire to mentor and the critical knowledge and skills needed to develop others. They have two or three assignments and a year of school between them and the next most senior officers in a battalion. But they command nothing and are most often caught in a robust game of whack-a-mole in their everyday jobs as XO and S3. They have desire and experience but little time and no control of the program. So how can majors contribute? While each commander will have a perspective on what the majors do, I offer a few thoughts:

1. Organize. To start, organize the program for the boss. Sure, the boss is hands-on and directive but you can help. Make sure leader development on the calendar, discussed in the training and training resource meetings, and that it aligns with the overall training guidance. If you cannot answer “why” you’re executing a particular leader development session, then there is work to be done. Initially, my program focused on character due to some culture problems in the organization. As we got past those, we shifted to competence-based topics oriented on upcoming training, all the while ensuring the team understood why we were talking about what we were talking about.
2. Prioritize. Where does leader development fit into unit priorities? Maybe it’s not first in your organization but it was my top priority. That didn’t mean it didn’t get stepped on now and again. Prioritizing is a continuous fight, and it was my majors who kept most leader development sessions from being stepped on from above and below. You only control what you add to the calendar. Can you cancel the static display for the visiting dignitaries that just came up? Nope. But higher will not bat an eye when you cancel your LPD. Take the hard road and use your relationships up and across the brigade to minimize the effect on leader development sessions…fight for the time.
3. Fill the gaps. Leader development is often parceled off to a subordinate who is told to run with it. Ensure those charged with execution prepare (even when it’s the boss). If the commander is not personally getting the back brief, majors should pick up that slack. A single poor leader development session can kill the motivation in a program. Make sure sessions are interesting, relevant, and with the right audience. Interject when necessary. You’ll need platoon sergeants and above to orchestrate big change within a battalion. Having lieutenants read new doctrine in front of the battalion leadership like open mic night at the local coffee house, however, isn’t going to cut it.
4. Provide all-around feedback. Leverage the natural relationships the XO and S3 have with company commanders and XOs to explain objectives and obtain feedback. Is the program doing what the boss wants? If not, let the boss know. Also, support bottom-fed ideas. When the LTs ask to do a book club, figure out how to make that happen. Any spark from below is a thousand times more powerful than something from above. Help the boss understand what the officers and NCOs of the unit want and need. Push back when you don’t think the program is aligned with organizational objectives. Remember, the commander will often do things based on their experience; help them connect the dots.
5. Develop content. Seek opportunities to develop content; I see this as a major’s greatest contribution to leader development. The XO and S3 oversee almost every system in the battalion. As a result, you are in a unique position to understand where the organization is weak and have the experience to do something valuable to address it. Is it command supply discipline, maintenance, weapons qualification, or LFX planning that is lacking? My XO created and ran an XO Academy for company XOs and any other lieutenant who aspired to be one. My S3 instituted a Maneuver LFX Certification Program for leaders. Both programs developed individual competence and a more effective overall organization. Both initiatives were planned, resourced, and led by a major – I just showed up and watched people grow.

None of the thoughts presented are groundbreaking, but a review never hurts. We often get absorbed with the issues of the day and forget the basics. So majors, organize and prioritize the work; fill the gaps in the 8 Step Training Model; provide feedback up and down the chain of command; and develop content. Majors possess incredible experience and knowledge at the battalion level and their subordinates deserve to learn from them. There is an old saying that everything a major touches turns to gold, so make an impact and lay your hands on leader development.

LTC L’Heureux is currently an instructor at the School of Command Preparation. An Armor officer, he served primarily in cavalry and infantry assignments within Stryker Brigade Combat Teams with operational experience in Iraq, Afghanistan, and Europe. He recently relinquished command of 2d Squadron, 2d Cavalry Regiment at Rose Barracks, Vilseck, Germany.

U.S. Army photo by 1st Lt. Ryan Debooy

Have you ever hesitated outside your boss’s office, or took a deep breath before dialing your commander’s phone number?  What if you had an idea on how to improve your organization, but decided not to say anything? Have you ever felt like you needed to strap on body armor before bringing bad news to your supervisor?

As leaders, we often overlook the quality of being approachable as it affects our subordinates’ and organization’s effectiveness.  Organizational leadership literature is abundant in describing the benefits of a learning organization and the need for leaders to promote a culture of learning and collaboration.  However, those leaders often struggle to successfully set the conditions in the organizations they lead because they are not approachable. More than just a nice-to-have, the art of being approachable is a necessary attribute for effective leaders at any level or organization because it is a pre-condition of trust and open communication.