The “Meet the Staff” initiative is an opportunity for staff officers to explain who you are and what you do to all the Field Grade Officers that never had the chance to learn why they need you.
Organizational Goals for NTC – From a Former Battalion XO
A Guest Post by MAJ Kevin Krupski
I forget what time it was, but it was dark, and we had finally gotten the semblance of a TOC established “in the box” after a long day leaving the RUBA. I was trying to account for the trail of equipment scattered along the route when the wind picked up – somehow the Ops Group was able to conjure up a dust storm just in time for our push through the “whale’s gap.” I could not help thinking to myself that this was just the beginning.
Tips for Navigating the AIM Marketplace
A Guest Post by LTC Trey Guy
The relationships between field grade leaders at the battalion level can make or break the ability of a unit to perform in combat. Those who are preparing to take command at the battalion and brigade level owe it to their soldiers to ensure the best possible command climate. With the opening of the AIM Marketplace for the 21-02 movers just a few days ago I thought it might be useful to share my experience. First off, I am not a branch manager nor have I ever worked at HRC and I do not have the information or experience that those professionals have. I am, however, a CSL select Air Defense Officer, slated to take command in the summer of FY21 (21-02 YMAV cycle). Over the last few weeks, the current battalion commander of the unit I will command was gracious enough to allow me to have a large amount of input into who the unit preferences in the AIM Marketplace.
ACFT Prep 3.0/4.0
A Guest Post by Ed Arnston
Now that the ACFT is our official fitness assessment of record, I’ve written – and tested – two additional programs that will help you and your Soldiers prepare for the test.
As I have continually reminded my Soldiers – performing well on the ACFT is important, but the training we conduct to prepare for the ACFT is more important. Soldiers are consistently training lower body strength, core, and work capacity much more often since the ACFT has been introduced. This is excellent and will lead to stronger, more fit Soldiers on the battlefield.
Training the Platoon Fundamentals: Lessons Learned from a Combined Arms Battalion Training Exercise
A Guest Post by Ethan Olberding, Ryan Feeney, Jonathan Punio, and Graham Foresman
How do you define platoon “fundamentals?” Some would answer that with shoot, move, communicate, sustain, etc. One could not argue with those points, but we must specifically define fundamentals so that our platoon leaders can focus precious time and understand expectations. Sometimes fundamentals are the product of a simple face-to-face discussion between Commanders and their subordinates, which starts with “I expect that you can perform the following….” Once defined, we have to ask, how do you train the fundamentals?
Normandy ’44: D-Day and the Epic 77-Day Battle for France by James Holland
A Book Review by LTC Chris L'Heureux
Over the years, I’ve read a lot about Normandy and left few rocks uncovered. This book was in an Audible 2-for-1 sale, and I had low expectations…but it surprised! James Holland examines historical points of contention and challenges the accepted view. There is some review of well-tilled ground, but I took away several new insights. A few controversial highlights:
The Boss Hates Me!
A Guest Post by Major Vernon Pittman
“The teacher hates me.” You have either said it yourself, heard it in school, or now have kids who are trying to convince you of this. Or perhaps the statement has taken on a new spin in your professional career: “the boss hates me.” What are you supposed to do in those situations? At this point in your career, the pressure to do well and set yourself apart is immense. You can see the finish line (retirement), and you want to make it there. But those goals may seem unreachable if the people responsible for your development and evaluations appear to dislike you or your work for some unapparent reason. In the military, we are often told that promotions, and good report cards, come down to luck and timing. If you find yourself in this situation, you are probably out of luck and your timing didn’t work out. If you think that you can’t get ahead no matter how hard you try allow me to offer some suggestions.
Bunker Hill: A City, A Siege, A Revolution (Audible) by Nathaniel Philbrick
A Book Review by LTC Chris L'Heureux
Philbrick writes an extremely accessible and well-balanced account describing the opening phase of the American Revolution. The Battle of Bunker Hill, certainly the centerpiece of the story, is only part of the narrative. In true historical form, Philbrick provides both the context and happenstance of events beginning with Paul Revere’s warning and ending with the British evacuation of Boston. The allure of this book is not the history but the detail that causes you to question the commonly understood narrative.
The Trooper
A Guest Post by LTC Rich Groen
While attending the Pre-Command Course (PCC) at Fort Leavenworth, I pondered ideas of grandeur. I was about to take the reins of one of the most storied Cavalry Squadrons in the United States Army. In true pompous fashion, I wrote out my vision or keys to success:
- Be a positively intrusive leader that inserts yourself at the point of friction.
- Operationalize everything to ensure synchronization.
- Win!
It seemed simple enough, but I was quick to learn that to be a successful leader I needed to do more than just publish words. Humility and teamwork are the keys to successful command. Reflecting over the past 16 months, I’ve learned that I cannot do it all and that you cannot achieve your vision without partnerships that exist within and outside of your organization.
Field Grade Survival Guide: Leadership
A Guest Post by Major Joe Owens
Leadership is the decisive operation.
Editor’s Note: In July FGL released a new logo (pictured above). The Army uses graphic control measures to control maneuver and build a common operational picture on a map. The arrows that point units towards their objective identify who is the “decisive operation” (DO) or the unit that will achieve the end state. If you look at the logo the “L” in leadership is identified as the DO in what we do and what we want to help develop with our followers. As the author identifies below, leadership is the priority. Not powerpoints. Not emails. Not to cite doctrine from CGSC or SAMS. Not tell everyone how much harder you had it. It’s simple, invest in your people and give them the leadership they deserve.
Be a leader, always! I’ve discussed management quite a bit throughout the course of this article and without doubt systems management is absolutely your job as a Field Grade Officer. However, individual leadership is just as important now as it was when you were a Company Commander. Be the boss you’ve always wanted to work for. Be yourself but strive to be the best version of yourself and incorporate the best parts of your previous bosses. Like all leadership positions, achieve consensus. Ensure the Company Commanders and Battalion Staff have a voice in how you do business as a team and how you conduct operations as a Battalion. First, they will work harder for something they have a vested interest in seeing succeed and second you must banish the staff mantra of ‘row well and live’. That is the mantra of slaves rowing on Roman warships, not of barrel-chested freedom fighters. It is the opposite of what we stand for as Army leaders and I despise that it has become a part of our lexicon.