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- Meeting the demands of authority, responsibility, and accountability places great pressure on an officer in command. There are also expectations placed on commanders, intensifying the pressures of command. These expectations include internal, external, and self-imposed.
smallwarsjournal.com/jrnl/art/commandership-fresh-look-command
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May 18, 2021 · They describe their expectations of what they should “know”—how they should apply judgment, innovation, and interpersonal tact in solving problems. Lastly, commanders describe their expectations for what their platoon leadership must “do”—lead by example, develop their subordinates, and achieve their commander’s enduring priorities.
- One, as a company commander, you really don’t have a significant amount of power to affect the training schedule. When looking at the training plan, you already have a significant portion of it mapped out for you: ranges, mandatory briefings, physical fitness test, health assessments, the works.
- Secondly, you get hit with the knowledge that the Army has boiled down your essence to one thing: a signature. You sign everything. You are merely a walking signature.
- Then there are the soldiers. Now, 90% of the soldiers in your unit are fantastic individuals who are an honor to serve with and who will motivate the hell out of you.
- And then there’s higher, which will send down short suspense items and quick changes to the training schedule, which is always sure to happen at the worst opportune moment.
Mar 12, 2020 · Every new commander brings different personal expectations to command, making the burden of command personally unique. The way each commander addresses the burden of command can often be the difference between success and failure.
- Your Vision
- Command Philosophy
- The 90 Day Agenda
The vision statement is the single sentence outlining the company’s values. You should consistently reference it throughout your command to keep you on the right track. When developing your unit’s vision statement, start by making a list of the things that are important to you. This should include your big rocks: your values, expectations, prioriti...
The command philosophy is a single document that outlines howthe company will accomplish the vision statement. After writing the vision, you can start drafting your command philosophy – the tool that helps you realize your vision. Your philosophy expands on the vision to provide focused priorities for the entire team. All soldiers should be able to...
The vision and philosophy are only useful if used deliberately. You do that by writing a 90 Day Agenda for your first three months in command to prioritize your big rocks. These first three months in command will set the tone for the next 12 to 18 months to come. During this time you will have the chance to assess the company to find out which syst...
- Be professional in appearance and conduct. It’s a simple concept, but, amazingly, a lot of officers fall flat here. When you walk in the door on day one, after passing that Guidon, you don’t have to be the fastest runner or lift the most weight, but you’d better not be overweight.
- Never stop developing leaders. One of my favorite sayings is that there are only two types of people in the Army: leaders and those training to be leaders.
- Know the job. I was also very strict on knowing the job. Platoon leaders were expected to know tactics, not from a rote memorization standpoint, but to enable quick decision-making while conducting operations.
- Property is your job. One of your most important roles as a commander is the primary hand receipt holder. You should sign everything down to lower levels, and check on property weekly.
Nov 15, 2022 · In this article, I explore how contemporary military commanders understand command in the context of standardised planning processes, doctrine, and a supporting staff organiation. The article is based on 30 interviews with former and current NATO commanders and senior staff officers.
Jan 31, 2019 · Leadership is an essential skill for an effective commander. Our 29 th Commandant, General A. M. Gray, defines leadership as ^the art of getting things done through people.
