As a leader, both formal and informal, how do plan on dealing with the force reduction measures that result from sequestration?

Sir, this is about managing the expectations of our workforce. I have delivered several formal unit wide discussions on manpower shaping tools that are being employed and spent much of my time this last year in one on one sessions with members concerned about what options were available as reduction in force takes place. The focus for us is plainly on eliminating those members with Capt's Mast (Art 15), substandard EERs, lacking current job/position requirements (JQR, PQS, C Schools, etc.) or reaching High Year Tenure benchmarks for their current pay grade. The hope is to force out those who do not meet the standards; are not top performers; have been hovering around the organization with taking on greater responsibilities while finding ways to keep as many of the top performers as possible.

I have also spent a significant amount of time discussing transition out of the military;

what benefits members have earned; how to access their benefits; job search considerations and so much more.

Well I don't have Soldiers anymore but I'm Updating my Resume just in case my number comes up in May.