Senior NCOs, what are the top 3 mistakes your OICs/Commanders make when they start off in your Unit?

Sir,<div><br></div><div>In my experience these are the three that are sure ways to fail in a unit.</div><div><br></div><div>1. &nbsp;Completely changing policies that have been proven to work or need minor adjustments. &nbsp;I believe CDRs/OIC may have the best intentions in their hearts when they do this (maybe it worked in a previous unit) but not all units/personnel are cookie cutter. &nbsp;The worst thing an OIC can do is not talk to his/her soldiers to gain an idea of how the unit has worked or what the climate may be.</div><div><br></div><div>2. &nbsp;Not having confidence in your senior NCOs. &nbsp;When a CDR comes in and begins to exclude the ideas and points of view of his most senior personnel, you are cutting out a wealth of knowledge. &nbsp;The relationship between a PL/PSG, CO CDR/1SG or BC/CSM etc. is so important because you affect the morale and welfare of many soldiers under you. You don't always have to agree, but if ZERO discussion occurs at these level, it is detrimental the unit.</div><div><br></div><div>3. &nbsp;Wasting the time of your personnel. &nbsp;In a unit I used to be in, we used to have a BC who came in and began to have 3 hour training meetings and 3+ hour CMD and Staff meetings. &nbsp;That's about all morning from work call to lunch or from after lunch to COB in a typical unit. &nbsp;Pretty soon even the BN XO and CSM began to resent this BC because they lacked the time to concentrate on taking care of the unit. &nbsp;There is no good reason to take half a day to plan things in your unit. &nbsp;When important things like SHARP, writing coherent OPORDS for upcoming training, or Professional Development of junior soldiers falls to the wayside because of long meetings, you are bound to fail.</div>

<p>Sir, these are what I have either witnessed firsthand or through fellow 1SGs...</p><p><br></p><p>1.&nbsp; Coming in like a bull in a China shop.&nbsp; The attitude is that I need to assert dominance as the CDR immediately.&nbsp; Not a good idea.</p><p><br></p><p>2.&nbsp; Something I like to call "riding to the sound of the guns" on an initial spot report.&nbsp; Instead of allowing a situation to develop, gather all available information, and then make an informed decision, I have seen CDRs/OICs taking action with only one of the five Ws.&nbsp; That rarely turns out positively.</p><p><br></p><p>3.&nbsp; Making decisions with blinders on.&nbsp; While you do not have to listen to your 1SG, he/she does have the units and your best interest in mind.&nbsp; To caveat this, if the IG or JAG offer advice, it is in your best interest to take it.</p>

not listening to their NCOs