The first few weeks of command

CPT Jacob Swartout — Thu, 15 May 2014 22:52:29 -0400

What do I need to focus on during the first few weeks of command that can easily be overlooked. I received a good run down by the outgoing CDR. The 1SG is bringing me up to speed on operations too. What are the concerns, recommendations, or foreseeable issues I need to really keep a tight focus on during the initial first weeks? I have a good idea however, you may bring up great point or two that has not been discussed yet.

Response by SSgt Gregory Guina made May 15 at 2014 11:09 PM

SSgt Gregory Guina — Thu, 15 May 2014 23:09:17 -0400

Get out to all the work area and make sure the troops see you. Sit down with the SNCOs and let them know what you expect and what your philosophy is.

Response by SSG Private RallyPoint Member made May 15 at 2014 11:33 PM

SSG Private RallyPoint Member — Thu, 15 May 2014 23:33:49 -0400

Your Supply Sergeant is going to kill me for this, but I would randomly pick 15-20 LINs from your Property Book and tell your Supply Sergeant you want to see them. I hate to admit it but sometimes when a CoC Inventory is done the wool gets pulled over an incoming Commanders eyes and they don't even know it until they are getting ready to exit their position and get the "remember when you inventoried this two years ago?" speech. Just a recommendation from someone who has seen some shady s*** over the last thirteen years.

Response by SSG Trevor S. made May 16 at 2014 12:58 AM

SSG Trevor S. — Fri, 16 May 2014 00:58:51 -0400

Don't rely on the command climate survey to tell you what your soldiers and junior leaders actually think. They are prime examples of "briefs well on paper". The troops either have no idea who you are, or they only interacted with your through staff. They are testing the waters too. I know you have tons of administration things to get a handle on, use your training room for them. Find time during the day to go out and do the "soldier's work" with them. Even if a good NCO chases you off you have evaluated the NCO's willingness to do NCO business, and the troops will see you out there with them. Make an effort and it will endear you to them.

Response by LTC Private RallyPoint Member made May 16 at 2014 1:30 AM

LTC Private RallyPoint Member — Fri, 16 May 2014 01:30:16 -0400

The first thing is to do counselings with each Soldier you will rate and then publish your command philosophy. It is important to get your expectations out there especially if you are AC as you have a shorter time in command than RC/NG most times. Change of command inventory and ensure to keep all paperwork for years after (I still have mine from my first command in 2008). Update all 1,303 appointment memorandums, especially for physical security book. And get to know your troops. Make sure they know that they can come to you if they need to or they will not utilize the open door policy if they do not feel comfortable.

Response by MAJ Private RallyPoint Member made May 16 at 2014 1:52 AM

MAJ Private RallyPoint Member — Fri, 16 May 2014 01:52:08 -0400

CoC Inventory (and personally touch EVERY item); review, update, sign pertinant policies and memos; publish command philosophy; update rating chain; counsellings; get out, be seen, be open; get familiar with the unit and its heritage. Also, find out what priorities each section is working on, and get a good pulse on reporting times, personnel issues, training schedules, etc.

Response by SSG Robin Rushlo made May 16 at 2014 7:41 AM

SSG Robin Rushlo — Fri, 16 May 2014 07:41:19 -0400

I was a property book manager and I know the Number one is a surprise line item inventory at about 15 to 20% of all line items. Number two is a line by line inventory of your ARMS room by serial number. I had a company commander find out that 3 of his M16 really belong to another country and he was missing 3 M16s,
The number 3 is to check the Blankets that they are full size. I had a Supply SGT cut them in half and count them to make sure he had the right number

Response by 1SG Private RallyPoint Member made May 16 at 2014 9:30 AM

1SG Private RallyPoint Member — Fri, 16 May 2014 09:30:50 -0400

Link up with your BN S1 to ensure you are aware of what is due monthly and how they can "educate" you proper admin procedures. I used to do an ad-hoc CDR/1SG deskside for new commanders/1SGs to ensure we were all on the same page. CDRs are responsible for so much, it's important to know when/what is expected and to which office.

Response by MAJ Michael Kammerer made May 16 at 2014 10:33 AM

MAJ Michael Kammerer — Fri, 16 May 2014 10:33:41 -0400

The first few weeks of my CMDs were spend taking a fire hose to the face . . . Lots of information and fast. My best piece of advice is to sit back and observe. It is the best way to really see what is going on in your CO.

Response by CPT Private RallyPoint Member made May 16 at 2014 10:39 AM

CPT Private RallyPoint Member — Fri, 16 May 2014 10:39:23 -0400

Check out your orderly room's filing systems for leave, training certificates, ERBs, awards, etc. If things keep getting lost or it takes all day for someone to get you a document you asked for, it could indicate a lack of organization in your filing systems. When I took command, there was no system in the orderly room for tracking appointments, ERBs, training certs, etc. 1SG and I had to work with our new orderly room NCOIC for a good month trying to put all the paperwork in some semblance of order. Remember, little problems can be symptomatic of bigger underlying issues.

Response by LTC Private RallyPoint Member made May 16 at 2014 2:39 PM

LTC Private RallyPoint Member — Fri, 16 May 2014 14:39:48 -0400

Having read through the previous posts I would absolutely agree with everything said; staying on top of property is probably your number two concern after safety, and both are ongoing activities.

I would add three things to what has already been said.

First, your battalion commander owes you several things, all of which can be covered in initial counseling; 1) his/her command philosophy, 2) his/her goals, 3) an introduction to or review of your METL. You should hope to build a relationship with your BC that is close and trusting.

Second, build a good relationship with your CSM. Depending on your CSM's approach to command, his/her counsel and advice may be even more important than the BC's.

Third, your XO will need "love." Sometimes "tough love," other times not, but you can't maximize your effort without the whole team; 1SG, XO, PLs, and squad leaders.

Best of luck. Trust, but verify. Make advised decisions and then go like hell.

Response by SFC Private RallyPoint Member made May 16 at 2014 9:57 PM

SFC Private RallyPoint Member — Fri, 16 May 2014 21:57:00 -0400

Sir,

Please pay attention to your command financial report. I think thats what it is called. We just had a Soldier just get hit for back BAH because he was divorced in 2012 and was still getting BAH. Well he went to SRP and they hitting him up for 18 thousand dollars. Now people are jumping through hoops to help him out.
Also find out who your Command Financial Specialist is. You can save yourself and your first line supervisors a lot of time by sending your Sm with money issues to the CFS they are trained by ACS and FAP for those issues.

Response by LTC Bink Romanick made Jul 1 at 2015 9:28 AM

LTC Bink Romanick — Wed, 01 Jul 2015 09:28:02 -0400

Don't make knee jerk changes. Evaluate, evaluate, evaluate. Good luck.