Company Commander
Company Commander
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Company command. It is not wise to command too soon. Career progression is key. Although not a requirement, one should seek primary leadership positions such as platoon leader, company executive officer, and battalion staff officer, prior to commanding. The necessary leadership skills and leadership traits to command successfully are developed in those junior leadership positions. A company commander that understands battalion functions S-1, S-2, S-3, and S-4, and can effectively coordinate the operations of his company with those primary battalion functions, is a benefit to the battalion. The officer basic and the officer advanced courses are beneficial. An officer should seek tactical and technical proficiency prior to commanding in order to ensure a successful command experience and to ensure the safety and well being of our soldiers.
Officer
Leadership
Company Commander
Military Career
Edited >1 y ago
Posted >1 y ago
Responses: 34
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I disagree that one should seek being a Battalion Staff Officer before command. All the others should be accomplished before Captain's level education. I learned nothing that I needed in command in my few months as a staff officer, and to me leaders should never want to be staff officers. Just my opinion, I am one right now and I know I will be for at least the next few years.
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LTC (Join to see)
CPT (Join to see) I was one of those that stayed on line for probably too long. 44 months total command time between two commands. I probably could have learned a lot from coming off line and expanding the breadth of my experience, but I am who I am, and I am where I am.
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CPT (Join to see)
Well Sir, good for you. But that doesn't happen for everyone. I'd rather have stayed on the Line but it wasn't in my cards to get a second platoon. I know people who begged the BN Cdr almost on their hands and knees for a second Plt. Funny thing most didn't get it. Now what was even more suprising was there were some LTs who were fired and given 2nd platoons.
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LTC (Join to see)
1LT Bryan Brunken I did not say that you time as a staff officer would be a waste. I also agree that the time expanding the breadth of one's experience and knowledge helps, as noted in a previous comment. I have read the articles before and I will take the time to read them again. To me, and again this is my opinion, I want leaders in my formation that want to be with Soldiers, I do not want leaders that are just looking to get a ticket punched and then move up to staff. If it is the commander's decision to move you to staff then so be it, but it should never be something that one asks for.
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LTC Mo Vanderslice
CPT (Join to see) - If you've already had a line command and are therefore considered command qualified for your branch; there is nothing wrong or shameful in seeking another command in "TDA land." It's not as cool as commanding a rifle company in the 75th Rgr, but it beats serving on staff in the 75th. TDA brigade commanders enjoy having experienced commanders in their units since they are: more mature, usually have no zipper problems, and are not prone to having power trips. There, your NCOs are happy to see you everyday, since you've already proven your 'manhood' up on the line and your opinions carry unusual weight. In my third command, a TDA HHC at Knox, my TNG NCO was the wife of one of my tank commanders from my first command - so he came back to me in my family support group; and when I needed a new 1SG, the short list included one of my PSGs from the second command - naturally, he got the job and later retired as a 1SG rather than dying a slow painful death as a MSG on staff somewhere. If you enjoy being with soldiers any command is a good command - after you've completed the line command. - Mo
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The Career Course (Advanced Course in my day) was not/and is not intended to prepare you for command. It was intended to train you as a staff officer. Most officers are supposed to have the tactical and technical skills within their branch in order to lead a company/troop. This is supposed to be trained and developed by the troop/company commander and NCOs while they are platoon leaders.
Having time in staff is beneficial in the sense of getting to know and understand the battalion/squadron in which you will lead the company/troop. Each organization has their own personality and methods. I was fortunate to command in two different organizations; one in which I was a staff officer; one I was not:
My first command was a cavalry troop. I was an A/S3 for over six months. As the squadron was expanding and transforming (from J series MTOE to H), I was involved in many of the staff aspects of that transformation. I stood up the third troop and the knowledge and experienced gained by this was invaluable. As well, my working relationships with the staff helped me and my unit in this endeavor.
My second command was an HHC of an armor battalion that was next door to us (long story how I got there). Though I was extremely knowledgeable of HHC operations (I was an XO of an HHT), I did not know the battalion well at all and had a steep learning curve. It was also my first tank battalion and only a couple of the officers "embraced" me. The good point is most folks don't know what happens in an HHC, so they left me alone and the organization did well.
The point here is to share some anecdotal evidence of the benefit. I do agree it is not required, but it does help. It comes down to leadership (as always).
Having time in staff is beneficial in the sense of getting to know and understand the battalion/squadron in which you will lead the company/troop. Each organization has their own personality and methods. I was fortunate to command in two different organizations; one in which I was a staff officer; one I was not:
My first command was a cavalry troop. I was an A/S3 for over six months. As the squadron was expanding and transforming (from J series MTOE to H), I was involved in many of the staff aspects of that transformation. I stood up the third troop and the knowledge and experienced gained by this was invaluable. As well, my working relationships with the staff helped me and my unit in this endeavor.
My second command was an HHC of an armor battalion that was next door to us (long story how I got there). Though I was extremely knowledgeable of HHC operations (I was an XO of an HHT), I did not know the battalion well at all and had a steep learning curve. It was also my first tank battalion and only a couple of the officers "embraced" me. The good point is most folks don't know what happens in an HHC, so they left me alone and the organization did well.
The point here is to share some anecdotal evidence of the benefit. I do agree it is not required, but it does help. It comes down to leadership (as always).
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I just wanted to chime in with an enlisted point of view. I have had good and bad COs. I have no clue as to their resume before taking over, but things that were important to me...
1. Being able to lead...yep I have had COs that could not lead.
2. Have the respect of superior officers...the company is judged by the CO. Good CO, good company...Bad CO, bad company.
3. The ability to delegate to subordinates.
4. The ability to pass a PT test.
I am sure I have others, but those were the ones that come to mind. How these things happen is well beyond my pay grade, but I am sure they are important to the enlisted ranks.
1. Being able to lead...yep I have had COs that could not lead.
2. Have the respect of superior officers...the company is judged by the CO. Good CO, good company...Bad CO, bad company.
3. The ability to delegate to subordinates.
4. The ability to pass a PT test.
I am sure I have others, but those were the ones that come to mind. How these things happen is well beyond my pay grade, but I am sure they are important to the enlisted ranks.
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COL (Join to see)
You are exactly right. Good company commanders set the example for the company's soldiers by practicing good leadership skills and principles, maintaining good physical fitness, and by effectively translating the battalion commanders orders into his or her own clear and concise instructions. A very well rounded enlisted point of view that sums up some good minimum requirements of a good company commander.
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SGT William Howell
COL (Join to see) Thank you sir for comment. I was just a bit worried that I was speaking out of my lane.
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