The Field Grade Leader recently ran a series of articles to Field Grade Leaders just graduating CGSC/ILE. The entire series is great, and I highly recommend you check it out. But, I took specific notice of a post written by Lt. Col. Teddy Kleisner. It is titled “Middle Management in the Trenches” and it is spot on. It is gritty, it is honest, and it is specific. As I am in the transition from Company Grade to Field Grade, this article inspired me to write a letter to my future self – the Field Grade version of me. This is in no way all inclusive or comprehensive as I have pages upon pages of notes from green notebook pages to Evernotes. But, it focuses on Lt. Col. Kleisner’s message specifically.
Dear Future Field Grade Me,
If you haven’t already, go back and re-read Lt. Col. Kleisner’s post on The Field Grade Leader, titled “Middle Management in the Trenches.” The whole article is great, but one quote specifically stands out.
”[W]e’ve got to talk about fighting. You can go a long way in the Army by being a great leader…unless you don’t know how to fight – so do both well.”
This quote reminds me of another great one from my former Battalion Commander, “Character is greater than competence…but notice we don’t say it is greater than incompetence.”
While his post has so many pearls, the discussion on fighting seems like an applicable place to focus this letter. I am sure you can picture the new Field Grade walking into his/her first Battalion Training Meeting, taking one look around at the company commanders, and suddenly hearing Sir Alec Guiness’ voice: “You’ll never find a more wretched hive of scum and villainy.” Don’t be that guy.
Remember, that was you! You were one of those company commanders not long ago. Just young enough, and just arrogant enough, to believe that 1. They are clothed in immense power; 2. The BC is their only “Boss”; and 3. Commander trumps Major. So don’t give them reason to believe that! Don’t put yourself or them in a position to have an adversarial relationship. Build the team.
If you do this right, you will create a relationship that benefits the company commanders, the battalion, and your own sanity. Company commanders do have a direct line to the Battalion Commander. But, they should exercise this with the awareness and professionalism to know they should not exercise that executive privilege in a vacuum. Be the Major that makes them want to use you as a sounding board before they charge headfirst into the breach to well and faithfully desynchronize the battalion.
Lt. Col. K’s advice is exactly how you build a great relationship with your company commanders. Be a “good dude” (asexual), know how to manage a training calendar (especially the Long Range Training Calendar – don’t be the Field Grade that is fighting off a Short Range Calendar all of the time; woe is the planner who only knows a knife fight), and know how to fight.
While all three are important, there should be a special place in your heart for the third one. Some people are just born with coup d’œil. Like Jordan and the hoop, Babe at the bat, Unitas in the pocket, or Ray at Middle Linebacker…they just see the field. But, even those who have that talent practice it. Hard work beats talent when talent doesn’t work hard.
Vision for the game/seeing the field/all in a glimpse/stroke of the eye/blink – whatever you call it – is a System 1 reflex that can be trained through System 2 attention to detail. For that reason, use Tactical Decision Games, STX, Range Walks, etc. to build tactical competency. Intentionally schedule opportunities, and capitalize on the unscheduled ones, to build your tactical acumen and that of your staff and commanders.
There are company commanders in the queue, and platoon leaders to be, on your staff. Don’t neglect them or their development. You may not have the “green tabs” anymore, but that doesn’t mean you aren’t a teacher, coach, and mentor. S3s and XOs are uniquely positioned to make a large impact on the organization – and not just through OPORDs and QTBs. You are positioned to build relationships that will develop war-fighters and last the test of time.
Beat back the obstructive taskings you can, mitigate the effects of taskings you can’t, build a great network, manage systems, build and maintain unit training management, follow some simple “business rules,” and treat company commanders with the requisite respect deserved. But, if there is one thing you need (aside from being a “good dude”) it is be able to fight.
This profession is a contact sport, not a PowerPoint contest. Note: This is not an excuse to put together poor products. Train to fight, plan to fight, prepare to fight, and when you have to fight…win. Everyone wants to be an OG until it is time to do OG [stuff].
Finally, I will leave you with this quote from Lt. Col. K’s article:
“Too often majors and staffs react to DATE information overload by starting with the PowerPoint-centric planning constructs and doctrinal templates per the PSOP, only to issue foolhardy plans that impale their units on Crash Hill or stack bodies in the breach of Shugart-Gordon.** Take the critical moments to get above the fray with your commander, envision the game, then tend to the sausage factory.”
Good luck Sir. The best day to prepare your formation for war was yesterday. The second best day is today. And, the worst day is when you find yourself already in combat.
Respectfully,
– The Company Leader
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