Upon assuming his role as the Army Chief of Staff, General Milley’s speech included many of the expected platitudes. What set his remarks apart, however, was the unquestionable declaration on how the Army would remain the most elite fighting force in the world. It was then that General Milley announced with absolute certainty the words that would shape every subordinate command for the next four years: “readiness is the Army’s number one priority.”
Regardless of the level of leadership, the three critical principles of Mission Command are fundamentally impossible without leaders clearly dictating the priorities of the organization. Those principles are communicating commander’s intent, establishing shared understanding, and exercising disciplined initiative (ADP 6-0, Ch. 1, p. 26). This primer outlines how to best establish your organization’s priorities, and when it’s appropriate to change them.
Rule #1: Your boss’s priority is your priority
It should come as no surprise that every commander in Army had readiness at the top of his or her own priorities list following General Milley’s example. Interestingly enough, this priority translates fairly well across the spectrum of leadership; a division commander is probably just as interested in a unit’s personnel and maintenance readiness levels as a battalion commander. Similarly, a poorly trained fire team becomes combat ineffective and essentially worthless to a company commander planning a tactical operation.
But realistically, readiness almost seems like a cop out, doesn’t it? Literally everything applies to readiness. A creative squad leader could scuff up soldiers for poor grooming standards in the name of readiness. Herein lies the important lesson for junior Leaders: understand your commander’s intent, and assume it as your own.
As a platoon leader, I had an unfortunately contentious relationship with my company commander. The conflict can be distilled down to my pride issues. I assumed my assessment of my platoon’s needs superseded my commander’s orders. In one instance I unilaterally granted my platoon a half day of rest based on the burnout I perceived among the soldiers. I was surprised to find my commander fuming when only my platoon sergeant and I reported to the company Tactical Operations Center (TOC). Even though the soldiers were exhausted, the company commander had inventory and maintenance priorities laid out for the day. As an unforeseen consequence, my impromptu break threw a wrench into the morning timeline for the whole company.
It’s true that grappling with interpersonal conflict among leaders is a complex issue. Even still, I was unequivocally wrong to blow off my commander, at any time, for any reason. I was more than willing to bear the brunt of my commander’s dissatisfaction myself. I failed to appreciate that I compromised the reputation of my entire platoon to my commander. Because of my shortsighted choice, my whole platoon’s reputation suffered. Let this serve as a cautionary tale of what, in hindsight, is a blindingly obvious lesson: military orders are not a suggestion. In the absence of an illegal, unethical, or immoral command, you’d better execute.
Rule #2: When everything is a priority, nothing is a priority
Rule number two is a timeless adage for a reason. As a cadet, you’ve undoubtedly faced scenarios where leaders seem to constantly adjust guidance on the new hot topic. Even changes in priorities that are minuscule in the grand scheme can be frustrating when they’re frequent or seemingly contradictory. The inability to truly focus on a task drastically reduces efficiency and can potentially derail tasks from being accomplished altogether. This sentiment is as true for you now as it will be for you as a lieutenant. The corollary, of course, is that it will also be true for the soldiers of your platoon, section, or shop.
To many subordinates, constantly shifting priorities manifest as a form of micromanagement. Some officers may pride themselves on their physical fitness, charisma, or tactical aptitude; however, a leader who ineffectively sets, communicates, and assesses priorities fails in his or her role as a resource manager. It has rightly been pointed out many times that management is not leadership. At the risk of proselytizing an unpopular opinion, management is one of the most important and earliest skills you should develop as a leader. Think critically about how to best assign soldiers and their skills to specific tasks. Manage your time wisely to avoid wasting someone else’s. Effectively allocate your materiel, ammunition, or systems to the right missions. These simple steps brief well, but in practice are substantially more nuanced, dynamic, and challenging.
How does good management look in terms of setting priorities? After interpreting your commander’s intent, it’s essential to take some time and observe your unit’s capabilities. At a minimum, you should spend at least a month learning from you soldiers and NCOs, noting individual strengths and areas for improvement across the organization. Take detailed stock of your material and personnel assets. Before you set a new priority for your team, run it by your commander and first sergeant to make sure you’re on the right track. Effective leaders avoid micromanaging because they understand the needs and capabilities of their teams. As a result, they trust the members of their organization to carry out those priorities.
Leaders can be confident that their team will meet the intent only after being deliberate about their priorities. Be clear and concise about the goals of your organization and develop shared understanding. A list of five priorities is usually a good template. Consider publishing them with a “PL and PSG’s top 5” pocket card, or a board posted in the platoon area for all soldiers to see. Not only does this list allow your team the opportunity to understand and reference those priorities, but it provides leaders the ability to assess progress. Priorities assessment will typically take the form of in progress reviews for large projects, or as updates in your weekly or biweekly training meeting. To prepare for these events, remember that clear priorities lend themselves to clear assessment metrics.
Is your priority battlefield lethality? Use the Combined Arms Training Strategy (CATS) task list and marksmanship scores. Is your priority leader development? Measure promotions, schools, and monthly counseling records. As a general rule, it is unwise to adjust your priorities more often than once a quarter. Most battalions host quarterly training conferences for junior leaders to brief unit status, receive priority updates from the battalion commander, and adjust their own plans accordingly.
Rule #3: Align your priorities with your mission, not your whims
Disciplined initiative is the idea that subordinates have enough information to get the job done without being told exactly how to do so—none of this is news to you. Just like in “A Message to Garcia,” (Ellert Hubbard, 1899) it’s important to accomplish your mission without clear guidance. While completing a training cycle or finalizing a property transfer is hardly as epic as a foray through the jungle, they are missions to your organization nonetheless. You may be familiar with the analogy of the juggling balls. Some balls are rubber and bounce when you drop them, but some are glass and shatter immediately when they slip. Unless members of your organization know which missions are no-fail and which are acceptable to postpone, the consequences are chaotic. At worst, they can have devastating effects beyond your immediate unit and up your chain of command.
Let’s assume for a moment that you’re a PT stud and it’s your dream to transform your platoon into a gang of fire-eating gladiators. Sure, you and your team may dominate the PT score averages across the battalion. If prioritize fitness over vehicle maintenance, though, your unit will fail when the Battalion Commander orders a short notice rollout. Perhaps your Company Commander never ordered you to complete this specific task. However, as a subordinate leader, you must take initiative to set conditions to facilitate your higher commander’s mission.
This is why you are a leader. You get paid to make things work so that your boss doesn’t have to figure everything out. You are valuable to your organization because you know your mission, and you know your capabilities. Don’t fall victim to the good idea fairy and chase down a priority just because it seems sexy or might make for a good evaluation bullet. Don’t mistake what you think might be fun or unique for what your unit requires to be mission-capable. Take the time to anticipate what your commander will need in the future. This intuition doesn’t come easily, but when mastered, makes you invaluable to your command and demonstrates that you’re ready for increased responsibility. Be value added, not just another glittering gold bar.
Rule #4: Soldiers are the Army’s priority
“Mission first, soldiers always.” Just as you set priorities to take care of your soldiers, so too will other leaders take care of you. The Army Values are only as strong as those who uphold them. A shared sense of community within your unit bestows a responsibility on you to share those values as well. The Army might seem like a big, monstrous machine, but it’s important to remember that even the Army is made up of human beings. Be the kind of leader who makes other people feel like they’re a priority, and you’ll see that attitude permeate wherever you serve. Demonstrate compassion for your brothers and sisters in arms, and be proud to contribute to the values that make military service one of the most noble and time-honored professions.
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