Company command is the pinnacle experience for a junior army officer. It gives officers the first true opportunity to take charge and implement a vision. There is a lot that goes into a successful command, but it starts with the right preparation. The best prepared commanders use the pre-command transition to think, ask questions, and observe. These short weeks make the difference between a running start and feeling lost three months into command.
Think
“Nothing limits achievements like small thinking; nothing expands possibilities like unleashed imagination.”
-William Arthur Ward
Finding time to think is easier said than done, but it is critical to success. That said, it is time to start putting some thought into your vision for success. If you wait until the change of command ceremony to start thinking about how you want to lead, you are already behind. You will learn firsthand that there will be precious few moments to think after taking the guidon.
Use the weeks and months prior to command to gather thoughts. It is important to then get those thoughts down on paper. Think about your experiences, especially the things that worked and the things that did not. As you think, start envisioning the company you would like to see at the end of your command. Then consider the types of systems and programs that will help your company achieve that vision.
Nate Allen and Tony Burgess referred to these thoughts as “Big Rocks” in Taking the Guidon, a must-read for all future commanders. These big rocks are your areas of focus and include your values, expectations, priorities, and non-negotiables. Writing down my big rocks was the smartest thing I did to get my command off to a strong start. Here are some examples of typical big rocks for a company commander:
- Foster a Warrior Mentality throughout the Company
- Build a Comprehensive Training Management System
- Implement Strong and Sustainable Leader Development Programs
- Promote a Team-First Culture for our Soldiers and Families
Reading
Reading plays an important role when taking time to think prior to command. Tap into the abundance of literature on company command, including this website. Between books, blogs, and journal articles, there is plenty to get you thinking. Reading will spark new ideas that will help you draft your command philosophy and 90 Day Agenda.
In addition, it is a good idea to read your unit’s standard operating procedures (SOPs). Focus on SOPs on training, tactics, planning, and maintenance. It is important to read and understand the company’s SOPs, especially before recommending changes or developing your own. Most importantly, look for gaps that may need to be addressed. SOPs establish standards for the entire organization and are the company’s foundation. They cannot be ignored.
Finally, take some time with both the outgoing commander and First Sergeant to discuss the “ground truth” based on what you have read. You may find that certain battalion and company SOPs are not all that standard. This will help you determine what should continue and what should change.
Ask
A successful commander starts by seeking advice from mentors, building rapport with the First Sergeant, and learning from the outgoing commander. The prior period of reflection and reading will help generate targeted questions. It will also drive discussions that will help guide the direction you plan to take your new company.
Seek Mentorship
Use the weeks before command to contact mentors for advice. Consider reaching out to a previous battalion command team and field grade officers. Thousands have commanded before you – use their knowledge to help make your command even better. When talking to your mentors, ask broad questions that promote candid advice. Consider asking them how they prepared for command. You could also ask them for three to four things they wish they had known prior to command. Finally, ask them about what pitfalls to avoid.
You will find former commanders are a great resource. They are always willing to give advice and will happily tell you what to do and what to avoid. There is no requirement to follow their advice, but consider their experience. It will help shape your command.
Talking to First Sergeant
It is common to have an adjustment period between the First Sergeant and the incoming commander. It could last days, weeks, or even months. Regardless, try to build a rapport early. First Sergeant is likely the most important person when it comes to the success of the company. Without a strong relationship, there are bound to be problems. Start off by asking the First Sergeant for his or her view of the company. Use this first meeting to start building a relationship focused on listening; you will need it.
First Sergeant will likely focus on specific areas. Those areas could include personnel, logistics, and administration. A good First Sergeant will understand that some things will overlap and will share information. It’s good to talk about those things up front. At the end of the day, your First Sergeant will lighten the load in those areas, letting you can focus on commanding.
Use these first meetings with the First Sergeant to review big rocks, discuss command philosophy, review potential changes, and ask for feedback. This is useful for several reasons. First, your big rocks and command philosophy should get the First Sergeant’s common-sense check. Second, it ensures that First Sergeant has input and has bought into the way ahead. Asking First Sergeant for feedback and advice during this transition is not naïve; it is necessary.
Your First Sergeant has seen lots of commanders and understands what will work and what will not. Get used to receiving the First Sergeant’s no-nonsense advice; a successful commander relies on this advice to avoid past mistakes. On the first day of command, remember to never exclude your First Sergeant from anything. You will depend on First Sergeant to understand “ground truth” in the unit.
Learn from the Outgoing Commander
There are a couple of key things to remember during the first stage of a change of command. First, you are not yet in command – the company is still the responsibility of the outgoing commander. Second, never undermine the outgoing commander. Avoid questioning the way he or she does things. Finally, do not make decisions for the company without the outgoing commander’s consent.
At the start of the transition, set up a weekly meeting with the outgoing commander to discuss company systems, personnel, and the transition plan. Overall, the transition should give you a full understanding of the strengths, weaknesses, and way ahead for the company.
Use the first meeting to visualize the plan for the entire transition. From there, bring a short list of questions to each meeting. Focus on asking which systems worked and which ones need improvement. This will save you time down the road.
After the first week start getting into details. Discuss everything from high-risk soldiers, legal issues, leader development, and future training. Also ask about routine duties like drill and ceremony, briefing the Battalion Commander, and pass/leave policies. Nothing is too trivial. The outgoing commander likely had the exact same questions 18 months ago.
Dealing with Conflict
Keep in mind that the outgoing commander is finishing 12 to 24 intense months of command. Ideally, they would give 100% effort towards the transition, the outgoing commander is likely on the eve of a new assignment and will have additional stresses to deal with. Keep that in mind in the case that some friction develops.
Sadly, egos can rear their heads during a transition. Do your best to keep your own ego in check – wait to fully understand the outgoing commander’s view. Also try to get as much of the background on existing issues as possible. The intent of transition is to understand the company prior to taking command. The more you know before taking the guidon, the easier your first several weeks will be.
Observe
Use the weeks before taking command to observe the company. At first, focus on the company’s battle rhythm during your meetings with the outgoing commander. Ask if you can observe some of the company’s daily business. Pay attention to how the outgoing commander holds formations, gives safety briefs, and communicates during battalion meetings.
While this may feel intrusive, a forward-thinking outgoing commander will have a strong interest in diving into details. As you get to know how the company does business, reorient on specific areas. Those areas might include the company fitness program, command maintenance, training, safety briefs, routine reports, social events, and FRG meetings. Observing the details is key before you plan on making any changes and implementing your own vision.
While observing the company training meeting, take note of the agenda, how guidance is issued, and if the company’s senior NCOs and officers appear to be in sync. Additionally, observe the role the First Sergeant and senior NCOs have in systems. Through observation of daily business, you will see if systems already work. This will save you time and the company leadership stress after you take over.
Get Ready to Command
Remember that the best prepared commanders use the transition weeks prior to command to think, ask questions, and observe. The time you invest will prepare you to develop your command vision and philosophy, 90 Day Agenda, initial counseling documents, and a leader development program. Ensure you write down your ideas and ask the First Sergeant and company leadership what they think. Remember, the time you spend the weeks before taking the guidon will determine how you do for the rest of your command.
Major Thomas Dyrenforth is a military attaché at the U.S. Embassy in the Democratic Republic of Congo. As a captain, he commanded B Battery, 2-12 FA (4-2 SBCT) from 2009 to 2011 which included a year-long deployment to Iraq. Following command, Major Dyrenforth served as an instructor of military science at West Point.