Your change of command is now only a few weeks away. You have wisely taken the time to think deeply, ask smart questions, and observe how the company currently operates. Now it is time to develop your vision, command philosophy, and 90 Day Agenda.
You should draft, discuss, and finalize these documents before your first day in command. The vision is the mission statement and core values of the unit. The philosophy is the one-page document that expands on the vision with the unit’s concrete goals. Your 90 Day Agenda is the by-week plan for taking action that supports your command philosophy. Develop these documents successively – vision, philosophy, then agenda – as they build upon each other. It may seem like trivial paperwork, but it will set you up to hit the ground running from the first day.
Figure 1. The key products a commander should draft prior to taking the guidon
Your Vision
The vision statement is the single sentence outlining the company’s values. You should consistently reference it throughout your command to keep you on the right track. When developing your unit’s vision statement, start by making a list of the things that are important to you. This should include your big rocks: your values, expectations, priorities, and non-negotiables. You might also consider asking yourself “what makes a great team great?”
Based on the answers to these questions, you should have a strong understanding of your personal vision. Despite having your vision, however, you are not quite done with the company’s vision. You still need to include the values and beliefs of the team. A vision created by the entire team will likely receive support and buy-in. Talk to the First Sergeant about an effective way to get input from the whole chain of command. Remember to focus on what they think makes a company great. The two themes you will hear most will likely be family and teamwork. Regardless of what they come up with, remember, if it’s important to soldiers, it ought to be what’s important within your unit.
Once you have input from your soldiers, bring together your key leaders to refine the final version of the unit’s vision statement. Discuss the things that make a great unit and find out what is most important. As with everything else, your First Sergeant should be next to you to develop the team’s vision statement. You want to emerge from this meeting with a finished vision statement and your key values for the team. Here is an example:
Figure 2. An example of a vision statement
Command Philosophy
The command philosophy is a single document that outlines how the company will accomplish the vision statement. After writing the vision, you can start drafting your command philosophy – the tool that helps you realize your vision. Your philosophy expands on the vision to provide focused priorities for the entire team. All soldiers should be able to read the command philosophy and quickly know what is important.
There is no cookie-cutter format for your philosophy, but it does need to be genuine. When thinking about your command philosophy, focus on your big rocks. Typically, the philosophy addresses training, leader development, and the company’s core values. Length does not particularly matter. Some philosophies are three pages and others are half a page of bullet points. You can find plenty of resources to assist you, including these two examples from an infantry company and maintenance company.
Brief the vision and philosophy to the entire company shortly after taking command. You should also provide this document to new soldiers upon arrival as part of your reception program. Making your vision and philosophy part of your reception program ensures that all troops are on the same page and understand the company’s standards. It’s important to review your vision and philosophy throughout your command to keep your team on the right track.
The 90 Day Agenda
The vision and philosophy are only useful if used deliberately. You do that by writing a 90 Day Agenda for your first three months in command to prioritize your big rocks. These first three months in command will set the tone for the next 12 to 18 months to come. During this time you will have the chance to assess the company to find out which systems work and which ones you can improve. While it is important to not upend all existing systems upon taking command, the first three months provide an opportunity to deliberately initiate several of your big rocks.
A common practice for incoming commanders is to develop a 90 Day Agenda as advocated by Nate Allen and Tony Burgess in Taking the Guidon. It may appear challenging to develop a three-month agenda when you yourself have not yet served a single day in the company. It is understandable to be worried that a long-term plan is unrealistic due to unforeseen events. However, uncertainties always occur and the companies that best respond to uncertainty are companies built on strong planning and effective systems. Your 90 Day Agenda provides a baseline for implementing your priorities and getting your command off to a strong start.
When writing your agenda, start by envisioning your end-state. Ask yourself what a great company looks like and where you want the company to be in one year. Consider what systems need to be fixed and which areas require additional focus. You can then begin piecing together a draft agenda.
Here is an example 90 Day Agenda
Figure 3. An example of a 90 Day Agenda
When I developed my agenda, I had a focus area for each of the first twelve weeks in command. It may sound unrealistic, but this is just the initial playbook. You and your company leadership have the ability to adjust. The important part is that you have a plan written down and you are not making things up as you go. If you don’t have a plan focused on your major priorities, you will find yourself six months into command and still executing the previous commander’s agenda.
Review the draft agenda with both the outgoing commander and the First Sergeant during your transition meetings. Ask if it makes sense and if it is feasible. Ask them what they think is missing and how the agenda could be improved. It is vital that your First Sergeant supports the agenda as he and the senior NCOs will be responsible for implementing it. When you and the First Sergeant have agreed on an ideal 90 Day Agenda, get the XO’s feedback. When you get closer to taking command, divide these focus areas by week and put them on a calendar. By adding your agenda to the company calendar, you are keeping yourself and the company accountable. This agenda will serve as your playbook for the first several weeks, and it will lay the groundwork for the rest of your command.
Conclusion
Some commanders will “pencil-whip” these documents while others will forego the process altogether. Other commanders will write their own visions and philosophies while still at the career course months or years before taking command. I am a strong believer in developing these products with input from your company leadership. You should remember to complete this pre-command process successively: think about your big rocks, ask questions, and observe the company. Only after you’ve thought, asked, and observed will you be able to effectively develop the vision, philosophy, and 90 Day Agenda. These are living documents, and you should reference them throughout your command to ensure your company is on track.
Captain Dyrenforth
discussing his vision with his company after a re-enlistment ceremony while deployed.
Now with you command vision, philosophy, and 90 Day Agenda complete, you are prepared for command. You still have plenty of work remaining: meeting with the Family Readiness Group, counseling from the battalion and brigade leadership, helping with the change of command ceremony, and conducting change of command inventories. Not to worry, there are plenty of other resources to help you out. However, you are already set-up for success because you dedicated the last several weeks to thinking, prioritizing, and preparing for command. Good luck, work hard, take care of your soldiers, and don’t forget to have fun!
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.