Category Archives: Company Command

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Where the Rubber Meets the Road

Suicide Prevention at the Company Level

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The military has a suicide problem. The Department of Defense reported a 41% increase in suicide rates between 2015 and 2020, with 580 deaths in 2020 alone. This pace has continued over the course of the past two years, showing little sign of letting up. Leaders at all levels must be ready to deal with this crisis, along with the impacts of a 20-year conflict, a global pandemic, and record levels of inflation. The fight against suicide starts at the lowest levels, where the rubber meets the road. It is imperative that company command teams establish suicide prevention programs tailored to their units.

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Relationship Building

Training at Echelon as a BCT MICO Commander

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The most important relationship in the Brigade Combat Team (BCT) Intelligence War-fighting Function (IWfF) is between the BCT S2 Officer in Charge (OIC) and the Military Intelligence Company Commander (MICO CDR). These two have to own the problems and solve them. They accomplish this through a holistic intelligence enterprise, rather than divided as MICO problems or S2 problems. That mindset discourages collaboration. At times, it is an insurmountable obstacle. But it requires motivated, talented leaders engaged at every echelon from the MICO teams, BN/BCT S2 sections, and BN/BCT CDRs.

Every mission in the Army is essential and every MOS enables victory – deploy, fight, win, and bring our Soldiers home. (U.S. Army Photo submitted by the Author)
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Life after a Callsign

Preparing Mentally to Give Up Command

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Congratulations, we have selected you to command! For many of us, this is one of the most rewarding phrases in our careers. A milestone that we have been preparing for. In fact a milestone that our entire profession does a remarkable job preparing us for. The tools and resources to become a great commander are endless. Where I believe that we often fall short, is preparing leaders for what life is like mentally after you transition out of command. The impact of going from 100 miles per hour to 0 has on our mental health as leaders is something we often don’t talk about. However, it is something all commanders experience to some degree. Making mental health post command a priority will aid in providing a seamless transition towards your next role.

Mental Strength enables resilience for our toughest challenges (US Army)
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How to Grow your “Chem-O”

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You’re a Maneuver Captain, fresh out the Career Course. After showing up to your new battalion/squadron, you meet the Commander, the field grades, and the staff primaries. In your initial counseling, the battalion commander tells you that you’ll be grinding in the 3-Shop (operations) while you wait out the queue for a company command. The Battalion Operations Officer briefs you on  expectations, and your roles and responsibilities. Then she drops a bomb on you; “Oh yeah, you’re also in charge of the Chemo.” You smile and nod while thinking, “what the hell does the Chemo do?”

Soldiers of the Chemical Reconnaissance Platoon , 29th Brigade Engineer Battalion, 3rd Infantry Brigade Combat Team, 25th Infantry Division conducts a Chemical, Biological, Radiological, and Nuclear (CBRN) Academy for the Soldiers of 3IBCT in order to increase proficiency within the unit on CBRN capabilities and limitation with immediate and operational decontamination at the Kahuku Training Area, Hawaii on August 20, 2020. (U.S. Army photo by 1st Lt. Angelo Mejia)
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Building Your Vision, Philosophy, and 90 Day Agenda

Preparing for Command, Part II

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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. 

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Think, Ask, and Observe

Preparing for Command, Part I

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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.

A paratrooper from the 1st Battalion, 508th Parachute Infantry Regiment, 3rd Brigade Combat Team, 82nd Airborne Division, performs the action of present arms on Fort Bragg, N.C., May 19, 2017. (U.S. Army photo by Spc. Dustin D. Biven)
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Recruiting Company Command

A Critical Job That Will Improve Your Leadership Skills

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Company Command is a critical assignment in the growth and development of Army officers. Recruiting company command is a fantastic opportunity available to officers from most branches. But it is often misunderstood. The geographical dispersion of recruiting companies and the difficult environment can be challenging. But these challenges should be viewed as opportunities that will help young leaders improve their leadership skills.  Additionally, officers serving in recruiting gain an appreciation for this strategically important side of our Army. This experience will serve them, and the Army, well as they progress in their careers. 

Gen. Gus Perna, commander of Army Materiel Command, administers the oath of enlistment to 27 future Soldiers during the 2019 AUSA Global Force Symposium and Exposition ROTC/Future Soldiers luncheon, March 28. (U.S. Army/Richard Bumgardner, USASAC Public Affairs)
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Where Will You be at 1700 on Friday?

Reconsidering the Safety Brief

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Few things inspire less intellectual stimulation or motivation than a typical Army safety brief. But it doesn’t have to be that way. Five years ago, while attending the Captain’s Career Course, I experienced one of the most memorable safety briefs of my career.  Although, some colorfully verbose senior NCOs have given it a run for its money.  An Australian Major, an exchange officer serving as the course chief, delivered the brief.  He was bright, direct, and known for his candor.  He didn’t insult our intelligence with directives to not smoke drugs and drive too fast, or with asinine platitudes (“take a battle buddy, hooah”). Rather, he gave an outsider’s perspective on one of the Army’s more pervasive traditions.  In short, this Aussie wasn’t impressed by our weekend safety briefs and mine have never been the same since.

Where will you be at 1700 on Friday? (US Army photo by Sgt. Erik Thurman)

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Bridging the Gap

Transitioning from an IBCT to ABCT

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My first maintenance meeting as a company commander may as well have been conducted in a foreign language, it might sound similar for you. “Alright commanders, I want all of you to talk me through your 5988 flow, now let’s discuss all your ancillary equipment on the slash fault ESR. CPT Edwards, could you tell me how many ORILs you have turned in this week?” The vehicular imperative is an HRC initiative to broaden officers across BCT types: IBCT, SBCT, and ABCT. In practice, it pushes light fighters to Armored Brigade Combat Teams (ABCTs) across the force. I was one of those former light fighters. While bridging the gaps was difficult, the lessons were invaluable.

2-16 CAV, ABOLC executing Platoon STX at the Good Hope Maneuver Training Area. (US Army Photo)
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It’s Not Me; It’s You

How to Speak Commander

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It’s the middle of the training meeting. Two company commanders need the same range to qualify their companies. Unfortunately, there was a mix-up, and there’s only enough ammunition and range time for one company. Capt. Smith launches into an impassioned argument, explaining to Lt. Col. Jones why his company should get the range, how hard they’ve worked to plan it, and how it will just wreck his training progression if he has to shoot a month from now.  He sits down confident he made his case… only to see the range go to Capt. Thomas’s company instead.