Every few years throughout your Army career, your HRC Assignment Officer will contact you to gather input about your next assignment. “Rank the following duty stations from 1 to 35.” Although you get a vote, sometimes it feels like that vote doesn’t count for much. That’s because the routine assignment process can be very subjective, based on the needs of the branch, timing, and many other factors. (read more about HRC here)
The process for selecting Lieutenant Colonels and Colonels for Centralized Selection List (CSL) command and key billets is not one of those routine times. Prior to the CSL board, each eligible officer has the opportunity to submit billet preferences and those preferences directly affect assignment outcomes more than any other time in your career. As such, it is important for officers to thoughtfully consider their preferences.
Col. Wayne Tasler passes the 7th PSYOP Group’s guidon to Maj. Gen. David N. Blackledge, symbolizing the relinquishing of command during the change-of-command ceremony at Moffett Field in San Jose, California on June 25, 2011.
In the midst of a pleasant two-week road trip with my family, I observed something of note. Interrupting my view of the rolling grasslands of central Oregon and the twisting turns of California’s Highway 101, were “Adopt-A-Highway” signs. Standard issue: small, square. Oregon’s were green. You’ve seen them. Some person or group pays the state for the responsibility of keeping this particular mile clean and in return, gets free advertising.
Good leaders are always learning. But legacy only happens when good leaders also take the time to share those lessons with the profession. Lieutenant Colonel Scott Shaw is a great leader, and has selflessly compiled this substantial collection of tips, templates, warnings, and insights to help other leaders succeed in their own leadership opportunities, command or otherwise. He deserves much credit for authoring this incredibly helpful post, but (as he states) the Cottonbaler leaders and Soldiers deserve the real acclaim for creating the experience that led to it.
LTC Scott Shaw and the “Cottonbalers” of 3-7 Infantry at Fort Stewart, Georgia in January 2015, following his assumption of command.
Think about the unit you’re in or the team you’re on. Do you have the freedom to contribute your own ideas? Does the boss ask for your input in solving problems or does he simply tell you what to do? It’s safe to say that you want the freedom to add value. You want to feel like your contribution actually matters. You want a hand in solving the problem, not just in executing a solution. Such environments encourage creative thought and ultimately lead to better performance.
Why, then, do leaders flip so quickly to “transmit guidance” mode when the team faces a problem? Why do leaders start issuing solutions instead of asking for them? Why do leaders see challenges as opportunities to showcase their own intellect instead of develop the intellect of those they lead?
U.S. Marine Cpls. Armondo Cortez, left, and Estevan D. Hernandeza discuss their plan for dismantling the command operation center during the retrograde of Patrol Base Boldak in Afghanistan’s Helmand Province, Aug. 15, 2014. Cortez, a data network specialist, and Hernandez, a telephone switchboard and personal computer intermediate repairer, are assigned to Charlie Company, 1st Battalion, 2nd Marine Regiment. Link
This Memorial Day, I was thinking about combat. Actually, I started thinking about how to train Soldiers to win in combat. But that naturally drove me to deconstruct the problem and ask, “What is the nature of the combat experience? How does it challenge the individual? What does it demand of everyone who engages in it?
I settled on three traits. These are not sufficient to win in combat, but they are necessary.
A U.S. Army paratrooper with the 82nd Airborne Division’s 1st Brigade Combat Team fires his M4 carbine at insurgents during a firefight June 30, 2012, Ghazni Province, Afghanistan. The vehicle he is using for cover is a Mine Resistant Ambush Protected vehicle. (U.S. Army photo
by Sgt. Michael J. MacLeod, Task Force 1-82 PAO)
This post is not just for cadets. Newly commissioned Infantry Second Lieutenant Dylan DiIulio presents a sizable list of tips on fieldcraft, teamwork, and leadership that apply to any training event. New Soldiers should read this. Sergeants taking over a fire team should read it. Hikers and backpackers can draw some insight from his advice. Take a look and share it widely, especially with those heading to Advanced Camp this summer.
A recent email from a reader asked simply if there is a Military Leader reading list. As a professional who credits books with providing a sizable portion of my development, I was embarrassed to respond in the negative. Though I often write about what I learn from books (here, here, and here), I have neglected to compile a list. This post is a partial remedy.
This is not a cursory list. These are the books that have shaped me and imprinted lessons that directly reflect in my daily leadership life. These are the books that I reference and quote from, and I think you might benefit from reading. Be sure to scroll down, there’s a bonus list at the end. Enjoy!
Let’s face it, even the most humble and open-minded person hates to be wrong or seem ignorant in public. While it will always be fun for leaders to scream “SIGO!” when anything with electrons running through it fails, a deeper understanding of the S6 shop’s capabilities will improve decision-making and calm tempers. Below are five tips to help frame an improved perspective of the S6 shop.
U.S. Army 2nd Lt. James Cleary, with Alpha Company, 1st Battalion, 38th Infantry Regiment, 4th Stryker Brigade Combat Team, 2nd Infantry Division, talks on the radio during a combined cordon and search with the Iraqi police in the West Rashid district of Baghdad, Iraq, June 26, 2007. (U.S. Army photo
by Sgt. Tierney Nowland)