Transcript Shaping Operations with the 166th RSG

Understanding Command & Staff
211th RSG
by Colonel Staats
October 2010
Command Philosophy is the Basis
Objective
• To understand 211th RSG command
philosophy
• To understand basic staff functions in
the 211th RSG
• To understand basic staff processes in
the 211th RSG
What is Required from you?
• Pay attention
• Embrace these concepts with an open heart
and mind
• Be willing to admit mistakes
• Be willing to grow as people and as an
organization
• Be professional and courteous
Foundation:
Command Philosophy
• The 211th is a FAMILY (RAP)
– Respect
– Appreciate
– Protect
• Personal Accountability
• Share Information
• Collectively Create an Environment of
Innovation
• Everyone Makes Mistakes
Basis of Command Philosophy
The principles have to be
applied in
proper proportion.
You cannot be much value-added
if you are not proficient.
If you are not proficient then
Perrin:will
Tactical
Technical
Proficiency on
there
be& less
emphasis
fun
until
proficiency
improves.
Stafford: Be Value Added
Petersen: Have Fun
Commander’s Intent
The 211th RSG HQ conducts command and
control operations in a manner that
maximizes the operational agility and
persistence of subordinate units.
Mission Statement
The 211th RSG exercises ARC2.
Commander’s Direction
• Conduct MDMP on a STAFFEX @ JAN 11 BA
– MDMP ends with issue of OPORD
• Conduct MDMP exercise @ FEB 11 BA
• Conduct Formal Lessons Learned Review @
MAR 11 BA
• Conduct MDMP @ AT Golden Coyote JUN 11
211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
Staff Functions
Staff Member Characteristics
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Competence
Initiative and Judgment
Creativity
Flexibility
Confidence
Loyalty
Team Player
Effective Manager
Effective Communicator
Primary Staff Product
The primary product the staff
produces for the commander,
and for subordinate
commanders, is understanding,
or situational awareness.
Staff Responsibilities
Acquiring and applying means to accomplish the
Commander's intent.
 •Defining limits
 •Determining requirements
 •Allocating means
 •Monitoring status and performance and reporting
significant changes to the commander.
 •Developing specific guidance from general
guidance.
 •Forecasting change.

Typical Staff Means
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Preparing, Updating, and
Maintaining Estimates.
Making Recommendations
Preparing Plans and Orders
Monitoring Execution of
Decisions
Processing, Analyzing, and
Disseminating Information
Identifying and Analyzing
Problems
Conducting Staff
Coordination

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
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Advising and Providing
Information to the
Commander
Conducting Training
Performing Staff Assistance
Visits
Performing Risk
Management
Conducting Staff Inspections
Conducting Staff Writing
Conducting Staff Research
Performing Staff
Administrative Procedures
Supervising Staff Section
and Staff Personnel
Types of Staff
CSM, CH, JAG
EO
Safety
Role of the XO
The XO is the commander's principal staff
officer.
He directs staff tasks, conducts staff
coordination, and ensures efficient and
prompt staff response. The XO oversees
coordinating, personal, and special staff
officers.
Role of the SSA
The SSA is the senior staff officer in the
absence of the commander and the XO. He
oversees the full time staff in the absence of
the command and XO – his decisions carry
the weight of the commander’s in the
absence of the commander.
Senior Rater or Intermediate Rater for all Full
Time Staff members.
CSM
The CSM is responsible for providing the
commander with personal, professional, and
technical advice on enlisted soldier matters
and the noncommissioned officer (NCO)
corps as a whole and other duties as
assigned by the commander.
Chaplain
The chaplain is a personal staff officer
responsible for coordinating the religious
assets and operations within the command.
The chaplain is a confidential advisor to the
commander for religious matters.
JAG
is the commander's personal legal advisor on
all matters affecting the morale, good order,
and discipline of the command. As a special
staff officer, the JAG provides legal support
to the members of the command with
respect to their military functions.
S-1
The S1 is the principal staff officer for all
matters concerning human resources
(military and civilian), which include
personnel readiness, and personnel
services: Manning, Health And Personnel
Service Support, Public Affairs
S-2/3
The S2/3 is the principal staff officer for all
matters concerning military intelligence (MI),
counterintelligence, security operations,
training, operations and plans, budget, and
force development and modernization.
S-4
The S4 is the principal staff officer for
coordinating the logistics integration of
supply, maintenance, transportation, and
services for the command.
S-6
The S6 is the principal staff officer for all
matters concerning signal operations,
automation management, network
management, and information security.
Areas of Command Emphasis
Areas of Command Emphasis
•
•
•
•
•
•
L.B.W.A.
Empower NCOs
Safety - Safety - Safety
DMOSQ / ASI / SQI
Evaluations (on time, every time)
Bad News Ages Poorly!
Deploy-ability
• Medical
– Exams
– HIV
– Dental
• Admin
–
–
–
–
SGLI
Records
Will
Etc.
• Personal Business
– Family Care Plans
– Finances
– Deployment Plans
• Bills whilst away
• Location of water, gas,
electrical, etc.
• Etc.
Tactical Proficiency
• Force Protection
• Communications
– Radio/Telephone
– Understanding the Equipment
• Maps & Overlays
• Understand Military Staff Basics
– Terminology
– MDMP
– Battle Rhythm
Technical Proficiency
• DMOSQ (First Step Only)
• Understanding Wartime Mission
• Being “Value Added”
– More than “Bean Counting”
– Understand the Tactical and Operational
Command Intent
– National Security Imperatives
Tasks to Individuals (1 of 2)
• Training! Training! Training!
– Excellent, interesting, relevant classes
– Everyone gives classes!
– Standards (All according to Army standards)
– Hip-pocket classes
• DMOSQ
Tasks to Individuals (2 of 2)
• Leader Books
• Responsibility by Chain of Command
• Sharing Knowledge
– Tactical Information
– Technical Information
– Mentoring
• Culture
• Career
• Motivation
Not Illegal, Not Immoral
Sir, I do not
understand!
Ethics – Basics I

Basis for Ethics
–
–
–

Inalienable as endowed by the Creator
Logical rules
“Natural” laws
Logical Rules
–
–
Kantian
Millsian
Ethics – Basics II

Kantian
–
Categorical Imperative


–
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Must make sense all the time
Proved by making counterexamples
Bottom-line, some things are never right
Millsian
–
–
–
–
Greatest good for greatest number
Anything is OK if it fits the criteria
Time frame for the decision is important
Good must be defined
Military Decision-Making Process
Hurricane
Staffing Process
• Define metrics
– (goals/objectives → attributes → metrics)
•
•
•
•
•
Collect data for initial metrics
Synthesize and analyze data
Make COA recommendations
Execute
Receive Feedback (critical step!!!)
– On Process
– On mission performance
• Refine process
What is Oversight?
• Monitoring & Spot Checking
– Reports
– Inspections
– Calls & Visits
• Resourcing (T3)
– Funds
– Personnel
• Policy and Guidance
– Suggestion vs Recommendation vs Direction
Asking the “Right” Questions
• Both Art and Science
• Understand the Substrata Goals
• Understand the Organization and Decision
Making Process
Gathering Information
• Budgetary, Geographic, Temporal, and Personnel
Constraints
• Internet/Policy/FRAGO/Library/Literature Search
• Subject Matter Experts
• Send sample questions before meeting if possible
• Always Explicitly ConsiderCurrent vs Future Conditions
• Reliability of Source
• Official
• Trust and Feel
• Credibility in Community
• Three Great Questions
• “What did we forget to ask?”
• “If there were three things you wanted to ‘come out’ in the study, what
would those three things be?”
• “If you were me, who else would you talk to?”
Interpersonal Conflict Resolution –
Military Style
• Conflict is Natural
• Generally caused by a lack
of communications
• Deal with Sooner rather
than Later (i.e., Avoidance
is a Bad Thing™)
• DO NOT
– Triangulate
– Bring Others into It
• There are No Winners if
the Higher Headquarters
has to Get Involved
• Initially Approach the
Person Privately
– Have some suggested
solutions
– Clearly identify the issues
without bringing in
emotional labels
– Propose Regular Meetings
• If that Meeting fails
– Chaplain
– Executive Officer
• Last Resort, Commander
• All These before Escalation
Another View of the Process
3
4
5
ID Gaps
{
Describe “To-Be” using Framework
6
Develop Action Plan
Prioritize
2
Characterize “As-Is” using Framework
Develop Framework (JOCs/JFCs:
1
OVs/SVs, Metrics, Lexicon)
BIO BREAK!
TEN MINUTES!
OIC/NCOICs – give me a thumbs up
at _____ !
211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
Effective MDMP
Measuring the Right Things
Metrics
The “Goodness” of metrics:

Add emphasis to the measured area,

Give the decision-maker information on the
health of the process, and

Aid the decision-maker in allocating scarce
resources (Time, Talent & Treasure).
Development of Capability Model
Integrated capability. Able to intelligently
PERFORMANCE: apply principles to adapt and respond:
-Tested
Planning
-Evaluated
4
TRA
Communication
ADHERENCE:
SOPs/TTPs
Accounting
FOUNDATION:
Manning/Trg
Equip
Accounting
Compartmentalized
capability development
through adherence to process:
-Unit training
-Collective training
Force generation
IAW MTOE:
-Indiv training
-Equip issue
Foundation Metrics: the Quick Look
• Leverage on existing, accepted
methodology
• Looking for ease of application,
ability to take “qualitative
measures” into account
• Done by central authority
• Quick Look model
•130+ seniors (3-4 star RCCs, USDs, MilDeps,
Agencies)
• Presently applied in NII
Capabilities Metrics:
National Security Imperatives (NSI)
Agility of Effects
Persistence of Effects
Speed of Application
Speed of Redirection
Discrimination of Effect
Survivability
Staying Power
Range or
Redundancy
Reach of Effects
When
Where
Number of Potentially
Simultaneous
Means to Accomplish Mission
Information
Precision, Quality,
Security, Timeliness & Sharing
Dividing the Crowd:
Napoleon's View of Man
Very Smart
Very Ambitious
Average to Lazy
Not As Smart
Organizers (There and “Gee Tennesse” (First
Antagonizing)
to Cross the Line)
5%
10%
Passive Supporters
(Not Likely There)
5%
Rabble (Reacts to the
Mass)
80%
Flipper will Explain How We Get to Our Goals!
211
Building Credibility
A credible
progression
of logical
results
COA Recommendation
Common Sense
Experience
The area you want start your discussions in
211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
Putting it All Together:
Hurricane Guide
to Successful ARC2
• Commanders are Special
• Display Moral Courage
• REVIEW!
Three Principles
– Perrin (Be Proficient)
– Stafford (Be Value Added)
– Petersen (Promote Fun!!!)
• Rule #1:
When to Stop …
• Measure the Right
Things
• Understand Change
Management
– Have a Vision
– Understand the
Stakeholders’ Needs and
Desires (Know the
Difference!)
– Focus Resources (Time,
Talent & Treasure) to
Create Successes
– Position =/= Influence
(Know the Difference!)
• Garvin’s Law of Six
Commander’s Direction
• Conduct MDMP on a STAFFEX @ JAN 11
BA
– MDMP ends with issue of OPORD
• Conduct MDMP exercise @ FEB 11 BA
• Conduct Formal Lessons Learned Review
@ MAR 11 BA
• Conduct MDMP @ AT Golden Coyote JUN
11
The End & The Beginning