Understanding Command & Staff 211th RSG

October 2010

by Colonel Staats

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

Perrin: Tactical & Technical Proficiency

Stafford: Be Value Added

Petersen: Have Fun

The principles have to be applied in

proper proportion.

You cannot be much value-addedif you are not proficient.

If you are not proficient thenthere will be less emphasis onfun until proficiency improves.

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

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 theCommander's intent. • Defining limits • Determining requirements • Allocating means • Monitoring status and performance and reportingsignificant changes to the commander. • Developing specific guidance from generalguidance. • Forecasting change.

Typical Staff Means

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

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

SafetyEO

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

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

1Develop Framework (JOCs/JFCs:

OVs/SVs, Metrics, Lexicon)

2Characterize “As-Is” using Framework

3Describe “To-Be” using Framework

{4ID Gaps

5Prioritize

Develop Action Plan6

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 Development of Capability ModelModel

PERFORMANCE:Planning

Communication

ADHERENCE:SOPs/TTPsAccounting

FOUNDATION:Manning/Trg

EquipAccounting

TR

A4

1

Force generationIAW MTOE:

-Indiv training-Equip issue

Compartmentalizedcapability developmentthrough adherence to process:

-Unit training-Collective training

Integrated capability. Able to intelligently apply principles to adapt and respond:

-Tested-Evaluated

Foundation Metrics: the Quick LookAppendix G – Quick Look Summary Elaboration Ideas (e.g. Back up/source data)

Ground Effect Vehicle (GEV) - Interoperable family of tactical ground-orientedvehicles that result in cost savings by eliminating the development and maintenance of multipleService ground vehicles.Quick Look Focus: examination of cross-program factors that impact on success of the GEV program.

Particular focus is on areas of intersection between the Army, Navy and multiple stakeholders in OSD.

Success Factors: NA Program is meeting or exceeding mission objectives NA Deliverables are on-time (parenthetically, add specific comments as needed) NA Program is cost effective NA Program has met or exceeded testing standards NA Program contributes to mission success

NA Program Requirements/Objectives and Interoperability are clearly defined and appropriate NA Requirements are realistic (Not watered down or excessive) NA Requirements are well defined and clearly understood NA Requirements pose acceptable technical risks NA Interoperability requirements are defined and achievable NA Requirements have been synchronized across stakeholders

NA Resources for the Program are sufficient, stable, and synchronized NA Funding is sufficient, stable, and synchronized NA Personnel assigned are sufficient, appropriate and stable NA Training has been planned for and executed NA Lifecycle resources have been programmed

NA Program Chain of Command is clear, unambiguous and effective NA Communications are appropriate and effective NA Responsibilities are assigned and non-overlapping NA Management practices are effective

NA Stakeholders are consistently enthusiastic in their support of this program NA Program has Appropriate Congressional Support NA End Users are actively engaged and committed

OSD (AT&L, C3I, C) Joint Staff JPO ContractorCongress Army Navy User

Recommendation: Additional in-depth review of this program would be useful. Initially focus on resource allocation by the Navy. Investigate the role of the User in the program. Examine security policy and procedures.

Legend Issues: none caution major - information not accessible NA - not applicable (in lifecycle stage) Success factors to emulate

F Y 01 FY 02 F Y 03 FY 04 F Y 05

Milestones

Funding

Re ques te d

Appropr ia te d

Pla n ne dM S 0

A ctualM S 0

Pla n ne dMS S

A ctualMS S

MatureDeployment

DevelopmentConcept

• 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)

Information Precision, Quality,

Security, Timeliness & Sharing

Reach of EffectsWhen

Where

Range or Redundancy

Number of Potentially Simultaneous

Means to Accomplish Mission

Persistence of EffectsSurvivability

Staying Power

Agility of EffectsSpeed of Application

Speed of Redirection

Discrimination of Effect

Dividing the Crowd:Napoleon's View of Man

Very Smart Not As Smart

Very Ambitious

Organizers (There and

Antagonizing)5%

“Gee Tennesse”

(First to Cross the Line)

10%

Average to Lazy

Passive Supporters (Not Likely

There)5%

Rabble (Reacts to the

Mass)80%

Flipper will Explain How We Get to Our Goals!

2 1 1

Building Credibility

COA Recommendation

Common Sense

Experience

The area you want start your discussions in

A credibleprogressionof logical results

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