understanding command & staff 211 th rsg october 2010 by colonel staats command philosophy is...
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Understanding Command & Staff 211th RSG
October 2010
by Colonel Staats
Command Philosophy is the Basis
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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
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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
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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
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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.
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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.
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Mission Statement
The 211th RSG exercises ARC2.
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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
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211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
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Staff Functions
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Staff Member Characteristics
Competence Initiative and Judgment Creativity Flexibility Confidence Loyalty Team Player Effective Manager Effective Communicator
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Primary Staff Product
The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness.
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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.
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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
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Types of Staff
CSM, CH, JAG
SafetyEO
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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.
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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.
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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.
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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.
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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.
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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
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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.
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S-4
The S4 is the principal staff officer for coordinating the logistics integration of supply, maintenance, transportation, and services for the command.
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S-6
The S6 is the principal staff officer for all matters concerning signal operations, automation management, network management, and information security.
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Areas of Command Emphasis
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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!
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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.
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Tactical Proficiency
• Force Protection
• Communications– Radio/Telephone– Understanding the Equipment
• Maps & Overlays
• Understand Military Staff Basics– Terminology– MDMP– Battle Rhythm
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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
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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
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Tasks to Individuals (2 of 2)
• Leader Books• Responsibility by Chain of Command• Sharing Knowledge
– Tactical Information– Technical Information– Mentoring
• Culture• Career• Motivation
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Not Illegal, Not Immoral
Sir, I do not understand!
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Ethics – Basics I
Basis for Ethics– Inalienable as endowed by the Creator– Logical rules– “Natural” laws
Logical Rules– Kantian– Millsian
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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
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Military Decision-Making Process
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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
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What is Oversight?
• Monitoring & Spot Checking– Reports– Inspections– Calls & Visits
• Resourcing (T3)– Funds– Personnel
• Policy and Guidance– Suggestion vs Recommendation vs Direction
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Asking the “Right” Questions
• Both Art and Science
• Understand the Substrata Goals
• Understand the Organization and Decision Making Process
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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?”
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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
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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
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BIO BREAK!
TEN MINUTES!
OIC/NCOICs – give me a thumbs up at _____ !
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211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
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Effective MDMP
Measuring the Right Things
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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).
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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
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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
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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
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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%
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Flipper will Explain How We Get to Our Goals!
2 1 1
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Building Credibility
COA Recommendation
Common Sense
Experience
The area you want start your discussions in
A credibleprogressionof logical results
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211th Near-term Vision (COAL)
• C – Courteous
• O – Outward focused. we are here to serve
• A – Available
• L – Lead by Example
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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
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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
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The End & The Beginning