Mike Seese

Back on staff as a Captain and after CCC, you should be better skilled, more knowledgeable, and have stronger emotional intelligence and maturity.  Staff Captains have the capability of being great force multipliers , using initiative and leadership to identify and steer their sections out of potential issues, or fix them.  You should consider this time as your chance to earn the privilege of command, while also a chance to reinforce or build new systems you want to support your future Company.

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• Help to build staff cooperation amongst the various sections; build relationships with people in all sections

  • Acknowledge that you may be walking into a strained environment based on past problems with professional relationships.  Be aware of that, but look for opportunities to re-build bridges or maintain strong ones​

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• Patience.  Be very patient and don’t lose your cool or take things personally in meetings.  If you don’t have an answer or if you’ve made a mistake, be honest and own it, then explain how you will get an answer or correct the mistake

  • Leaders may "fire shots" during meetings​.  The most common dynamic for tension is Staff Captain vs. Company Command Team (neither want to look bad in front of the bosses).  Keep your composure and continue to remain objective, stating facts and evidence, regardless of what is said

    • Smart staff Captains will reach out to Company Command teams before reporting bad news​, and those Commanders usually reciprocate with that favor when the staff has failed to support 

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• Help commanders with “back-channel” traffic to reiterate important taskings, events, etc.

  • Staff Captains should have good, informal nets with Company Commanders to reiterate taskings, suspenses, events, etc.  A lot of failed coordination and miscommunication can be solved O3 to O3​

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• Understand CO/1SG frustration and balance it with staff frustration; never “take sides” but rather approach every problem objectively and promote the BN/SQDN intent, mission

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• Similar to PL time, everything is a tryout for command.  Everyone is watching you to gauge your abilities, character, and personality to best place you with a company

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• Clearly define roles/responsibilities and re-visit periodically

  • Arriving to a new position is the best time to review current roles and responsibilities of all personnel who report to you.  Make sure to balance and align things appropriately​​

  • If you have recommendations for re-aligning duties and responsibilities for you and your peers, have an honest discussion with your peers and then your boss

    • Example: within S3, there are many functions.  Sometimes, sections have personnel with duties/responsibilities which would be more appropriate and effective in other cells.  As a staff Captain, you should be looking at how to most effectively run your cell and even identify to superiors if you have a recommendation to re-organize

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• Learn the companies and key leaders!  Inherently, you'll learn most Battalion leaders from your staff work in BN HQ.  However, you should make time to learn the Companies.  This is your time to do some recon and learn the environment and personalities before taking command

  • This gets back to using your staff time wisely, much like a staff LT should while waiting for PL.  This is your time to pick the brains of command teams and numerous Leaders, learn from both failures and successes​ of Companies in the BN

  • Try to shadow the CO at Company-run training events like Team, Squad, or Platoon training, if your OIC will allow you

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• Work hard in PT, show your commitment to the NCOs and Soldiers.  This is not only important for the people you are in charge of, but also the people in charge of you, and with the authority to give you command

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• Make your OIC and NCOIC’s lives easier (usually S3, S3 SGM, XO, CSM).  Don't wait to be asked to do something if you know it should be done.  Don't make a senior Leader ask you for an update when you know one is expected

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• As a post career course captain, you should be using initiative to read possible, future problems, work to resolve projected issues, or communicate them early to your boss with recommendations