Staff roles are key leadership positions that need real training and respect, same as command. (bumbledee (123RF))
In a recent planning meeting, the battalion commander asked about the logistics for an upcoming exercise. A junior officer who was new to the staff handled the brief. Yet when the commander wanted recommendations, the junior officer hesitated. The junior officer again just reiterated the facts rather than point out adjustments based on their assessment. The commander nodded in agreement and the brief continued.
Later, the commander pulled him aside to discuss being more proactive and make recommendations that aid in decision-making. A military’s effectiveness relies on what the staff knows and does. Young officers can come in unprepared because the current training environment does not focus enough on how the staff fits into the whole organization. It’s not really a personal issue, but rather a skill to develop overall.
Throughout their careers, most officers and senior NCOs will spend a lot of time on staff. Officers often rotate in and out of these roles between their command assignments, while NCOs usually spend more of their early years in hands-on leadership roles before moving into staff roles later.
Either way, staff work is just part of the routine, planning and coordinating so units have the tools and resources to succeed. Despite how crucial this work is, many people treat staff assignments as a chore or something to “get through.”
That mindset must shift. Staff roles are key leadership positions that need real training and respect, same as command. If we downplay them, the staff can become disengaged, have no energy in executing their role and eventually hurt the readiness and mission. Poor staff work slows decisions, or even messes them up.
Unfortunately, many junior officers step into their roles often lacking key skills they need to succeed. This often happens because staff work isn’t given the attention it deserves. Here are three key areas where training is frequently lacking.
Clear and concise writing. Being able to write clearly is essential. It’s important to know how to communicate effectively, whether it’s through a counseling memorandum or an operational order. Without clarity, the message leads to misunderstanding and likely wastes more time trying to address the problem. Understand that good writing leads to clear thinking, and clear thinking drives mission success.
Be aware of synchronization. It’s often more important to carry out a 70 percent plan in today’s dynamic climate than to wait and aim for the extra 30 percent. Prioritizing synchronization ensures that everyone is working together and has a shared understanding so that our actions become more coordinated and timelier.
Understanding the Commander’s Intent. Junior officers must look beyond the commander’s philosophy. It’s important to translate the commander’s intent into specific actions that support the mission’s goals. This means considering the second and third-order effects of our decisions. Keeping an open mind promotes trust. It also makes it easier for the team to respond successfully
Junior officers can improve their planning and execution of the mission by honing these skills.
You’ve likely experienced how bad staff work affects morale and productivity down to the lowest level. For junior officers, developing these skills can positively impact the organization through better decision-making and response to dynamic environments. This impact requires leadership that empowers junior officers to think critically about providing actionable recommendations, rather than just reporting the facts. Bridging this gap nurtures a more capable and engaged staff that enables subordinate staff and units to be able to execute their tasks clearly and successfully.
Units could take the following actions to address this competency issue.
Mentoring initiatives. Junior officers can receive valuable guidance and support when paired with more experienced staff. Additionally, it also helps transfer knowledge that aids in the skill development of new officers.
Targeted Workshops. Junior officers are taught the tools needed by implementing courses that focus on critical skills including effective writing, communication and coordinating staff efforts.
Encourage a culture of feedback. Regular After-Action Reviews (AARs) are just one way to empower junior officers to evaluate their work and draw lessons from their experiences. This makes it easier to pinpoint areas where the officer and staff can strengthen lifelong learning.
Continuity Binders. As junior officers progress through their roles, they should be encouraged to record their experiences and lessons learned by producing a continuity binder. It also offers future officers a useful tool to build upon.
Units can improve staff competencies and cultivate a culture of trust and ongoing learning to improve the operational readiness by giving priority to these initiatives.
Our military’s success depends on closing the staff gap. This is the best time to act and prioritize the development of younger officers. By investing in their careers through mentorship, targeted training opportunities and a feedback-friendly culture, junior officers may feel emboldened to contribute to the staff. Providing an environment in which people feel empowered and motivated to contribute can bridge the staff gap and produce a strong military force ready to tackle any challenge.
Units can improve staff competencies and cultivate a culture of trust and ongoing learning to improve the operational readiness by giving priority to these initiatives. (rssmaxim (123RF))
Editor’s Note: This article was written by a member of the local military community, not an employee of Stars and Stripes. Neither the organization nor the content is being represented by Stars and Stripes or the Department of Defense.
