Understanding Command & Staff 211 th RSG

1. Understanding Command & Staff 211th RSG October 2010 by Colonel Staats Command Philosophy is the Basis

2. 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

3. 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

4. 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

5. 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 there will be less emphasis on fun until proficiency improves. Perrin: Tactical & Technical Proficiency Stafford: Be Value Added Petersen: Have Fun

6. 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.

7. Mission Statement The 211th RSG exercises ARC2.

8. 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

9. 211th Near-term Vision (COAL) • C – Courteous • O – Outward focused. we are here to serve • A – Available • L – Lead by Example

10. Staff Functions

11. Staff Member Characteristics • Competence • Initiative and Judgment • Creativity • Flexibility • Confidence • Loyalty • Team Player • Effective Manager • Effective Communicator

12. Primary Staff Product The primary product the staff produces for the commander, and for subordinate commanders, is understanding, or situational awareness.

13. 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.

14. 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 Typical Staff Means

15. Types of Staff CSM, CH, JAG EO Safety

16. 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.

17. 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.

18. 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.

19. 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.

20. 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.

21. 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

22. 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.

23. S-4 The S4 is the principal staff officer for coordinating the logistics integration of supply, maintenance, transportation, and services for the command.

24. S-6 The S6 is the principal staff officer for all matters concerning signal operations, automation management, network management, and information security.

25. Areas of Command Emphasis

26. 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!

27. 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.

28. Tactical Proficiency Force Protection Communications Radio/Telephone Understanding the Equipment Maps & Overlays Understand Military Staff Basics Terminology MDMP Battle Rhythm

29. 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

30. 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

31. Tasks to Individuals (2 of 2) Leader Books Responsibility by Chain of Command Sharing Knowledge Tactical Information Technical Information Mentoring Culture Career Motivation

32. Not Illegal, Not Immoral Sir, I do not understand!

33. Ethics – Basics I Basis for Ethics Inalienable as endowed by the Creator Logical rules “Natural” laws Logical Rules Kantian Millsian

34. 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

35. Military Decision-Making Process

37. 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

38. What is Oversight? • Monitoring & Spot Checking • Reports • Inspections • Calls & Visits • Resourcing (T3) • Funds • Personnel • Policy and Guidance • Suggestion vs Recommendation vs Direction

39. Asking the “Right” Questions Both Art and Science Understand the Substrata Goals Understand the Organization and Decision Making Process

40. 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?”

41. 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 Interpersonal Conflict Resolution – Military Style

42. Another View of the Process Describe “To-Be” using Framework 3 ID Gaps 4 Develop Action Plan 6 Prioritize 5 Characterize “As-Is” using Framework 2 Develop Framework (JOCs/JFCs: OVs/SVs, Metrics, Lexicon) 1

43. BIO BREAK! TEN MINUTES! OIC/NCOICs – give me a thumbs up at _____ !

44. 211th Near-term Vision (COAL) • C – Courteous • O – Outward focused. we are here to serve • A – Available • L – Lead by Example

45. Effective MDMP Measuring the Right Things

46. 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).

47. Development of Capability Model • Integrated capability. Able to intelligently • apply principles to adapt and respond: • Tested • Evaluated 1 • Compartmentalized • capability development • through adherence to process: • Unit training • Collective training TRA • Force generation • IAW MTOE: • Indiv training • Equip issue 4

48. 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

49. Capabilities Metrics:National Security Imperatives (NSI) Agility of Effects Speed of Application Speed of Redirection Discrimination of Effect Persistence of Effects Survivability Staying Power Range or Redundancy Number of Potentially Simultaneous Means to Accomplish Mission Reach of Effects When Where Information Precision, Quality, Security, Timeliness & Sharing

50. Dividing the Crowd:Napoleon's View of Man