Mike Seese

Company Command is an amazing privilege.  You have the responsibility of leading operations for a decisive echelon of power, and you can make life better or worse for your organization while doing so.  Emotional intelligence and maturity are crucial for this position, in addition to the obvious technical and tactical competencies.

​

• “X” Echelon Training Requires “X” Echelon Leader.  The OIC ensures every event and movement always has the correct leader(s) present.

  • Example: Company training events amnd movements should have (at minimum) the Commander, 1SG, or XO present

  • Competing interests: how do I decide/prioritize?

    • FSGA PLT LFX / Tank Range accident

​

• Treat Platoons and Sections in Garrison how you might expect to treat them operationally, during deployment.  Foster independence, but take care to develop subordinates and give feedback during the process

  • My intent for PT was to exercise Platoon and Squad PT whenever possible.  If certain echelons achieved certain averages on PT tests, their independent control over PT was increased​

  • I preferred to exercise Company/Troop PT sparingly, fostering the mindset that Platoons and specialty sections (Snipers) could operate independently

    • I had success pulling aside targeted populations for different PT sessions, such as pulling 1-2 Team Leaders from each Platoon, or 1-2 Squad Leaders form each Platoon, etc., for PT sessions which also served as developmental sessions and​ informal sensing sessions

  • Our Sniper Section's ranges were conducted with minimal supervision, from the Company level.  This Section was capable of running it's own ranges, that I or a Platoon Leader would spot-check.  My mindset was that if our Sniper Section was to operate independently in combat, it should be able to train independently in garrison (with the occasional spot-check)

​

• If in doubt, call the Lawyer.  Brigade's legal office has legal experts that can, and should, be consulted in a plethora of situations.  It's on you, the Company Commander, to understand your authorizations within the UCMJ.  Just the same, it's your responsibility to check with legal if unsure about your power to do something as a commander

  • Whether regarding the welfare of Soldiers or disciplinary conduct, I sometimes contacted the Brigade legal office​ to ensure my actions as a commander were legal and authorized.  Remember, as the commander of the company, any corrective actions taken by your subordinates are also your responsibility  

  • Legal professionals in the Brigade may advise you with information and other solutions of which you were not previously aware.  They are more commonly exposed to UCMJ and other related issues.  Take advantage of their knowledge and familiarity with recent happenings in other units

​

• Make time for Company hail/farewells, for all PL/PSG and higher.  Choose times and locations that work for wives/families

  • Pick a unique gift you want to present to PL/PSG and higher for company farewells (I gave customized knives with engraved company name and name with call sign of the leader that was departing

​

• "The Open Door Policy": show that you mean it!  Inevitably, Soldiers will come and use your Open Door Policy.  In my company command, Soldiers, NCOs, Warrant Officers, and Junior Officers all used my Open Door Policy while in a line command and HHT command.  This is an important tool that should be handled appropriately

  • Show concern and listen carefully and objectively to perspectives and stated facts​.  

  • If you burn just one subordinate's perception of the use of an Open Door Policy, or if your subordinate Leaders take revenge against someone for using it, the Open Door Policy will quickly become a running joke for a system that doesn't work

  • Emphasize that everyone should follow the chain of command whenever possible, but that you will always listen to concerns from your team

​

• Spend time outside of work with your Platoon Leaders, Platoon Sergeants, and higher.  It is critical for the Commander and First Sergeant to set this tone; never required but invite for happy hour, poker, etc.

​

• Pick Your “Battles” with Higher.  As a Company Commander, you can push for certain COAs or decisions with your Battalion Commander.  However, this should be done sparingly and ideally when all of the Company Commanders are on board (the Commander "Mafia", referenced below)

​

• Ask for help from Battalion only when you absolutely need it.  Don't ask for help because it's an easier or more comfortable solution

  • The times that you do ask for Battalion assistance, your boss and supporting staff will acknowledge a "real need"

​

• Build and employ The Commander “Mafia” within Battalion and even Brigade.  HHC/HHT Commander is the senior commander representative; he/she is an informal field grade, should act accordingly and help to resolve SQDN/BN issues where possible, should also be communicating to other HHC/HHT commanders openly

  • Commanders should run a “mafia” in BN/SQDN as well as across BDE, with influence/advice of 1SGs doing the same

  • HHC/HHT commanders should get together right after BDE OPD/CPT development and share contact info, make a whatsapp chat or equivalent

​

• Mission command generally enables more FOM and initiative.  However, you must coach subordinates to understand the importance of being aware when you issue detailed orders

​​​

• Lead physically (notice a pattern with this one yet?)

  • As previously emphasized, you don't have to be the strongest or fastest, but you should be the hardest worker​

​

• Make time to greet and speak with family members at promotions and other events

​

• Find creative ways to have fun with your organization

  • Resiliency Day model (some required training and then a big family BBQ, sports, early release).  I used a beach day at Jekyll Island and another at a park while in Fort Stewart, GA.  We ran these on Fridays, usually before or after big training events​​

    • Executing some mandatory training before the BBQ/sports portion will help legitimize the proposition with the Battalion Commander​

​

• Give time back to your Soldiers and their families when you can.  The Army will always get it's time, whether late nights in garrison, long field events, or deployments

​

• Don’t allow people to stay at work because "it’s not 1700 yet". There are plenty of necessary, late nights or continuous nights in the field.  When work is done and you can do so, kick your people out.  Likewise, however, don't cut the day at 1700 if you have a legitimate need to stay later

  • This will also depend on your Battalion and Brigade Commanders' philosophies.  I was lucky to work in an environment where my 1SG and I could practice ending the duty day when work was complete, not according solely to time of day​

​

• Although the Battalion Commander is "The Boss", never be afraid to pick the brains of the rest of the Command Group.  The CSM, XO, S3, SGM are almost always very effective people to talk to, whether seeking advice or informing.  Take care to build relationships with all of these individuals