Intro to Staff Organizations Lesson 8

Agenda The role of the staff as a whole Individual staff duties Staff planning for the FTX

References FM 101-5, Staff Organization and Operations “On the Staff,” Infantry, Jan-Apr 00 Commander’s Battle Staff Handbook http://www.ari.army.mil/battle%5Fhandbook/index.htm

Command and Control Command Control The art of decision making and motivating soldiers and their organizations into action to impose the nation’s will over the enemy and accomplish missions at the least expense in manpower and material (FM 101-5, p. 1-1) Control The promulgation of the commander’s decisions, guidance, and intent with subsequent supervision and adjustment of subordinate forces’ execution to ensure compliance with the commander’s intent (FM 101-5, p. 1-2)

The Staff’s Role Make the vast amounts of information manageable for the commander Situational awareness information Execution information All staff organizations and procedures exist to make the organization, analysis, and presentation of vast amounts of information manageable for the commander. Formal staff processes provide two types of information associated with understanding and decision making. All other staff activities are secondary. The first is situational awareness information, which creates an understanding of the situation as the basis for making a decision. The second type of information is execution information. This communicates a clearly understood vision of the operation and desired outcome after a decision is made. (FM 101-5, p. 1-3)

Jomini’s Concept The staff should provide the brains while the commander provides the character and moral courage to make the difficult decisions and adhere to them. The Art of War, p. 53, 57, and 335

Common Staff Duties Advising and providing info to the cdr Preparing, updating, and maintaining staff estimates Making recommendations Preparing plans and orders Monitoring execution of decisions Processing, analyzing, and disseminating information Identifying and analyzing problems This slide and the one that follows list common staff activities. Staff activities focus on the purpose of the staff– to assist the cdr. Staff activities must contribute to msn accomplishment and the procedures employed must be the means to accomplish the msn in an effective manner– not ends in themselves.

Common Staff Duties (Cont) Conducting training Performing staff assistance visits Performing risk management Conducting staff inspections Conducting staff writing Conducting staff research Performing administrative procedures Supervising staff section and staff personnel FM 101-5, p. 4-3 through 4-8.

A Good Staff Officer Characteristics Qualities Competence Initiative and judgment Creativity Flexibility Confidence Loyalty Qualities Team player Effective manager Effective communicator FM 101-5 lists characteristics of especial importance to a good staff officer. These characteristics can provide the commander and staff officer the basis of discussion in counseling sessions for professional development and growth. What do these qualities mean to you? Competence: Staff officer must know, not guess at the right answer as well as having the moral courage to say he doesn’t know if that is the case. Initiative and judgment: Know the cdr’s intent and ask “Is this what the commander would tell me to do if he were here?’ Creativity: A staff officer must always give the cdr a recommended COA. He must seek ways to support subordinate units and should not say “no” to a subordinate unit commander unless he has cleared that with his commander. Flexibility: Have the maturity and presence of mind to keep from being overwhelmed or frustrated by changing requirements and priorities. He must learn to both prioritize and juggle multiple tasks simultaneously. He must meet suspenses or inform the cdr in advance of the suspense time and ask for a time or priority adjustment. Confidence: Understand that all staff work serves the cdr, even though the cdr may reject the resulting recommendation. Loyalty: Tell the cdr the right information rather than what the staff officer thinks the cdr wants to hear. Have the moral courage to tell the cdr “good” news and “bad.” Remember the old adage that “bad news never gets better with age.” Team Player: Don’t work in a vacuum. Advise, consult, and cooperate with others. Maintain a pleasant disposition. Effective manager: Prioritize. Be a good steward of resources. Time is critical. Effective communicator: Orally, in writing, and visually. Briefing skills. Computer skills. (FM 101-5, Ch 3)

Principles of Good Staff Work Know your job Train your people Be proactive Stay in your lane Follow up Don’t miss suspenses Communicate effectively Work hard, work fast, work well Learn to delegate Do the important things first “On the Staff,” Infantry, Jan-Apr 00

Teamwork “For by wise counsel thou shalt make thy war; and in multitude of counselors there is safety.” Proverbs 11:14 “No one of us is as smart as all of us.” Unknown

Commander's Battle Staff Handbook Online http://www.ari.army.mil/battle%5Fhandbook/index.htm

Some Acronyms “S” Staff: coordinating staff at the regiment, brigade, and battalion level “G” Staff: coordinating staff at the division and corps level MTOE: Modified Table of Organization and Equipment TDA: Table of Distribution and Allowances

Executive Officer 2IC (“second in charge”) and the battalion's "chief of staff” The commander may use the XO to operate the unit's main CP, the alternate CP, or supervise overall logistical support. Coordinating staff officers are responsible directly to the XO. At battalion level, the coordinating staff includes the S1, S2, S3, and S4. Additionally, the special staff, including task force attachments, is directly responsible to the XO during the staff planning process.

Command Sergeant Major The CSM is the senior NCO in the unit. He keeps the commander advised of potential situations, procedures, and practices affecting the welfare, morale, job satisfaction, and use of the battalion's enlisted members. The CSM's most important asset is established through a close working relationship with the 1SGs.

S1 The S1 is the battalion's basic personnel manager. His role has two parts. The functional role of the S1 consists of supervising and coordinating the unit's personnel and administration systems. In addition, he is also entrusted with the traditional role of the adjutant, serving the commander across a wide range of activities. The S1 is the essential administrative liaison between companies at the battalion and the brigade. He handles personnel actions which flow from the companies to brigade or the military personnel office. Additionally, the S1 performs the personnel functions of special staff officers at higher levels, e.g., PAO.

S2 The S2 is responsible for collecting, analyzing, and disseminating information about the enemy and the area of interest. The S2 also prepares the collection plan designed to support the staff-developed decision-support template.

S3 The S3 is the battalion commander's principal staff officer for matters concerning operations, plans, organization, and training. He is the commander's main assistant in coordinating and planning the battle. The nature of the operations officer's responsibilities requires a high degree of coordination with other staff members.

S4 The S4, aided by the S4 section and specialized platoons (support, maintenance) organic to the headquarters and headquarters company (HHC), manages the battalion's logistical support. Support Platoon Responsible for the transportation of fuel, ammunition, and supplies, and the preparation and delivery of meals The support platoon leader acts as the assistant S4. Maintenance platoon. Provides maintenance teams to support the battalion/task force maintenance mission. Responsible for the battalion's Prescribed Load List (PLL) and maintenance records.

Homework Read FM 7-8, para 2-3 What is the opord format?