EFFECTIVE COMMAND TEAMSTAFF RELATIONS Command team includes Commander

EFFECTIVE COMMAND TEAM/STAFF RELATIONS Command team includes: Commander Executive Officer BIG THREE Sergeant Major Family Readiness Officer Chaplain Other/Special Staff as the Commander dictates “Instill a sense of ownership”

Commander What has worked for me • Communicate - Engage the masses early/periodically, but in small groups and on their turf • Open Kimono - Take the guess work out of it – “who I am, and what is important to me” • Define what “right” looks like - articulate expectations – “this is what we will do, this is how we will do it” • Availability - Be accessible, “my door is always open, unless it is closed” • Consistency – messaging, expectations, actions

The XO and Sgt. Maj • Snapshot assessment – what are the obvious places in which we are going to differ/be similar? • “Here is what I think I need from you” – and I will do whatever you need IOT enable… • Frequent interaction, exchanges…ensure synchronization – daily huddle, sounding board, soliciting input…”anything going on”? • Empower…XO as 2 IC, Sgt. Maj as advisor – “Have you talked to the Sgt. Maj? ” – “What did the XO say”? • The XO and the staff, and the Sgt. Maj and the chiefs…consistency. . .

The Staff • The staff are all equal, the S 3 is just more equal than the rest… – I command, the S 3 runs…with the XO and Sgt. Maj • Be the smartest, most informed guy/gal in the room in your subject matter area of expertise – But don’t be afraid to tell me you don’t have the answer. • “Will treat you how I would want to be treated in the same situation” • Hands off, until I determine I need to be hands on

The Staff • Shape or be shaped. – Get to know your counterpart up/down/adjacent, educate and build the relationship that will make them take risks for you and not want to tell you no. – Find a way to say yes…be proactive in accomplishing the collective mission. Sometimes this requires the “long view”. • Commit to leading…and enforcing standards – Set the example – People aren’t going to care about what you say, but they are going to notice what you tolerate in your presence.

The Sgt. Maj • I am not a Staff Officer…but I have relevant input into “the Plan”. • Efficient running of the Staff…XO Officers/ Me Chiefs • I do not compete with the staff…. I offer relevant information, insight, assurance/reassurance to the Commander and staff. • I have an open door with every officer/SNCO in the staff. I engage to ease tension or provide support. “Ear of and Voice of the Commander” • I provide guidance and mentorship to both officers and enlisted • I cannot lead and advise if I am uninformed…EVERYTHING IS MY BUSINESS as it affects the Marines and the mission of the command.

OBLIGATIONS TO THE COMMANDER

FROM A COMMANDER TO A SGTMAJ “Sgt. Maj, I was selected by a group of senior military professionals based on my past performance and future potential to uphold the highest traditions of the United States Marine Corps and to lead a unit of Marines in garrison and combat to the best of my ability. The Marine Corps has invested time, treasure and has an immense amount of trust in me to be committed to accomplishing the mission and the welfare of the Marines and I have been confirmed and entrusted by the Commandant of the Marine Corps to succeed. . . you have been selected to your rank and billet as a Sgt. Maj in the same manner for the same purpose and confirmed and entrusted by the same. . . let's do this!"

Sergeant Major Obligations 1. I am Obligated to the United States Marine Corps 2. I am Obligated to the Marines 3. I am Obligated to the Commander. . . “Have no doubt about my thorough and ongoing professionalism, or my loyalty to you, the Command the Marine Corps and the Constitution. ”

Sergeant Major Obligations Obligated to the Commander. . . To: – provide insight where there is lack of knowledge of policy. “Can I/How do I do this…Is this Right? ” – provide information and suggestion where there is indecision. “Should I /When do I do this…Is this Right? ” – provide assurance and reassurance where there is doubt. “Is this Right? ” – not wait to be asked for an opinion! – Be consistent in messaging “Corps and Commander” “I need the power to disagree and I will offer my opinion”

“What I think I need from you” You will be empowered to enhance our unit effectiveness. - I want a relationship where you feel you can tell me anything, and we are unified in how we lead the MEU. - Keep me out of trouble, and straight on standards/policy – know the reference! - Give me your unvarnished opinion/offer suggestions - Challenge my decisions - Maintain pulse on enlisted Marines – ensure the message is getting down to them. Ensure we are empowering enlisted leaders at every level - You are accountable for training the SNCOs and for the performance of SNCOs. - Maintain a culture whereby you hold SNCOs accountable for the same for the junior Marines - Deliver the message, maintain the standard regardless - Ensure the MEU is adhering to and honoring our history, traditions and core values