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 SgtMaj
• 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 2IC, SgtMaj as advisor
– “Have you talked to the SgtMaj?”
– “What did the XO say”?
• The XO and the staff, and the SgtMaj and the chiefs…
consistency...
 The Staff
• The staff are all equal, the S3 is just more equal than
the rest…
– I command, the S3 runs…with the XO and SgtMaj
• 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 SgtMaj
• 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

“SgtMaj, 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 SgtMaj 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
and 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