A Guide For Effective Platoon Leader – Platoon Sergeant Co .
Research Product 2018-11A Guide for Effective Platoon Leader – PlatoonSergeant Co-LeadershipStefanie Plemmons ShaughnessyU.S. Army Research InstituteLauren A. Lanzo, Meredith R. Coats, and Melvin Walker, Jr.Consortium Universities of WashingtonJuly 2018United States Army Research Institutefor the Behavioral and Social SciencesApproved for public release; distribution is unlimited.
U.S. Army Research Institutefor the Behavioral and Social SciencesDepartment of the ArmyDeputy Chief of Staff, G1Authorized and approved:MICHELLE L. ZBYLUT, Ph.D.DirectorTechnical review byGregory A. Ruark, U. S. Army Research InstituteNOTICESDISTRIBUTION: This Research Product has been submitted to the DefenseInformation Technical Center (DTIC). Address correspondence concerning ARI reportsto: U.S. Army Research Institute for the Behavioral and Social Sciences, Attn: DAPEARI-ZXM,6000 6th Street Building 1464 / Mail Stop: 5610), Fort Belvoir, VA 22060-5610.FINAL DISPOSITION: Destroy this Research Product when it is no longer needed. Donot return it to the U.S. Army Research Institute for the Behavioral and Social Sciences.NOTE: The findings in this Research Product are not to be construed as an officialDepartment of the Army position, unless so designated by other authorized documents.
Form ApprovedOMB No. 0704-0188REPORT DOCUMENTATION PAGE1. REPORT DATE (DD-MM-YYYY)July 20183. DATES COVERED (From - To)2. REPORT TYPEFinalJul 2017 – Jul 20184. TITLE AND SUBTITLE5a. CONTRACT NUMBERA Guide for Effective Platoon Leader – Platoon Sergeant Co-Leadership5b. GRANT NUMBERW911NF-16-2-00925c. PROGRAM ELEMENT NUMBER6111026. AUTHOR(S)5d. PROJECT NUMBERStefanie Plemmons ShaughnessyLauren A. Lanzo, Meredith R. Coats, Melvin Walker, Jr.5e. TASK NUMBERB74F025f. WORK UNIT NUMBER19047. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)U. S. Army Research Institutefor the Behavioral & Social Sciences6000 6TH Street (Bldg. 1464)Fort Belvoir, VA 22060-5610Consortium Universities of Washington1100 H Street NW, Suite 500Washington DC 20005-54939. SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES)10. SPONSOR/MONITOR’S ACRONYM(S)ARIU. S. Army Research Institutefor the Behavioral & Social Sciences6000 6TH Street (Bldg. 1464 / Mail Stop 5610)Fort Belvoir, VA 22060-561012. DISTRIBUTION/AVAILABILITY STATEMENT:8. PERFORMING ORGANIZATION REPORTNUMBER11. SPONSOR/MONITOR’S REPORTNUMBER(S)Research Product 2018-11Distribution Statement A: Approved for public release, distribution unlimited.13. SUPPLEMENTARY NOTESARI POC: Dr. Stefanie Shaughnessy, Foundational Sciences Research Unit14. ABSTRACTThe platoon leader (PL) – platoon sergeant (PSG) leadership team is a unique and influential pair of roles that exist inthe Army. In order for a platoon to succeed, an effective partnership must exist between the PL and PSG. Current Armytraining, however, does not focus on teaching leaders how to effectively partner together. Accordingly, this researchproduct contains a guide to help leaders achieve a common understanding of their platoon and their partnership asleaders. The intent is for this guide to be used when a new PL or PSG enters the platoon. The guide contains adiscussion exercise, exemplars from PLs and PSGs, a list of Army doctrine resources, and helpful tips grounded inscientific evidence. The guide is designed to help PLs and PSGs set the foundation for an effective workingrelationship, resulting in an efficient and effective platoon.15. SUBJECT TERMSLeadership, Leader Development, Platoon Leaders, Noncommissioned Officers16. SECURITY CLASSIFICATION OF:a. REPORTUnclassifiedb. ABSTRACTUnclassified17. LIMITATIONOF ABSTRACTc. THIS GES19a. NAME OF RESPONSIBLEPERSONGerald F. Goodwin19b. TELEPHONE NUMBER703-545-2410i
ii
Research Product 2018-11A Guide for Effective Platoon Leader – PlatoonSergeant Co-LeadershipStefanie Plemmons ShaughnessyU.S. Army Research InstituteLauren A. Lanzo, Meredith R. Coats, and Melvin Walker, Jr.Consortium Universities of WashingtonFoundational Science Research UnitGerald F. Goodwin, ChiefJuly 2018Approved for public release; distribution is unlimited.iii
ACKNOWLEDGEMENTSThe authors wish to acknowledge the contributions of many Army personnel who supported thisresearch effort. In particular, we would like to thank the platoon leaders and platoon sergeantswe spoke with as part of this research; they were instrumental in the development of theDiscussion Guide. We wish to extend our gratitude to our colleague, Dr. Jonathan Kochert, whohelped support this effort.iv
A GUIDE FOR EFFECTIVE PLATOON LEADER - PLATOON SERGEANT COLEADERSHIPCONTENTSPageINTRODUCTION 1DISCUSSION GUIDE .2Guide Purpose . 2Guide Audience .2Guide Instructions . .2Guide Supplement .2Army Doctrine Quick Reference .2REFERENCES .3APPENDICESAPPENDIX A: DISCUSSION GUIDE . A-1APPENDIX B: DISCUSSION GUIDE SUPPLEMENT . . B-1APPENDIX C: ARMY DOCTRINE QUICK REFERENCE C-1APPENDIX D: RESEARCH PRODUCT POCKET FLIP BOOK VERSION PROOFS . D-1APPENDIX E: RESEARCH PRODUCT TRIFOLD VERSION . E-1v
vi
A GUIDE FOR EFFECTIVE PLATOON LEADER - PLATOON SERGEANTCO-LEADERSHIPIntroductionThe platoon leader (PL) – platoon sergeant (PSG) leadership team is a unique andinfluential pair of roles that exist in the Army. The working relationship between the PL andPSG can have large effects on the platoon (e.g., climate). It impacts the development of officersthroughout the remainder of their careers and can influence NCO development, as well. Armydoctrine makes it clear that the relationship between officers and NCOs is critical to the successof the U.S. Army (ADRP 6-22, U.S. Department of the Army, 2012; TC 7-22.7, U.S.Department of the Army, 2015). It is not uncommon for relationships to encounter difficulties,though, and certain partnerships, or aspects of partnerships, may prove challenging for those inleadership roles. Improving the relationship between a PL and their PSG improves the successof the unit, and the effectiveness of the U.S. Army.Many of the tools and trainings currently available to officers and NCOs focus onlearning tasks necessary for performing their duties or managing relationships with superiors andsubordinates. Less focus is placed on developing working relationships that ultimately enhanceunit effectiveness. One PSG interviewed in this research emphasized the need for tools designedfor PLs and PSGs:“I think it’s super critical. It is the most critical relationship in the Army. It is the onethat ultimately makes decisions that affect the platoon in the next 20 minutes It is themost important relationship and there [are] not enough development classes. Not enoughguidance.”To fill this gap, the U.S. Army Research Institute for the Behavioral and Social Sciences hasdeveloped a guide to assist in building a professional relationship between two leaders. Theintent is for this guide to be used when a new PL or PSG enters the platoon, enabling the twoleaders to arrive at a shared understanding of their partnership and their platoon. The questionsin the guide were developed from discussions with PLs and PSGs and are based upon theirexperiences and recommendations. The focus of the guide is on getting to know yourcounterpart better, setting and managing expectations, and general communication. Thediscussion guide is meant to set a foundation for continual communication between the PL andPSG which will benefit the platoon. As a PL emphasized:“I would say a successful relationship is a constant dialogue. Never a day you shouldn’tbe texting or face to face talking 30 times a day. If you aren’t doing that something iswrong If you are communicating well you have half the battle done.”This document provides a summary description of the Discussion Guide product and associatedsupplemental material. The Discussion Guide is provided in Appendix A. The DiscussionGuide Supplement, including exemplars from PLs and PSGs, specific Army doctrine relevant tothe topic, and helpful tips, is provided in Appendix B. Appendix C contains a compiled list ofrelevant Army doctrine for quick reference.1
Discussion GuideGuide PurposeThe Discussion Guide was developed to help Army leaders set a foundation for effectivecommunication and leadership as members of a leader team. It is meant to apply concepts fromboth Army doctrine and scientific research in an accessible format based on conversationalquestions. Leader teams who talk through the questions in the guide should have a greaterawareness of themselves, their counterpart, and their unit. The result should be a unit that ismore cohesive, effective, and efficient.Guide AudienceThe concepts associated with building effective working relationships between jointleaders could be used at all leadership levels. However, junior officers and their NCOs wereidentified as the target training audience. As stated in TC 7-22.7, “The officer/NCO relationshipbenefits officers at all levels, but especially junior officers” (p.5-5). The platoon is the first levelof leadership where an officer and NCO are paired together as a leader team. Therefore, juniorofficers and their NCOs are best poised to benefit from learning how to work effectively with acounterpart, whomever that counterpart may be. A group of company commanders and firstsergeants interviewed in this research emphasized that the PL and PSG positions were an earlyopportunity to learn how to work effectively with any individual.Guide InstructionsThe guide focuses on areas that PLs and PSGs identified as important aspects for leaderteams to discuss. Topics include communication, unit goals, making decisions as a team, andmanaging conflict. The guide is designed to facilitate a conversation that can occur over one ormany time points whenever the PL and PSG have some time to spare (see Appendix A). Asnoted in the guide, the product is not meant to be used for formal counseling. It is meant to beone tool in a leader’s larger toolkit.Guide Supplement. The supplement (Appendix B) provides additional information foreach of the questions posed in the conversational guide found in Appendix A. It includes generaltakeaways for each topic, quotes from PLs and PSGs, Army doctrine specific to the topic, andtips for leaders if they are struggling with that specific aspect in their partnership.Army Doctrine Quick Reference. The product ends with a compiled list of Armydoctrine publications (Appendix C) that are relevant to PLs and PSGs. References relate toofficers and NCOs generally, as well as the key topics in the guide, such as roles andresponsibilities, communication, managing conflict, and decision making. The Quick Referenceprovides additional reading and resources for those who seek it.2
ReferencesU.S. Department of the Army (2012). Army Doctrine Reference Publication 6-22 (ADRP 6-22)Army Leadership. Retrieved from pdfU.S. Department of the Army (2015). Training Circular 7-22.7 (TC 7-22.7). NoncommissionedOfficer Guide. Retrieved fromhttp://www.apd.army.mil/epubs/DR pubs/DR a/pdf/tc7 22x7.pdf3
APPENDIX ADISCUSSION GUIDEA-1
Discussion GuideThis guide is designed to facilitate a conversation between a platoon leader and a platoonsergeant and aid in setting the foundation for an effective leadership team. The questionsprovide a starting point for you and your counterpart to learn about each other and the platoon, aswell as talk about expectations and a way forward for your unit. Take some time to talk throughthe different questions and get to know each other better. This guide can be used in one sitting orcan be used over multiple conversations when you have some extra time. It is not meant toreplace formal counselings, nor is it meant to be a check-the-box task. Using it is voluntary, butcould be helpful to you and your platoon.1. What are your expectations for your role?a. What do you see as your primary responsibilities?2. What are your expectations for my role?a. What do you see as my primary responsibilities?b. What does your ideal platoon leader/platoon sergeant partner look like?3. What are your expectations for our joint leadership role?a. What boundaries do you view for each role? What is my lane and what is yourlane?4. What do you hope to gain from this relationship?a. How can we help each other reach our long-term personal and professional goals?5. What is your preference for communication? Ideally, how often do you see uscommunicating about tasks or issues facing the platoon?6. How do you see us making decisions about the platoon?a. What decisions do you see us making together? What decisions do you see usmaking independently?7. How do you see us best managing conflict or resolving disagreements?a. What do we do if we are having issues coming to consensus or resolvingproblems?b. Are there preferences you have or things that work well for you?c. Are there things I should avoid that are more difficult or problematic?8. What do you feel are your strengths and weaknesses?a. How can we best use our strengths and help each other develop our weaknesses?9. How can we help to empower or support each other as leaders of the platoon? What doyou need from me?A-2
a. How can I help you better lead our platoon?10. What is your vision for the platoon?a. What goals do you have for the platoon?b. What does success look like to you?c. How do you think we should track progress towards these goals?11. What do you think is currently working well with the platoon? What do you think can beimproved?a. What are the main issues you feel the platoon is currently facing?i. How do you see us addressing these issues?12. What has the company commander or first sergeant identified as working well or needingimprovement within the platoon?A-3
APPENDIX BDISCUSSION GUIDE SUPPLEMENTB-1
Discussion Guide SupplementThe Discussion Guide Supplement contains additional information for each of the topics foundin the Discussion Guide. Each section starts with Leader Experiences, which includes both ageneral synopsis and individual quotes collected during research conversations with platoonleaders and platoon sergeants. The next piece, “Army Doctrine,” contains a quick reference listof where you can find doctrine specific to the topic. Each section ends with “Helpful Tips”grounded in science.ROLE EXPECTATIONSGuide Questions:1. What are your expectations for your role?o What do you see as your primary responsibilities?2. What are your expectations for my role?o What do you see as my primary responsibilities?o What does your ideal platoon leader/platoon sergeant partner look like?3. What are your expectations for our joint leadership role?o What boundaries do you view for each role? What is my lane and what is your lane?Leader Experiences:Many leaders expressed frustration in their lack of knowledge about each role, despite havingsome training. Leaders agreed on the importance of knowing their role, knowing their partner’srole, and clarifying with their counterpart about roles and expectations to make sure both leaderswere on the same page. In addition to understanding each partner’s individual roles, leaders alsoexpressed the need to have a shared understanding of how the independent roles work together tolead an effective platoon. Many leaders noted that problems occur when one partner doesn’t stayin his or her lane.“[I] think it starts with sitting down and doing an initial talk where you talk aboutwhat do you want to get done, how do you see things going forwards, what are theduties and responsibilities between the two of you. Could be as simple as ‘hey I wantyou to be around when writing up [a] training plan but I’ll actually submit slides butneed your input for this. Or when this comes up.’ But having that dividing or that mainhash out of where the lines are, who is responsible for what. Once you have thatconversation it gets the ball rolling in the right direction of communication goingforward.”-First Lieutenant, 5 months of experience as a platoon leaderB-2
“Articulate your expectations and be reasonable if you are talking about expectations.Learn and adapt your thought process at the same time.”-Sergeant First Class, 9 months of experience as a platoon sergeant“It’s more important to just be able to talk to them about what a good or ideal PL is.Your ideal PL, build me a picture of that. Pick their brain on that. How do you goabout resolving disagreements?”-Second Lieutenant, 7 months of experience as a platoon leader“There needs to be clearly established boundaries on what roles belong to whatindividuals. Shared understanding of when you can step over the bounds if there iscomfort and understanding. A PL should be able to rely on his PSG. Really, reallyimportant for them to understand they are the be-all-end-all, but we are their advisors.Our job is to make them successful. A PL has to rely on his PSG and the PSG needs tobe open and tell [the] PL when he is right and wrong or deviating off track.”-Sergeant First Class, 2 years of experience as a platoon sergeant“Really trying to stay true to your word and trying to make sure you have anunderstanding of the overall direction or what the decision is, sometimes it is a matterof communication. Other one might [say], ‘Hey before you say yes/no maybe check inwith me.’ Or only give [a] tentative ‘Hey yes possibly but let me verify with the PL/ letme verify with the PSG before calling orders.’”-First Lieutenant, 5 months of experience as a platoon leaderArmy Doctrine: ADP 6-0 (2014). Mission Command. Sections 10-12. ADP 7-0 (2012). Training Units and Developing Leaders. Section 24. ATP 3-21.8 2016. Infantry Platoon and Squad. Sections 1-46 to 1-48. FM 6-22 (2015). Leader Development. Sections 1-5, 1-21. TC 7-22.7 (2015). Noncommissioned Officer Guide. Sections 4.18, 5.1-5.2, 8.1.Helpful Tips:1. Make sure to take the time to understand your role and responsibilities. Being aware ofeach role will help you and your partner stay in your lane, which can increase overalleffectiveness and efficiency of your unit1.2. Discuss your view of your role and your counterpart’s role to make sure you have ashared understanding of your respective responsibilities and how they work together toefficiently lead the platoon.o Having a shared understanding of your purpose and supporting each other canlead to improved team effectiveness1.3. The four best ways to avoid role ambiguity are understanding2:B-3
o The scope of your (and your counterpart’s) responsibilities.o The necessary behaviors to carry out your (and your counterpart’s)responsibilities.o How your (and your counterpart’s) role responsibilities are evaluated.o The consequences of not fulfilling role responsibilities.References1Beauchamp, M. R., Bray, S. R., Eys, M. A., & Carron, A. V. (2002). Role ambiguity, roleefficacy, and role performance: Multidimensional and mediational relationships withininterdependent sport teams. Group Dynamics: Theory, Research, and Practice, 6(3), 229242.2Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964).Organizational stress: Studies in role conflict and ambiguity. Oxford, England: JohnWiley.B-4
COMMUNICATIONGuide Questions:4. What is your preference for communication? Ideally, how often do you see uscommunicating about tasks or issues facing the platoon?Leader Experiences:Frequent and high-quality communication is a major contributor to high quality relationships andwas one of the most prevalent discussion points that emerged from conversations with leaders.Communication between the leaders of the platoon impacts how and what information theSoldiers receive, and many lea
of the U.S. Army (ADRP 6-22, U.S. Department of the Army, 2012; TC 722.7, U.S. - Department of the Army, 2015). It is not uncommon for relationships to encounter difficulties, though, and certain partnerships, or aspects of partnerships, may prove challenging for those in leadership roles. Improving the relationship between a PL and their PSG .
Rifle Platoon Billet Descriptions Platoon Commander The Rifle Platoon Commander carries out the orders of the Rifle Company Commander. He is proficient with all T/O weapons within his platoon. He ensures that the platoon is trained in accordance with Marine Corps standards and the company commander’s guidance. He is responsible for
A. Squad Drill . B. Platoon Drill . Name the two formations a platoon may be in, and describe the positions of the Platoon Leader, Platoon Sergeant, and Guidon Bearer if used. 2. Properly form a platoon in line, receiving reports from the squad leaders. 3. Demonstrate how a Cadet breaks ranks when called (individually or as part of a group .
Bruksanvisning för bilstereo . Bruksanvisning for bilstereo . Instrukcja obsługi samochodowego odtwarzacza stereo . Operating Instructions for Car Stereo . 610-104 . SV . Bruksanvisning i original
11 TROOP-LEADING PROCEDURES (continued) STEP 8. Supervise and refine The following table lists steps the platoon leader takes to ensure the platoon is fully prepared for the operation. STE P ACTION 1 Ensure crews are briefed on details of the operation. 2 Conduct platoon rehearsals (based on METT-TC). 3 Conduct rearm/resupply operations.
1-3 is an example of scout platoon battle tasks. The only way to establish a proper working relationship to train with the scout platoon leader in garrison as well as in the field. The result will be a scout platoon that understands what the S2 needs and an S2 understanding the capabilities and limitations of the scout platoon. POINT OUT NAI .
10 tips och tricks för att lyckas med ert sap-projekt 20 SAPSANYTT 2/2015 De flesta projektledare känner säkert till Cobb’s paradox. Martin Cobb verkade som CIO för sekretariatet för Treasury Board of Canada 1995 då han ställde frågan
service i Norge och Finland drivs inom ramen för ett enskilt företag (NRK. 1 och Yleisradio), fin ns det i Sverige tre: Ett för tv (Sveriges Television , SVT ), ett för radio (Sveriges Radio , SR ) och ett för utbildnings program (Sveriges Utbildningsradio, UR, vilket till följd av sin begränsade storlek inte återfinns bland de 25 största
Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid
