Successful Leadership Transition

The transition into a new billet is an exciting time. Whether it is a new position within the same command or a new unit, it is an opportunity to put into use the lessons of the past, to lead new Marines in a new environment, and to make a difference in new role. The transition is also an extremely busy period. There is much to be done in a limited amount of time. Speed is essential because the longer you wait to complete a full turnover, the longer it will take for you to begin to make a difference—or so it may appear. When it comes to a turnover, think “tactical patience.” This does not mean that you are not engaged. Rather, it means you should place an emphasis on gathering information rather than issuing orders. During this transition, I recommend that three actions be taken within the first weeks of your new billet: conduct initial counseling with your Marines, conduct a review of current standing operating procedures (SOPs), and conduct a review of the unit’s tables of organization and equipment (T/O and T/E). Too often one, or more, of these essential tasks is forgotten or ignored for time’s sake.

Initial Counseling

Initial counseling sessions are the single most important tool to relay your intent and initial guidance to subordinates. This tool, although mandatory according to Marine Corps orders, is too often overlooked due to “more important” turnover tasks. Although some choose not to conduct initial counseling because they want to observe the unit and Marines prior to making notes for change, this is a mistake. You may not understand the dynamics and personalities within your new unit, but all Marines should have expectations for subordinates, even from the first day. By communicating your initial guidance, not only will you have a chance to open a dialogue between you and your Marines, but you will also convey to your subordinates your vision for the unit. As your awareness of your surroundings increases, you will be able to tweak your initial guidance and more fully explain your expectations. However, this counseling is more than the relaying of your initial expectations, it is also a chance to:
    * Ensure that the subordinate understands your expectations and goals.
    * Show your interest and concern for the subordinate, his performance, and his well-being.
    * Help the subordinate understand your leadership style.
    * Motivate the subordinate to achieve the highest level of future performance.
    * Ensure that the subordinate understands the unit’s mission and status and his role within the unit.1
    * Understand the subordinate’s goals in order to help him achieve them.

These initial counseling sessions should be only the beginning of a regular counseling program. By establishing a regularly scheduled counseling program you can clearly track performance and make adjustments to both the Marines and unit as required. This will ensure that both the senior and subordinate maintain proper lines of communication, which will result in a better command climate and more effective unit.

Review Current SOPs

Too often, the importance of desktop procedures and official SOPs are pushed to the wayside due to an enormously high operational tempo. An “unofficial” or unpublished SOP is not an SOP. By looking at your predecessor’s SOPs, you will quickly gain situational awareness and understand the current working and training environment. It is a mistake for units to operate without written SOPs. In the long term, written and promulgated SOPs will ensure that all concerned parties know proper tactics, techniques, and procedures. Whether it is an armory SOP or a combat SOP for a rifle company, the written document will allow individual Marines to read and clearly understand what is expected of them. These SOPs need not be complex; rather, they should be detailed and simple so that all applicable Marines can understand and adhere to them. Do not think of the SOP as a cold, thinkless document that inhibits small unit leadership and initiative. It is a form of written communication to your subordinates that clearly states the situation, mission, and standardized procedures that will facilitate mission accomplishment. When you are not available to pass guidance or direction, you will have a standardized form of written communication to do this for you. These written SOPs will ensure the uniformity of important functions and ensure that personal interpretation does not affect the conduct of processes or actions, whether in garrison or combat.
   
Once SOPs are established, your work is not done. Review SOPs on a regular basis, perhaps when conducting regularly scheduled counseling. This will not only establish a time to review SOPs, but it will also give the subordinates within your unit a chance to make recommended changes to this working document.

T/O and T/E Review   

We are in the people business. Mission accomplishment is impossible without the Marines who serve in the trenches. We must ensure that every critical billet is filled with a Marine who can successfully fulfill the expectations of that job. This is an impossible task without having the proper Marines assigned to your unit. A common mistake is the assumption that because your predecessor was successful, he must have had the personnel required.
    In today’s environment of high operational tempo with numerous personnel gaps due to individual augmentations, the staffing goals are often only a fraction of what the T/O requires. However, this does not mean that you should not make your personnel deficiency known. If you do not have the proper personnel, there are many ways to correct this, including cross-training Marines to learn the job’s required skills, transferring Marines within a unit, or submitting a T/O&E change request. Although this last option is a lengthy process and will likely not bear fruit until months, or years, down the road, you will ensure that your successor and organization rates the personnel to facilitate future mission accomplishment.

Conclusion

Though I am in the early years of my career, I have already learned the importance of each of these actions. If an important SOP hasn’t been updated in a decade, it is best to discover this deficiency in the beginning of your tenure—not 6 months or a year into command. Although you may be able to accomplish your mission without completing these steps, you will eventually feel the impact. Conducting a thorough T/E, T/O, and SOP review will facilitate success within your new billet. More importantly, initial counseling sessions will benefit you and your Marines by fostering open communication and shared expectations. Moreover, the establishment of a counseling program, and a review of your subordinate’s desktop procedures and SOPs, along with your unit’s T/O and T/E review, will ensure that your unit is running efficiently and can focus its efforts on training Marines for combat.