Leader Development - Don't Forget CSS

Leader Development - Don't Forget CSS by Lieutenant Colonel Murray Williams CSS is combat power. Be sure your leader development effort includes working through the details of CSS. All too often, CSS is substandard because leaders and/or soldiers simply do not know the right way to do it. Here's a suggestion on one way to improve leader knowledge, which in tum will improve soldier knowledge ofCSS. Develop battalion leaders during the battalion's maintenance day. For example: 0600 PT 0830 0845 1000 1330 Bn Maintenance Formation (Bn Cdr marches entire battalion 10 the motor pool)

OPO

Bn Cdr with Co Cdr's inspection Battalion random vehicle inspection The 0830 formation called by the battalion commander sends the message that maintenance is important and that it needs to be done routinely and systematically to be effective. The formation allows the commander to discuss points of emphasis during maintenance day, for example, cold weather checks. The 0845 OPD subjects are published with quarterly training guidance. This requires planning ahead, which allows for adequate instruction notification and preparation. Some examples would be BFV PMCS checks (have a contact team chief, BMT or BMS give the class); tank PMCS checks (useful for infantry leaders during task organization with tanks); TAMMS (so platoon leaders will understand the system and know what to check); NVGs (have the DS maintenance expert explain the problems he sees and how to prevent them); small arms maintenance (have a sharp NCO and armorer go over what to check, how to check, how often, common problems, and how to prevent); billets maintenance (have the 54 and CSM discuss the standards and where to go for help); LOG PAC operations (have the support platoon leader teach); casualty evacuation (have the 5 I and

July-August 1994 medical platoon leader teach); or battle recovery of vehicles (have the BMO teach). There are thousands of other appropriate topics. Tailor the classes to unit needs. It is useful to ask the lieutenants and company commanders what they'd like to have classes on. For example, if your unit is buying an excessive number of batteries, have a class on proper care and maintenance of batteries. One of the biggest problems with maintenance is lack of knowledge. This OPD program directly addresses that challenge . and has a tremendous ''trickle-down'' effect. The lieutenants leave the OPD and check what you taught, then teach their soldiers. The 1000 hour commander's inspection inspects areas of command interest. The number of items checked is six or less so it's manageable. The items to be inspected are published well in advance with the quarterly training guidance. This amounts to an open book test. Commanders can pre-check well in advance. The battalion commander does the inspecting, accompanied by all company commanders, the battalion XO, BMO, and technical experts as required. The entire group stays together the entire time, so while the battalion commander is inspecting B Company's track line, the E Company commander cannot go looking after something else. The reason for this is that, inevitably, many other "commander's maintenance" questions come up. With the whole group there, a decision can be made and problems solved. Have the BMO be the recorder and capture what is discussed. Examples of items to be inspected include antifreeze protection, windshields, shackles, water trailers, batteries, gunnery flags, CV s, TRP kits, track wear, bumper numbers, M16s, PVS-7s, dayrooms, breaching kits, billet rooms, and there are many others. Don't restrict yourself to the motor pool; check out everything in the battalion that is CSS related. The 1330 hour random vehicle inspection is conducted by the BMO and company XOs. Immediately following the 0845 OPD each company XO gives the BMO a list of all FMC vehicles in the motor pool (this ensures you do not pick a vehicle that is out on a mission). The BMO then picks four bumper numbers of like type vehicles. In a Bradley battalion, the vehicles inspected are usually Bradleys, but occasionally inspect other type vehicles (don't forget trailers). The inspection should be done by a team of mechanics picked by the BMO from company contact teams. The vehicles should come to a designated location with driver, BC, and a copy of the 2404 the crew completed that morning. The mechanics then inspect the vehicle and compare the results to the crew's 2404. The results should be go/no-go with no-gos given for major deficiencies like failing to identify a deadline fault. Come up with a score sheet in advance. Track the results over time and discuss with commanders at the monthly command and staff meeting. Poor CSS performance is frequently the result of a lack of knowledge on the part of the leader and/or soldier. This program is one way of tackling the leader development problem. Lieutenant Colonel Murray Williams is currently attending the U.S. Army War College at Carlisle Barracks, Pa. He recently commanded 4/16 Cavalry at the Armor School, where he was responsible for the Armor Pre-Command Course. His previous assignments include battalion command in 3d Battalion, 41 st Infantry, redesignated 1st Battalion, 9th Cavalry, 1st Cavalry Division, Ft. Hood, Texas, and battalion XC, 1 st Battalion, 18th Infantry, 197th Infantry Brigade (M)(S). 43