Reflections after 60 days in command. I'm probably failing at most of this, so taking time to write it down is important to hold myself accountable. https://twitter.com/scottjstephens/status/1329923547528122368

This is overwhelmingly a people business. Spend most of your time listening, talking to, empowering, coaching, and supporting your people. Your calendar will try to pull you away from spending significant time on this, fight like hell to do it. Schedule time with your people.

Be deliberate in word and thought. You have to find time to think and look deeper than anyone else in the organization. Be careful what you say, every time you pontificate out loud, someone is coming behind you and creating a tracker or additional duty.

I don't receive much email but my people are crushed by it. Figure out why.

Do not be a good idea generating machine. "Time for thinking" means time for producing clear guidance, focus, & priorities-- not more rocks for their ruck.

Constantly re-visit your vision for the organization before coming in. Did you have it right or wrong? Stick to what you know is right but don't be afraid to adjust now that you've got a sense for what's going on and the capabilities of your team. Manage your expectations.

Simply saying or ordering something won't will it into existence. You have to convince people to do what you're asking them to do--especially if it's a change from the way they've been doing things. They have to believe in it. Spend time on the why.

Show them that you are human. That you fail. That you cry. That you struggle. But make it clear that your moral compass points north and that they can always trust you to take care of them. These two are about the only things you can't fail at.

You have 22 years. They have maybe 2 years. Be patient. Teach them. Help them grow. Encourage curiosity and candor. Try to see the world through their eyes. Shepherd them into the profession like you wish someone would have done for you.

Give them your priorities constantly, but try not to change them constantly. Tell them where you're willing to accept risk or what it's okay not to do. This is the hard stuff. You cannot be a "yes man" and accomplish this critical task for them.

Spend time with your staff. Train them. Help them understand how you visualize, understand, describe, direct, etc. Help them figure out how to be as efficient as possible & if you are sending them spinning on problems to nowhere.

Platoon Sergeants are the center of gravity for a battalion. Spend time with them and take what they tell you to heart. They know your soldiers better than you do. Turn pay dirt with them.

Avoid the "trappings of command." People will be desperate to allow you to cut corners, get you things, or take care of you. Take out your trash, carry your bag, walk your own track. Everyone is watching you always.

The importance of your relationship with your CSM cannot be overstated. Nurture it. Yes, they will be violently focused on your intent, but constantly ask how you can support them in their efforts to take care of soldiers. If yours is half as good as mine, you're blessed.

Simple praise from you can make someone's week. Simple criticism can crush them. Your words have tremendous weight; use them carefully. Use your superpowers for good. You do not ever need to raise your voice if they respect you.

It's about the brigade. Battalions don't fight alone. Be a good teammate and find ways to solve the problems of your higher headquarters. They might frustrate the hell out of you, but stay positive and help them. Do not go rogue (the bad kind)

Get sleep. Do PT. Eat healthy. Talk to and take care of your family. Go to therapy. Do yoga. Take care of yourself. They need you at your absolute best.

Everybody wants predictability but nobody seems to know how to get it. Good training management goes a long way to get you there. Bring calm to the chaos and enforce discipline in training management, even if there are external disruptive forces swirling all around you.

There is nothing enjoyable about enforcing military justice. You must go in with a clear mind and heart. You owe them your best critical thinking and judgement.

Be infectiously positive. If you are a pessimist or negative person, don't take the guidon.

It can be lonely at the top. Nurture your peer relationships so you have folks to talk to. Don't just reach out to them when you're struggling or when you need a favor.

If you think you're right-- you're probably wrong. Get lots of answers from lots of different people before making a decision; but be decisive. There is a balance that is sometimes hard to find.

Have fun. If you have fun they will have fun. People who enjoy what they are doing will work harder, take better care of themselves, and develop a lifelong passion for the profession.

Lastly, spend zero minutes contemplating your future. If you have to put your rank on the table tomorrow for the right reason, would you? If you have to think about this for a second, you shouldn't be a commander. Just show up every day, do the right thing, & forget the rest.