CAS3 Staff Officer Guide - U.S. Army

© 2005 CAS3 For Instructional Purposes Only
Compiled by www.ArmyToolbag.com
Staff Officer Guidelines 6
m. Always follow through. A staff plan or action is not complete until you have assessed the
results of its execution. The staff officer is responsible for tracking an action until the desired results
are obtained. An action passed IS NOT an action completed.
n. Get things done by not waiting to be told what to do. Actively seek areas that need attention.
Staff Leadership
a. Develop your subordinates. Remember--your subordinates will have your job someday.
They will only be as good at the job as you make them today. Productively employ everyone to gain
your section’s full capability. Underwrite your subordinates’ mistakes; give them the opportunity to
grow by delegating tasks to them as you coach and train them. Program time for both you and your
subordinates to develop professionally. Counsel and mentor your subordinates frequently.
b. Train your section’s soldiers. Remember--some are working off the “front line” of their
primary MOS. Staff section SGMs are responsible for the enlisted soldiers, while staff principals are
responsible for the officers. Establish training management within the section per FM 25-100 and
FM 25-101.
c. Tell your subordinates when they have done a job well. Use the award system. Start
reenlisting your good soldiers on their first day. Take care of your civilian employees as you would
your soldiers.
d. Check the maintenance of your equipment often to keep your equipment in top condition.
Take an active role in accounting for your section’s property. Schedule time for your people to
maintain your equipment.
Time Management
a. Learn to analyze and solve tomorrow’s problems instead of reacting to yesterday’s problems.
Time spent solving yesterday’s problems is wasted. Know the division’s long-range planning
calendar as it impacts your staff area of responsibility. A good staff officer anticipates requirements.
b. Plan your schedule so you have time to reflect and to be creative.
c. Understand the requirement before you begin. If you are not sure, return for additional
guidance. To work on the wrong problem is a waste of valuable time.
d. Work smarter, not harder. Harness technology; however, do not allow information
technology to be a chokepoint to your work. A computer should be the means to the end, not the end
itself.
e. An “OK” staff product that is timely is far better than an “excellent” product that is
completed at the last minute or that is late; however, the “OK” mentality is not a license to do
marginal work when time is available to produce a better product.
f. Organize your work. Most staff officers have more work to do than time allows. Develop a
priority and tracking list. Work on the most important action first; provide interim responses on the
other actions. When you begin and close each day, take stock of where you are headed.