Page 21 - Jackson Journal
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                 the company, you are able to instill good habits and share lessons learned to develop your formation. Every day, of every week, of every cycle, is an opportunity for another repetition in this skill
set. As a commander, your grasp on training management, and your ability to enforce it within your formation, will grow immensely as you tackle four ten-week BCT cycles within a twelve-month command.
Further building your competencies in training management, the high turnover of personnel coupled with the detailed record keeping requirements forces commanders to become intimately familiar with the Digital Training Management System (DTMS). Each Soldier that graduates from BCT requires an updated Individual Training Record as they move on to their next assignment, and companies produce training schedules completed through DTMS. While the main audience for these tasks are the Platoon Leaders, your familiarity with the system and understanding of its capabilities will aid you further along in your career.
Your time in command will be constantly filled with assessments and decisions regarding risk management. While not unique in this respect,
a BCT command involves multiple factors that heighten the daily focus, assessment, and mitigation of risk. From non-acclimated Trainees who are
still inculcating the Army values, to Cadre tasked with an incredible and stressful job, all facets of BCT create situations in which commanders play an integral role in the daily accomplishment of the mission. Covering
both operational
and nonoperational situations, risk management permeates everything done while in command.
a BCT command will consistently provide a high volume of exposure to various systems and from various sources, significantly developing your capability in this
area. At the company level, you will find yourself working through mounds of 4187’s, statements
of charges, training records, and Trainee packets. The high personnel turn over and large class sizes of BCT provides numerous repetitions for these actions. Additionally, your time as a commander will cover the systems used by the Army at large, such as MEDPROs, CRRD, and UCFR. The training population within BCT, largely due to their high risk and the initial stages of inculcating the Army Values, will expose commanders to
the implementation of the Uniform Code of Military Justice. The numerous packets concerning separations and chapters, along with the use of non-judicial punishment such as a Company Grade Article 15, gives a wide breadth of familiarity
with the legal processes associated with being a commander. Regarding administration, I argue that a BCT command covers all administrative aspects required by FORSCOM units with much greater turnover rate and at larger scale.
Prior to arriving at Ft. Jackson, I did not
truly appreciate the importance of serving as a BCT commander or the power with which you are entrusted. America entrusts their sons and daughters to the United States Army and your role as a commander pervades throughout every hour of every day to ensure your company conducts itself in a respectful manner. If you fail to do your job correctly, extremely serious implications exist. BCT is a real command, with real consequences surrounding the Trainee population, their safeguarding, and SHARP/EO related incidents. From explaining your decisions to your Battalion
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