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                  all that is left to do is get out of the way! Mission command depends on a command climate that encourages subordinate commanders at all levels
to take the initiative. Commanders create a positive command climate by accepting subordinates’ risktaking and errors, building mutual trust and shared understanding, communicating with subordinates, and building teams (ADP 6-0, 2019a).
Family team building is a big part of developing the overall team. If this is done well, then the personnel within an organization will be satisfied that their families are well taken care of, which leads to better work performance. Family team building depends heavily on gaining mutual trust between the organization, the team member, and family members. The bottom line is that you have to take care of your people, both personally and professionally. If team members know that they and their families will be well cared for, they will be more willing to work hard for the team and dedicate themselves to the organizational vision. Army leaders at all levels should promote healthy families and relate to the challenges they face. Empathy for families includes providing recovery time from challenging missions, protecting
leave periods, and supporting events that allow information exchange and family team building (ADP 6-22, 2019b). One of the essential parts of family team building is keeping family members informed. The Army Soldier and Family Readiness Group (SFRG) program is a program of record
and a requirement for all Army organizations. When an SFRG is run effectively, families stay well informed because communication flow is good, which leads to feelings of inclusion and a belief that families are well cared for. The inclusion of families leads to increased participation of families during unit and family events, and over time this builds upon itself, resulting in a very healthy command climate. When families are not kept informed and feel like they are left in the dark, it is challenging
to build a functional SFRG. This will lead to disgruntled family members and difficult home
life, which degrades the team members’ overall work performance. Commanders at all levels must be personally involved to ensure that command emphasis is put on incorporating families into their organizational vision and that they maintain a thriving SFRG.
The Army is only as strong as its teams, and
we spend the vast majority of our time developing our teams to contribute effectively to our overall mission- to deploy, fight, and win our Nation’s
wars. Different organizations contribute to
this mission in many different ways, but they
must develop and nurture their teams to do so successfully. Building a team should not be an accidental or haphazard process and should
be well thought out. An organizational vision generated collaboratively by the team should be
the guiding light that keeps the team striding forward together with a shared understanding
of the unit’s goals. This organizational vision, combined with a positive command climate
that promotes inclusion at all levels, gives team members the confidence to know that they are
free to operate within the commander’s intent. When a command philosophy, similar to L. David Marquet’s LeaderLeader philosophy is used and supports the idea that subordinate leaders, working within the commander’s intent, have the authority to take the initiative and make decisions the team will quickly outpace those that sit back on their heels and wait to be told what to do. Lastly, when families are kept well informed and involved as part of an organization’s overall team, the outcome will benefit the unit. Build the team, develop a shared organizational vision and a positive command climate through the utilization of a command philosophy that promotes initiative, and take care of the team and their families.
LTC Rausch is the Commander of 2nd Battalion, 60th Infantry Regiment, 193rd Infantry Brigade.
  Works Cited
Department of the Army (2019a, July 31). Mission Command: Command and Control of Army Forces (ADP 6-0) Retrieved from Army Publishing Directorate:
Department of the Army (2019b, July 31). Army Leadership and the Profession (ADP 6-22). Retrieved from Army Publishing Directorate:
Department of the Army (2015, October 30). Army Team Building (ATP 6-22.6). Retrieved from Army Publishing Directorate: https://ar-
Marquet, L. (2012). Turn the Ship Around. Penguin Random House LLC.
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