Chemical Platoon Leader

Chemical Platoon Leader (74A)
(TDA: N/A; TOE/MTOE: 74A)

Developmental Counseling: is a subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals and objectives (begins with the reception/integration and/or initial counseling and is a continuous process. Note: Initial counseling must include goals/expectations for most current quarter).

Goal/Intent: Performance counseling is a review of a subordinate’s performance during a certain period of time. Performance objectives and standards are jointly established for the next period. Rather than dwell on the past, the session should focus on the subordinate’s strengths, areas needing improvement, and potential. Professional growth counseling includes planning for the accomplishment of individual and professional goals. A review is conducted jointly to identify and discuss the subordinate’s strengths/weaknesses and to create a plan of action to build upon strengths and overcome weaknesses. The leader must encourage, remain objective/positive, help the subordinate help them-self, and focus more towards the future. This future-oriented approach establishes short and long term goals and objectives. Subordinate leadership development is one of the most important responsibilities of every leader. Developing those who will come after you should be one of your highest priorities. A leader’s legacy and the future of the Army rests on the shoulders of those you prepare for greater responsibility.

Possible Purpose of Counseling: (reason for counseling; para. C-68).

• Performance or professional growth counseling.
• Leader includes facts and observations prior to the conduct of counseling.

Possible Key Points of Discussion During Counseling: (para. C-69, C-70).

• Close out counseling from previous quarter (annotated in the assessment section of the DA Form 4856 and must happen first; comment on last quarter’s goals/expectations highlighting the positive/negative and direction/methods to improve. Note: Initial and quarterly counseling is required for OER purposes IAW AR 623-105).
• Outline goals/expectations for upcoming quarter (must be IAW commander’s quarterly training guidance).
• Review command and unit policies/SOPs.
• Deployments/Exevals/FTXs.
• External/internal inspections.
• Load Plans, PCCs, PCIs, and PMIs.
• Additional duties (responsibilities/expectations).
• Familiar with soldier and officer common tasks.
• Full knowledge of company’s mission, METL and commander’s intent.
• Responsible for planning platoon collective tasks.
• Senior person in platoon and first in command. Responsible for platoon success or failure.
• First officer in the soldiers’ chain of command; second overall behind squad leader.
• Advise the commander on all platoon related matters.
• Develop “command team” relationship with platoon sergeant. Identify responsibilities of each and how they compliment one another.
• Lead the platoon. Seek advise/guidance from the commander, platoon sergeant, and first sergeant.
• Commands through his squad leaders using the intent of the commander.
• Uphold the duties, responsibilities, and authority discharged in the Oath of Office.
• Perform additional tasks as required by the commander.
• Talk to soldiers, keep them informed, be sensitive to needs, and be predictable without being complacent. Be approachable.
• Responsible for planning, making sound and timely decisions, issuing orders, assigning tasks, and supervising platoon activities.
• Must know soldier capabilities and how to effectively use their talents.
• Must know weapon systems, their capabilities, and how to employ them.
• Responsible for positioning/repositioning of crew-served weapon systems.
• Monitor the platoon’s administration, logistics, maintenance, and training.
• Operationally control platoon command post IAW unit SOP/TSOP, and METT-T factors.
• Control maneuver of the platoon and the distribution and rate of fire.
• Assists the platoon sergeant in the coordination of CSS requirements.
• Maintain strength/status reports; compile forward reports IAW TSOP.
• Familiar with troop leading procedures, OPORD format, eight (8) step training model, call for fire and MEDEVAC requests.
• Remain abreast of the tactical situation and select a location to best operationally control the mission (may have to reposition based upon changing circumstances). During execution phase, the position selected must influence the most critical task(s) for mission accomplishment.
• Issue timely FRAGOs that change or augment the mission.
• Request additional support from commander as required.
• Review platoon requirements based upon the initial and changes in the tactical plan.
• Conduct AARs after each mission and field deployment. Submit deployment AARs in writing to the commander upon conclusion of after operations recovery.
• Land navigation- know where you are.
• Responsible for control of the platoon.
• Monitor the health, morale, and welfare of platoon members.
• Support single soldier programs.
• Practical application of the UCMJ (e.g. authority to conduct search, recommendation of nonpunitive/punitive disciplinary measures, obtain voluntary written statement from suspect/accused soldier or witness).
• Promotion and award recommendations. Review all recommendations and ensure fairness. Be fair and impartial when recommending both reward and punishment.
• Handle poor performance issues at the lowest level possible. Attempt to correct failure of standard through corrective training first (if possible).
• Ensure performance, professional, and event counseling (positive/negative) is executed IAW regulations and local policies. Review platoon counseling monthly (objective is quality vs quantity).
• Timely execution/review of NCO-ER counseling and reports (most critical performance document for continued success).
• Counsel platoon sergeant and squad leaders in writing.
• Accountability of all platoon equipment. Enforce supply economy and discipline.
• Conduct weekly platoon maintenance and training meetings.
• Update short/long range training calendars. Responsible for planning, resourcing, and scheduling.
• Attendance at weekly company training meetings (submit training plan).
• Enforce use of training schedule and training standards.
• Assess platoon training needs/requirements.
• Certify crew/battle drills.
• Monitor organizational maintenance of platoon equipment. Review 5988Es for vehicles and equipment.
• Always lead by example. Choose the hard right over the easy wrong.
• Technically/tactically proficient. Knowledgeable of MTPs, TTPs, and relevant manuals necessary to facilitate successful execution of platoon’s missions and requirements (this may include support to others).
• Mission Training Plan for Decontamination Platoon, ARTEP 3-417-10-MTP.
• Drills for the Decontamination Platoon, ARTEP 3-417-10-DRILL.
• Mission Training Plan for Smoke/Decontamination Platoon, ARTEP 3-457-10-MTP.
• Drills for the Smoke/Decontamination Platoon, ARTEP 3-457-10-DRILL.
• Mission Training Plan for Mechanized Smoke Platoon, ARTEP 3-7-10-MTP.
• Drills for the Mechanized Smoke Platoon, ARTEP 3-7-10-DRILL.
• Mission Training Plan for Fuel Supply Platoon/Squad, ARTEP 3-7-11-MTP.
• Drills for the Fuel Supply Platoon, ARTEP 3-7-11-DRILL.
• Mission Training Plan for Biological Detection Platoon/Long Range Biological Detection Team, ARTEP 3-477-10-MTP.
• Mission Training Plan for NBC Reconnaissance Squad/Platoon, ARTEP 3-207-11-MTP.
• Drills for the NBC Reconnaissance Squad/Platoon, ARTEP 3-207-11-DRILL.
• Mission Training Plan for Chemical Company (ALL), ARTEP 3-457-30-MTP.
• Goals must be realistic and attainable.
• Set and enforce high yet attainable standards.
• Identify soldiers demonstrating skills for increased responsibility.
• Prioritize and delegate tasks and authority where practical (cannot delegate responsibility). Follow-up/spot-check for standards.
• Platoon fitness (physical/mental)/weight control.
• Platoon METL proficiency.
• Maintenance of related arms room equipment (i.e. weapons, NVGs/NVDs, COMSEC).
• Monitor and be involved in NCO and soldier development.
• Monitor soldiers living area (health and welfare issue).
• Allow for scheduled appointments (not during motor stables/Sgt’s time).
• Monitor family care plans (if applicable).
• Understand and enforce consideration of others (COO) training.
• Be familiar with support agencies (they exist to assist).
• Advocate family readiness group (network designed for families to help families when soldiers are deployed).
• Instill the Army “Values”.

Possible Short Term Goals:

• Professional/civilian education (college classes, military schooling).
• Review Chemical soldier’s professional development guide (will give an overview and understanding of enlisted development).
• Ensure accuracy of ORB (individual responsibility).
• Review microfiche/DA photo (start early).
• Practice both written and oral communication skills.
• Continue with a professional reading program.
• Involvement with community and professional organizations.
• Coach/mentor subordinates for soldier/NCO of month/quarter boards.
• Next quarter’s mission/expectations.
• Promotion to first lieutenant (for 2LT).

Possible Long Term Goals:

• Development of squad leaders.
• Support subordinates for soldier/NCO of year board competition.
• Encourage Sergeant Audie Murphy/Morales club.
• Promotion to captain. Chemical Captain’s Career Course (CMC3).
• The Order of the Dragon.
• Company command.
• Graduate degree.

Possible Plan of Action: (subordinate develops plan with counselor’s guidance; para. C-71).

• Review METL and commander’s guidance (make recommendations based upon current focus and training requirements).
• Assess platoon training and ensure that elements can accomplish wartime missions.
• Ensure that all aspects of required METL training are incorporated into sergeant’s time training. Assist/advise squad leaders in planning and conducting training.
• Strictly enforce training standards.
• Verify load plans and operability of equipment for monthly readiness.
• Conduct PCCs, PCIs, and PMIs as required.
• Identify and prepare junior soldiers for increased responsibility.
• Advise commander on issues that affect soldier and platoon readiness.
• Communicate effectively with all leaders in the unit.
• Stay abreast of unit procedures and review policies for changes.
• Enforce unit, command policies, and directives.
• Monitor the conduct of timely, professional, and realistic training.
• Mandatory attendance at weekly training meetings.
• Support the unit and chain of command.
• Personal proficiency; you are a leader and the commander is depending on your advise, experience, knowledge, and judgment.
• Know your strengths/weaknesses. Work as a team to accomplish the big picture. Your effort, loyalty, and support are critical in achieving success.
• Forthright in convictions (don’t undermine authority or unit).
• Set the example in word and deed.
• Delegate authority to those that demonstrate ability.
• Hold subordinates accountable/responsible for their actions.
• Give credit and compliment good performance.
• Attempt to reform/rehabilitate those performing below established standards. However, don’t let the “rotten apples” spoil the good.
• Maintain statistical data on platoon’s performance of required tasks.
• Assist in developing a physical fitness training plan.
• Monitor the retraining and retesting of those that fail to meet the standards of required events.
• Maintain daily status of vehicles including parts on order (coordinate with motor officer).
• Counsel NCO leadership. Monitor conduct of event, performance, and professional counseling (positive/negative) within the platoon.

Possible Leader Responsibilities: (counselor’s responsibilities to subordinate; para. C-75).

• Provide METL, METL assessment and crosswalk from latest QTB.
• Provide command philosophy/commander’s guidance.
• Ensure sufficient guidance, personnel, resources, time, and the intent is clearly understood to accomplish tasks/missions.
• Allow time for planning, coordination, and execution (one-third/two third rule).
• Coach, mentor, and teach (personal/professional).
• Instill skills, knowledge, and attributes (SKAs).
• Allow for development and growth.
• Stress the importance of utilizing troop-leading procedures, OPORD format, and the eight (8) step-training model.
• Don’t over-emphasize mistakes; there is no zero defect or perfect. Learn and grow from experiences.
• Based upon merit, support award/promotion recommendations by the chain of command.
• Advocate the risk management process.
• Counsel in writing (mandatory) as well as orally. Monitor the quality of counseling.

Assessment: (completed by both the counselor and subordinate; para. C-76).

• To be completed once desired results are achieved, the conduct of new quarterly counseling, or the plan of action has changed.

Reference: FM 22-100, Appendix C, dtd., August 1999

**(This example is intended to be used as a guide and is not all inclusive)**