Finally, a helpful resource for Company Commanders serving in the Army National Guard and Army Reserve. Discover my best tips, secrets and strategies to have a successful command time. Learn what to do before, during and after Company Command.

A "Dutch-Uncle" approach to advising those who assume "first" command. Written by an Army officer primarily for Army company commanders, the book contains information, suggestions, & insights applicable to other services. A ready reference for the company commander. Identifies tasks to complete & how to set new directions for the company; inspires confidence to command with authority. Includes chapters on military justice & administrative law matters. Comprehensive do's & don'ts of a winning command philosophy.

This report describes a study to identify the more significant tasks involved in the company commander's job, and to prioritize such tasks for use in Company Command Schools. Correlations between types of USAREUR company commanders in terms of the rank order of the tasks on each of the two indices--percent of position and need for preparation--were moderately high to high for both dimensions. These high correlations indicate that commanders from different types of units were quite similar in the amount of significance they attached to the tasks; it suggests that, except for technical skill specialties, the jobs of company commanders from different branches of the Army are much alike. The prioritized lists of tasks provide usable bases for the design of company commander training. The common tasks are especially relevant candidates for inclusion in leadership training courses or as a common core curriculum which can be used by all branch company commander schools.

"This research evaluated a trial program in which carefully selected, volunteer senior first lieutenants and junior captains were assigned to U.S. Army Infantry Training Brigade company command prior to completing the Infantry Captains Career Course (ICCC). Pre-ICCC commanders were promised a fellow-on command in an operational unit and served in the ITB command for 11 months, versus the standard 18 months. The job performance, leadership, organizational and training management skills, and turbulence effects of the shorter command tour of captains in the trial program (Pre-ICCC commanders) were compared to captains who assumed command after completing ICCC (Post-ICCC commanders). A combination of surveys and interviews with drill sergeants, battalion commanders, battalion command sergeants major, and the company commanders was conducted. Results showed Pre-ICCC company commanders received as high or higher ratings than Post-ICCC commanders. Turbulence effects were rated as minimal to moderate and were minimized by various management techniques. Battalion commanders spent relatively greater time developing Pre-ICCC commanders, but the Pre-ICCC commanders' great enthusiasm and motivation compensated for their lack of experience.."--DTIC.