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In most Army National Guard units, the unit Readiness NCO is that the senior full-time person in the company. The Readiness NCO usually handles the day-to-day problems among the corporate, and he or she conjointly manages the total-time staff to include a Training NCO, Administration NCO, and Provide NCO. Throughout my 2 years in command, I relied on my full-time Readiness NCO alot. As a replacement company commander within the Army National Guard, you'll depend upon your full-time workers too. Since your AGR workers is at the unit every day, it is vital to create a smart working relationship with them. One key to success is to determine priorities. You wish to assist your Readiness NCO establish priorities for herself and for her subordinates. This will be done with effective counseling and guidance. Personally, I helped establish priorities for all my AGR staff. For example, my Readiness NCOs high priorities were pay, schools, promotions and suspenses. Although he did not do all these himself, these were the most vital issues he targeted on. Whenever a difficulty in any of those four areas arose, he stopped what he was doing and tackled the problem immediately. It's vital for company commanders to own an efficient AGR staff. In essence, your employees helps verify whether or not or not you succeed as a corporation commander. You need to offer your Readiness NCO the authority to create decisions in your absence. You must "support" them and have their back too. Commanders ought to decision the armory once each day (or every different day) to stay in touch with their AGR staff. This permits them to understand what's happening within the unit in the least times. The key to success is effective, 2-way communication.
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