Battalion command teams have “the most important role in the Army,” providing a link between soldiers and senior leaders, the commander of U.S. Army Transformation and Training Command told participants in the Association of the U.S. Army’s Leader Solarium.

Speaking Oct. 13 during the Leader Solarium, held in conjunction with AUSA’s Annual Meeting and Exposition, Gen. David Hodne told about 70 battalion commanders and command sergeants major from units across the Army that they have “a perfect combination of experience and exposure to soldiers,” and they are expected to facilitate “intergenerational communication” between troops and leaders at higher echelons.

“This is important because there’s only one pair of leaders in the Army that are expected to take what their soldiers are telling them, and make senior leaders understand. That’s a big responsibility,” Hodne said, noting that battalion command teams also must take guidance from senior leaders and translate it in a way that soldiers can understand.

In successful units, troops should want to engage with commanders and command sergeants major, Hodne said. “Battalion command is the last level of command where soldiers should recognize your voice in the dark,” he told participants in the Leader Solarium, which was hosted by AUSA’s Center for Leadership. “Otherwise, you’re not going to find the opportunities to hear what’s on the mind of your soldiers.”

There are two things that only battalion command teams can do: communicate clear intent and maintain a consistent command climate, Hodne said. “Don’t forfeit your chance to communicate intent … and when you’re asked questions, your people have to know they’ll be treated with dignity and respect,” he said.

Hodne also said that battalion command teams play a key role in leading transformation across the force. “The volume and pace of change is essential in our Army, because it’s so closely tied to the changing character of war and the dynamic evolution of technology,” Hodne said.

He noted three questions that leaders should ask when planning to effect change in their units: what must change, what can’t change and what results must be avoided.

“That’s the strategic thinking in terms of what comes next for your formation,” Hodne said. “Leading change is a constant responsibility. … There has never been a more exciting time to lead and effect change in our Army.”

— Luc Dunn