HOW CHARLIE COMPANY CAME TO L.I.V.E.

The COSBOB phenomenon

Through winning hearts and minds … We aimed to create a Company Of Soldiers, Band Of Brothers who believe in Potius Mori Quam Foedar (Death before Dishonor)

L for Leadership & Learning

I for Image and Identity

V for Values Inculcation

E for Positive Army Experience

LEADERSHIP through Empowerment

The idea was to cultivate leadership not only amongst commanders but also amongst men. This was to be done through empowerment, given close guidance and supervision. Empowerment builds up the sense of ownership and accountability such that it would induce the soldier to raise his own standards and work ethos to a higher level. This results in the cultivation of leadership skills and soldiers who are ready to take on leadership appointments, and subsequently ready to succeed the chain-of-command during battle.

ATEC was a shining example of how leadership through empowerment manifested itself. Through many instances, when the original commander or leader was declared casualty, the next in-command succeeded the appointment with little hesitation. Platoon Commanders replaced Officer Commanding, Platoon Sergeants replaced Platoon Commanders, Section Commanders replaced Platoon Sergeants, Men replaced Section Commanders, and we had a special instance when a Platoon Runner took over the Platoon Commander appointment and secured the Casualty Collection Point for 24 casualties!

How did we achieve this?

Since Section Training, the company had always emphasised the importance of succession training. We made time for Chain-Of-Command training with Section 2ICs taking on Section Commanders’ role during Section Battle Courses, and this carried on through till Platoon and Company-level Training. The confidence of soldiers would gradually build up given patient guidance and open mind of superiors. These are the first two traits, which must exist in the Unit for successful empowerment to be achieved.

Apart from field training, empowerment occurred during administration time in camp. Company Sergeant Major often gave commanders and soldiers the prerogative to decide their course of action whenever there was a task to be done, instead of simply telling them what to do, before finally giving them guidance, should their course of action prove futile. Similarly, Platoon Commanders were given the open license to decide how to conduct training, after receiving Commander’s Planning Guidance (CPG) from the Officer Commanding. Another critical trait to ensure successful empowerment is to diminish the fear of failure. Otherwise, soldiers would shirk extra responsibility as it meant greater chance of failure. Commanders must emphasise that the value of genuine effort to get the job done outweighs the costs of possible failure. In all sense, it is better to fail in training than at war.

Instances in which soldiers are given opportunities of increased responsibility and power are as such:

Riflemen – Assume command appointments during training activity, platoon ICsCQ – Company Logistics SupportStoremen – Alternately take up CQ appointment during training and preparation of storesSection Commanders – Company Weapon Specialists (Stage 1 Preparation)Platoon Sergeants – Company Small Unit Drill Specialists (OIC for Section Training)Platoon Commanders – Company Subject Matter Experts (RCO, BUA, CHO, HBO)

L E A D E R SH IP

N O F E A R O FF A IL U R E

P A T IE N TG U ID A N C E

O P E N M IN DL E A R N IN G J O U R N E Y

PE R SO N A L & D ISC R E E TE M PO W E R M E N T

C u l t i v a t e c a p a b i l i t i e s

R e i n fo rc e sc o n f i d e n c e

LEARNING the Asian way

Only when the unit does not fear failure, but embrace it, as part of the learning journey will there be advances in training standards. Fearing failure and keeping to safe solutions would result in stagnation of standards and quality of people. However even when fear of failure has been overcome, very unlikely the Asian value of ‘saving face’ can be done away with as it has been deeply ingrained into the society. Thus the importance of creating an open learning culture whilst ensuring that confidence of soldiers are not affected by ‘direct’ comments or feedback.

Empowerment, given patient guidance and maintaining an open mind, would inevitably result in the positive learning journey. To ensure continual learning, feedback and reconciliation of ideas must not only be done after the activity through AARs but also continuously during the activity. It is important however that the person in-charge of the activity remains in-charge and portrays a confident outlook. In order for this to happen, constructive feedback should be given personally and discreetly so that the person would be able to maintain his ‘standing’ in front of his charges. This would link invariably back to the function of effective empowerment.

This would contrast to the tradition of AARs in which frank, direct feedback is expected from all levels. Adopting such frank and direct feedback may result in degrading the soldier’s ‘spirit’ and image such that empowerment would fail, as the soldier would feel and be seem to be ‘power-less’. Given the nature of soldiers in Singapore, a more personal and discreet manner of ‘educating’ soldiers would have a more positive effect on the soldiers as not only does he gain the necessary feedback but without the loss of ‘face’ which thus reassures them of the support from their superiors.

IMAGE Show me the Men, I will know the Leader

Professional – Capable - Dependable

The image of a team would inherently be inspired from the image of the leader. For any organisation to be successful, the team must identify with the leader and recognise his goals as their own and in so doing, inadvertently taking on some of his traits. In deciding on the right image, one must consider how much tension it may create.

True to self (self fulfilling prophecy), no conflict with self (v impt!)

IDENTITY Proud to be part of the Team

May Training Package 4 Outfield Training in 4 Weeks - Tekong, BCTC, Lim Chu KangCharlie Company Games Day

Charlie Combat Skirmish Training (July)Combat Engagement Training at NCC Obstacle Course / Blocks

Charlie’s Evening (10 August 2006)Company Motto: Potius Mori Quam FoedarVideo of Past Achievements – From Enlistment to Pre-ATECMini-Concert (+ Tea Reception)Presentation of Company T-Shirt

VALUES

SAF 7 Core Values + Mutual Trust + Respect

As members of the organisation, it is essential that the core values are maintained and well-manifested in day-to-day activities.

Leadership Expected from all levels of commanders and even amongst fellow menEffective empowerment creates avenues for leadership to develop

Loyalty to Country Imbued in the love for fellow country men (fellow soldier)Leave no man behind, evacuate all casualties during training

Discipline At all times, during field training and administrative timeNobody gets clean before all stores are cleaned, even those not on training

Professionalism Do your best at all times, otherwise you will only disappoint yourselfNo short cuts are taken in training, we train hard so that we will survive

Fighting Spirit Never give up, never give inEvery soldier including OC crawled through the IGCS at BCTC

Ethics Every soldier is fairly dealt with, whether commander or menAll punishments are meted out in accordance to SAF regulations

Care for Soldiers Compassion is what differentiates soldiers from barbariansUpon the End of ATEC, all PCs bought pizzas for the entire company.

Mutual Trust To trust your life to the person beside you, is a trait of a soldierEveryone trusts that no one in the company will fail the other

Respect Without ranks, respect for the individual is essentialRespect every soldier as an individual regardless of rank

POSITIVE ARMY EXPERIENCE

Defining MomentsToo many - Captured in images and memories (Company Video)

Quality TrainingAt all times, whenever we move out for training, we always ensure that we make the best of any training time or facility that we have. We work hard so that we will survive the war.

Cohesion / Strength in UnitySustained through Company Games Day, NCC Cohesion, Combat Skirmish, and Charlie’s Evening(One each month from May – August)

Sense of Purpose - CommittedCommitted soldiers refusing medical status in order to fight as part of the Company for ATEC

Leadership By ExampleCommanders last to clean up after training, last to eatCommanders work whilst soldiers rest