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'This is my squad’: SMA Grinston talks about his push to build cohesive units

The new sergeant major of the Army, Michael A. Grinston , is looking at ways to strengthen squad-level cohesion among soldiers during his tenure.

The new SMA wants to find and replicate the model of strong, cohesive units across the Army by focusing on the positive aspects of being a soldier. Doing so will hopefully address ongoing problems, including sexual harassment and assault, suicide prevention and domestic issues, while also building on Army readiness priorities like preparing soldiers for the new fitness test.

Grinston hopes that at least some of those problems can be addressed by instilling a certain mindset into soldiers, and squad leaders in particular: “This is my squad, and I don’t let anything happen to them."

He has started to float a “This is My Squad” initiative that will compliment the “ Not in My Squad " campaign, or NIMS, brought about by his predecessor.

NIMS aimed to help junior leaders fight sexual misconduct and other issues through an optional online assessment that offered training material to either reinforce strengths of a squad or give areas to improve based on user responses.

Grinston already pitched his idea at the Maneuver Conference in mid-September at Fort Benning, Georgia , and is looking to get more people on the Army staff involved as he settles into his new role.

“I want ‘This is My Squad’ to be inculcated across the Army,” he said.

It hasn’t been codified in a memo or document at this point, but an example of what the campaign is aiming to reproduce can be found among Army special operations forces, like those at the Ranger regiment and on Green Beret ODAs.

“Those are really tight, cohesive teams,” Grinston said. “So, we have to look at how they bring in their people. ... When they train, they train real hard, and there’s not a lot of wasted time in there. So, we’ll go out, and we’ll start off with physical fitness together, and it’s going to be hard and challenging.”

“Shared hardships build cohesiveness,” he added.

Beyond PT sessions, Grinston’s push would involve encouraging squads to grab meals together, check in on teammates’ personal lives and sometimes just asking, “Okay, how are you doing? How was that event you went to last night?” or, “How is your wife doing?”

Cohesion begins with introducing new troops to a unit.

“You can’t just come in and go, ‘Okay, there’s the office. That’s the squad leader,'” Grinston said. “When I bring a soldier into my squad, I’m going to show them where the PX is, I’m going to show them where the healthcare is, I’m going to show him: ’Here are the good places; here’s the bad.'”

And of course, “when we go out, we’re going to have fun together,” Grinston added.

A lot of soldiers and squad leaders already practice this mindset. The new SMA’s objective is to amplify it across the force.

Kyle Rempfer was an editor and reporter who has covered combat operations, criminal cases, foreign military assistance and training accidents. Before entering journalism, Kyle served in U.S. Air Force Special Tactics and deployed in 2014 to Paktika Province, Afghanistan, and Baghdad, Iraq.

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ASSOCIATION OF THE UNITED STATES ARMY

Voice for the army - support for the soldier, get to know your squad.

What does This is My Squad mean to you? Who’s in your squad?

In U.S. Army Pacific, Command Sgt. Maj. Scott Brzak is the senior enlisted leader of the largest area of responsibility of the combatant commands. U.S. Army Pacific occupies over 52% of the Earth’s surface and is home to over 106,000 soldiers, families and Army civilians. It covers over 9,000 miles and spans 16 time zones that stretch from the Pacific coast, west of the international date line, to the Taj Mahal in India.

How does Brzak stay engaged? Every 30 days, he hosts a virtual This is My Squad panel, during which he has candid discussions on the This is My Squad initiative with U.S. Army Pacific soldiers of various ranks from across the area of responsibility. The major subordinate commands are well represented and include soldiers from Japan, Korea, Alaska, Washington and Hawaii.

Simple Conversation

Recently, while I was the NCO in charge of flag honor, I was walking with a young soldier. After asking him about his hobbies and family, we discovered that not only did we share the same hometown, but that we also attended and graduated from the same high school. I’m glad that I took a moment to speak with him that day, because it reminded me of why I serve. I’d be proud to lay down my weapon next to this fellow soldier and point it downrange at the enemy in order to protect our freedoms and our way of life, for our Army family’s sake, for our children and for their children’s children. It’s amazing what you can learn about your teammates just by having a conversation with them.

This is My Squad is an initiative of Sgt. Maj. of the Army Michael Grinston. Fundamentally, its core values call for empowerment of first-line leaders, ownership, accountability, morale and unit cohesion. It highlights the positive, while at the same time combating problematic areas within the ranks and throughout the Army.

During a discussion in January 2020 with soldiers at Joint Base Lewis-McChord, Washington, Grinston said, “When you think of ‘my squad,’ you think of something positive you do every day to take care of each other. … Do you sit down with your squads?” he asked soldiers. “Do you spend time with them? … We want to build a committed organization that’s founded in a cohesive team built in trust.”

So, who’s in your squad? The standard nine-member infantry squad consists of a leader, two team leaders, two grenadiers, two automatic riflemen and two riflemen. However, when people think of This is My Squad, the initiative is not only talking about a doctrinal squad in a particular MOS but rather, the team you are part of and the individuals with whom you interact daily.

For example, as a human resources NCO in charge, your squad may consist of an officer in charge, floor NCOs, human resources specialists and a Department of the Army civilian. Ultimately, it is the people you are accountable for when shaping the culture within the squad, as well as being responsible for their individual training and development.

This is My Squad also speaks to the force as a whole. It is a leader’s duty to treat everyone in the Total Army family with dignity and respect. To help achieve this, This is My Squad flattens communication by using words everyone is familiar with and understands regardless of rank, words such as cohesiveness, empowerment, leadership, knowing your soldiers and so on. How many times has a soldier sat in on a brief or operations order or attended a meeting, only to find themselves lost and confused by some of the terminology or acronyms?

If the Army wants people to speak up, and encourages meaningful conversations, then the Army needs to communicate the intent of the initiative in a way that everyone can understand and comprehend. This way, the message is clear and consistent, such as the case with This is My Squad.

Versatile Initiative

This is My Squad is applicable to any operating environment. In garrison, an example might include being proactive in handling a soldier’s pay issues, pulling families into the Soldier and Family Readiness Group to connect with and distribute the latest information while providing a safe venue for families to have candid discussions, or simply recognizing a soldier in front of the company for having the cleanest barracks room.

In a field environment, This is My Squad might look like a first-line supervisor conducting pre-combat checks and pre-combat inspections on their soldiers’ equipment and ensuring weapons maintenance is being completed, then using downtime after the mission to have a discussion with their squad on the positive points of the training. During military operations in hostile conditions, taking ownership in a deployed environment means ensuring everyone is doing their job so the squad makes it home safely and in one piece.

With that, let’s not forget about our “squad” at home and those dependents under our care. Many people return home to a spouse and/or children at the end of the workday, or from a deployment after months of being away. An example of This is My Squad at home might be as simple as occasionally enjoying a meal together as a family. For those in the Army family serving outside the U.S. who do not have their family present, perhaps a meal over Zoom or Microsoft Teams is the answer.

Virtual Conversations

In another example, a best practice and new trend across the Army is utilizing virtual platforms such as Microsoft Teams as a way to sponsor incoming soldiers and families. All that is required from the soldier is that they download the free app onto their cellphone. From there, they can video chat with a representative from the unit and have direct access to documents and other tools. This is My Squad in any and all of these situations simply means looking out for one another.

Ownership and accountability go together like peas and carrots. In the 1994 film Forrest Gump , Gump said, when referring to his best friend, “Jenny and me was like peas and carrots.” The same can be said of ownership and accountability, because they allow for engaged leadership at all echelons. When leaders understand the intent, know their roles and take ownership over something, it promotes creativity because they are willing to put forth the extra effort and are motivated to work around obstacles to see the plan succeed. Given the COVID-19 environment, leaders at every level have had to find ways to stay connected with their formations despite social distancing.

Building cohesive teams is a must if we want to win. Taking a moment to sit down with someone to learn their story is a key aspect to developing positive relationships and building teams. It lets them know that you care. Everyone has something unique about them and has something worthwhile to offer.

The Army’s mission is to deploy, fight and win our nation’s wars by providing ready, prompt and sustained land dominance across the spectrum of conflict as part of a joint force. Accomplishing this requires a contribution from everyone, and teamwork is and always will be the preferred method to do so. This is how the Army is designed to operate. Whether it’s a signal support system specialist setting up an antenna for effective communication on the battlefield, the Stryker systems maintainer servicing an infantry carrier vehicle before an operation, or the infantryman closing with and destroying the enemy, soldiers operate as a team to finish the job.

Leaders Empowered

The core values of This is My Squad give the Army an initiative everyone can get behind and appreciate, regardless of rank, position, where you’re from or your time in service. It empowers a squad leader to take ownership, understand their responsibilities and set a positive culture within their squad, which ultimately will build cohesive teams and allow the Army to prevail in any conflict.

My personal leadership philosophy has always been simple: 90% of the Army’s problems can either be prevented or solved by leaders who simply care. You care to take the time to do things right, you care to have discussions with your team, and you care to make a difference. With that said, how are you incorporating This is My Squad principles into your team?

Sgt. 1st Class Daniel Signore is the operations NCO in charge for the U.S. Army Pacific command sergeant major, Fort Shafter, Hawaii. Previously, he was a rifle company platoon sergeant in the 1st Battalion, 21st Infantry Regiment, 2nd Infantry Brigade Combat Team, 25th Infantry Division, Schofield Barracks, Hawaii. He served two combat deployments, one to Afghanistan and one to Iraq.

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This Is the Army’s Newest Tool to Help Squad Leaders Connect with Soldiers

The U.S. Army plans to roll out a mobile app for its squad leaders that will act as a daily playbook and provide a new way to advise and connect with soldiers.

The move is part of the service's "This is My Squad" initiative to address challenges in the force and reemphasize its cultural values.

Sergeant Major of the Army Michael Grinston said Tuesday that, while the TIMS app will evolve over time, its immediate goal is to provide leaders with resources that better inform their management decisions.

Read Next: Marine Battalion Landing Team Commander Fired Following Deadly AAV Mishap

One objective is to leverage the current Army Sponsorship Program, which assists soldiers and families when they transition into a different unit. The app will put information about new soldiers at squad leaders' fingertips, Grinston said during the Association of the United States Army's 2020 virtual meeting.

"I've got an app that helps me" with transitioning members, he said. "Say I see that [a soldier] is coming into my unit. He's got a family, he needs a house, he's got kids, his kids go to school … so ... I can use sponsorship and welcome [him] into my unit."

Another goal is documenting training management. Leaders can use the app to log members' training activities, such as Army Combat Fitness Test performance, or to use an ACFT calculator during a live physical training event.

In the future, the Army wants to add other personnel resources to the app, such as the Integrated Personnel and Pay System-Army, known as IPPS-A, Grinston said.

"Changes in benefits … will [one day] be integrated in the This is My Squad app," he added.

In August, the service announced that the TIMS app will replace Army Training and Doctrine Command's "Squad Leader" app, which "let NCOs and junior soldiers access learning and development tools," according to a release.

A specialized team is partnering with Army Futures Command on the TIMS effort.

Grinston did not provide an official release date for the new app, but the Army previously said its development will continue through fiscal 2021, the release said.

Under Grinston, the service debuted the "This is My Squad" initiative last year to strengthen unit-level cohesion and address issues such as suicide, sexual harassment and morale.

Grinston has said he wants troops to focus on unit cohesion while checking in on fellow soldiers' needs.

"When you think of 'my squad,' you think of something positive you do every day to take care of each other," Grinston said during a discussion with soldiers at Joint Base Lewis-McChord , Washington, in January . "Do you sit down with your squads? Do you spend time with them? We want to build a committed organization that's founded in a cohesive team built in trust ."

-- Oriana Pawlyk can be reached at [email protected] . Follow her on Twitter at @Oriana0214 .

Related: The Army Is Reorganizing Its SFAB Units to Deploy Globally

Oriana Pawlyk

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AMC takes the Army People Strategy to the next level with ‘This is My Organization’ initiative

Redstone arsenal, alabama, united states, story by christine mitchell  , u.s. army materiel command   funded news publication 2016">  .

REDSTONE ARSENAL, Ala. -- The Army People Strategy’s mission and vision are clear: The Army will acquire, develop, employ, and retain the diversity of Soldier and Civilian talent needed to achieve Army readiness. In recent years, the Army has maintained a strong focus on taking care of its People. In 2019, Sgt. Maj. of the Army Michael Grinston set forth the “This is My Squad” (TIMS) initiative with the goal of building more cohesive units across the Army and empowering noncommissioned officers with the leadership skills to anticipate issues and address them early on. Army Materiel Command is taking that initiative one step further with the “This is My Organization” (TiMO) initiative. TiMO is a holistic, multidisciplinary approach for the AMC enterprise to create an environment that embraces equality and people first, and builds pride in the organization. “It is our people who will achieve AMC’s, our Army’s, and our nation’s goals, and their success relies on a healthy work environment,” emphasized Gen. Ed Daly, commanding general of AMC. “Our vision is an AMC culture that embraces diversity, promotes mental and physical health, provides transparency, builds trust, and ensures dignity and respect throughout our workforce.” Daly explained that TiMO is a proactive, overarching concept he hopes will bind AMC’s workforce of 175,000 Soldiers, Army Civilians and contractors to each other and to AMC’s mission. While TIMS is an Army initiative mainly focused on Soldiers, Daly saw the need to have a similar initiative exclusively for civilians, according to Dr. Charmaine Harrington, a ready and resilient program manager and AMC’s TiMO lead. “TIMS and TiMO are not related but are similar because both aim to strengthen both the military and civilian workforce,” she explained. “Moreover, because the civilian population is somewhat unique from the military, GEN Daly focuses on creating a harmonious environment that embraces equality and people first. To accomplish that, we must treat others with respect and dignity.” The TiMO initiative is about establishing a culture by taking advantage of the numerous resources, services and programs AMC offers to promote a safe and inclusive workplace while encouraging professional development and growth, said Lisha Adams, AMC’s executive deputy to the commanding general. From wellness training, the SHARP program, and the Holistic Health and Fitness System; to Ready Army Civilian and the monthly Leadership Professional Development classes, AMC has worked hard to curate a work environment that focuses on people. “By taking part in these services, you can take ownership of your workplace, and take control over your future in this organization,” Adams said. “AMC belongs to all of us. Take pride in TiMO.” The TiMO measures put into place come down to individual responsibility and accountability. TiMO ensures that employees understand leadership’s vision and AMC’s culture, while providing feedback on employee perception and experiences within the command. Ultimately, TiMO aims to enhance AMC’s path toward: • A healthy working environment, which strengthens unit-level cohesion and addresses issues such as suicide, sexual harassment and morale; • Success and longevity, which makes the organization stronger by increasing recruitment and job satisfaction; • Respect and dignity, which encourages listening and allows for adjustment as it’s needed; and • A stronger tie to the Army’s core values of loyalty, duty, respect, selfless service, honor, integrity and personal courage.

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