Military Review English Edition March-April 2015 | Page 39

SPECIAL ASSISTANT

standards), staff judge advocate
(for legal matters), and command
sergeant major (for enlisted matters). However, anyone on the staff
is eligible to pursue an inquiry from
the leadership on other matters
of mission performance. It is not
uncommon to see CAGs tasked to
conduct inquiries among directors
or senior members when the matter
was sensitive but staff meetings
were impractical. For example, my
commander once tasked me to quietly poll directors for their views on
prioritizing transformational efforts
(Photo by Lisa Ferdinando, Defense Media Activity)
and then to provide a one-page sumBrig. Gen. Michael E. Bobeck, special assistant to the director, Army National Guard, dismary of ideas.
cusses civil support and consequence management 14 January 2013 during the AssociaBecause of the sensitivities
tion of the United States Army Aviation Symposium in Arlington, Va.
involved, internal consultants must
often exercise care, as playing the role may impact the
done is dependent on the personal needs and habits of
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SA’s efficacy afterward. Building trust is key because
the commander.
ultimately, if deficiencies are found, it is incumbent on the
Some leaders do not mind large entourages and,
consultant to report them, but if possible to do so in a way
therefore, SAs are likely to be in the room to take notes,
that allows the staff to take action first. While assigned
which simplifies things. Some others, however, prefer a lot
to a CAG within a combined (multinational) headquarmore privacy and will restrict note taking or allow only an
ters, I was asked to look into an internal communication
aide-de-camp in the room during meetings, which means
issue among the staff, and it turned out to be a significant
SAs must work closely with the aide or executive officer
problem with a root cause. I found a way to answer my
to gather the needed information. The expectation is that
commander’s inquiry while also allowing the staff memwhatever archives are built will be available and reasonbers to address the issue on their own so no one was on the ably accurate so the commander can use them to recall
defensive. As a result, I found it easier to engage with the
past events and help him or her prepare for meetings with
staff on subsequent special projects.
stakeholders whose last contact was months (or even
years) earlier.

Special Assistant as Commander’s
Archivist

The commander’s administrative team may handle the filing of hard copies of everything the boss
has signed, but the SAs often get involved in all other
collection, archiving, and retrieval of the commander’s
professional activities. Given that many commanders
sustain wide professional networks and often have limited time to reflect or prepare their own journals, they
may rely heavily on others to assist. Roles of SAs often
include taking notes, writing memoranda, transcribing oral remarks, preparing journals, and maintaining
databases. However, the manner in which these are

MILITARY REVIEW  March-April 2015

Tips and Cautions
Each CAG is different because each commander, organization, and strategic context is different. Successful
SAs find ways to apply their unique talents and experiences, while the less successful find the dynamics of the
role uncomfortable. On the other hand, not all CAGs
are properly utilized. The following are some questions
and related tips for consideration if you have an option
to join a CAG.
How is the CAG’s relationship with the chief of staff
(or equivalent)? CAGs may work for the commander
and closely with the executive officer and aide-de-camp,
but to accomplish the mission, they depend greatly on
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