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COMMAND PHILOSOPHY
MAJOR GENERAL TERRY A. WOLFF CG, 1ST ARMORED DIVISION

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ABOUT ME
ABOUT THE CG
* Terry A. Wolff * Family --Terry, all spouses & Peers Martha Winkler, wife for 29 years (Martha to all) Erin, 25 (out of the house) Maria, 18 (college) USMA, West Point -- 79 Catholic University -- 90 CGSC/SAMS -- 90/1 Naval War College -- 99

* Education

--

* Background

- - Cmdd CMATT, 2ACR, 3/3 ACR DCG of 7th ID & Fort Carson 1AD Div G3 for 13 mos Bde S3 (3ID) for 20+ mos Bn S3 (1-37AR)for 14+ mos G3 Planner for 14 mos Cmdd H Series Div Cav (1-1 Cav) Served on the NSC and Joint Staff
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STAFF EXPECTATIONS
* REMEMBER YOU SUPPORT THE COMMANDER AND THE DIVISION -- I.E. THE TROOPS.

* DO GOOD STAFF WORK - COORDINATE - ANTICIPATE - VERIFY * SYNCHRONIZE YOUR EFFORTS WITH THE CORPS AND THE BRIGADES -- AVOID THE VACUMN SYNDROME.
* WHEN YOU BRING ME AN ACTION-- I WILL EITHER MAKE A DECISION OR PROVIDE ADDITIONAL GUIDANCE, BUT I WILL NOT DO YOUR STAFF WORK FOR YOU (info factor) * ONLY THE DCGS, CoS, OR I SAY NO TO HIGHER HQs.

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MY STYLE
* OPEN AND APPROACHABLE

* POSITIVE ATTITUDE; DECENTRALIZED ACTION

* ROLE MODEL FOR ALL * PARTICIPATOR IN ALL EVENTS (LEAD BY EXAMPLE) * OUT OF THE OFFICE AS OFTEN AS POSSIBLE - DAILY VISIT OF Bdes / Bns / Cos - BFC -- HAVE TO SEE IT WITH MY OWN EYES * EXPECT TO SEE ME OUT AND ABOUT

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WHAT MAKES THE BOSS HAPPY

* ADHERENCE TO TOP PRIORITIES -- DEVELOP SYSTEMS * WORKING SMART * TIMELINESS -- MEET SUSPENSES

* PAY ATTENTION TO DETAIL

* HEARING BAD NEWS EARLY (DONT HIDE IT) * LEADERS ACKNOWLEDGING SUBORDINATES EFFORTS * SOLDIERS BEING COUNSELED (GOOD AND BAD PERFORM.)
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FREEDOM TO SUCCEED
IF YOU DONT KNOW WHERE YOU ARE GOING, ANY ROAD WILL TAKE YOU THERE

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THE MISSION
On order, the 1ST Armored Division deploys to a
designated theater, accepts attachment of a modular BCT and MSCs, conducts Full Spectrum Operations in support of Regional Combatant Commanders, and redeploys to home station.

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KNOW YOUR BUSINESS

WHAT WE NEED ARE LEADERS WHO RECOGNIZE THE TUNE AFTER TWO NOTES

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CGS INTENT
The 1ST Armored Division will be a fit disciplined, cohesive team led by experienced, skilled and versatile leaders, focused on making subordinate units and the Division successful in full spectrum operations in support of the Corps and Force Commanders.
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BE POSITIVE
WE ARE 1,000 DEEP NOW
BUT WILL GROW TO 20,000+

YOU CANT WRING YOUR HANDS AND ROLL UP YOUR SLEVES AT

THE SAME TIME

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On Being Fit
Our soldiers and leaders must be FIT; ready to

endure the rigors of sustained combat in austere and

changing environments. Physical readiness cannot

be attained after the deployment order is given.

Fitness training must be tough, demanding, done

regularly, and designed to prepare us for combat. It

is part of our daily habit.
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WE CANT REQUISITION. . .
PHYSICAL FITNESS DISCIPLINE CONFIDENCE

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On Discipline
Our soldiers and leaders must have discipline. They must be ready to enforce and execute exacting standards under the most arduous conditions with no or limited supervision.

Discipline forms the foundation upon which all else is built.

Without it we will not succeed, with it we are unbeatable. Clearly articulate your standards and then enforce the standards while training and in combat. Enforcement of standards dovetails with safe operations.
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SHOW YOUR SOLDIERS WHAT RIGHT LOOKS LIKE

ITS A FUNNY THING ABOUT LIFE IF YOU REFUSE TO ACCEPT ANYTHING BUT THE BEST, YOU OFTEN GET IT

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On Cohesion
We fight as a combined arms team for JTF, Corps

and Force Commanders.

Our Division HQs & STB soldiers are Warriors who must live the Soldiers Creed. The synergy we achieve by massing the effects of over 1000 Div HQs & STB troopers makes us unbeatable.
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PERSERVERANCE COUNTS
REAL LEADERS ARE ORDINARY LEADERS WITH EXTRAORDINARY DETERMINATION

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Experienced, Skilled and Versatile Leaders

Our ranks are filled with COMBAT Veterans so leveraging the skills of our Teammates and developing comprehensive training plans which makes us more lethal and better is essential. Our leader development programs must be tiered and focused on warfighting to develop and grow technical and tactically competent leaders at all levels.
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TAKE CARE OF YOUR SOLDIERS

LEADERSHIP IS NOT A PART-TIME JOB

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On Making Subordinate Units & 1AD Successful

This begins with Central Region Prep and continues

through Deployment, RSOI, Left-Right Seat Ride,

RIP-ToA, and then Full Spectrum Operations. We exist to accomplish our Mission and Critical Tasks, but we cannot do so unless we help make the Brigade Combat Teams, the Brigades, and the PRTs successful.
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KEY TASKS
Sponsor, welcome and integrate incoming personnel; form teams quickly. Battle track and ease drop on downrange developments; make adjustments accordingly. Execute a comprehensive Professional Development Education Program - reading, cultural understanding, Div Battle Drills. Conduct innovative soldier and leader training to standard with disciplined rigor routinely, empowered by NCOs and Junior Leaders as we execute PT, ranges, and drills.

Embrace Comprehensive Soldier Fitness (Physical, Emotional, Social, Spiritual, and Family) opportunities.
Integrate the Rear Detachment / Family Readiness Training in all we do.
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BE CONSISTENT
YOU CAN FOOL SUPERIORS BUT YOU SELDOM FOOL PEERS & SUBORDINATES

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IRON IMPERATIVES
Embody the Warrior Ethos the Soldiers Creed.

Courage, Candor and Competence are our credentials.

Adaptable, Versatile, and Thinking Troopers form our foundations give them a reason to succeed.
Inspire Trust. Live the Army Values.

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Army Values
LOYALTY DUTY RESPECT SELFLESS SERVICE HONOR

INTEGRITY
PERSONAL COURAGE
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THE BOTTOM LINE RICH HISTORY CHALLENGING MISSION IN A DYNAMIC CHANGING ENVIRONMENT GREAT SUPPORTING COMMUNITY
If this is not the best unit in which I have ever served, who is
to blame?
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BACKUP SLIDES

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MY EXPECTATIONS OF NCOS
* TAKE CARE OF OUR SOLDIERS ON A DAILY BASIS

* TRAIN YOUR CREWS, SQUADS, AND SECTIONS TO MOVE, SHOOT, AND COMMUNICATE & DO THE APPROPRIATE STAFF WORK
* TRAIN OUR SOLDIERS TO SHOOT THIER INDIVIDUAL WEAPONS & CREWSERVED WEAPONS AND OTHERS AS APPROPRIATE * SET THE EXAMPLE FOR YOUR SOLDIERS ON AND OFF DUTY * GROW GREAT FUTURE SERGEANTS * KEEP OUR SOLDIERS SAFE ON AND OFF DUTY * TRAIN TACTICALLY AND TECHNICALLY COMPETANT JUNIOR LEADERS
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PERSONNEL QUIRKS
* I VALUE TIMELINESS AN INDICATOR OF UNIT DISCIPLINE AND ORGANIZATION.

* PAY ATTENTION TO DETAIL.

* BE POSITIVE, BE PERSISTENCE, AND TAKE THE INITIATIVE. * WHEN LAYING OUT A PROBLEM OR ISSUE PUT THE BOTTOM LINE UP FRONT. * EXPECT ME TO BE AROUND ALOT. * DONT HIDE BAD NEWS -- ID RATHER KNOW EARLIER SO WE CAN FIX THE PROBLEM.
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WHAT MAKES ME MAD

* LACK OF VISION -- DEVELOPING A PLAN * WASTING SOLDIERS TIME * OVER SCHEDULING * NOT LISTENING

* MISSING SUSPENSES DUE TO LACK OF DISCIPLINE

* MISTAKE AVOIDANCE * TOLERATING POOR PERFORMERS * ZIPPER PROBLEM * HITTING THE BOTTLE IN EXCESS * SEXUAL HARASSMENT / RACISM/ EO PROBLEMS * NOT THANKING PEOPLE -- BEING STINGY WITH COMPLIMENTS

* NEGLECTING YOUR FAMILY

* LAZY LEADERS * NON-COMPLIANCE BECAUSE YOU DONT HAVE COURAGE TO DISCUSS ISSUES WITH THE BOSS
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MY EXPECTATION OF PEOPLE
* TAKING CARE OF SOLDIERS * TREAT SOLDIERS WITH DIGNITY AND RESPECT * MASTER THE BASICS -- LEARN THE FMS * WARFIGHTING IS MY AND YOUR HIGHEST PRIORITY * DISPLAY INITIATIVE -- UNDERSTAND THE INTENT THEN EXECUTE * BE A TEAM PLAYER * HAVE A POSITIVE WINNING ATTITUDE (ENTHUSIASM) * PROFESSIONAL EXPERTISE AND HONESTY * DEDICATION AND A SENSE OF RESPONSIBILITY * BE LOYAL

* WILLING TO TAKE A RISK -- BE AGGRESSIVE

* DEVELOP AND TRAIN SUBORDINATES * ACTIVE AND WILLING PARTICIPANT IN UNIT ACTIVITIES
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THE NON - NEGOTIABLES

* BREACHES OF INTEGRITY * LOSS OF A WEAPON OR SENSITIVE ITEM * MISAPPROPRIATION OF GOVERNMENT PROPERTY * ALLOWING A NON-LISCENSED OR INADEQUATELY TRAINED DRIVER TO DRIVE A MILITARY VEHICLE * ABUSE OR SALE OF DRUGS * ABUSE OF A SPOUSE, CHILDREN, OR BOY / GIRLFRIENDS * ABUSE OF SOLDIERS * SEXUAL HARASSMENT OR BREACHES OF EO REGS.

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TRAINING IMPERATIVES
* NOTHING IS MORE IMPORTANT THAN TRAINING * TRAIN FOR WAR, TRAIN FOR WAR, TRAIN FOR WAR * MASTER INDIVIDUAL AND COLLECTIVE SKILLS AT THE PLATOON LEVEL AND BELOW -- CREATE LETHAL FORMATIONS * TRAINING MANAGEMENT IAW FM 7.O & 7.1 -- EXECUTING IAW WITH OUR DOCTRINE IS HARD ENOUGH * KEEP IT SIMPLE AND MASTER THE FUNDAMENTALS -- ONCE YOU DO THIS THEN MAKE THE CONDITIONS MORE CHALLENGING

* CENTRALIZED PLANNING AND DECENTRALIZED EXECUTION

* MAKE TRAINING AGGRESSIVE, CHALLENGING AND TOO STANDARD * ALL TRAINING MUST METL RELATED WITHOUT EXCEPTION
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FIND TRAINING VALUE

IN EACH TASK
ITS WHAT YOU LEARN AFTER YOU KNOW EVERYTHING THAT COUNTS

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TALKING AINT FIGHTING

IF I HEAR IT, I FORGET IT IF I SEE IT, I REMEMBER IT IF I DO IT, I UNDERSTAND IT

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