Logistics OIC: Tips for Success
So, you've just been named Logistics OIC at your wing's upcoming encampment. It's a position also known as General Support. More than likely, you didn't apply for this position. Instead, you applied for a line staff position, but your resume wasn't quite up to par. Someone else got the job, and you're stuck with this.
You're probably wondering, what now?
The job description for Logistics OIC is actually pretty simple: Do whatever it takes. Your job is to keep the encampment running smoothly. That means dealing with whatever you need to. You'll deal with your own share of problems, most of which you would have never predicted. As a former Logistics OIC (ILWG Summer Encampment 2023) I dealt with a lot of problems I never would have expected going into encampment.
So, I'm here, not to give you a list of every possible scenario you could encounter and how you should react, but to give you a list of general principles to follow and general mistakes to avoid. Stick to this guidance and you'll hopefully avoid any major mess-ups.
So, let's get started.
Accountability
Before I jump into accountability and how important it is, I want to start off by confessing that I did not do a good job with this. Part of the problem was that I didn't really know how to go about it. If you had asked me during encampment, my answer would have been that my team and I were too busy with other things to be able to keep track of each other well.
That's not a good excuse. Accountability for your people should be your NUMBER ONE PRIORITY throughout encampment. That means, even if the bathrooms look like a mess, if the trash cans are overflowing, if you have three main responsibilities and are fulfilling none of them, as long as you know where everyone on your team is and what they're doing, you're doing an outstanding job.
That being said, you shouldn't disregard all your orders and tasks to take your team into a locked room and watch them 24/7. That's a good way to lose your job.Just because a priority is less important doesn't mean it's irrelevant. But if you lose a member of your team, if they get hurt because you weren't accountable, well, that's an even better way to lose your job.
So, how do you keep accountability? For one, make sure your team understands the importance. Make them realize that accountability is vital to the success of the team. Yes, accountability is your responsibility; but your team needs to see it as our responsibility.
Second, plan ahead. Figure out a system for success. Going into encampment, you should have a plan for how you are going to keep track of your team. If it doesn't work, go ahead and revise it. Change it as needed to be sure your team is safe.
Operations Plan
Chances are, you'll be asked to write an operations plan for your team. I was. And chances are, you have no idea what that looks like. I didn't. However, having written and tested my own Logistics operations plan, I have a few tips.
1. Don't try to dictate your team's responsibilities. The point of Logistics is that your team is supposed to be fluid and dynamic. You need to be able to adapt to the unexpected, and dictating your team's schedule and tasks will work against you.
2. Communicate basic expectations. Tell your team what your vision is. Again, don't get too specific. Instead, focus on general principles, such as 'remain professional around students' and 'do what you're told immediately, efficiently, and excellently.' Your team shouldn't be surprised by your expectations for them; they should already know what you want them to do.
3. Make the work more efficient. This could be by setting up teams or shifts. If a team has more than two members, it might be a good idea to designate a leader to avoid any confusion.
4. Schedule logistics meetings. Make time to communicate important items and changes of expectations. Although you might not know what your daily schedule will look like, plan a time that you think you'll be available. If you need to change it, you can.
5. Implement your accountability plan. Let your team know how you'll be keeping track of them. Also plan a communication method that you can use to quickly get in touch with everyone.
Even if you don't have to write an operations plan, you should still get in touch with your team before encampment to communicate some of this. If you have any questions or things you're not sure about, reach out to your chain of command.
Day-to-day
So, you've made it to encampment. Now what? You need to effectively manage the tasks you have and make sure you get everything done on time. Here's my advice:
1. Start by writing out a list of everything you have to do for the day. Ideally, this should be during or before breakfast. Get any pre-breakfast tasks out of the way, and then write your list.
2. Organize your list. I color-coded by task (red = delegate, black = specific time, green = can't delegate, etc.) Do whatever works for you.
3. Do it! Assign each team to a task. If everyone's busy and there's still work to do, start on something yourself. Obviously, do the things that you have to do before the things you can delegate. But don't be afraid to do things yourself.
4. As you near the deadline for any time-bound tasks, be sure to delegate them to a team.
5. Take breaks. If your team has been working for an hour, give them a half hour off. Once you finish everything for the day, congratulate your team and give them a few hours off.
Human Element
This is where it gets complicated. Anyone can write an operations plan or follow a list. Dealing with other people is harder. I did not deal with people well, and it made my job as Logistics OIC a lot harder. Review the principles below and be prepared for the unexpected.
Delegation
You can't do it all. Nobody can. You have a team for a reason. Use it. If you don't delegate, you're doing everything yourself. You can't keep encampment running without help. Here are a few delegation principles:
1. Don't do something unless everyone is busy. It might feel weird to order other people to do things when you aren't working, but you're most valuable as a leader. If something needs done and there's nobody else to do it, by all means lead from the front, but don't wear yourself out while your team does nothing.
2. Never refuse help. It might be tempting to pretend you have everything together. You might think you have it all under control. Maybe, just maybe, you're right. But if someone wants to help, why not let them? Always accept any help offered.
2.1 Sidenote on Advanced Training Squadrons. If your encampment has an advanced leadership school, you may be able to convince the commander to lend you some cadets. Don't just use this help as extra hands. Instead, have a cadet from the advanced squadron take charge and lead the effort under your supervision.
3. Provide command intent. It's possible that something will come up while your team is working on tasks. They need to know why they're doing what they're doing and how important it is. Empower the people under you to make decisions.
Most importantly, remember the 'golden rule' of leadership. Never ask someone do do anything you aren't willing to do yourself. Even if someone else wants to do it or is excited about it, you can't use their enthusiasm as an excuse. Lead from the front.
Stress
Stress is probably your greatest enemy. It will try to wear you down, impair your judgement, and make you fail. Don't let it. The best way to combat stress is rest. Take breaks! Don't work yourself or your team around the clock. You're the leader. You're responsible for your team's performance.
Additionally, deal with stressors immediately and directly. No matter how bad the confrontation may be, it's better to remove the stressor than to have it looming over you. If you don't deal with stressors immediately, they'll permeate your thoughts and impair your focus.
Self-Care
Remember, you can't do it all. You're in charge of a team. If you fail, the team fails. It's not enough to give your team breaks. You need to take breaks too.
If you don't have an XO, it's a good idea to appoint one. This will help you share the load and be confident that your tasks are in good hands.
Dealing with Problems
There will be problems that come up. Everyone's human. We all make mistakes. Your team is no different.
Remember, deal with problems immediately and directly. If you get a complaint about a team member, bring it up with them at the first available opportunity. Be sure you get the full story. After you get multiple complaints, it's easy to assume someone is always in the wrong or make assumptions about their performance. It's a good idea to get a signed statement in a complaint. Putting the complaint in writing helps to clear up any confusion and allows for verification of the story.
Conclusion
Logistics is one of the hardest and least predictable positions you can serve in. You never really know what you're up against until you face it. You will mess up. Don't let that stop you. Take encampment one day at a time. Strive for excellence, make the most of your position, and don't stop until you succeed. Prove that you're capable of taking higher responsibility and leadership in the position you originally applied for.
For More Information:
C/Maj Adrian Lindell
309-620-5861
