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FORGING
AHEAD …
~ An Experiential Guide ~

By

GOLF COMPANY
53/2022 PRO-TERM INFANTRY

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COPYRIGHT

Copyright © 2023 by 3SG Packiaraj Alanjoyel, 3SG Marvyn Chia of SCC 53/2022

Military habits © SCS II GOLF COMPANY

All rights reserved. No part of this guide may be reproduced or transmitted in any form or
by any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system outside of the organization.

First created and edited in Golf Company (53/2022)

References:

Formatting Purposes
Choosing Leadership. (2018). Retrieved January 8, 2023, from Google Books website:
https://books.google.com.sg/books?id=WLksEAAAQBAJ&printsec=frontcover&dq=lea
dership&hl=en&sa=X&ved=2ahUKEwjLqIC1-7b8AhXBVmwGHd-
HCGsQ6AF6BAgEEAI#v=onepage&q=leadership&f=false

Image on cover page and colours used

Lee, M. (2017). Marc Lee. Retrieved January 8, 2023, from Marc Lee website:
https://www.marcwashere.com/militaryart

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TABLE OF CONTENTS

1.0 A PROCESS OF MOULDING……………………………… .. 3

1.1 MY EXPERIENCE ............................................................ 3

1.2 CORE OF A LEADER ....................................................... 4

1.3 NATURE OF A COMPANY ............................................. 5

2.0 ETHICS OF WORK AND RESPONSIBILITIES ................. 6

2.1 PARADES ......................................................................... 6

2.2 IMPORTANCE OF ACCOUNTING STRENGTH............ 9

2.3 SETTING STANDARDS AND EXPECTATIONS……….12

2.4 TURNING VISION INTO REALITY .............................. 14

3.0 STEPPING STONES ................................................ 17

3.1 CHAIN OF COMMAND ................................................. 17

3.2 TACKLING SETBACKS ................................................. 19

3.3 SELF-REFLECTION ....................................................... 22

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Disclaimer: The views and opinions expressed by the author in this guide do not necessarily reflect
the official or authoritative views of the Singapore Armed Forces (SAF). Content in this guide is
mostly aligned with military habits and regimentation practices. This guide is distributed free of
charge. The author holds no responsibility for misuse or sharing of restricted information by the
reader outside of this organization. It is created solely for informative and learning purposes and in
no intention to offend any specific individual or group of people.

1.0 A PROCESS OF MOULDING

1.1 MY EXPERIENCE

I was chosen as a Leading Sergeant Major (LSM) of the company in the last week of Foundation
Term and the start of Professional Term in SCS. When I was in BMT, I did not have a chance to
lead my platoon as platoon IC. At the end of the two months, my commander told me that I did
not ask for the opportunity to do so. When I managed to enter SCS, I fixated my mind on leading
my company for a week and so, I asked for the opportunity to be one.
At that point in time was the only way, like what my superiors said, to be as close to being a
section commander managing men and inspiring them. Be it luck or by means otherwise, just as
how I envisioned; I was able to perform up the caliber of taking up that type of responsibility.
Those two weeks of being a better version of myself and always willing to cease moments to
make changes working towards the betterment of the company. At the same time, taking care
of your own self and your well-being is the top priority more than anything else – Doesn’t
mean LSM cannot be sick.
Of course, I made many mistakes which could have been prevented during the course of the two
weeks, but without those experiences, learning and reflecting would not have been possible. In
fact, making mistakes now and knowing how to deal with them later in life when a moment
comes when much is at stake is better than being a perfectionist in army.
Here I am, to share about some insights I had, so that the future LSMs who could be BETTER
than I was, could use this as guiding steps to pave their way.

Hope it’s a read worthwhile!

~ 3SG Packiaraj Alanjoyel

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1.2 CORE OF A LEADER

INCLUSIVENESS

o When it comes to making decisions, it is vital to consider the opinions of the

Leading Platoon Sergeant (LPSs) and to tell the LPSs to be aware of the
platoon’s interests.
o Though in reality, it is impossible to satisfy everyone, but some might propose
better solutions to problems faced during the week.

CONFIDENCE

o In essence, it is quite straight forward confidence is needed to lead a company.

To me, confidence comes from knowing ourselves and a vision of what each of
us really want; to be better version of ourselves, make the system more efficient
or be it to increase the productivity of the company by working together.
o Before even the first day of being an LSM, it can be of immense value to
know how the company functions as a whole and what the areas of
improvement are. This knowledge can be obtained from the previous LSMs.
o This confidence should portray a lively spirit of his when he presents himself to
others and when empowering them as after all, he is the face of the company.

HUMILITY

o A leader must possess the humility to treat himself together with everyone with
equality and hold one another with integrity.
o I believe that as leaders, treating everyone with respect and looking out for the
welfare of men together with approaching issues at their point of view is of one
that stands out. People with this kind of a down to earth approach can gather
men to work towards a common goal.

MINDFULNESS

o A good leader will be self-aware and conscious of all situations around him. He
practices self-discipline and have the ability to think when in the limelight.
o Each leader should have a prediction and forward-thinking of what might be the
positive and negative consequences of his actions in the present.
o Thus, I propose that the day before, after the routine orders for the next day
has been released, he should plan and imagine himself tackling with the
issues that may occur the following day.

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1.3 NATURE OF A COMPANY

NOT EVERYONE WILL BE CONTENTED.

o With the decisions LSMs make, not everyone will be accepting of them. Often,
cadets tend to critic and analyze the way we work.
o However, it is not their fault as they do not have full knowledge and the presence
of mind of the situation LSMs are faced with every day. There are many other
important things that need to be focused on and as such:
o It is OK to make decisions for the betterment of the company rather than
individuals/ groups of people.

NOT EVERYONE IS ACCEPTING OF CHANGE

o As LSM, he does not only have the duty to run the company in a smooth manner,
but he is accountable for the discipline/ regimentation of the company.
o Hence, improvements to the efficiency of the company needs to be made through
critical thinking of how the day should be planned and how some processes can
be made faster. This can be suggested to the Company Duty Trainer (CDT), but
it is important to convince with logical thinking and zeal that your plan or
suggestion could in fact work out.
o Changes naturally will face many oppositions and disappointments from
distinct levels of authority but with the right mindset and a clear attitude,
ideas are invaluable in shaping the functioning of the company.

NOT AT ALL TIMES, CALMNESS IS BENEFICIAL

o It is not advisable to be tensed or worked up and pour out emotions on the people
we see around as that implies, a leader does not have any self-control or the
capacity to manage stress.
o However, it does not mean that in all situations, it is suitable. Sometimes,
standing firm and drawing a line is necessary in setting some standards for
the company though it is unsatisfactory for some cadets as at the end of the day,
LSMs are the ones responsible and are leaders others should model after.
o This can be done through punishments or by reprimanding in a personal
space not in front of other cadets if possible.

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2.0 ETHICS OF WORK AND RESPONSIBILITIES

2.1 PARADES

Conducting relevant parades at the required times are one of the responsibilities of the LSM in a
company. Parades are conducted by the LSM to maintain order, follow regimentation as a soldier
and to address crucial issues or make announcements in a formal manner.

The quality of the parade itself including presentation and execution are deciding factors of how
organized/ structured and disciplined we are as a company. This order enables the public to entrust
the army for greater initiatives.

Some of the more common parades and their purposes are as stated below:

FIRST PARADE

o First parade is always conducted after breakfast usually in admin attire unless
otherwise depending on training. To account for the strength in each platoon
and to present it in the proper form to the CDT is of utmost importance.
o Before the commencement of the parade, everyone should be in the appropriate
formation [two rows per section with the Leading Section Commander (LSC) in
front and the LPS in front of the platoon facing the platoon at the start and after
reporting facing front towards the company line], thermometers should be
accessible and serviceable, and water bottles should be filled to the brim. Cadets
who are wearing No. 4 would usually stand at the front before the rest wearing
admin in a platoon.
o In the presence of a CDT, temperature taking and water parade (either to the
point of thirst or half-full) should be conducted either by LPSs or LSM.
o Before first parade, the parade state must be sent to the CDT.
o Only after the LPSs reports strength to the LSM and returns, the LSM can then
report parade state to the CDT and the CDT, often, will give instructions to be
passed to the company and those should be informed to the rest.
o Cadets reporting sick in camp should report BEFORE first parade unless they are
sick during the course of the day.
o Cadets whose MC has ended the day before should be in camp rightfully before
the First Parade of the day, after the last parade of the previous day or if it is too
early, by 0730 hrs.
o The day’s Company Orderly Sergeant (COS) should participate in the first parade.
o The trash at the company line and the various levels needs to be cleared and
the bunks/ area left in SBA condition after area cleaning which is also before
first parade.

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LAST PARADE

o Last parade, as the name suggests, implies that after that parade, no training
or daily routines (i.e.: Dinner) should commence.
o The purpose of a last parade is to signify the end of the routines for the day and
the remaining time is for reflection or for preparation for the next day.
o It also serves as the final opportunity for the LSM to reconfirm the strength
for the platoons in case cadets report sick during the day.
o Before last parade, the parade state must be sent to the CDT.
o Conducted in the exact same way as the first parade including water parade and
temperature taking but at the end after reporting strength to the CDT, the Routine
Orders (RO) and special instructions will be read out by the LSM to all cadets
so as to prepare for the next day.
o In most cases, at the night of booking in, a last parade will be conducted to account
for the current company strength taking note of the cadets who reported sick
outside. The LSM is to ensure the book in/ book out (BIBO) nominal row is signed
and filed in the BIBO file.
o After last parade, the LSM is required to type and send the duty personnel and
RO to the Golf Appointment Holders WhatsApp chat so that the trainers also
know the happenings for the following day. The whiteboard inside the company
office should also be updated. For restricted content such as the RO, photographs
cannot be taken. The RO should be filed in the RO file neatly.
o The LSM should ensure the following day’s COS takes over after last parade in
Smart No. 4 attire regularly.
o If last parade is early for the day, personnel reporting sick in camp after last parade
will be accounted for in the next day’s first parade state.
o Trash MUST be cleared before last parade.

WATER PARADES

o The purpose of drinking water in a parade level is to ensure that everyone at

that point of time drinks sufficient water depending on the rigor of the training
especially during outfields (it is a safety breach if not conducted).
o Can be conducted by LSM (recommended) or by LPSs from time to time.
o Water bottles MUST be filled to the brim before every water parade.
o Sometimes, there is no specific formation for water parades (except for during first
and last parade) but the essential point is that everyone should be accounted for
and present.
o When there are more administrative matters to be dealt with during the day or
mandatory rest is given, the hourly hydration scheme should be adhered to
(conducted by LSM) so that all are adequately hydrated throughout the day.

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PARADE LEVEL BEFORE CONDUCTS

o Usually before PT conducts or high keys, temperature taking, and water

parade will commence in a parade level done by the LSM.
o This is to ensure no cadets’ temperature is above 37.5℃ and everyone is fit/
hydrated to participate. (No one’s safety is being compromised)
o Also, for the PARTICIPATING STRENGTH to be reported to the conducting
officer before the conduct and for the ease of the Risk Assessment Card (RAC) to
be clarified in section level.
o LSM should ensure the safety stores are done sufficiently by the duty platoon
before forming up in parade level for the conduct.

FORCE PREPARATION IN PARADE LEVEL

o Force preparation is of high significance before any conduct be it a small or a large

scale one.
o It should be done in parade level where the formation is such that each section
should be in single file and all the sections in all platoons facing the same
direction where the LSM, LPSs and LSCs are in front. Everyone should be
equally, evenly spaced out to lay out their items in orderly rows and columns.
o Usually done in the attire required for the conduct (i.e.: SBO 1, 2 or 3) and when
the force preparation is right after first parade, cadets should be in the attire
required with helmets on for both first parade and force preparation.
o A parade level for this purpose will allow efficient checking of items by the LSCs
when they run down the section and inform according to the chain of command.
If there are section/ platoon stores, they should be laid out in front of each section/
platoon. Timings by the LSM MUST be met during these parades at any cost.
o No one is to take their missing items during the commencement of force
preparation in parade level and unless they are appointment holders checking items,
everyone else is to be at high kneeling posture at any point of time.
o After the laying out of items, the LSM will go through the items one by one, and
cadets would raise them up for inspection. The LSM has the role to set the
standard for the inspection.
o This process is split into two parts, initial and final inspections for force
preparation. Initial inspection is conducted a day in advance to check for ALL
the items needed for the conduct. Final inspection is conducted a few hours
before the conduct only for the ESSENTIAL items most applicable to the
conduct. The CDO/ CDT and the LSM will decide which those items are. There
is not a need to lay out items for final inspection unlike for initial inspection.
o Light Duty (LD) personnel are to participate for initial and final inspections
and are not required to be in high kneeling posture.

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2.2 IMPORTANCE OF ACCOUNTING STRENGTH

For the cohesive functioning of the company, it should be able to be accountable for its strength
before, during and after conducts. The strength of a company gives a strong impression or makes
a statement about its confidence, will, reliability and capabilities.

As such, a large part of the role of the LSM is to be aware of the strength of the company at his
fingertips and for that, he needs to consider it as his greater priority to be accountable for each
and everyone in the company.

Strength can be split into three components:

TOTAL COMPANY STRENGTH

o Total strength also referred to as total company strength which is the strength of
the entire company whether be it, they are present or not during that day.
o Always reported during parades as mentioned in the previous section 2.1.
o Only affected by confirmed case of Out-of-course (OOC) cadets and not affected
by the number of Soldiers-In-Transition (SIT) after their OOC.

CURRENT COMPANY STRENGTH

o The current strength is the number of cadets that are PRESENT in camp
regardless of whether they reported sick or on guard duty or rest in bunk.
o Thus, the current strength will always be lower than the company strength.
o Summation of the platoon strengths and must always be updated if cadets report
sick during the day.
o Changes only due to cadets unfit for duty (absent in camp) or on any form of leave.

PARTICIPATING STRENGTH

o Participating strength as mentioned in section 2.1, is reported before conducts to

the conducting officer.
o Participating strength is the number of cadets summed up from all platoons
who are fit to participate in the conduct at any point in time.
o Changes due to cadets falling out, cadets on status or LD and cadets reporting sick
or absent during the conduct.
o Thus, participating strength is always adds up to the same/lesser value as/than the
current company strength.
o At any point of time, it is vulnerable to change and thus, the LSM should be
aware and keep track of it.

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A brief sample of how a parade state for a company with two platoons in a WhatsApp message
can look like is depicted below sent to the CDT:

XXX COMPANY XX/XXXX FT/PT SCC FIRST/LAST

PARADE STATE CAA XXXX22 @ XXXX HRS
DUTY PERSONNEL:

Company Strength: (current) / (total)

---------------------------------------------------------------------------
Platoon 1 strength: (current) / (total)
UNFIT FOR DUTIES:
(4D, RANK, NAME)
Duration:
Reason:

STATUS:
(4D, RANK, NAME)
Duration:
Reason:

REPORTING SICK:
(4D, RANK, NAME)
Date: XXXX22
Reason:

OTHERS IN CAMP:
(4D, RANK, NAME)
Duration: XXXX22 – XXXX22
Reason: (Eg: GUARD DUTY…)

OTHERS OUTSIDE CAMP:

(4D, RANK, FULL NAME)
Duration: XXXX22 – XXXX22
Reason:
---------------------------------------------------------------------------
SAME FOR PLATOON 2
---------------------------------------------------------------------------
SIT STRENGTH: (current) / (total)
(4D, RANK, NAME)
Duration:
Reason:

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PROPERTIES AND ABBREVIATIONS

o The abbreviation and format for the first line is as follows

▪ (Name of company) (Batch no./Year of intake) (Foundation Term/
Professional Term whichever is relevant) (Specialist Cadet Course)
(Name of Parade state) (Checked As of At) (Date) @ (Time HRS)
o The duty personnel come after; the company duty officer and trainer.
o Total and individual strengths come after.
o The definitions for the different sub-headings are as follows:
▪ Unfit for duties – implies that the cadet is on Medical leave, absent in
camp (affects current strength) and thus, under reason, there is not a need
to include the acronym ‘MC’.
▪ Status – cadet is present in camp but not deemed fit to participate in
conducts and thus, affects participating strength but not current strength.
▪ Reporting sick – cadet who reports sick before first parade or during the
day when he falls out or temperature above 37.5℃. Duration cannot be
determined as his medical prescription has not been given. After it is,
depending on whether it is a MC or other reasons, the information
under reporting sick should be moved to unfit for duty if he is leaving
camp or status before last parade.
▪ Others in camp including the guard duty personnel will receive a
status the next day and should be written correctly for the next day’s first
parade state.
▪ Others outside camp will affect current strength of company.
o The SIT strength should also be included as they are also in the premises of the
camp though they are NOT part of the company strength. If any SIT(s) absent,
the parade state should be updated appropriately.
o The text format such as bolding and capitalization should be followed for
standardization of parade state depending on the company.

REPORTING STRENGTH

o When strength is reported by the LSM to the CDT during first and last parades,
the parade state should be sent prior to the parade.
o Strength is reported in the order of current company strength followed by the
current individual platoon strengths. Unless the CDT asks for other information
such as the number of individuals who went for guard duty, these can be seen by
the CDT in the parade state itself and no need of being reported.
o For participating strength, the total participating strength out of the current
strength and for individual platoons should be reported to the conducting officer.
o Do take note that is taken seriously for miscounts and for unaccounted strength.

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2.3 SETTING STANDARDS AND EXPECTATIONS

A company with a competent leader will have reasonable and achievable standards set for the
company to par themselves to so that as a company, in the duration of the term, tangible
improvements can be observed.

Setting standards is not only for the cadets to follow but for the appointment holders to duly
follow and it is the responsibility of the LSM to ensure the personnel under his charge
present themselves as trustworthy. As mentioned in section 1.2, mindfulness is what makes up
the core of a leader.

Expectations and standards are to be considered for the following:

MEAL-TIME REGIME (MTR)

o Meal-time regime is a scheme for cadets, on a day with not much physical
conducts, to have some focus on physical fitness especially before meals.
o Thus, the LSM has to allocate timing for MTR before the meal timings which
cannot be altered with the multitude of companies occupying the same cookhouse.
o A standard MTR would be 50 push-ups and 50 sit-ups/ crunches.
o The LSM should make sure the entire company lest the LD participate in this
scheme together and no one is left behind. This should be carried out in front of
the CDT. For all meals of the day even when the CDT is not monitoring, the LSM
is encouraged to lead the company with integrity.

BEARINGS INSPECTION

o At all times, when possible, the bearings of cadets should be upheld to the standard
of a commander to be. Clean shaven, nails cut, a 4 by 2 standard haircut, when
wearing Smart No.4 for lunch, the folds are properly done with clean boots
and uniform and shirts to be tucked in with proper shoes/ socks for other
attires are some of the more upfront bearings that need to be checked upon.
o A bearings inspection by the LSM in parade level for the company before
marching off to lunch at the cookhouse where there are other companies, and their
superiors is essential in always keeping the cadets to a presentable standard.
o For an army soldier, taking pride in his bearings even for first and last parade
shows others the level of self-discipline he upholds himself to. In fact, the first
impression at face value for the company is by looking at the bearings and as such:
o The LSM who is the representative of the company, should above all, be
mindful in always maintaining his bearings.

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MARCHING AND DRILLS

o The way the drills are executed in a company especially during parades shows
others how effective our training is in shaping our attitude towards being a
commander.
o The LSM is to be confident in projecting his commands and to lead a parade
with drills performed up to an acceptable standard.
o The reason being why appointment holders are NOT required to march when the
rest are in formation marching is because when most cadet gets a chance to be one,
he is to rectify mistakes made by his fellow cadets in their drills or marching
so that he himself will not commit them again.
o It will be even more of a black mark if the LSM does not show concern in
correcting the drills or marching.

MEETING TIMINGS EARLY

o When it comes down to planning the schedule, the LSM differs most from the role
of a LPS. The LSM, as mentioned earlier, needs to have at least a rough gauge
of how the company works and fix timings that will allow everyone to meet.
o Considering the other side, sometimes, timings have to be reinforced and the
need to rush has to be emphasized when there is much settle on a particular day.
o For instance, for first and last parade, the timing given in the RO is the timing the
strength needs to be reported to the CDT and not the timing for the start of the
parade. Thus, at least a 10 min earlier timing is required for the company to take
their temperatures and hydrate themselves.
o A good LSM will know meeting timings on the dot is still considered LATE
and in fact, early timings will promote more administrative time for the company
in the later part of the day.
o Punishments are highly recommended to be administered if even after the LSM’s
best efforts, cadets choose to ignore and have a care-free mindset.

FORCE PREPARATION

o An ideal force preparation should take the shortest time possible with minimal
modifications or corrections, should be orderly and items should be
serviceable and accountable.
o Using S.M.A.R.T. goals, the LSM could showcase an ideal force preparation. He
could provide specificity of the items needed for the conduct and how they should
be organized beforehand, and give achievable timings for inspection, inspecting
all the relevant items and finally, e-mart breaks and sufficient time for preparation.
o The quality of force preparation in a company determines how operationally
ready it is to work towards completing the mission/ operations order.

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CLEANLINESS AND BEHAVIOUR

o How clean our work environment is kept affects everyday mood and attitude
towards training. For example, cleaning boots thoroughly after a field training.
o It falls under the control of the LSM to maintain the daily cleanliness of the
company especially after area cleaning and as such, it is recommended he
supervises the LPSs in conducting at least a single Stand By Area (SBA) once
every day to promote habits that will discipline themselves.
O Wherever the company goes whether be it for a briefing or engagement, the LSM
should advise everyone to behave with a sense of professionalism and he should
be someone cadets can take reference from.

2.4 TURNING VISION INTO REALITY

A leader cannot pave his way of what he wishes to achieve if he does not know where he is
heading or what the pathways other leaders have tread before. A vision for how the company
should work and what they should be capable of is of paramount benefit in pointing the
direction helping the LSM to focus for the company’s betterment.

These are some aspects the LSM can take control or initiate to turn his vision for the company
depending on his approach to execute it without confusion.

Aspects How can/ should Why can/ should

it be done? it be done?
Cadet Appointment ❖ Outgoing LSM should ❖ The CWO might have
Holder (CAH) Meeting arrange a meeting important
involving the incoming announcements or
LSM, outgoing and suggestions to make and
incoming LPSs and the this meeting ensures the
Company Warrant Officer proper flow of message.
(CWO) when time permits ❖ The incoming appointment
on the book-out day or after holders can learn from the
booking out on that day or positive and negative
online during the weekends. outcomes from the earlier
❖ The meeting consists of ones and not lead to the
sharing insights by the same predicament again.
outgoing appointment ❖ To plan ahead for the
holders about their week, upcoming week and to
the strengths and replenish the items during
weaknesses; then transits the weekends as for all
into the CWO or the cadets.

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incoming LSM briefing the
new LPSs about the week
to come and the force
preparations required.
❖ Each incoming appointment
holder is to have the hard
copy of the training
schedule of the next week
at hand before the meeting.
It can be printed out from
the company office under
the supervision of the
Platoon Commander (PC)
or the Platoon Warrant
Officer (PWO).
Welfare of Cadets ❖ Welfare for cadets can
include early book-out,
canteen breaks, more
administrative time and
ordering food into camp for
the day.
❖ The LSM if he believes the
company’s efforts worthy
of welfare and a reward,
he can together with the
LPSs, ask the CWO to give
allowance. Perhaps a
promise made to have close
to full strength for outfields
in the company could also
help but the LSM should
make sure the promise is
kept.
❖ This should be considered
as a privilege and not an
entitlement. LSM is to
oversee the ordering process
for food that it is orderly
and confirm that the
company line is clean for
the next day.
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❖ Appointment holders are
clear of what is happening
in the following week and
the expected peak hour
times during the week from
the training schedule.
❖ For all these valid, crucial
reasons, the LSM is
REQUIRED to conduct
such meetings without
fail.
❖ It serves as a motivation
for cadets to be present
for training and fully take
part.
❖ Improves efficiency of the
company in accomplishing
the intended outcomes of
conducts.
❖ Displays that the LSM can
consider the welfare of
the cadets under his charge
for that week and has the
skill to evaluate the
company’s good
performance.
❖ Thus, this is something
optional for a LSM but it’s
a bonus if the cadets trust
the LSM to not let any of
their efforts to go to
waste.
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A preview and ❖ The LSM can send the
instructions for the next instructions for the next
day sent a day earlier day the previous night
before lights out during the
administrative time. This
requires the LSM to
visualize where groups of
cadets (i.e.: Platoon,
sections) will be and what ❖ When the LSM is under
will they be doing.
❖ Typing the instructions and
happenings for the next day
in order specifically can be
sent to LPSs for their read
only and for circulation to
LSCs when applicable.
Use of technology and
❖ With the permission from
media of communication
superiors, the LSM can use
various forms of media of
communication such as the
PAC system, Time Trees
and WhatsApp to keep track
or to disseminate of
information.
❖ Except for during outfields
when phones are not
allowed and information
spreads via verbal means or
by writing, at company line
the LSM, if he is a willing
one with the spirit to make a
difference, can begin a new
innovation.
❖ (i.e.: Using time trees to
devise plans for important
days/ events or to make use
of feedback platforms such
as padlets to gain feedback
from the LPSs and LSCs
about his performance. )
❖ Ensures that any point of
time, the LPSs can refer to
the set of instructions and
know what they are
supposed to do as
sometimes, the LSM would
also be involved in the
conducts.
pressure, some of his duties
might be missed out, or he
might forget them. This
pre-planning and
consolidation the previous
day can act as a reference
to move forward.
❖ Coming to the 21st century,
it is undoubtedly priceless
to have technology as part
of our systems and even in
the bigger picture of the
army, our technology is one
of the safest and effective
in the world to work at such
a large scale.
❖ Thus, use of these media of
communication aids in the
speed of information
transition within the
company and to be able to
take charge of different
platoons/ sections
separately at the same
time.
❖ Enables administrative
matters to be done with
ease and in a
straightforward method.
❖ Caution: To also ensure
security of data is
important.

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3.0 STEPPING STONES

3.1 CHAIN OF COMMAND

What is the chain of command?

o The hierarchy of appointment holders in the company and the hierarchy of

superiors relative to the LSM of the company.
o It is interconnected whereby information can be conveyed within the chain of
command.

Why is the chain of command important for a LSM?

o Ensures the proper, orderly flow of communication. When going up the chain
of command to the higher levels in the hierarchy, it is much easier to deal with
people who represent the overall opinions/ thoughts of the company rather than
hearing from individual points of view.
o The chain of command is especially of aid when cadets report sick outside or inside,
when ordering food from the canteen as a company and when issues/ concerns are
raised perhaps during outfields.
o It is relevant to take note that the LSM not only has to deal with the cadets but be
answerable to the superiors and thus following a command chain ensures verified,
reliable information is passed down.

A model chain of command in a company can look like this:

OC, PCs, CWO

Up the chain of command

CDO, CDT

LSM

LPSs

LSCs

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The model proposes the following inferences:

o The roles of all the appointment holders is interconnected and overlapping.

o The base of a LSM’s role is the accountability and competency of the LPSs and
LSCs. As suggested above, the LSCs only have to deal with the cadets in their
sections and the LPSs need to manage the LSCs properly.
o At the same time, information from the CDO/ CDT and the higher superiors
need not only come to the LSM but a relatively large proportion to the LPSs
as drawn in the Venn diagram (LPSs are a noticeable size inside the circle for the
superiors). Thus, the LPSs when they receive them, need to tell the LSM
immediately as he is their direct in command. LSM also needs to pressure for
updates.
o The specific duties and roles for each appointment where it has to or can only
be done by the appointment holder alone is where the Venn diagram circles do
not intersect.
o As the color of the circles fade, it represents the possibility of interactions between
the different parties. Although the OC and CWO are in-charge of the entire
company and are assessing how the LSM performs, times when he needs to
talk to these superiors will be lesser than the CDT. Thus, when the day’s plan
has been made, the CDT who is directly below the OC and CWO should be
informed and verified with.
o When details of a conduct are unknown (i.e.: the location, the time), firstly the
CDT can be clarified with by the LSM. If not, it is best to clarify with the person
who actually sent the details to the Appointment Holders chat (i.e.: 2 IC or OC).
o It can be evidently seen from the diagram that the distance between the OC, CWO,
PC and the LPSs, LSCs is quite big. Thus, sometimes, they might be unaware of
routines for the company on that day and thus have their own plans. The LSM
is the bridge (main medium of communication) to slot in and adjust the
timings even at the last minute though it is unfair (needs a mind of acceptance).

HAND-OVER-TAKE-OVER PARADE (HOTO)

o The HOTO parade is usually done before lunch when the company is in Smart
No.4 on the final day of the previous LSM’s appointment (usually after the
following Monday first parade). Cadets appointed as LSM/LPS on perhaps
Week 1 Monday will complete it after Week 2 Monday’s First Parade and so on.
o This parade is for the handing over of the LSM, LPSs and LSCs ranks from the
outgoing to the incoming ones. They are to stand side by side when the company
is in the same formation as first parade.
o The LSM, LPS and LSC rank is transferred by the CWO, PWO and Section
trainer respectively.

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3.2 TACKLING SETBACKS

This section describes some of the more common issues that are expected when a cadet takes on
the role of a LSM and what can be done to tackle those challenges. In most cases, due to the
pressure of the role itself, the LSM struggles to make decisions and to understand the causes
behind the poor company performance.
All these struggles are the main reason cadets regret/ find it a burden to take on this role but with
the right approach and following chain of command, the role can be one of transformation
with a little aspect of excitement.
Some of the setbacks that can be predicted are:

Chain of
Setbacks What can be done?
command
Giving poor ➢ This issue arises mostly due to the fear of public
instructions and poor speaking and when everyone around is a cadet, CDT
dissemination it can be difficult to sometimes speak in a
commanding tone to address issues.
➢ Causes misinterpretation of information and LSM
thus, conflicts and confusion. At the end of the
day, it falls in the hands of the LSM .
➢ This can be solved by making sure discussion LPS
with the LPSs happens beforehand and they are
sure of what needs to be done. Humility is needed
here to forget the appointment and step down to LSC
talk to the LPSs to help you, as the LSM.
➢ Sometimes, gathering the LSCs can also be
useful.
➢ Need to understand that it is ok to repeatedly
clarify with the CDT when it’s unclear because
the main purpose is to guide the company
Overload of ➢ There might be different instructions given by the
instructions CDT, PC, PWO and CWO at the same point of PC, PWO,
time where plans clash and a fear of messing up CWO
arises.
➢ This is due to the inherent lack of communication
even within the superiors because in fact, they LSM
have more responsibilities than the cadets.
➢ In these cases, the first step is to LISTEN and
take a step back and ORGANISE. CDT

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➢ (Maybe writing it down would help – a mind

map). Give the charge to the LPSs for that
period.
➢ After reconsideration, if some timings need to be
changed, discussion with the CDT first, followed
by the other superiors to shift around. Along the
way, it is bound to scolding and unfair treatment
but if that’s the logical way, confidence is key to
move forth.
➢ If there are too many complications, skipping the
chain of command as the last resort and going
straight to the OC for guidance is advised.
Reporting sick ➢ Cadets in some cases, will report sick inside/ Trainer
without appointment outside without informing the respective
holders’ knowledge appointment holders.
➢ This is not necessarily the role of the LSM, but it Cadets
falls under the responsibility of each cadet to do
so but it is most likely to affect the LSM when the
LSC
wrong strength is updated or when the parade
state cannot be finalized.
➢ The LSM of all appointment holder is to be clear LPS
of the reporting sick procedure and brief to the
company occasionally before booking out.
➢ The curved arrows in the chain of command here LSM
are optional flows but can be of immense
advantage during hectic periods; helps with the
verification and reliability of info passed. CDT
Not meeting timings ➢ Although clear and concise instructions are given
consistently according to the RO, there is still a lot of CDT
possibility for the company to fall back in terms of
meeting timing.
➢ This is due to perhaps negligence and laziness of LSM
the company. Sometimes, it can also mean the
LPSs do not take the LSM seriously and do
their work consistently. LPSs,
➢ In this case, since the LSM is trying his best, it is LSCs,
acceptable to be stern and punish the LPSs for others
their sloppiness. Sometimes, the appointment
holders also need an awakening not because they
are poor in leadership but due to their
carefreeness.

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➢ The CDT can also be approached to address

the company for their slow movements. A
motivational speech does not really go a long way.
➢ A logical solution can also be to set timings 10
minutes earlier and when it moves down the
chain of command it is prone to get earlier.
Working style ➢ The way we act and how our personality is will
undeniably affect the attitude others will show us. PWO, PC
If the LSM shows others he is trying his best
for the company, the LPSs will also show their
support. LSM
➢ There should be a balance in the times the LSM
is either lenient or firm in decision-making.
When it comes to matters regarding training,
declaration, and official events, it is important the
LSM is certain of the standards to expect of the
company.
➢ How the LSM talks, whether is able to provide
SOLUTIONS rather than rant about problems,
whether he considers himself also responsible
for the mistakes the company makes and owns up
makes a statement to his peers that he is
approachable and trustworthy.
➢ To get to a level such as this, a lot of self-
reflection is needed but time does not permit
within the one week. As such, taking inspiration
and advice from the PWO or PC is of priceless
value in leading our thoughts of how our
leadership should be.
All these solutions mentioned above are just proposals and depending on the vision the LSM has,
his problems might differ, and these proposals are adaptable when the time calls for it.
From my experience, this is what I have realized:
Overall, a leader distinguishes himself from the other cadets from his ability to create/ find
solutions rather than cause more chaos or problems. Trying to solve issues is always useful
as for each time, the learning/ knowledge gained is impactful. After the appointment, these
problems would rather serve as a prospect for LSMs to build their personality or style of
approach for their future roles.

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3.3 SELF-REFLECTION

Reflection is key to the betterment of self after the end of the week. After the tiring week of
handling the order in the company, it might seem useless or something extra to do. However,
reflecting on own performance will help in the future when becoming a 3SG in a section or even
a trainer.
As a LSM or be it any other appointment holder, it was/is never a compulsion to be perfect
or the best but rather, to be better or to improve something to be better. Coming to think
about it, being better each day is a continuous cycle but considering only our strengths and calling
ourselves the best deletes the room for any development and inevitably of course, ‘it’s fine to
make mistakes’.
When reflecting, all or some of these guiding questions can be considered:
What were the things that went well and could be improved for me this week?
How much of myself did I find out about while holding this appointment?
In the bigger picture, how can I make an/a impactful/positive difference to my company?
What were the implications of my actions and how did I present myself as to others?
Why am I here, trying to lead?
How much of the people, including superiors, around me did I learn about?
What are the changes I will make from now on, to be a better soldier and leader?
Have I addressed the issues I faced directly to the superiors so that they are also aware of
the hindrances the company faces?
How can I incorporate this leadership into my daily routines/ training and yet, allow the
incoming LSM to shine?
At the end of it all, have I truly gained the confidence and realized my self-worth when it
comes to managing people as a Specialist to be?
Coaching is a time for LSMs, LPSs and LSCs to pen down their reflections and receive guidance
from their superiors. As the LSM, it is his own self responsibility to arrange a coaching session
with the CWO as soon as possible after his appointment ends.
For the LPSs and LSCs, their coaching is given by PWOs and Section Trainers. The LSM is to
also confirm that the appointment holders that were under his charge have completed their
coaching. He should also communicate his learnings/ insights with the upcoming LSM.

‘A genuine leader is not a searcher of consensus, but molder of consensus.’

~ Martin Luther King, Jr.

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BY,
22 Author: 3SG Packiaraj Alanjoyel
Editor: 3SG Marvyn Chia

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