This is the Document Release Information
Article Number:	7CAV-BATT2-007
Scope:	Leadership Policy and Procedure
Version:	Version 1.0
Effective Date:	20JUN2025
Last Modified Date:	20JUN2025
Approving Authority:	2BN Commanding Officer
Point of Contact:	2BN Executive Officer

THIS DOCUMENT MAY NOT BE EDITED WITHOUT 2-7 COMMANDER APPROVAL.

Leadership Responsibilities

Company Staff should be enforcing all of the 7CAV-BATT2-006 and ensuring that they are being adhered to.

Company Leadership is expected to operate as a cohesive and united team. While the Officer may have the final decision-making authority, all major decisions should be made collaboratively. Both the Officer and Senior NCO must be aligned in their actions and guidance. Leadership should be rooted in mutual respect, trust, and partnership—regardless of Cav rank, all staff billets are considered equal in the execution of Company leadership duties.

Making sure all members are on the same page with all goings on within the Company and all decisions. A United Front is a huge thing for any leadership team to have. If one member of the staff does not know an answer, it is ok to tell the person asking that you do not know but that you will find out the answer as soon as possible.

All Members of Company staff are expected to work on leadership development and mentor potential leadership within their Company. This is not just future Company and platoon leadership but also future SL and ASL Leadership. Development can entail discussions on how to make difficult decisions, counselling, answering questions about how things work in the Cav. Help with forum and SOP navigation and implementation. SP and TP development and execution. Dealing with difficult troopers, and those not meeting their minimum requirements and issuing the appropriate discipline in either situation.

Ensuring that Platoon Staff are NOT running Section practices unless extenuating circumstances somehow inhibit both the SL and ASL from running the Section Practice. You have Section Leaders for a reason,empower them, they should be the ones running Section Practices regardless of if a Platoon does "Platoon Section Practices" or not, there should be a rotation of SL's running SPs each week if that is the case. Not the Platoon Staff. Company Staff should ensure Platoon staff are evaluating SPs and Section Staff performance.

As a staff, establish clear short-term and long-term objectives that define what you expect to see from your platoons and the company as a whole, and what you intend to accomplish operationally and organizationally.

Being present and spending time with the troopers within the Company, Platoon staff, Section Leadership and troopers alike. This not only helps to build relationships and trust, but it is the best way to get to know who is interested in leadership, what everyone's strengths and weaknesses are and what things may need to be worked on both on an individual level as well as on a unit level.

Interviews for PSG will be conducted, decisions should never be based on Milpac alone.It also helps for transparency and fairness so it does not look like an old boys club. Everyone who applies should be given an equal shot,a simple conversation regardless of what you think you know about an individual will give you a good sense of what they are about and that is why the interview system exists. Also regardless of if there is only one candidate, it's never a good idea to just hand someone a position or to let them know they are the only candidate. People act and answer differently if they know they are the only ones for the job.

All Staff members are expected to ensure that both Platoon and Section Leadership meeting Promotion requirements and who MERIT a promotion (Not just automatic when they reach TIG if they do not warrant it), receive a promotion proposal in a timely manner.

Administrative Responsibilities

All Members of Company staff are expected to be responsible for issuing discipline in the form of DCS's and LORs.

Hold Platoon Staff accountable, ensuring all Roll Calls have up to date CoC, are posted in a timely manner each week, and filled out correctly each week. Ensure Platoon staff notes are submitted in the correct location and on time each week. Issuing DCS's to those that are not doing their Platoon staff Duties.

Ensure Platoon staff are keeping Sections SL name and rank updated in a timely manner on the 2-7 Section Practice times page on the forum, ensuring they are pinging the SGM anytime they make a change.

Ensuring you and your staff are Archiving Position Openings (PSG,SL & ASL) once the position has been filled keeping that forum up to date and clear of out-of-date postings.

All members of Company Staff are expected to work together on Company FTX creation and execution. Ensuring that they are posted on the forums at a minimum 3 weeks in advance.

All members of staff are expected to be thinking about “Of the Quarter Awards” and submit names and write ups to Battalion staff on time.

Staff Members are expected to be actively enforcing ROE during SP’s and Operations. Bandages out prior to SP and Operation start as well as after “Endex”. This is an SOP and ROE that should be enforced and followed by all levels of the CoC.

Using the Correct CoC when issues arise and ensuring that they loop in Battalion and Platoon staff for transparency when necessary.