| In the Army National Guard, most company | | | | What I enjoy most about this unique relationship is |
| commanders (CO) work for a battalion commander, | | | | that both commanders are fairly independent of each |
| also known as the BC. The BC normally has 15-22 | | | | other. Although COs get directives from their |
| years of military service, whereas most company | | | | battalion commanders, most battalion commanders |
| commanders have 5-8 years of military service. | | | | don't micromanage or get involved in company-level |
| The BC leads a battalion, consisting of 500-700 | | | | business. |
| soldiers, organized into 4-6 companies. Each company | | | | In other words, the CO is free to do things how |
| has a CO. The battalion has its own unique, specific | | | | they want in their company, as long as they support |
| mission as do the companies. | | | | battalion initiatives. |
| The BC and CO work hand-in-hand to accomplish the | | | | Personally, I like to think of battalion commanders as |
| battalion mission. The battalion gives missions and | | | | a leader of other leaders, whereas a CO is a leader |
| directives for the companies to accomplish. | | | | of followers (soldiers). |
| The BC provides guidance, insight and advice to his | | | | Both positions are equally important. And, no one |
| or her company commanders, based upon her | | | | achieves success all by themselves. Success in the |
| knowledge, leadership skills and experience. | | | | Army requires a team effort, and the company |
| In addition, the BC formally evaluates the company | | | | commanders and battalion commanders must work |
| commander's performance, writes their evaluations | | | | together, as a team, to achieve success on the |
| and provides officer development. | | | | battlefield. |