S6 Military - 1 / 2 Show Caption + Hide Caption – Signal Soldiers from Bravo Company, Brigade Support Battalion, 1st Brigade Combat Team, 2nd Infantry Division, set up a command post to establish tactical communications in support of the 1/72 Armored Battalion exercise on Feb. 3 .in Rodriguez L... (Photo Credit: U.S.) ORIGINAL VIEW
The missions of signal units and the positions of signal personnel vary almost as much as the individual snowflakes currently falling on South Korea. So what's the biggest difference between being a signal company commander and a battalion S6? The commander has additional authority to administer military justice and is generally responsible for the unit's property. What is common? Both are responsible for ensuring cyber security on the networks under their care, ensuring that the communication needs of their subscribers are met, and like the snow that has fallen, they come together to create a network that supports a greater mission.
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Capt. Matthew Black of Shreveport, La., is S6 for 1-72. Armored Battalion, 2nd Brigade, 1st Brigade, 2nd Infantry Division. Of the many duties required of Black, his priorities are to ensure that his command post and individual tanks can safely communicate and exchange targeting data. He, like many other signalmen, believes that the S6 job has been confirmed as a key developmental position for signal captains.
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"Being an S6 puts you in direct support of movement operations, which is something you wouldn't get in a signal-only unit," Black said. "This is a very important experience and knowledge that we should have as officers and prepares us for higher positions."
Capt. Ryan Collins, of Wasilla, Alaska, commanded the 552nd Signal Company of the 41st Signal Battalion, 1st Signal Brigade. Its primary duties included providing tactical communications and garrison support to the 2nd Infantry Division and the Joint Security Zone located in the Korean DMZ. Ryan also served as an S6 prior to taking over and believes both positions are true key development positions; however, like most military officers, he finds command more rewarding.
"The differences are huge," said Ryan, "As an S6, knowing your craft as a technical planner is key to being an effective staff officer, but you don't have the authority to take risk. Management is all-encompassing; to lead and manage a large organization."
Asked what perspective captains should have on the key development, 41st Signal Battalion commander Lt. Col. Warren Wood of Lithonia Ga. replied, "They should have both."
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"You can tell the difference in officers who have both experiences and it's significant," Wood said.
Few people can deny the important role of the S6 and the amount of responsibility that comes with the job, but jurisdiction has always been a typical place of development for captains. The debate continues as to which position is better for a signal captain's career, but two things are certain. Both positions are extremely necessary to continue to fulfill their missions and more importantly, they must work together to be effective.
Black's commander cannot move his tanks or communicate with his Korean counterparts on the battlefield without the work of his Commo officer. And without the support of the 552nd Liaison or a similar command, Black's commander cannot communicate with the rest of the military or other military services.
Wood's opinion that signal captains should have both positions is certainly good for discussion. S6, in first command, would certainly understand that signal commands prioritize information security and would be less likely to take shortcuts to accomplish the mission. This experience can save the unit a lot of headaches when seeking services from local network business centers.
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A commander with S6 experience understands the rapid pace of unit movement and would most likely prioritize service combat units and streamline deployment procedures to make things as painless as possible without compromising cyber security.
Of course, there are more variables that affect this discussion, budget, available positions, time on degree, locations, individual career goals and, of course, needs. Although the captains who have served in any capacity have been promoted to major and are serving well, this discussion should continue as the signatories continue to restore his beloved body. Being a signal soldier can have its difficulties. What phrase heard most often in AAR is unscientifically calculated? "Communication could have been better." Military communication equipment, with the necessary safety standards and robust housing, is not as simple as operating your smartphone. Your fate is mostly sealed by entities and personnel who exist in buildings on the other side of the post or out in the desert of the high plateau whose son or daughter scouting adventures were likely their last time in the field.
And, if being a signal soldier can be difficult, then it's not difficult that leading and controlling the likes of an S6 in your formation may not come naturally. It can be difficult to lead and teach a soldier in a skill that is not your own. How do you know what to expect from a service "expert" that you know you need in bulk but maybe know a little more about?
The answer is simple. You should expect some of the same things from the S6 that you would expect from any other specialist for their function in combat. The details are a little different. S6 should be able to provide you with services that enable mission command. The S6 should understand what their signal part of mission command provides to operations and planning.
Soldiers With The S6 Communications Section In Headquarters And Headquarters Company, Special Troops Battalion, 3rd Infantry Division Sustainment Brigade, Pack Up Computer Equipment During Command Post Exercise Ii Aug. 30 At Ft
A shared understanding of what to expect from your S6 and what they need from you is essential and will undoubtedly benefit the entire formation. Some examples:
It starts with knowing what you have. No gunner hesitates when you request a cut of full guns for a mission. Airmen can tell you within seconds of asking how many platforms and crews are ready. Infantry officers know where and how far their formation is available. Intel officials know how many lines of unmanned aerial systems will fly over which targets.
A signal soldier should also be able to tell you the number of communication systems and their functions in your and your subordinate formations. This requires accurate and timely reporting and tracking of assets. Maintenance status and trained personnel are required. Without the ability to know this summary, usually in the form of a digital battle list, the S6 cannot provide an accurate estimate of the personnel building Annex H to your order, which is based on enabling operations and mission command. Expect and demand that your S6 has an accurate digital battle list. The proposed work related to maintaining an accurate digital battle list promotes S6 understanding of communications equipment, how it works, if it works, who the local experts are and how best to use assets. If your S6 doesn't know what it has, it won't know how it can support you.
Understanding what S6 must support your formation is the first step, the next is understanding who outside of your formation is enabling those communications systems to operate. In our communication architecture, there are no longer boundaries between tactical, operational and strategic. To make your communications systems work for your formation, you will need to coordinate with at least your higher headquarters. These interconnections must also be consistent with the normal business day of the external organization. This is no stranger to the operations officer who requires terrain, ammunition or training ranges well in advance. And, it should be no stranger when looking for communication support. There is probably an answer, but it may not be on the desired timeline. Expect your S6 to learn and get to know these important people to enable the mission, what their business practices are, and you should expect the S6 to bring that to the planning table.
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A good S6 will always be at the planning table. You should expect your S6 to understand not only how communication enables mission command, but you should expect them to begin to understand your unique capabilities and the primary attributes of your combat functions. A good S6 provides the necessary communications to enable mission command. A great S6 anticipates the communications necessary to enable mission command based on his knowledge of operations. Expect and insist that your S6 be part of the planning process - that your S6 spends as much time in the S3 shop as it does in its own shop. Numerous other unscientifically validated S6s failed not because they were not technically competent, but because they failed to integrate with the staff and understand the operations.
Integration with staff means that a good S6 knows which mission command information systems are important to which staff officers. They can prioritize efforts based on the priority of operations and understand the impact if a particular MCIS becomes unavailable. And that integration is not limited to cable transmission on S2 or on
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