Logisticians don't understand signal

Just about every unit in the Army has a logistician working in it. It can be either a mechanic, a supply clerk, or -- at the very least -- the unit armorer, but there's always someone.

Naturally, in the units where logisticians are the minority (like a field artillery battalion), our jobs are the least understood. Like Scotty in Star Trek, somehow it's *our* fault if the laws of physics don't bend to what the Captain wants.

Well, I work in a logistics battalion, so for us *everyone* is a logistician. In our case, it's the signal guys who are the most misunderstood. We just don't understand how to use or supervise them properly.

At the unit level, the communications specialist has a number of competing requirements. Not only are they the one and only computer help guy (which I *do* know something about), they are also commander's consultant for all the radios and vehicle computer systems.

As such, their time is precious, a fact not everyone appreciates. If the first sergeant tasks them for staff duty runner, the unit essentially loses them for two days -- one for the 24-hour duty and the next for recovery. So tasking them out for the various ad hoc jobs the Army comes up with (like mowing the lawn) is rarely a good idea.

As a commander, you have to careful what you want your comms guy to do, and you have to be aware that their rank (as a private or specialist) leaves them vulnerable. A platoon leader (lieutenant) may want them to fix their computer, and they have the rank to order it.

But if they're working on a more important task that your headquarters platoon sergeant gave them, they shouldn't be distracted. That lieutenant will have to wait.

Similarly, the battalion's S-6 has limitations. As a staff officer, their authority is limited to their staff, which is typically only a half-dozen people. With those numbers, they're not in a position to "fix" company communications issues.

Part of the problem is that the S-6 staff comes from various backgrounds -- some are radio specialists, while others are network specialists. Other factors are people's time in service and certifications. You can't make assumptions about your S-6 shop's capabilities.

Even if you've got an awesome staff, their capabilities are often limited by supply issues. All the skills in the world can't mount a radio in a truck if you don't have the hardware for it. And despite anyone's best efforts, you can't just fabricate computer cables -- those things have to be ordered.

As you can see, it's really hard to rate the one signals captain in a logistics battalion. What quantifiable actions can you evaluate them on? They can't be held responsible for company operations -- that's the company commander's lane. Even if a company's communications situation is a train wreck, it doesn't help to yell at the S-6.

So should you rate them on their ability to advise you? That's hardly the stuff of great evaluations. But what can you hold them accountable for? They're not in charge of anyone at the company level.

In the end, I think the S-6 should be a BC's primary communications consultant and their staff should do two things. They should manage the network and be the subject matter experts for the communications specialists. This way, everyone has a level of responsibility commensurate with their level of authority and capability.

Then again -- what do I know? After all, I'm just a logistician.