That’s who we work with; that’s who you should work with, too.
There’s a time and place to coordinate logistics with an action officer, or get the necessary background and context from a subject matter expert. However, when it comes to the tone, direction, timeline and approval of your products, don’t forget you’re a leader on the commander’s personal staff and the organization’s communication expert.
When you’re working on a project with or through another staff section, or subordinate unit, be mindful of who’s driving action and approval within their sphere. Is your “point of contact” constantly having to route things through their boss, then coming back with second- or third-hand changes? Not only is this an unnecessary delay, it also opens you up to misinformation and confusion (which, in turn, could compromise your own credibility).
Do your organization a favor and introduce yourself to the decision maker. Get their take, and demonstrate your ownership and competence.
