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Leadership Development & Chain of Command Engagement

Overview

This SOP outlines the framework for leadership development and structured engagement within the United Kingdom Commando Force (UKCF).

It applies to all Non-Commissioned Officers (NCOs) and Officers across UKCF formations, including 40 Commando, 47 Commando, Headquarters, and future units.
Leadership development within UKCF is an active responsibility, requiring regular engagement, clear communication, and accountability through the established chain of command.

This SOP formalises expectations for leadership interaction to support development, identify issues early, and maintain a professional and effective command structure.

Chain of Command

A clear and defined chain of command is essential to effective leadership development.

An organisational chart outlining upper and lower reporting relationships will be attached to this SOP and serves as the authoritative reference for leadership responsibility and engagement.

All NCOs and Officers are expected to:

  • Understand who they report to

  • Understand who is responsible for their development

  • Engage through the defined chain of command

Commanders at all levels are responsible for ensuring reporting structures remain clear, current, and understood.

Quarterly One-to-One Engagements

Any individual who has Senior Marines, NCOs, or Officers under their command is responsible for conducting One-to-One (1:1) sessions with those individuals to support leadership development and engagement.

Purpose of One-to-Ones

One-to-Ones are intended to:

  • Foster professional development

  • Support growth and progression

  • Identify issues or concerns early

  • Encourage open, two-way communication

These sessions are developmental in nature and are not disciplinary forums.

Cadence and Expectations

  • One-to-One sessions are expected to be conducted once per quarter, unless exceptional circumstances apply.

  • UKCF will designate a Quarterly One-to-One Week during which leaders should prioritise and conduct these engagements.

  • Sessions should be no longer than 30 minutes in duration.

Where exceptional circumstances prevent a One-to-One from taking place within the designated period, leaders are expected to reschedule at the earliest reasonable opportunity.

Scope of Application

One-to-One requirements apply to all leadership relationships within the chain of command, including but not limited to:

  • Corporals and Senior Marines

  • NCOs and subordinate NCOs

  • Officers and subordinate Officers

This framework applies to all leadership ranks Senior Marine and above, excluding rank-and-file Marines.

Conduct of One-to-Ones

Leaders are expected to approach One-to-Ones professionally and constructively.

Discussions should typically cover:

  • Engagement and contribution

  • Attendance and participation

  • Development opportunities

  • Training or progression considerations

  • Any issues or concerns raised by either party

One-to-Ones should be conducted in a manner that encourages openness, honesty, and mutual respect.

Documentation and Tracking

Notes from One-to-One sessions should be recorded on an individual’s leadership tracking sheet, to be issued in 2026.

Documentation expectations are intentionally lightweight and should consist of:

  • Bullet-point discussion notes

  • Agreed action items or development goals

These records are intended to support continuity and accountability and will only be accessible to NCOs and Officers within the relevant chain of command.

One-to-One documentation is not a formal appraisal record.

Leadership Responsibilities

Company-Level Leadership

Company Commanders are responsible for:

  • Setting expectations for leadership development within the Company

  • Ensuring chains of command are clearly defined and adhered to

  • Ensuring subordinate leaders are conducting One-to-Ones

  • Addressing systemic leadership or development issues raised through the chain

Company Sergeants serve as senior enlisted advisors and are expected to:

  • Support leadership development across formations

  • Provide continuity and oversight regarding personnel welfare and readiness

  • Assist in identifying trends or concerns requiring command attention

Strike Team / Troop Leadership

(At 47 Commando, Troop leadership responsibilities are equivalent to Strike Team leadership at 40 Commando.)

Strike Team / Troop Commanders are responsible for:

  • Conducting quarterly One-to-Ones with subordinate leaders

  • Supporting the development of NCOs within their formation

  • Ensuring Fire Team / Section leaders are engaged in leadership development

  • Escalating concerns appropriately through the chain of command

Assistant Strike Team / Troop Commanders are expected to:

  • Support mentorship and development efforts

  • Assist with leadership continuity

  • Act as an additional point of observation for morale, welfare, and cohesion

Section / Fire Team Leadership

Section Commanders / Fire Team Leaders are responsible for:

  • Providing first-line leadership and mentorship

  • Supporting the development of personnel within their element

  • Feeding observations, concerns, and development needs upward through the chain

While they may not be required to conduct formal One-to-Ones, they are a critical part of the leadership development ecosystem.

Accountability

Leaders are expected to actively engage in the leadership development process outlined in this SOP.

Persistent failure to conduct or engage in One-to-One development may be reviewed by the appropriate chain of command and may inform future leadership appointments, progression considerations, or administrative decisions.

Summary

Leadership development within UKCF is built on communication, accountability, and trust.
By formalising structured engagement through the chain of command, UKCF ensures that its leaders are supported, developed, and aligned with the standards expected of a Commando force.

Created By:

Maj. W. Scott
OC, UKCF

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