Strengthening Family Readiness Through Command Team Engagement

Effective family readiness requires more than policy documents or periodic briefings. It demands consistent, empathetic engagement from command teams who understand the ripple effects of deployment on spouses, children, and extended families. In units across the services, successful leaders prioritize family readiness not as an ancillary task but as a core mission requirement. For example, in Army units stationed at Fort Liberty, North Carolina, commanders regularly host spouse town halls not only to disseminate information but to listen actively to concerns, track recurring issues, and provide direct channels for support. These engagements foster trust and empower families to voice their needs without fear of appearing burdensome or uninformed.

One of the most impactful tools is the integration of Family Readiness Groups (FRGs) directly into the command structure. These groups, often led by volunteers, benefit immensely when they receive clear guidance, logistical support, and consistent communication from leadership. The Navy’s Ombudsman Program and the Air Force’s Key Spouse Program are institutionalized models where unit leaders formally recognize the role of family liaisons and ensure their participation in operational planning cycles. By adding spouses into the communication loop early, units prevent misinformation, ease emotional strain, and enable families to prepare proactively for deployment milestones.¹

Proactive Communication as a Force Multiplier

Clear, timely, and honest communication is one of the most effective tools available to military leaders supporting family resilience. A common failure point during deployments is the lack of updates or inconsistent messaging from unit leadership. This vacuum often gets filled with rumor and anxiety, which can destabilize both the deployed force and the home front. Units that establish regular communication schedules with families - such as biweekly newsletters, pre-deployment briefs, or command team call-in hours - report higher levels of family satisfaction and fewer morale issues among deployed personnel.²

For example, during a recent deployment cycle at Joint Base Lewis-McChord, the 2nd Stryker Brigade Combat Team implemented a tiered communication plan that included a monthly virtual town hall with the brigade commander, weekly updates from battalion commanders, and a secure online portal for resource sharing. Families reported feeling informed and involved, which lessened their emotional burden and allowed deployed soldiers to focus on mission execution. Leaders should not underestimate the impact of structured, transparent communication as a tool for operational success.³

Empathetic Leadership and Emotional Intelligence in Action

Empathetic leadership is not a soft skill in military contexts - it is a necessity. Leaders who practice active listening, validate family member concerns, and maintain a visible presence during pre-deployment and reintegration periods set the tone for their units. Empathy enables commanders and senior noncommissioned officers to anticipate challenges before they escalate. For instance, a squadron commander at Eglin Air Force Base implemented regular “family sensing sessions” before a six-month overseas rotation. These sessions revealed that multiple families were facing childcare instability, prompting coordination with local agencies to offer temporar