By Samantha L. Quigley
American Forces Press Service
June 29, 2007 – As the nation's servicemembers continue to fight the global war on terrorism, a group is working to make sure the Americans they're defending are aware of their sacrifices. "The Greer Foundation raises public awareness of the sacrifices of serving the nation through outreach and commentary on the war on terror," said Steve Greer, the group's founder. His experiences as an Army command sergeant major in Kosovo and other places that give him the knowledge base for this endeavor, he added.
Greer retired from the Army in January 2003, and started the foundation that same year with his wife, Jennifer, who also is a former soldier. Since then, he has given more than 400 interviews addressing the challenges U.S. troops face while fighting the global war on terrorism. He also speaks free of charge at civic-club meetings, universities and military bases in support of the troops.
Greer has been a member of the Defense Department's retired military analysts group since 2004, and has traveled the world, "visiting troops to thank them for their sacrifices," he said.
While the Greer Foundation's main focus is educating the public about the troops' sacrifices through radio and TV commentary and speaking engagements, it administers two award programs: one honors those killed in action, and the other recognizes children affected by war and conflict.
"Specifically, we award the Master Sgt. William "Chief" Carlson Tomahawk Medal and the Tarlavsky-Price Youth Leadership Award," Greer said. "Both awards honor the sacrifices of three of America's finest warriors and very close friends of mine."
The foundation is one of the newest home-front members of the America Supports You program. The Defense Department program connects citizens and corporations with military personnel and their families serving at home and abroad.
Greer said he's proud the foundation is now part of America Supports You, and he looks forward to the mutual benefits the partnership will provide.
Friday, June 29, 2007
Wednesday, June 27, 2007
Conference Empowers NCOs From European, Eurasian Nations
By Sgt. Aimee Millham, USA
Special to American Forces Press Service
June 26, 2007 – Historically, armies in Eastern Europe, Africa and Afghanistan have relied heavily on their officers to make decisions even at the lowest tactical level. But with the asymmetrical face of warfare today, some nations are looking to empower their noncommissioned officers to make the immediate, on-the-ground decisions that affect front-line soldiers in battle. "On this warfront, who is out on the convoys?" asked Sgt. Maj. Mariusz Piwonski, sergeant major of Polish Land Forces. "It is the NCOs. They are the ones out there making the big decisions, the decisions that affect the lives of soldiers."
This and other topics were addressed at a three-day conference here last week that brought together 30 sergeants major from across Europe and Eurasia to meet for the first Conference of European Armies for NCOs.
In line with the intent of the U.S. Army, Europe, commander's intent to build tomorrow's coalitions and leaders, the conference was designed to bring leaders from different armies together to exchange ideas, network and engage in open discussions regarding military matters, said U.S. Army Command Sgt. Maj. Iuniasolua Savusa, USAREUR's command sergeant major.
While land forces commanders and other top officers from across Europe and the U.S. Army gather each year in Heidelberg, Germany, for such a conference, the Grafenwoehr event was the first of its kind for NCOs.
"We cannot think that this war is all officer business," said Army Command Sgt. Maj. Mark Ripka, U.S. Joint Forces Command. "We're going to end up executing the order anyway - might as well be involved in the decision-making process."
Nations like Romania, where the second command sergeant major of the army is now serving, and Slovakia, which has fully adopted the western NCO models, are mirroring the NCO corps structure of nations like the United States, Canada and Great Britain.
"They want the confidence we have in our NCO corps. To me, that shows passion," Savusa said. "Everyone here (at the conference), I believe, has that passion."
Slovakia sent its army's sergeant major to the U.S. Army Sergeants Major Academy and has used the U.S. NCO structure as a foundation for its corps because it believes it is important for all coalition partners to follow the same standard, said Sgt. Maj. Richard Fabricius, sergeant major of Slovakian armed forces.
"It is important, because when you have two platoons from two different nations going on the same raid, you can assume NCOs from both platoons will have a mutual grasp of what the NCOs' responsibility is," Fabricius said.
The conference included discussion panels, a tour of the Joint Multinational Training Command Warrior Leader Course facilities, and a demonstration of convoy live-fire training, where U.S. soldiers reacted to an improvised explosive device and engaged pop-up targets.
"This conference is perfectly located at JMTC, USAREUR's jewel, where we send soldiers from other nations through our NCO education system to enhance their commands," Savusa said.
The Conference of European Armies for NCOs will be an annual event slated to happen again in April, according to conference organizers.
(Army Sgt. Aimee Millhamis is assigned to the public affairs office, U.S. Army, Europe.)
Special to American Forces Press Service
June 26, 2007 – Historically, armies in Eastern Europe, Africa and Afghanistan have relied heavily on their officers to make decisions even at the lowest tactical level. But with the asymmetrical face of warfare today, some nations are looking to empower their noncommissioned officers to make the immediate, on-the-ground decisions that affect front-line soldiers in battle. "On this warfront, who is out on the convoys?" asked Sgt. Maj. Mariusz Piwonski, sergeant major of Polish Land Forces. "It is the NCOs. They are the ones out there making the big decisions, the decisions that affect the lives of soldiers."
This and other topics were addressed at a three-day conference here last week that brought together 30 sergeants major from across Europe and Eurasia to meet for the first Conference of European Armies for NCOs.
In line with the intent of the U.S. Army, Europe, commander's intent to build tomorrow's coalitions and leaders, the conference was designed to bring leaders from different armies together to exchange ideas, network and engage in open discussions regarding military matters, said U.S. Army Command Sgt. Maj. Iuniasolua Savusa, USAREUR's command sergeant major.
While land forces commanders and other top officers from across Europe and the U.S. Army gather each year in Heidelberg, Germany, for such a conference, the Grafenwoehr event was the first of its kind for NCOs.
"We cannot think that this war is all officer business," said Army Command Sgt. Maj. Mark Ripka, U.S. Joint Forces Command. "We're going to end up executing the order anyway - might as well be involved in the decision-making process."
Nations like Romania, where the second command sergeant major of the army is now serving, and Slovakia, which has fully adopted the western NCO models, are mirroring the NCO corps structure of nations like the United States, Canada and Great Britain.
"They want the confidence we have in our NCO corps. To me, that shows passion," Savusa said. "Everyone here (at the conference), I believe, has that passion."
Slovakia sent its army's sergeant major to the U.S. Army Sergeants Major Academy and has used the U.S. NCO structure as a foundation for its corps because it believes it is important for all coalition partners to follow the same standard, said Sgt. Maj. Richard Fabricius, sergeant major of Slovakian armed forces.
"It is important, because when you have two platoons from two different nations going on the same raid, you can assume NCOs from both platoons will have a mutual grasp of what the NCOs' responsibility is," Fabricius said.
The conference included discussion panels, a tour of the Joint Multinational Training Command Warrior Leader Course facilities, and a demonstration of convoy live-fire training, where U.S. soldiers reacted to an improvised explosive device and engaged pop-up targets.
"This conference is perfectly located at JMTC, USAREUR's jewel, where we send soldiers from other nations through our NCO education system to enhance their commands," Savusa said.
The Conference of European Armies for NCOs will be an annual event slated to happen again in April, according to conference organizers.
(Army Sgt. Aimee Millhamis is assigned to the public affairs office, U.S. Army, Europe.)
Monday, June 25, 2007
Conference Marks First Step Toward Inter-Faith Reconciliation in Iraq
By Tim Kilbride
Special to American Forces Press Service
June 24, 2007 – A meeting of Iraqi religious leaders from various sects and faiths has opened a door for further progress on reining in factional violence in Iraq, said the top U.S. chaplain in the country. The Iraqi Inter-Religious Congress, held June 12-13 in Baghdad, brought together 55 representatives of the most influential clerics and religious dignitaries from around the country. In doing so, it potentially set a precedent for continued dialogue on how to reconcile the Iraqi people, Army Chaplain (Col.) Micheal Hoyt, command chaplain for Multinational Force Iraq, said during a June 21 conference call with online journalists.
Hoyt said the gathering comprised the "largest representation of faith groups and geographic dispersion from north, south, east and west in Iraq at a religious conference in 37 years." As such, "it was a pretty historic event," he observed.
Delegates to the congress were selected by the country's various faith groups to include people with national-level influence, Hoyt said. He emphasized that despite Defense Department funding, it was an Iraqi-led event, encouraged by Iraqi Prime Minister Nouri al-Maliki as a way to potentially slow the spread of bloodshed in the country.
"He was overwhelmingly supportive of this event," Hoyt noted. "The agreement (reached by the congress) was the first of its kind to receive the personal endorsement of the prime minister."
Representatives of Shiite clerics Ali al-Sistani and Muqtada al-Sadr attended, as did delegates from the Sunni Association of Muslim Scholars. Other notables included the Iraqi minister of human rights, an advisor to Maliki, and 11 members of the Iraqi Council of Representatives, Hoyt said.
Together they forged a resolution Hoyt characterized as "the first broad-based religious accord to support and recognize the legitimacy of the government of Iraq."
The delegates also rejected terrorism and sectarian violence, the chaplain said.
Their agreement was the first to "publicly renounce al Qaeda by name, and to publicly declare that the spread of arms and unauthorized weapons is to be viewed as a criminal act in Iraq," Hoyt said.
"It's the first religious accord that provides a way ahead for a committed public action by religious leaders to denounce violence, deny terrorism, demonstrate support for democratic principles and the constitution, and to display national unity," he continued.
An equally important insertion, Hoyt noted, was a call for action to the Iraqi government, urging it to build on the good will generated by this and other reconciliation conferences, past and present.
The government was requested to look back at some of the secular gatherings that have taken place at the tribal level and "see what (can be brought) forward out of them into an overall package of reconciliation," Hoyt explained.
Other national conferences will follow, the chaplain said.
"It's part of process, a prolonged process," he noted, "to build this grass roots religious leader voice, so that the government of Iraq and the religious leaders of Iraq ... (can) have a platform to establish a dialogue."
In addition, he said, those leaders will direct a host of regional-level conferences to follow up on the national dialogues.
Despite the consensus for peace that came out of the gathering, Hoyt cautioned against a rush to optimism.
"The Iraqi Inter-Religious Congress is not the silver bullet. It's a part of the ammunition belt used to help stabilize this country," he said.
Whether there will be concrete progress on reconciliation "just remains to be seen," Hoyt said. "We'll just see if we can get a voice loud enough and good enough to actually make something happen, or if it's kind of overwhelmed by other events that are also of national and international (strategic) importance."
Still, he added, "I have to believe that their message is having some level of decisive impact on the restraint of violence."
Maintaining an interfaith dialogue and translating it into government action and political reconciliation is the goal of his own outreach efforts, Hoyt explained. In the wake of the congress, he said he remains encouraged progress can be made.
"Before there just wasn't anything to build off of; now there is," he said. "Where it's going to go is anybody's guess, but it couldn't have gone anywhere had this not occurred."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Special to American Forces Press Service
June 24, 2007 – A meeting of Iraqi religious leaders from various sects and faiths has opened a door for further progress on reining in factional violence in Iraq, said the top U.S. chaplain in the country. The Iraqi Inter-Religious Congress, held June 12-13 in Baghdad, brought together 55 representatives of the most influential clerics and religious dignitaries from around the country. In doing so, it potentially set a precedent for continued dialogue on how to reconcile the Iraqi people, Army Chaplain (Col.) Micheal Hoyt, command chaplain for Multinational Force Iraq, said during a June 21 conference call with online journalists.
Hoyt said the gathering comprised the "largest representation of faith groups and geographic dispersion from north, south, east and west in Iraq at a religious conference in 37 years." As such, "it was a pretty historic event," he observed.
Delegates to the congress were selected by the country's various faith groups to include people with national-level influence, Hoyt said. He emphasized that despite Defense Department funding, it was an Iraqi-led event, encouraged by Iraqi Prime Minister Nouri al-Maliki as a way to potentially slow the spread of bloodshed in the country.
"He was overwhelmingly supportive of this event," Hoyt noted. "The agreement (reached by the congress) was the first of its kind to receive the personal endorsement of the prime minister."
Representatives of Shiite clerics Ali al-Sistani and Muqtada al-Sadr attended, as did delegates from the Sunni Association of Muslim Scholars. Other notables included the Iraqi minister of human rights, an advisor to Maliki, and 11 members of the Iraqi Council of Representatives, Hoyt said.
Together they forged a resolution Hoyt characterized as "the first broad-based religious accord to support and recognize the legitimacy of the government of Iraq."
The delegates also rejected terrorism and sectarian violence, the chaplain said.
Their agreement was the first to "publicly renounce al Qaeda by name, and to publicly declare that the spread of arms and unauthorized weapons is to be viewed as a criminal act in Iraq," Hoyt said.
"It's the first religious accord that provides a way ahead for a committed public action by religious leaders to denounce violence, deny terrorism, demonstrate support for democratic principles and the constitution, and to display national unity," he continued.
An equally important insertion, Hoyt noted, was a call for action to the Iraqi government, urging it to build on the good will generated by this and other reconciliation conferences, past and present.
The government was requested to look back at some of the secular gatherings that have taken place at the tribal level and "see what (can be brought) forward out of them into an overall package of reconciliation," Hoyt explained.
Other national conferences will follow, the chaplain said.
"It's part of process, a prolonged process," he noted, "to build this grass roots religious leader voice, so that the government of Iraq and the religious leaders of Iraq ... (can) have a platform to establish a dialogue."
In addition, he said, those leaders will direct a host of regional-level conferences to follow up on the national dialogues.
Despite the consensus for peace that came out of the gathering, Hoyt cautioned against a rush to optimism.
"The Iraqi Inter-Religious Congress is not the silver bullet. It's a part of the ammunition belt used to help stabilize this country," he said.
Whether there will be concrete progress on reconciliation "just remains to be seen," Hoyt said. "We'll just see if we can get a voice loud enough and good enough to actually make something happen, or if it's kind of overwhelmed by other events that are also of national and international (strategic) importance."
Still, he added, "I have to believe that their message is having some level of decisive impact on the restraint of violence."
Maintaining an interfaith dialogue and translating it into government action and political reconciliation is the goal of his own outreach efforts, Hoyt explained. In the wake of the congress, he said he remains encouraged progress can be made.
"Before there just wasn't anything to build off of; now there is," he said. "Where it's going to go is anybody's guess, but it couldn't have gone anywhere had this not occurred."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Saturday, June 23, 2007
Gainey Wraps up Korea Visit, Announces Plans to Retire
By Fred W. Baker III
American Forces Press Service
June 22, 2007 – The Defense Department's top enlisted member said this week he has submitted his retirement paperwork, but that he plans to stay on through July 2008 until his replacement is on the job. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, said his week-long trip here will be his last to visit troops here. He finished a visit to camps and bases across the peninsula today.
"It was a personal choice that I felt like I had to make after 33 and a half years," Gainey said. "I think it's time to let someone else in this position."
Chief of Naval Operations Adm. Michael G. Mullen, if confirmed by the Senate, will replace Marine Gen. Peter Pace as chairman of the Joint Chiefs of Staff on Oct. 1.
Gainey said his retirement timeline will give the next Joint Chiefs chairman time to select a senior enlisted advisor.
"I think I owe that to Admiral Mullen, who I think is a very fine officer," Gainey said.
Gainey is the first noncommissioned officer to hold the senior enlisted advisor post, which Pace created, and has served in the job since Oct. 1, 2005.
Since then, he has traveled the world talking to troops and hearing their concerns. Gainey said he will continue his whirlwind travel schedule, talking with servicemembers and advocating on their behalf until the day he retires.
"I'm not going to be a ROAD - 'Retired On Active Duty.' I will talk to troops until the day that I walk off the field," Gainey said. "I'm not going to slow up. I owe it to the troops."
Gainey said he will miss working for his current boss. He said it has been a pleasure working for an officer who has such a passion for taking care of servicemembers.
"He has the ability to make troops feel like they are the most important people in the world," Gainey said of Pace.
Gainey plans to retire near Fort Hood, Texas, where he and his wife of 30 years, Cindy, will build a new home. He said he plans to relax and spend time with his children and grandchildren, as serving in positions of increasing responsibility over the last 10 years has limited his time with family.
Gainey said he would like to work in some capacity that will allow him to speak on the behalf of servicemembers and "the benefits they deserve."
This week, Gainey talked with hundreds of servicemembers at town halls and on call-in radio shows and was guest speaker at a Warrior Leader Course graduation. Using humor mixed with his easy-going "South Carolinian" demeanor, Gainey put the troops at ease so he could hear their concerns about serving in Korea and about life in the military.
"What keeps you up at night?" was the recurring question Gainey posed to troops. "My roommate snoring," was one answer shot back. More serious responses included questions about promotions, uniforms, curfews, medical care, transformation and tour lengths. Gainey recorded the comments and said he will take them back to the appropriate service chiefs and to Pace.
He constantly reminded the servicemembers that he is not in their chain of command, and that he "didn't want to be another ugly picture on the wall" of a headquarters building. Gainey also emphasized that he while he would not resolve their concerns directly, he is a conduit at the Pentagon for getting their concerns to the right person.
Gainey noted the progress made on the Korean peninsula as leadership there begins its transformation from a Cold War formation and begins restructuring bases and camps to improve servicemembers' quality of life. He visited the troops serving here last year at this time.
"The biggest impression I got from this trip was the progress that was made, especially at Camp Humpreys. It was like I was walking into a totally different environment," Gainey said. "The motivation and the morale of the leadership to take care of the troops was also even greater this year."
Gainey said he would talk with the chairman about ensuring proper funding and resources be funneled to Korea to ensure the transformation is complete by 2012.
"One thing I'm going to talk to the chairman about is the commitment we made. We made a commitment ... that we would expand Camp Humphreys," Gainey said. "(Servicemembers) didn't ask to move. They were told to move. Now we owe it to them to take care of them with funding and any other resources they need."
Once the transformation is complete, Camp Humphreys will be the home of U.S. Forces Korea and Eighth U.S. Army. It will be the largest installation on the peninsula.
Gainey said he fielded more concerns this year about the Tricare military health system and Department of Veterans Affairs benefits. Also significant were questions on allowing more command-sponsored families to accompany their military sponsors to the area.
Gainey also said that the troops seemed more focused and motivated this year.
"The soldiers, sailors, airman and Marines here are some of the most focused individuals you will ever meet, because they know that, just like their motto says, they could be fighting tonight," Gainey said. "When you hear the term 'train as you fight,' they truly train as they would fight."
Gainey said he will miss touring Korea. The next time he returns it will be as a civilian on vacation. He has traveled to Korea nine times during his career.
"Korea is a great place. I hear people call it a hardship tour. I can't figure it out," he said.
Nearing the end of his military career, Gainey offered simple advice to those starting theirs.
"Be the best you can be. Learn as much as you can from your leadership. Watch for the good and bad. Mimic the good, record the bad. If you remember the bad, you won't make the same mistakes," Gainey said.
Most importantly though, "Always remember nobody is greater and more important than the troops and their families you are given the privilege to serve," he said.
American Forces Press Service
June 22, 2007 – The Defense Department's top enlisted member said this week he has submitted his retirement paperwork, but that he plans to stay on through July 2008 until his replacement is on the job. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, said his week-long trip here will be his last to visit troops here. He finished a visit to camps and bases across the peninsula today.
"It was a personal choice that I felt like I had to make after 33 and a half years," Gainey said. "I think it's time to let someone else in this position."
Chief of Naval Operations Adm. Michael G. Mullen, if confirmed by the Senate, will replace Marine Gen. Peter Pace as chairman of the Joint Chiefs of Staff on Oct. 1.
Gainey said his retirement timeline will give the next Joint Chiefs chairman time to select a senior enlisted advisor.
"I think I owe that to Admiral Mullen, who I think is a very fine officer," Gainey said.
Gainey is the first noncommissioned officer to hold the senior enlisted advisor post, which Pace created, and has served in the job since Oct. 1, 2005.
Since then, he has traveled the world talking to troops and hearing their concerns. Gainey said he will continue his whirlwind travel schedule, talking with servicemembers and advocating on their behalf until the day he retires.
"I'm not going to be a ROAD - 'Retired On Active Duty.' I will talk to troops until the day that I walk off the field," Gainey said. "I'm not going to slow up. I owe it to the troops."
Gainey said he will miss working for his current boss. He said it has been a pleasure working for an officer who has such a passion for taking care of servicemembers.
"He has the ability to make troops feel like they are the most important people in the world," Gainey said of Pace.
Gainey plans to retire near Fort Hood, Texas, where he and his wife of 30 years, Cindy, will build a new home. He said he plans to relax and spend time with his children and grandchildren, as serving in positions of increasing responsibility over the last 10 years has limited his time with family.
Gainey said he would like to work in some capacity that will allow him to speak on the behalf of servicemembers and "the benefits they deserve."
This week, Gainey talked with hundreds of servicemembers at town halls and on call-in radio shows and was guest speaker at a Warrior Leader Course graduation. Using humor mixed with his easy-going "South Carolinian" demeanor, Gainey put the troops at ease so he could hear their concerns about serving in Korea and about life in the military.
"What keeps you up at night?" was the recurring question Gainey posed to troops. "My roommate snoring," was one answer shot back. More serious responses included questions about promotions, uniforms, curfews, medical care, transformation and tour lengths. Gainey recorded the comments and said he will take them back to the appropriate service chiefs and to Pace.
He constantly reminded the servicemembers that he is not in their chain of command, and that he "didn't want to be another ugly picture on the wall" of a headquarters building. Gainey also emphasized that he while he would not resolve their concerns directly, he is a conduit at the Pentagon for getting their concerns to the right person.
Gainey noted the progress made on the Korean peninsula as leadership there begins its transformation from a Cold War formation and begins restructuring bases and camps to improve servicemembers' quality of life. He visited the troops serving here last year at this time.
"The biggest impression I got from this trip was the progress that was made, especially at Camp Humpreys. It was like I was walking into a totally different environment," Gainey said. "The motivation and the morale of the leadership to take care of the troops was also even greater this year."
Gainey said he would talk with the chairman about ensuring proper funding and resources be funneled to Korea to ensure the transformation is complete by 2012.
"One thing I'm going to talk to the chairman about is the commitment we made. We made a commitment ... that we would expand Camp Humphreys," Gainey said. "(Servicemembers) didn't ask to move. They were told to move. Now we owe it to them to take care of them with funding and any other resources they need."
Once the transformation is complete, Camp Humphreys will be the home of U.S. Forces Korea and Eighth U.S. Army. It will be the largest installation on the peninsula.
Gainey said he fielded more concerns this year about the Tricare military health system and Department of Veterans Affairs benefits. Also significant were questions on allowing more command-sponsored families to accompany their military sponsors to the area.
Gainey also said that the troops seemed more focused and motivated this year.
"The soldiers, sailors, airman and Marines here are some of the most focused individuals you will ever meet, because they know that, just like their motto says, they could be fighting tonight," Gainey said. "When you hear the term 'train as you fight,' they truly train as they would fight."
Gainey said he will miss touring Korea. The next time he returns it will be as a civilian on vacation. He has traveled to Korea nine times during his career.
"Korea is a great place. I hear people call it a hardship tour. I can't figure it out," he said.
Nearing the end of his military career, Gainey offered simple advice to those starting theirs.
"Be the best you can be. Learn as much as you can from your leadership. Watch for the good and bad. Mimic the good, record the bad. If you remember the bad, you won't make the same mistakes," Gainey said.
Most importantly though, "Always remember nobody is greater and more important than the troops and their families you are given the privilege to serve," he said.
Thursday, June 21, 2007
Success in Iraq Determined at 'Macro Level,' Enlisted Leader Says
By Tim Kilbride
Special to American Forces Press Service
June 18, 2007 – Individual roles, actions and operations are essential components of the Iraq war effort, but it is the sum of those parts that defines success in the war, the top enlisted leader in theater said last week. To determine whether the coalition is winning or losing in Iraq, it is necessary to consider three points, said Army Command Sgt. Maj. Marvin Hill, senior enlisted leader of Multinational Force Iraq, during a June 15 call with online journalists.
The first target, he said, is "a government that (is) able to take care of its people and be self-sustaining" while generating economic growth.
For the second measure, Hill said, "you can define winning by improving the life of the Iraqi people and bringing some form of normalcy back" to them.
The last element, he explained, is building, training and equipping "an Iraqi security force that's capable of providing security for its people."
Progress against those three measures is best measured through "atmospherics," Hill said, taking the pulse of the environment within a certain area to get a sense of normalcy and functionality. Without such context, he noted, numbers and other specifics can sometimes lose meaning.
"I don't think it's about what we do for ourselves while we're over here," Hill said. "I don't think it's about how many hours an aviation unit has flown, or how many missions an infantry unit has done, and how much fuel a petroleum unit has pumped."
Rather, he explained, the usefulness and efficacy of those actions is measured in how they support the mission of assisting the Iraqi people.
"If you're playing a role in that and if you can see progress in that, I think you can say that you are winning," Hill said. "But through your efforts, if you don't see a change in the atmospherics -- if you see the government moving so slow that it appears that they're going backwards, and if you see an Iraqi security force that exists just to exist and not exist to take care of its people, protect its people -- then we are not winning."
That type of contextual balance is often missing from the descriptions of Iraq provided to the American public, Hill said; there is typically a missing link as to how individual actions or events relate back to the central strategy or reality on the ground.
"From the soldier perspective, probably from some of our leaders, I think we just speak in a language that the American people don't understand," he said. "If you were a ... servicemember you understand, 'Okay, I flew more flight hours than such-and-such.' Okay? They're saying that's pretty good, but still, that's whoop-dee-doo, you know. Well, what did the flight hours ... enable? And once we can say that, then people say, 'Oh, I get it.'"
Unlike the relationship with the U.S. public, communicating with the Iraqi public involves more direct interaction, Hill said. Rather than words, U.S. and coalition soldiers communicate with the Iraqis through actions, he explained.
He described the notion of the "strategic corporal" - a young service member, "mid-grade or junior grade, who's out there on point, whose actions ... would have strategic implications, whether it be positive or negative."
Coalition troops are such critical messengers with the Iraqi public, he said, because of their regular engagement with that public. Generic messages regarding normalizing the security situation and improving Iraqis' quality of life are directly communicated through the coalition's day-to-day activities, Hill said.
"They can tell them that through flyers, they can tell them that through interpreters, or they can tell them that through action," Hill said.
The action piece, he noted, is "assisting in cleaning up neighborhoods, assisting in getting schools open, assisting in getting playgrounds built, assisting in securing the market areas."
They are assisted in that mission by the Iraqi security forces, Hill said. The addition of the Iraqi police and army to the fight are, in fact, one of the biggest developments in the war in the past three years, he noted.
"Now we are partnered with someone, someone who has a vested interest in the Baghdad security plan working, and ... our fight and our cause over here actually working," Hill said.
But it is not an easy mission, especially for the Iraqi police, he said. Because of the severity of the security situation, reports of their performance must be evaluated in context, he explained.
"They are constantly under threat. And they're trying to cure a local population and have law and order, but they are constantly under threat themselves," Hill said.
Understanding that point, Hill said, also makes it possible to understand the U.S. mission of helping stabilize the security situation to a point where the Iraqi police are able to function independently.
Thus, establishing context is once again a central goal and challenge of communication on Iraq, Hill said.
In the case of U.S. soldiers fighting in Iraq, Hill explained, that challenge entails maintaining their faith in their leadership. For the troops to effectively execute a mission, he said, they must have absolute confidence in their chain of command and their fellow servicemembers.
Hill noted that anytime he is around a soldier's reenlistment ceremony he raises his hand and recites the oath of enlistment. "It just gives you a feeling of being something much, much larger than yourself," he observed.
"I think that serves as a reminder to our young servicemembers that we're enlisting; it serves as a reminder that, 'Hey, as a leader I've got your back and I got your best interest at heart because I need you to blindly obey my orders,' Hill said. "And so in order for you to do that, you've got to know that I've got your back."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Special to American Forces Press Service
June 18, 2007 – Individual roles, actions and operations are essential components of the Iraq war effort, but it is the sum of those parts that defines success in the war, the top enlisted leader in theater said last week. To determine whether the coalition is winning or losing in Iraq, it is necessary to consider three points, said Army Command Sgt. Maj. Marvin Hill, senior enlisted leader of Multinational Force Iraq, during a June 15 call with online journalists.
The first target, he said, is "a government that (is) able to take care of its people and be self-sustaining" while generating economic growth.
For the second measure, Hill said, "you can define winning by improving the life of the Iraqi people and bringing some form of normalcy back" to them.
The last element, he explained, is building, training and equipping "an Iraqi security force that's capable of providing security for its people."
Progress against those three measures is best measured through "atmospherics," Hill said, taking the pulse of the environment within a certain area to get a sense of normalcy and functionality. Without such context, he noted, numbers and other specifics can sometimes lose meaning.
"I don't think it's about what we do for ourselves while we're over here," Hill said. "I don't think it's about how many hours an aviation unit has flown, or how many missions an infantry unit has done, and how much fuel a petroleum unit has pumped."
Rather, he explained, the usefulness and efficacy of those actions is measured in how they support the mission of assisting the Iraqi people.
"If you're playing a role in that and if you can see progress in that, I think you can say that you are winning," Hill said. "But through your efforts, if you don't see a change in the atmospherics -- if you see the government moving so slow that it appears that they're going backwards, and if you see an Iraqi security force that exists just to exist and not exist to take care of its people, protect its people -- then we are not winning."
That type of contextual balance is often missing from the descriptions of Iraq provided to the American public, Hill said; there is typically a missing link as to how individual actions or events relate back to the central strategy or reality on the ground.
"From the soldier perspective, probably from some of our leaders, I think we just speak in a language that the American people don't understand," he said. "If you were a ... servicemember you understand, 'Okay, I flew more flight hours than such-and-such.' Okay? They're saying that's pretty good, but still, that's whoop-dee-doo, you know. Well, what did the flight hours ... enable? And once we can say that, then people say, 'Oh, I get it.'"
Unlike the relationship with the U.S. public, communicating with the Iraqi public involves more direct interaction, Hill said. Rather than words, U.S. and coalition soldiers communicate with the Iraqis through actions, he explained.
He described the notion of the "strategic corporal" - a young service member, "mid-grade or junior grade, who's out there on point, whose actions ... would have strategic implications, whether it be positive or negative."
Coalition troops are such critical messengers with the Iraqi public, he said, because of their regular engagement with that public. Generic messages regarding normalizing the security situation and improving Iraqis' quality of life are directly communicated through the coalition's day-to-day activities, Hill said.
"They can tell them that through flyers, they can tell them that through interpreters, or they can tell them that through action," Hill said.
The action piece, he noted, is "assisting in cleaning up neighborhoods, assisting in getting schools open, assisting in getting playgrounds built, assisting in securing the market areas."
They are assisted in that mission by the Iraqi security forces, Hill said. The addition of the Iraqi police and army to the fight are, in fact, one of the biggest developments in the war in the past three years, he noted.
"Now we are partnered with someone, someone who has a vested interest in the Baghdad security plan working, and ... our fight and our cause over here actually working," Hill said.
But it is not an easy mission, especially for the Iraqi police, he said. Because of the severity of the security situation, reports of their performance must be evaluated in context, he explained.
"They are constantly under threat. And they're trying to cure a local population and have law and order, but they are constantly under threat themselves," Hill said.
Understanding that point, Hill said, also makes it possible to understand the U.S. mission of helping stabilize the security situation to a point where the Iraqi police are able to function independently.
Thus, establishing context is once again a central goal and challenge of communication on Iraq, Hill said.
In the case of U.S. soldiers fighting in Iraq, Hill explained, that challenge entails maintaining their faith in their leadership. For the troops to effectively execute a mission, he said, they must have absolute confidence in their chain of command and their fellow servicemembers.
Hill noted that anytime he is around a soldier's reenlistment ceremony he raises his hand and recites the oath of enlistment. "It just gives you a feeling of being something much, much larger than yourself," he observed.
"I think that serves as a reminder to our young servicemembers that we're enlisting; it serves as a reminder that, 'Hey, as a leader I've got your back and I got your best interest at heart because I need you to blindly obey my orders,' Hill said. "And so in order for you to do that, you've got to know that I've got your back."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Sunday, June 17, 2007
Pace Speaks About Jointness, Moral Courage
By Jim Garamone
American Forces Press Service
June 15, 2007 – U.S. armed services frequently work together in joint operations, and military officers also need to represent their own services in joint environments, the chairman of the Joint Chiefs of Staff said yesterday at the Joint Forces Staff College here. Pace delivered the Henry Clay Hofheimer Lecture to students, faculty and guests of the college. Most of the students are young officers who will move on to joint service assignments around the world.
"This is a joint school, a joint and combined environment and I like that a lot," Marine Gen. Peter Pace said. "But I ask you to not forget what uniform you wear."
The military has successfully embraced jointness, he said, and the campaign into Iraq in March and April 2003 proved the worth of the joint approach. But officers may be too quick to embrace the concept.
Pace said he knows a lot about the Marine Corps, having grown up in the culture from second lieutenant fresh out of the Naval Academy. "What I need around me are officers who will tell me what it is about the Army, Navy, Air Force and Coast Guard that I do not know, and if I did know, I could make a better decision," he said.
An Air Force officer going to a joint meeting has the responsibility to represent his service as part of his input to the meeting. "When you walk in that room, don't be bashful about explaining to the other people why certain things in your service are the way they are," Pace said. "At the end of the day, when the decision is made, of course, we all get on board and row together."
He said keeping an open mind is part of the process. It is important to articulate the service's position, but an officer needs to understand it is only one way of looking at that problem.
"Understand that you know part of the truth, not all of the truth, and listen to the folks around you," Pace said. "Then become part of the team that solves the problem."
The chairman said military personnel readily understand physical courage, but he has really come to understand moral courage.
"I have come in my last six years to appreciate and value the courage that comes with having to stand up and speak your mind when others are thinking differently," he said. "If you are wrong in combat, you might die. If you are wrong intellectually you have to live with it."
With seniority comes membership in more powerful groups, he noted. "As discussions are going in one direction, it becomes more and more difficult to say 'I see it a bit differently.' But I will tell you that the more senior you become the more critical it is that you be the person at the table who does that," he said.
Pace also spoke about the value of saying "no" to senior officials. Pace said the word "no" has an unusual effect on people. He said if there is a roll call around a table and someone says, "No" everything stops.
"Everybody listens," he said. "You will not always carry the day. But you will always be welcome at the next meeting, because people know you will always speak your mind."
The chairman also told the students that it is important to "grow where you are planted." He said some students in the class are going to assignments they would not have chosen for themselves. But, they have to give some credit to the services. The services know what they want in officers and what type of experiences they need for their officers.
"In my case, if I had done everything I had wanted to do in the Marine Corps and everything I presumed I was best-qualified for, I would long be retired," he said. "The service put me places that gave me the experiences that allowed me to compete for higher and higher jobs."
"More important than that," he told the students, "every place that we could possibly send you, there are great young men and women in uniform who need your leadership, who deserve the best you can give them. And as you already know if you take care of the folks in your charge the trip your on is amazingly rewarding and your unit just performs beyond anything you imagined."
American Forces Press Service
June 15, 2007 – U.S. armed services frequently work together in joint operations, and military officers also need to represent their own services in joint environments, the chairman of the Joint Chiefs of Staff said yesterday at the Joint Forces Staff College here. Pace delivered the Henry Clay Hofheimer Lecture to students, faculty and guests of the college. Most of the students are young officers who will move on to joint service assignments around the world.
"This is a joint school, a joint and combined environment and I like that a lot," Marine Gen. Peter Pace said. "But I ask you to not forget what uniform you wear."
The military has successfully embraced jointness, he said, and the campaign into Iraq in March and April 2003 proved the worth of the joint approach. But officers may be too quick to embrace the concept.
Pace said he knows a lot about the Marine Corps, having grown up in the culture from second lieutenant fresh out of the Naval Academy. "What I need around me are officers who will tell me what it is about the Army, Navy, Air Force and Coast Guard that I do not know, and if I did know, I could make a better decision," he said.
An Air Force officer going to a joint meeting has the responsibility to represent his service as part of his input to the meeting. "When you walk in that room, don't be bashful about explaining to the other people why certain things in your service are the way they are," Pace said. "At the end of the day, when the decision is made, of course, we all get on board and row together."
He said keeping an open mind is part of the process. It is important to articulate the service's position, but an officer needs to understand it is only one way of looking at that problem.
"Understand that you know part of the truth, not all of the truth, and listen to the folks around you," Pace said. "Then become part of the team that solves the problem."
The chairman said military personnel readily understand physical courage, but he has really come to understand moral courage.
"I have come in my last six years to appreciate and value the courage that comes with having to stand up and speak your mind when others are thinking differently," he said. "If you are wrong in combat, you might die. If you are wrong intellectually you have to live with it."
With seniority comes membership in more powerful groups, he noted. "As discussions are going in one direction, it becomes more and more difficult to say 'I see it a bit differently.' But I will tell you that the more senior you become the more critical it is that you be the person at the table who does that," he said.
Pace also spoke about the value of saying "no" to senior officials. Pace said the word "no" has an unusual effect on people. He said if there is a roll call around a table and someone says, "No" everything stops.
"Everybody listens," he said. "You will not always carry the day. But you will always be welcome at the next meeting, because people know you will always speak your mind."
The chairman also told the students that it is important to "grow where you are planted." He said some students in the class are going to assignments they would not have chosen for themselves. But, they have to give some credit to the services. The services know what they want in officers and what type of experiences they need for their officers.
"In my case, if I had done everything I had wanted to do in the Marine Corps and everything I presumed I was best-qualified for, I would long be retired," he said. "The service put me places that gave me the experiences that allowed me to compete for higher and higher jobs."
"More important than that," he told the students, "every place that we could possibly send you, there are great young men and women in uniform who need your leadership, who deserve the best you can give them. And as you already know if you take care of the folks in your charge the trip your on is amazingly rewarding and your unit just performs beyond anything you imagined."
Thursday, June 14, 2007
Afghan, Coalition Enlisted Leaders Hold Seminar
By Navy Petty Officer 1st Class David Votroubek
Special to American Forces Press Service
June 13, 2007 – Senior enlisted leaders from the Afghan National Army and coalition forces met in May for the first ANA Sergeant Major of the Army Combat Leadership Training Seminar. Command sergeants major and other senior enlisted leaders attended the two-day seminar to associate and train with their peers.
U.S. Army Maj. Gen. Robert E. Durbin, commander of Combined Security Transition Command Afghanistan, made opening statements on the first day. He recalled his experiences with senior enlisted leaders earlier in his career and challenged the attendees to put themselves in their soldiers' places.
He concluded by telling them, "Now you need to get blisters on your hands and get your hands dirty, because that's what great leaders do."
Durbin was followed by the combined command's top enlisted member, Army Command Sgt. Maj. Ruben Espinoza, who reminded the noncommissioned officers of their duty to enforce standards and train subordinates.
"Success on the battlefield is not an accident; it is the result of training by senior NCOs," he said.
The seminar's featured speaker was retired Command Sgt. Maj. Of the Army Jack Tilley, who served in the U.S. Army's top enlisted position from June 23, 2000, to Jan. 15, 2004. He reminded the enlisted leaders that they are role models, and stressed the importance of their relationship with commanding officers and of their duty to mentor all soldiers.
"Don't just talk about being a good soldier; be a good soldier every day of your life" he said.
The seminar also featured concurrent training sessions. The attendees were divided into small groups to participate in group discussions on "Escalation of Force," "Risk Management" and "Command Sergeant Major Duties and Responsibilities." The discussion on risk management was particularly important to Afghanistan's sergeant major of the army, Safi Roshan.
"There should be many changes because of this," he said while watching the safety videos.
The first day concluded with a presentation and discussion on re-enlistment and promotion policies by Afghan National Army Col. Mohd Amin, who sought input from the enlisted leaders.
Training and taking time to develop relationships were both benefits of the seminar. The ANA's medical command sergeant major, Shaker Noori, said both aspects were of equal value.
"It has been good, because we lack this experience," he said.
Similar seminars will be held twice a year to continue providing opportunities for the ANA and the coalition to network and mentor each other, officials said.
(Navy Petty Officer 1st Class David Votroubek is assigned to Combined Security Transition Command Afghanistan Public Affairs.)
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Special to American Forces Press Service
June 13, 2007 – Senior enlisted leaders from the Afghan National Army and coalition forces met in May for the first ANA Sergeant Major of the Army Combat Leadership Training Seminar. Command sergeants major and other senior enlisted leaders attended the two-day seminar to associate and train with their peers.
U.S. Army Maj. Gen. Robert E. Durbin, commander of Combined Security Transition Command Afghanistan, made opening statements on the first day. He recalled his experiences with senior enlisted leaders earlier in his career and challenged the attendees to put themselves in their soldiers' places.
He concluded by telling them, "Now you need to get blisters on your hands and get your hands dirty, because that's what great leaders do."
Durbin was followed by the combined command's top enlisted member, Army Command Sgt. Maj. Ruben Espinoza, who reminded the noncommissioned officers of their duty to enforce standards and train subordinates.
"Success on the battlefield is not an accident; it is the result of training by senior NCOs," he said.
The seminar's featured speaker was retired Command Sgt. Maj. Of the Army Jack Tilley, who served in the U.S. Army's top enlisted position from June 23, 2000, to Jan. 15, 2004. He reminded the enlisted leaders that they are role models, and stressed the importance of their relationship with commanding officers and of their duty to mentor all soldiers.
"Don't just talk about being a good soldier; be a good soldier every day of your life" he said.
The seminar also featured concurrent training sessions. The attendees were divided into small groups to participate in group discussions on "Escalation of Force," "Risk Management" and "Command Sergeant Major Duties and Responsibilities." The discussion on risk management was particularly important to Afghanistan's sergeant major of the army, Safi Roshan.
"There should be many changes because of this," he said while watching the safety videos.
The first day concluded with a presentation and discussion on re-enlistment and promotion policies by Afghan National Army Col. Mohd Amin, who sought input from the enlisted leaders.
Training and taking time to develop relationships were both benefits of the seminar. The ANA's medical command sergeant major, Shaker Noori, said both aspects were of equal value.
"It has been good, because we lack this experience," he said.
Similar seminars will be held twice a year to continue providing opportunities for the ANA and the coalition to network and mentor each other, officials said.
(Navy Petty Officer 1st Class David Votroubek is assigned to Combined Security Transition Command Afghanistan Public Affairs.)
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Friday, June 01, 2007
Military author selected for prestigious academic fellowship
June 1, 2007 (San Dimas, CA) Military-Writers.com is a website dedicated to researching and listing current, former and active United States Military personnel who have authored books. Wally Adamchik, the author of No YELLING: The Nine Secrets of Marine Corps Leadership you MUST know to WIN in business, has been selected as a Non-Resident Fellow for Marine Corps University for the 2007-2008 academic year.
The Non-Resident Fellows is a distinguished group of leadership experts and practitioners from active duty as well as the civilian sector; but the common thread with all Fellows is the desire to increase the study and application of leadership in the Marine Corps. Fellows will work with the Lejeune Leadership Institute by providing non-resident perspective and expertise. This may include: contributing to leadership curricula at various schools; writing papers for publication; assisting with the development of case studies or tools for use in the operating forces; and, assisting in local Lejeune Leadership Institute support visits to USMC bases and stations.
The mission of Lejeune Leadership Institute is to advance the study and practice of leadership excellence throughout the Marine Corps, focusing on leader development founded on core values. Institute Director, Dr. Joseph Thomas points out, “there are many, many needs. The Fellows perspective from outside of Marine Corps University is most welcome and we look forward to their input.”
When asked how he felt about this selection Adamchik commented, “It is kind of amazing that I can continue to make a contribution to the Marines in a very significant way a decade after I served. In fact, it is what I learned since the Marines that gives me a perspective they want to hear. We will learn from each other and make our Corps better. It is a bonus that my clients will benefit from this also.”
Major Wally Adamchik, a former tank commander and helicopter pilot with the United States Marine Corps, is the founder and president of FireStarter Speaking and Consulting, a national leadership development and consulting firm. His book, No Yelling: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business, draws upon the real-life experiences of those currently serving in the Marines and those now in the civilian sector to explain how anyone can incorporate the nine essential behaviors of Marine Corps leadership into their daily business life.
The book includes more than 100 interviews with current and former Marines, and offers side-by-side comparisons of their application in military and civilian settings. “The leadership techniques displayed by the United States Marine Corps have proven themselves time and again in battle,” says Adamchik. “These same principles can be applied from the break room to the board room to help anyone excel in business.”
For more information contact Wally Adamchik at wally@beafirestarter.com or 919-673-9499; or, for more information on his book, go to www.military-writers.com/wally_adamchik.html.
The Non-Resident Fellows is a distinguished group of leadership experts and practitioners from active duty as well as the civilian sector; but the common thread with all Fellows is the desire to increase the study and application of leadership in the Marine Corps. Fellows will work with the Lejeune Leadership Institute by providing non-resident perspective and expertise. This may include: contributing to leadership curricula at various schools; writing papers for publication; assisting with the development of case studies or tools for use in the operating forces; and, assisting in local Lejeune Leadership Institute support visits to USMC bases and stations.
The mission of Lejeune Leadership Institute is to advance the study and practice of leadership excellence throughout the Marine Corps, focusing on leader development founded on core values. Institute Director, Dr. Joseph Thomas points out, “there are many, many needs. The Fellows perspective from outside of Marine Corps University is most welcome and we look forward to their input.”
When asked how he felt about this selection Adamchik commented, “It is kind of amazing that I can continue to make a contribution to the Marines in a very significant way a decade after I served. In fact, it is what I learned since the Marines that gives me a perspective they want to hear. We will learn from each other and make our Corps better. It is a bonus that my clients will benefit from this also.”
Major Wally Adamchik, a former tank commander and helicopter pilot with the United States Marine Corps, is the founder and president of FireStarter Speaking and Consulting, a national leadership development and consulting firm. His book, No Yelling: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business, draws upon the real-life experiences of those currently serving in the Marines and those now in the civilian sector to explain how anyone can incorporate the nine essential behaviors of Marine Corps leadership into their daily business life.
The book includes more than 100 interviews with current and former Marines, and offers side-by-side comparisons of their application in military and civilian settings. “The leadership techniques displayed by the United States Marine Corps have proven themselves time and again in battle,” says Adamchik. “These same principles can be applied from the break room to the board room to help anyone excel in business.”
For more information contact Wally Adamchik at wally@beafirestarter.com or 919-673-9499; or, for more information on his book, go to www.military-writers.com/wally_adamchik.html.
Subscribe to:
Posts (Atom)
Posts
