July 14, 2009 (San Dimas, CA) American Heroes Press announced that the co-author of Leadership: Texas Hold ‘em Style, Lieutenant Raymond E. Foster, LAPD (ret.) will be a guest on the internet-based radio program Ask Sharifah, on July 30, 2009 at 2PM Pacific.
Date: July 30, 2009
Time: 2PM Pacific
Listen Live:
http://www.blogtalkradio.com/Sharifah/2009/07/30/Leadership-Texas-Hold-em-Style
ABOUT THE PROGRAM
Sharifah Hardie has over 15 years of online experience, is Google's #1 Ranked "Professional Business Consultant," the host of Ask Sharifah Radio Show and spotlights business owners on her website, "Celebrate Your Online Success." Call in and spotlight your business, ask your online marketing, website design, social network, internet, affiliate program, search engine related questions Monday - Friday at 2:00PM PST. For more information about Sharifah Hardie visit her website: Professional Business Consultant.
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Showing posts with label leader. Show all posts
Showing posts with label leader. Show all posts
Tuesday, July 14, 2009
Unstoppable Leadership
July 14, 2009 (San Dimas, CA) American Heroes Press announced that the co-author of Leadership: Texas Hold ‘em Style, Lieutenant Raymond E. Foster, LAPD (ret.) will be a guest on Mission Unstoppable hosted by Frankie Picasso on
August 25, 2009 at 5PM PACIFIC.
Date: August 25, 2009
Time: 5PM Pacific
Listen Live: http://www.blogtalkradio.com/missionunstoppable
ABOUT THE PROGRAM
Mission Unstoppable a mindset. It is an innate knowing that you can do whatever it is that you want to Do, and be whoever it is you want to Be! Mission Unstoppable is your new mantra. It is a way of life. It is a choice that you make on the inside that results in fruitful results on the outside. Mission Unstoppable is your call for action! Some folks find it on their own; others acquire it as they go along. Anyone can learn it. According to the host, Frankie Picasso, “That’s why I am here. I am Guerrilla Coach Frankie Picasso, aka The Unstoppable Coach. Join me and my Unstoppable Guests Tuesdays at 8 pm Est. and be inspired to live life large, live life by design, live life on a Mission, Mission Unstoppable!”
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
August 25, 2009 at 5PM PACIFIC.
Date: August 25, 2009
Time: 5PM Pacific
Listen Live: http://www.blogtalkradio.com/missionunstoppable
ABOUT THE PROGRAM
Mission Unstoppable a mindset. It is an innate knowing that you can do whatever it is that you want to Do, and be whoever it is you want to Be! Mission Unstoppable is your new mantra. It is a way of life. It is a choice that you make on the inside that results in fruitful results on the outside. Mission Unstoppable is your call for action! Some folks find it on their own; others acquire it as they go along. Anyone can learn it. According to the host, Frankie Picasso, “That’s why I am here. I am Guerrilla Coach Frankie Picasso, aka The Unstoppable Coach. Join me and my Unstoppable Guests Tuesdays at 8 pm Est. and be inspired to live life large, live life by design, live life on a Mission, Mission Unstoppable!”
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Monday, July 13, 2009
Leadership: Texas Hold ‘em Style
The co-author of Leadership: Texas Hold ‘em Style, Lieutenant Raymond E. Foster, LAPD (ret.) will be a guest on At Home Biz Radio.
Date: July 20, 2009
Time: 10AM Pacific Time
Listen Live: http://www.blogtalkradio.com/Jeane/2009/07/20/Leadership-Texas-Holdem-Style
ABOUT THE PROGRAM
Being the owner of your own business whether it's home based or out of the home can be quite challenging; especially with marketing and advertising being costly to reach a vast majority of people. That's where At Home Biz Radio comes in, we would like to help you get the word out about your business or venture. For more information visit: At Home Biz Radio.
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Date: July 20, 2009
Time: 10AM Pacific Time
Listen Live: http://www.blogtalkradio.com/Jeane/2009/07/20/Leadership-Texas-Holdem-Style
ABOUT THE PROGRAM
Being the owner of your own business whether it's home based or out of the home can be quite challenging; especially with marketing and advertising being costly to reach a vast majority of people. That's where At Home Biz Radio comes in, we would like to help you get the word out about your business or venture. For more information visit: At Home Biz Radio.
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Leadership: Texas Hold ‘em Style
The co-author of Leadership: Texas Hold ‘em Style, Lieutenant Raymond E. Foster, LAPD (ret.) will be a guest on Ramble & Rumble with Rabbi; hosted by Rabbi DF Eukel.
Date: July 15, 2009
Time: 7AM Central Standard Time
Listen Live: http://www.blogtalkradio.com/RabbiEukel
ABOUT THE PROGRAM
Ramble & Rumble with Rabbi hosted by Rabbi DF Eukel, is a M-F ninety-minute broadcast at 6AM CST. Our community conversations change with each broadcast day, distinctive segments. Come-on, get your coffee, courage and call-in or chat! We have had over 150 broadcasts since our beginning show Nov 22, 2008. Still going and growing! Want to "Ask the Rabbi"?
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Date: July 15, 2009
Time: 7AM Central Standard Time
Listen Live: http://www.blogtalkradio.com/RabbiEukel
ABOUT THE PROGRAM
Ramble & Rumble with Rabbi hosted by Rabbi DF Eukel, is a M-F ninety-minute broadcast at 6AM CST. Our community conversations change with each broadcast day, distinctive segments. Come-on, get your coffee, courage and call-in or chat! We have had over 150 broadcasts since our beginning show Nov 22, 2008. Still going and growing! Want to "Ask the Rabbi"?
ABOUT RAYMOND E. FOSTER
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral studies in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond has been a part-time lecturer at California State University, Fullerton and is currently a faculty advisor and chair of the Criminal Justice Program at the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
His first book, Police Technology is used in over 100 colleges and universities nationwide. He latest book, Leadership: Texas Hold ‘em Style has been adopted by several universities for course work in leadership; by several civil service organizations and required reading for promotion; and, has been well received in the wider market.
ABOUT THE BOOK
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
CONTACT INFORMATION
Lieutenant Raymond E. Foster, LAPD (ret)
909.599.7530
raymond@hitechcj.com
www.police-writers.com
Thursday, July 03, 2008
Program Gives Senior Officials 21st Century Skill Sets
By Army Staff Sgt. Michael J. Carden
American Forces Press Service
July 1, 2008 - A new Defense Department program for senior-level civilians seeks to develop the skills and competencies needed to lead the 21st century national defense effort. The Defense Senior Leader Development Program, which replaces the current Defense Leadership and Management Program, is the new "premiere executive development program for senior defense civilians and a key component of the department's succession planning strategy," said Patricia Bradshaw, deputy undersecretary of defense for civilian personnel policy.
"Civilians are playing a much greater role alongside our warfighters," she said. "Today, they are on the front lines, and civilians, including [Defense Department] civilians, have a role in reconstruction phases as well as other areas on today's battlefield."
The new program targets already-successful senior leaders needing to strengthen their knowledge of national security and broaden their enterprise view, Bradshaw said. Experiences in Iraq and Afghanistan, as well as Hurricane Katrina, shown the need for senior-level training to evolve beyond the Defense Department into the multinational and interagency world of the State Department, nongovernmental organizations and country allies, Bradshaw said.
As the U.S. aids the Iraqi government, for example, civilian teams from the U.S. Defense and State departments are working alongside military personnel assisting in rebuilding Iraq's ministries. Civilians are advising Iraqi officials on areas ranging from rule of law and economics to government and education, she said.
"Civilians are called upon to serve in ways we have not in the past," she said. "So it's not only the basic competencies we need to focus on; it's the ability to lead in our environment and make decisions."
Efforts such as the new training program will give senior civilians the tools they need to be successful in environments such as Iraq, Bradshaw said.
The need for the new program was recognized in 2005, and it was approved in 2007. Nominations for the first class, which begins in February, are due in September, and up to 50 people will be selected by December, said David A. Rude, chief of senior leader development, Civilian Personnel Management Service.
Individuals participating in DLAMP all received a letter last year explaining that the program would end in fiscal 2010. They must complete all program requirements to apply for completion, Rude said.
Graduates from the previous program aren't eligible for the new one; however, supplementary courses, training and seminars are available to help them, as well as those who don't get into the new program, become more competitive, Bradshaw said. Eventually, department employees will be able to go online and see what kind of leadership seminars and courses are available and how they map to a particular leadership competency, she added.
Those selected for the new program can expect four weeklong seminars, participation in case studies and 10 months of military education at one of the five war colleges to give them a broader sense of national security and working side by side with servicemembers, Bradshaw said.
Each service component will implement its own process requirements for how individuals are nominated. Basic eligibility requirements for the two-year program are:
-- Permanent, full-time Defense Department civilian employee at National Security Personnel System Pay Band 3, or GS-14/15 and equivalent;
-- Bachelor's degree as required to attend professional military education at one of the five service war colleges; and
-- One year of supervisory experience, which may be waived upon component recommendation.
An hourlong town hall meeting about the new program will be held at the Pentagon Conference Center at 8:30 a.m. July 8. The meeting will stream on the Civilian Personnel Management Service Web site for those who cannot attend in person.
American Forces Press Service
July 1, 2008 - A new Defense Department program for senior-level civilians seeks to develop the skills and competencies needed to lead the 21st century national defense effort. The Defense Senior Leader Development Program, which replaces the current Defense Leadership and Management Program, is the new "premiere executive development program for senior defense civilians and a key component of the department's succession planning strategy," said Patricia Bradshaw, deputy undersecretary of defense for civilian personnel policy.
"Civilians are playing a much greater role alongside our warfighters," she said. "Today, they are on the front lines, and civilians, including [Defense Department] civilians, have a role in reconstruction phases as well as other areas on today's battlefield."
The new program targets already-successful senior leaders needing to strengthen their knowledge of national security and broaden their enterprise view, Bradshaw said. Experiences in Iraq and Afghanistan, as well as Hurricane Katrina, shown the need for senior-level training to evolve beyond the Defense Department into the multinational and interagency world of the State Department, nongovernmental organizations and country allies, Bradshaw said.
As the U.S. aids the Iraqi government, for example, civilian teams from the U.S. Defense and State departments are working alongside military personnel assisting in rebuilding Iraq's ministries. Civilians are advising Iraqi officials on areas ranging from rule of law and economics to government and education, she said.
"Civilians are called upon to serve in ways we have not in the past," she said. "So it's not only the basic competencies we need to focus on; it's the ability to lead in our environment and make decisions."
Efforts such as the new training program will give senior civilians the tools they need to be successful in environments such as Iraq, Bradshaw said.
The need for the new program was recognized in 2005, and it was approved in 2007. Nominations for the first class, which begins in February, are due in September, and up to 50 people will be selected by December, said David A. Rude, chief of senior leader development, Civilian Personnel Management Service.
Individuals participating in DLAMP all received a letter last year explaining that the program would end in fiscal 2010. They must complete all program requirements to apply for completion, Rude said.
Graduates from the previous program aren't eligible for the new one; however, supplementary courses, training and seminars are available to help them, as well as those who don't get into the new program, become more competitive, Bradshaw said. Eventually, department employees will be able to go online and see what kind of leadership seminars and courses are available and how they map to a particular leadership competency, she added.
Those selected for the new program can expect four weeklong seminars, participation in case studies and 10 months of military education at one of the five war colleges to give them a broader sense of national security and working side by side with servicemembers, Bradshaw said.
Each service component will implement its own process requirements for how individuals are nominated. Basic eligibility requirements for the two-year program are:
-- Permanent, full-time Defense Department civilian employee at National Security Personnel System Pay Band 3, or GS-14/15 and equivalent;
-- Bachelor's degree as required to attend professional military education at one of the five service war colleges; and
-- One year of supervisory experience, which may be waived upon component recommendation.
An hourlong town hall meeting about the new program will be held at the Pentagon Conference Center at 8:30 a.m. July 8. The meeting will stream on the Civilian Personnel Management Service Web site for those who cannot attend in person.
Sunday, May 18, 2008
Commander’s Handbook for Unit Leader Development
Leaders develop from a combination of new challenges and experiences, new knowledge, and time for reflection. Leader development in the Army is a deliberate, continuous, sequential, and progressive process, grounded in Army values (FM 7-0). The result is Soldiers and civilians who are competent and confident leaders capable of decisive action.
The operational (unit) assignment is the most effective setting for leader development. In a 2006 leader development survey, captains and majors ranked leading a unit along with personal examples and mentoring as the three most effective ways their leadership qualities are developed. The consensus among private sector leader development professionals is that a full 70 percent of leader development occurs on the job, 20 percent from other people (leaders, mentors), and 10 percent from training courses.
The organization and content of this handbook provide you with key principles, TTPs, and applications to implement the most effective methods of leader development.
First – Set conditions for leader development. Personally model behaviors that encourage leader development, create an environment that encourages on-the-job learning, and get to know the leaders within your command.
Second – Provide feedback on a leader’s actions. Immediate, short bursts of feedback on actual leadership actions enhance leader development in operational assignments.
Third – Integrate Learning. Leverage leaders who are role models in your unit. Encourage mentoring, training, reflection, and study. Learning from other leaders is one of the most effective and efficient methods of development.
Fourth – Create a legacy. Modify job assignments to challenge leaders. Be deliberate about the selection and succession of leaders. Integrate leader development across day-to-day unit activities. Evaluate its effectiveness.
DOWNLOAD THE HANDBOOK
http://usacac.army.mil/CAC2/Repository/Materials/CAL_CommandersHandbook.pdf
The operational (unit) assignment is the most effective setting for leader development. In a 2006 leader development survey, captains and majors ranked leading a unit along with personal examples and mentoring as the three most effective ways their leadership qualities are developed. The consensus among private sector leader development professionals is that a full 70 percent of leader development occurs on the job, 20 percent from other people (leaders, mentors), and 10 percent from training courses.
The organization and content of this handbook provide you with key principles, TTPs, and applications to implement the most effective methods of leader development.
First – Set conditions for leader development. Personally model behaviors that encourage leader development, create an environment that encourages on-the-job learning, and get to know the leaders within your command.
Second – Provide feedback on a leader’s actions. Immediate, short bursts of feedback on actual leadership actions enhance leader development in operational assignments.
Third – Integrate Learning. Leverage leaders who are role models in your unit. Encourage mentoring, training, reflection, and study. Learning from other leaders is one of the most effective and efficient methods of development.
Fourth – Create a legacy. Modify job assignments to challenge leaders. Be deliberate about the selection and succession of leaders. Integrate leader development across day-to-day unit activities. Evaluate its effectiveness.
DOWNLOAD THE HANDBOOK
http://usacac.army.mil/CAC2/Repository/Materials/CAL_CommandersHandbook.pdf
A Fearless Leader-Twice a Hero
One of the “young Soldiers” who fought with LTC Harold Moore at the well-known battle of Ia Drang in late 1965 was a lieutenant named Cyril Richard “Rick” Rescorla. He was British, the epitome of the young warriors that country had bred for centuries, already battle-hardened by time spent in Cyprus and Rhodesia at the age of 24. Rescorla came to America to join the fight in Vietnam.
LTC Moore called him the best platoon leader he ever saw. His troops loved him for his spirit and fearlessness. The night after an entire company of the 2nd Battalion, 7th Cavalry was virtually wiped out at Landing Zone (LZ) X-Ray, Rescorla’s company was ordered to replace them on the perimeter at the foot of the Chu Pong mountain ridge.
READ ON
http://usacac.army.mil/CAC2/CAL/lessons_in_leadership/Fearless_leader.doc
LTC Moore called him the best platoon leader he ever saw. His troops loved him for his spirit and fearlessness. The night after an entire company of the 2nd Battalion, 7th Cavalry was virtually wiped out at Landing Zone (LZ) X-Ray, Rescorla’s company was ordered to replace them on the perimeter at the foot of the Chu Pong mountain ridge.
READ ON
http://usacac.army.mil/CAC2/CAL/lessons_in_leadership/Fearless_leader.doc
Wednesday, May 14, 2008
Inmate and Prison Gang Leadership
Almost 2,000 males who have been convicted of crimes covering the gamut of criminal activities are institutionalized in the state prison in Johnson County, Tennessee. These inmates, housed in the confines of a few concrete buildings, represent a society that is dissimilar from the free-world society.
The purpose of this phenomenological study was to determine the characteristics of an inmate leader. Research data were collected through interviews with 20 prisoners located in the Northeast Correctional Complex in Mountain City, Tennessee. Inmate leaders, selected for the study included gang leaders and non-gang leaders. Interviews were tape recorded and transcribed for the data analysis. To capture the essence of the interviews, interpretivism was used for the analysis. A holistic view allowed certain overlapping themes to be isolated. Findings were presented thematically as they answered specific research questions.
Past experiences of inmates and the prisonization process gave them a unique and different understanding of leadership. To serve in a leadership role, the inmates determined that the person had to be trustworthy, follow the code of silence, and show respect for fellow inmates in the carceral setting. Gang leaders had a greater focus on coercion and power in their roles as leaders. The controlled prison environment conditioned the inmates to a survival mode. Inmate Larry encapsulated life on the other side of the fence: Prison is what you make it.
Recommendations included researching the leadership traits of juveniles in the correctional system. These data could be useful in re-directing the leadership energies of these youths. A study of leadership traits identified by females in the correctional justice system would provide information on how the traits are shaped by gender, prisonization, or a life with little exposure to leadership role models.
READ ON
http://etd-submit.etsu.edu/etd/theses/available/etd-1103103-220112/unrestricted/FortuneS112503f.pdf
The purpose of this phenomenological study was to determine the characteristics of an inmate leader. Research data were collected through interviews with 20 prisoners located in the Northeast Correctional Complex in Mountain City, Tennessee. Inmate leaders, selected for the study included gang leaders and non-gang leaders. Interviews were tape recorded and transcribed for the data analysis. To capture the essence of the interviews, interpretivism was used for the analysis. A holistic view allowed certain overlapping themes to be isolated. Findings were presented thematically as they answered specific research questions.
Past experiences of inmates and the prisonization process gave them a unique and different understanding of leadership. To serve in a leadership role, the inmates determined that the person had to be trustworthy, follow the code of silence, and show respect for fellow inmates in the carceral setting. Gang leaders had a greater focus on coercion and power in their roles as leaders. The controlled prison environment conditioned the inmates to a survival mode. Inmate Larry encapsulated life on the other side of the fence: Prison is what you make it.
Recommendations included researching the leadership traits of juveniles in the correctional system. These data could be useful in re-directing the leadership energies of these youths. A study of leadership traits identified by females in the correctional justice system would provide information on how the traits are shaped by gender, prisonization, or a life with little exposure to leadership role models.
READ ON
http://etd-submit.etsu.edu/etd/theses/available/etd-1103103-220112/unrestricted/FortuneS112503f.pdf
Sunday, March 30, 2008
Building A Great Place For People To Work
A Blueprint for Successful Human Capital Leadership
Overview
How do you build a great public service organization that meets the intensified expectations of governing in today’s environment? How do you energize the people in it to produce consistently excellent results? This seminar is for leaders who need answers to these key questions. The course provides a design for “people practices” that make a difference—recruiting, developing, motivating, and succession planning approaches that work for your employees and your organization.
You will begin at the foundation: a comprehensive assessment of your organization’s health to see how it compares with the latest in human capital management. Then you will look at the framework of agency culture and dynamics to identify opportunities for transformation. Discussing the principles of building a great people organization with seasoned executives will complete the structure. As a special bonus, a group of new recruits will share perspectives on what is meaningful to them, what drew them to the Federal workforce, and what inspires them to become our next generation of leaders.
How Will You Benefit
Appreciate the importance of a comprehensive approach to transforming Federal human capital practices
Learn how to launch and implement a succession and leader-development strategy
Develop your organization’s culture as the framework for a healthy and successful public service agency
Devise strategies to develop a climate of encouragement and learning
Learn from other leaders who have successfully retooled their workforces
Gain special insights from high-potential recruits who have recently chosen public service as a career
MORE INFORMATION
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/EXE0031/Index.aspx
Overview
How do you build a great public service organization that meets the intensified expectations of governing in today’s environment? How do you energize the people in it to produce consistently excellent results? This seminar is for leaders who need answers to these key questions. The course provides a design for “people practices” that make a difference—recruiting, developing, motivating, and succession planning approaches that work for your employees and your organization.
You will begin at the foundation: a comprehensive assessment of your organization’s health to see how it compares with the latest in human capital management. Then you will look at the framework of agency culture and dynamics to identify opportunities for transformation. Discussing the principles of building a great people organization with seasoned executives will complete the structure. As a special bonus, a group of new recruits will share perspectives on what is meaningful to them, what drew them to the Federal workforce, and what inspires them to become our next generation of leaders.
How Will You Benefit
Appreciate the importance of a comprehensive approach to transforming Federal human capital practices
Learn how to launch and implement a succession and leader-development strategy
Develop your organization’s culture as the framework for a healthy and successful public service agency
Devise strategies to develop a climate of encouragement and learning
Learn from other leaders who have successfully retooled their workforces
Gain special insights from high-potential recruits who have recently chosen public service as a career
MORE INFORMATION
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/EXE0031/Index.aspx
Thursday, November 22, 2007
Leadership: Texas Hold em Style
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, You are dealt a certain hand. How you play that hand as a leader determines your success
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
Order Today!
Thursday, August 16, 2007
Chairman Reflects on Military Service
By Jim Garamone
American Forces Press Service
Aug. 14, 2007 - In a town hall meeting here today, Marine Gen. Peter Pace, the military's senior general, spoke about how proud he has been to look out for the welfare of lower-ranking servicemembers during his 40-year career. Pace is retiring Oct. 1. He has been chairman of the Joint Chiefs of Staff since 2005, and was vice chairman for four years before that.
"I talk frequently on the impact of decisions on 'Pfc. Pace,'" he said. "It's my way of making sure that those of us on the high-end of the rank structure don't forget that each decision we make has an impact on a (private first class) or a senior airman or petty officer."
Pace said he is proud that civilian leaders in the Pentagon now talk about the impact of decisions on young enlisted members and officers.
"I'm happy that the dialogue includes a clear understanding that there are real people involved here and that when you say to do something in Washington, it has very specific impacts on the 'Pfc. Paces' of the world who have to make that decision work," he said.
During a question-and-answer session, a young airman asked the general if he ever thought he would reach the heights to which his career has taken him. Pace responded that he always planned to serve as long as he was needed.
Pace first entered combat in Vietnam during the Battle of Hue City in 1968 as a platoon leader in Company G, 2nd Battalion, 5th Marines. He was the third platoon leader in as many weeks. Only three Marines in his company of 156 did not get wounded in Hue. "I was one of them," he said.
In one incident, a staff sergeant walked in front of him when a sniper fired. "The (round) caught him in the side rather than me in the chest," the general said. "I walked through a minefield one day when I didn't know I was in a minefield.
"I had no idea how I had gone through 13 months in combat as a platoon leader without getting scratched and, more importantly, I lost some wonderful Marines who died following Second Lieutenant Pace's orders in combat," he continued.
He said that when he came back from Vietnam he made a promise to himself.
"For me, (service in the military) has been about trying to repay those who died following my orders," he said. "In the process, I have never thought about the next promotion, because I've always felt I would serve the nation until I was no longer needed. And I would know that when I stopped getting promoted. Whenever that happened would be just fine."
The general said the idea worked "pretty well" for 40 years.
"Now I am going home," he said referring to his retirement in October. "I am not a volunteer to go home, nor am I dragging my feet. I am sitting here saying the same thing I have said for 40 years: I love this nation, I love each and every one of you who wear the uniform, I would serve until I die if they would let me.
"But I am also very comfortable that I have fulfilled the mission that I set for myself 40 years ago. And those great young Marines who will be forever young with their names on the Vietnam Wall and those who died with us in Somalia and those who died in this conflict, I hope I have served the way I meant to serve, and that is to remember the impact on 'Pfc. Pace' and not care about whether General Pace gets promoted."
American Forces Press Service
Aug. 14, 2007 - In a town hall meeting here today, Marine Gen. Peter Pace, the military's senior general, spoke about how proud he has been to look out for the welfare of lower-ranking servicemembers during his 40-year career. Pace is retiring Oct. 1. He has been chairman of the Joint Chiefs of Staff since 2005, and was vice chairman for four years before that.
"I talk frequently on the impact of decisions on 'Pfc. Pace,'" he said. "It's my way of making sure that those of us on the high-end of the rank structure don't forget that each decision we make has an impact on a (private first class) or a senior airman or petty officer."
Pace said he is proud that civilian leaders in the Pentagon now talk about the impact of decisions on young enlisted members and officers.
"I'm happy that the dialogue includes a clear understanding that there are real people involved here and that when you say to do something in Washington, it has very specific impacts on the 'Pfc. Paces' of the world who have to make that decision work," he said.
During a question-and-answer session, a young airman asked the general if he ever thought he would reach the heights to which his career has taken him. Pace responded that he always planned to serve as long as he was needed.
Pace first entered combat in Vietnam during the Battle of Hue City in 1968 as a platoon leader in Company G, 2nd Battalion, 5th Marines. He was the third platoon leader in as many weeks. Only three Marines in his company of 156 did not get wounded in Hue. "I was one of them," he said.
In one incident, a staff sergeant walked in front of him when a sniper fired. "The (round) caught him in the side rather than me in the chest," the general said. "I walked through a minefield one day when I didn't know I was in a minefield.
"I had no idea how I had gone through 13 months in combat as a platoon leader without getting scratched and, more importantly, I lost some wonderful Marines who died following Second Lieutenant Pace's orders in combat," he continued.
He said that when he came back from Vietnam he made a promise to himself.
"For me, (service in the military) has been about trying to repay those who died following my orders," he said. "In the process, I have never thought about the next promotion, because I've always felt I would serve the nation until I was no longer needed. And I would know that when I stopped getting promoted. Whenever that happened would be just fine."
The general said the idea worked "pretty well" for 40 years.
"Now I am going home," he said referring to his retirement in October. "I am not a volunteer to go home, nor am I dragging my feet. I am sitting here saying the same thing I have said for 40 years: I love this nation, I love each and every one of you who wear the uniform, I would serve until I die if they would let me.
"But I am also very comfortable that I have fulfilled the mission that I set for myself 40 years ago. And those great young Marines who will be forever young with their names on the Vietnam Wall and those who died with us in Somalia and those who died in this conflict, I hope I have served the way I meant to serve, and that is to remember the impact on 'Pfc. Pace' and not care about whether General Pace gets promoted."
Thursday, August 02, 2007
Future NCOs Welcome Top Sergeant Major to Italy
By Petty Officer 1st Class Derrick Ingle, USN
Special to American Forces Press Service
Aug. 1, 2007 - With a South Carolina accent, words of wisdom and a little physical fitness, the U.S. military's most senior enlisted member captured the hearts of some of the Army and Air Force's most promising leaders of tomorrow. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, yesterday visited with 40 Airman Leadership School graduates at this northeastern Italy base.
The school prepares Air Force senior airmen and Army specialists and below to be noncommissioned officers. While the six-week course gets young soldiers and airmen ready for the next pay grade, the most senior NCO in the Defense Department used only 60 minutes to do his bit to prepare them for life.
"Most of you don't know me, do you?" Gainey asked. "You heard some old sergeant major was coming to visit and said, 'OK, what's the big deal?'
"All I care about is that you know who your first-line supervisor is, because guess what? One day that's going to be you. Don't worry about who I am," Gainey said. "Worry about your young soldiers and airmen when you become an NCO. You have to listen to your people. This is my motto: I put my God first, my family second and my job or service third. As long as you prioritize in this order, the rest will fall into place, I promise you."
From motivational mottos to metaphoric examples of how each branch of service makes up the "apple pie" called the Defense Department, the 32-year Army veteran used parables -- and about 600 push-ups -- to relate to the military's next generation.
Gainey had several volunteers come to the stage for a physical challenge. "He said he'd add up all the push-ups we can do and do one more," Air Force Staff Sgt. Odell Straughter said.
"He did just that, too. Out of nine of us, we did around 600. He counted it up, dropped down and did one more," Straughter continued with a laugh. "It was a listening tool. He said, as future NCOs, we have to listen to exactly what our people are saying, not what we think they're saying."
The "push-up challenge" not only served as a wake-up call for some to open their ears, but as also enlightenment reminder to maintain physical readiness.
"I do 100 push-ups every morning. If you don't embrace physical fitness, how can you carry a wounded lad out in the field?" Gainey asked. "If you're not in shape enough to be there for your troops, shame on you."
With Gainey's stern, yet welcoming, on-stage presence, the young troops where quick to take heed of his advice.
"He's such a dynamic speaker," Air Force Senior Airman Bradley Von Hawgg said. "He knows how to draw you in. Everything he was saying was right on. He was talking to us and not at us. He's able to talk to the chairman at the Pentagon on one level and then come to Italy and still relate to non-NCOs. How does he do it? Last week I was thinking about leaving the Air Force, yet after meeting the SEAC, I'm not so sure."
Those who know Gainey best say he was a contagious motivational leader long before becoming the top NCO in the Defense Department. From the sands of the Middle East to the halls of the Pentagon, this South Carolina native has always been referred to as "a soldier's soldier."
"I've served with him before his appointment to Washington, D.C.," Army Command Sgt. Maj. Earl Rice, of the Southern European Task Force in Vicenza, Italy, said. Gainey also visited Vicenza during his trip to Italy.
"The secret of his success is he didn't forget where he came from. He remembers what it's like to be a young private, a young sergeant, and an NCO. He's using that same mentality at DoD's headquarters that he had out in the field. It's an honor to have him come out a visit us."
(Navy Petty Officer 1st Class Derrick Ingle is asigned to the Joint Staff.)
Special to American Forces Press Service
Aug. 1, 2007 - With a South Carolina accent, words of wisdom and a little physical fitness, the U.S. military's most senior enlisted member captured the hearts of some of the Army and Air Force's most promising leaders of tomorrow. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, yesterday visited with 40 Airman Leadership School graduates at this northeastern Italy base.
The school prepares Air Force senior airmen and Army specialists and below to be noncommissioned officers. While the six-week course gets young soldiers and airmen ready for the next pay grade, the most senior NCO in the Defense Department used only 60 minutes to do his bit to prepare them for life.
"Most of you don't know me, do you?" Gainey asked. "You heard some old sergeant major was coming to visit and said, 'OK, what's the big deal?'
"All I care about is that you know who your first-line supervisor is, because guess what? One day that's going to be you. Don't worry about who I am," Gainey said. "Worry about your young soldiers and airmen when you become an NCO. You have to listen to your people. This is my motto: I put my God first, my family second and my job or service third. As long as you prioritize in this order, the rest will fall into place, I promise you."
From motivational mottos to metaphoric examples of how each branch of service makes up the "apple pie" called the Defense Department, the 32-year Army veteran used parables -- and about 600 push-ups -- to relate to the military's next generation.
Gainey had several volunteers come to the stage for a physical challenge. "He said he'd add up all the push-ups we can do and do one more," Air Force Staff Sgt. Odell Straughter said.
"He did just that, too. Out of nine of us, we did around 600. He counted it up, dropped down and did one more," Straughter continued with a laugh. "It was a listening tool. He said, as future NCOs, we have to listen to exactly what our people are saying, not what we think they're saying."
The "push-up challenge" not only served as a wake-up call for some to open their ears, but as also enlightenment reminder to maintain physical readiness.
"I do 100 push-ups every morning. If you don't embrace physical fitness, how can you carry a wounded lad out in the field?" Gainey asked. "If you're not in shape enough to be there for your troops, shame on you."
With Gainey's stern, yet welcoming, on-stage presence, the young troops where quick to take heed of his advice.
"He's such a dynamic speaker," Air Force Senior Airman Bradley Von Hawgg said. "He knows how to draw you in. Everything he was saying was right on. He was talking to us and not at us. He's able to talk to the chairman at the Pentagon on one level and then come to Italy and still relate to non-NCOs. How does he do it? Last week I was thinking about leaving the Air Force, yet after meeting the SEAC, I'm not so sure."
Those who know Gainey best say he was a contagious motivational leader long before becoming the top NCO in the Defense Department. From the sands of the Middle East to the halls of the Pentagon, this South Carolina native has always been referred to as "a soldier's soldier."
"I've served with him before his appointment to Washington, D.C.," Army Command Sgt. Maj. Earl Rice, of the Southern European Task Force in Vicenza, Italy, said. Gainey also visited Vicenza during his trip to Italy.
"The secret of his success is he didn't forget where he came from. He remembers what it's like to be a young private, a young sergeant, and an NCO. He's using that same mentality at DoD's headquarters that he had out in the field. It's an honor to have him come out a visit us."
(Navy Petty Officer 1st Class Derrick Ingle is asigned to the Joint Staff.)
Friday, July 27, 2007
LOS ANGELES POLICE PROTECTIVE LEAGUE ANNOUNCES TRANSITION IN LEADERSHIP
July 26, 2007 - The Board of Directors of the Los Angeles Police Protective League today announced a transition in leadership. Bob Baker, who has been League President since 2002, will be retiring from the Los Angeles Police Department after 37 years, and will be stepping down from his post on July 31. He will be replaced as League President by Board Vice President Tim Sands, who has served as a Board member and League officer since 1997.
Detective Baker has spent his entire career with the LAPD. With 37 years in the Department, including 23 years as a narcotics Detective, he will be retiring as a senior supervisor. He was first elected to the Board of Directors in 1999. He has since been reelected three times and has been president of the League since 2002. Baker will be joining the staff of District Attorney Steve Cooley, where he will be working as a liaison with law enforcement, including the LAPD, the Sheriff's Department and other municipal and county agencies, to expand and improve law enforcement training within Los Angeles County and statewide.
District Attorney Steve Cooley is looking forward to Baker's arrival on his team. "He will be a real asset to what this office is trying to accomplish," says the District Attorney.
Officer Sands is a 33-year department veteran who spent 18 years working on the streets in patrol, traffic, vice and narcotics, before spending five years representing officers at administrative boards of rights hearings. He has been Board Vice president for five years; previously he was Board treasurer for five years. He has also been League legal chairman since 1999.
Other continuing Board members include Sergeant Paul Weber, Board Treasurer; Officer Corina Lee, Board Secretary; Detective Jack Cota; Officer Ray Espinoza; Lieutenant Brian Johnson; Officer Scott Rate; and Officer Peter Repovich.
"Bob has been an immeasurable asset to this League. In the past five years, under his leadership, we have made great strides in fighting off attacks on our pensions, maintaining flexible work schedules, and working to create workable solutions to the impositions of the consent decree. We have also gone through several contract negotiations and walked away with good results despite a difficult fiscal environment," says Sands.
"It is going to be hard for me to walk away from this Department and the men and women of the LAPD, but I am thrilled to be leaving the League leadership in the capable hands of Tim and the other Board members," said Baker. "Tim is a terrific leader whose expertise in protecting officers' legal rights is a great benefit to the League. I know that under his leadership the Board will continue to achieve success in protecting officers' rights and benefits."
Editor's note: Reporters wishing to speak to District Attorney Cooley about Bob Baker and his new position as law enforcement liaison should contact District Attorney Media Relations Department. (213) 974-3525.
About the LAPPL
Formed in 1922, the Los Angeles Police Protective League (LAPPL) represents the more than 9,000 dedicated and professional sworn members of the Los Angeles Police Department. The LAPPL serves to advance the interests of LAPD officers through legislative and legal advocacy, political action and education. The LAPPL can be found on the Web at www.LAPD.com.
Detective Baker has spent his entire career with the LAPD. With 37 years in the Department, including 23 years as a narcotics Detective, he will be retiring as a senior supervisor. He was first elected to the Board of Directors in 1999. He has since been reelected three times and has been president of the League since 2002. Baker will be joining the staff of District Attorney Steve Cooley, where he will be working as a liaison with law enforcement, including the LAPD, the Sheriff's Department and other municipal and county agencies, to expand and improve law enforcement training within Los Angeles County and statewide.
District Attorney Steve Cooley is looking forward to Baker's arrival on his team. "He will be a real asset to what this office is trying to accomplish," says the District Attorney.
Officer Sands is a 33-year department veteran who spent 18 years working on the streets in patrol, traffic, vice and narcotics, before spending five years representing officers at administrative boards of rights hearings. He has been Board Vice president for five years; previously he was Board treasurer for five years. He has also been League legal chairman since 1999.
Other continuing Board members include Sergeant Paul Weber, Board Treasurer; Officer Corina Lee, Board Secretary; Detective Jack Cota; Officer Ray Espinoza; Lieutenant Brian Johnson; Officer Scott Rate; and Officer Peter Repovich.
"Bob has been an immeasurable asset to this League. In the past five years, under his leadership, we have made great strides in fighting off attacks on our pensions, maintaining flexible work schedules, and working to create workable solutions to the impositions of the consent decree. We have also gone through several contract negotiations and walked away with good results despite a difficult fiscal environment," says Sands.
"It is going to be hard for me to walk away from this Department and the men and women of the LAPD, but I am thrilled to be leaving the League leadership in the capable hands of Tim and the other Board members," said Baker. "Tim is a terrific leader whose expertise in protecting officers' legal rights is a great benefit to the League. I know that under his leadership the Board will continue to achieve success in protecting officers' rights and benefits."
Editor's note: Reporters wishing to speak to District Attorney Cooley about Bob Baker and his new position as law enforcement liaison should contact District Attorney Media Relations Department. (213) 974-3525.
About the LAPPL
Formed in 1922, the Los Angeles Police Protective League (LAPPL) represents the more than 9,000 dedicated and professional sworn members of the Los Angeles Police Department. The LAPPL serves to advance the interests of LAPD officers through legislative and legal advocacy, political action and education. The LAPPL can be found on the Web at www.LAPD.com.
Tuesday, July 10, 2007
Military Pays Tribute to Special Warrior
By Jim Garamone
American Forces Press Service
July 10, 2007 – The military paid tribute to a special operations leader at a retirement ceremony for Army Gen. Bryan "Doug" Brown here yesterday. Before Brown turned over command of U.S. Special Operations Command to Navy Adm. Eric Olson, Marine Gen. Peter Pace presided over Brown's retirement ceremony.
"Nobody could have served his country better than Doug Brown," Pace said during the ceremony.
Brown enlisted in the U.S. Army in 1966. He served on an A-team and in 1970 he attended Officer Candidate School and then went to flight school at Fort Rucker, Ala. It was also the year he married his wife, Penny.
"It has been my experience that those officers who have had the privilege of being enlisted members are the finest officers our nation produces - especially those who do not forget what they learned in the enlisted ranks," Pace said. "Doug Brown, for sure, has always had the welfare of his soldiers and his troops in the forefront of his mind."
In the course of his career, Brown rose from private to general - the first Army aviation officer to wear four stars.
Pace said Brown built on the foundation of previous commanders when he took command of U.S. Special Operations Command in 2003. "He has made (the command) more effective in the crucible of war," Pace said.
In 2001, the command was a force provider to other combatant commands - it did not have operational control of special operations forces personnel.
"In the last four years, not only has he been a force provider, but he is also now a force commander," Pace said. "When it became apparent that we needed somebody to coordinate the actions across the globe of the things that special operations forces were doing, it fell to U.S. Special Operations Command and General Brown to make it happen."
Pace said Brown provided leadership not only for those in the military, but also for the interagency group that works with special operations. Brown took on the mission of understanding and orchestrating the deployment of special operations forces around the world.
Brown also worked to transform special operations, which includes a 20 percent increase in the size of the force and a 50 percent increase in the budget. It also includes "a mindset that brings with it a tenacity that says, 'I have a job to get done. How can I best get it done?'" Pace said.
The chairman said Brown has worked with all concerned to get "the 90 percent solution today, rather than wait for the 100 percent solution in 2017, because the nation needs it today."
None of what the general accomplished would have been possible without the support of his family, Pace said.
"It is true for all of us, but especially for soldiers in special operations community, that our families sit home and wait and pray for us," Pace said. "You worry about us all the time. And when we come home, you stand in the background as we get our awards and you pretend you had nothing to do with it."
Pace told Penny Brown that she was the strength of her family during all of the general's deployments.
"You have kept your family tied together when Doug has been doing the nation's business, and collectively this nation owes you a great debt of gratitude," the chairman said. "You have served this nation as well as anyone who has worn the uniform."
Pace presented Brown with the Distinguished Service Medal, and presented Penny Brown with the Distinguished Civilian Service Medal.
American Forces Press Service
July 10, 2007 – The military paid tribute to a special operations leader at a retirement ceremony for Army Gen. Bryan "Doug" Brown here yesterday. Before Brown turned over command of U.S. Special Operations Command to Navy Adm. Eric Olson, Marine Gen. Peter Pace presided over Brown's retirement ceremony.
"Nobody could have served his country better than Doug Brown," Pace said during the ceremony.
Brown enlisted in the U.S. Army in 1966. He served on an A-team and in 1970 he attended Officer Candidate School and then went to flight school at Fort Rucker, Ala. It was also the year he married his wife, Penny.
"It has been my experience that those officers who have had the privilege of being enlisted members are the finest officers our nation produces - especially those who do not forget what they learned in the enlisted ranks," Pace said. "Doug Brown, for sure, has always had the welfare of his soldiers and his troops in the forefront of his mind."
In the course of his career, Brown rose from private to general - the first Army aviation officer to wear four stars.
Pace said Brown built on the foundation of previous commanders when he took command of U.S. Special Operations Command in 2003. "He has made (the command) more effective in the crucible of war," Pace said.
In 2001, the command was a force provider to other combatant commands - it did not have operational control of special operations forces personnel.
"In the last four years, not only has he been a force provider, but he is also now a force commander," Pace said. "When it became apparent that we needed somebody to coordinate the actions across the globe of the things that special operations forces were doing, it fell to U.S. Special Operations Command and General Brown to make it happen."
Pace said Brown provided leadership not only for those in the military, but also for the interagency group that works with special operations. Brown took on the mission of understanding and orchestrating the deployment of special operations forces around the world.
Brown also worked to transform special operations, which includes a 20 percent increase in the size of the force and a 50 percent increase in the budget. It also includes "a mindset that brings with it a tenacity that says, 'I have a job to get done. How can I best get it done?'" Pace said.
The chairman said Brown has worked with all concerned to get "the 90 percent solution today, rather than wait for the 100 percent solution in 2017, because the nation needs it today."
None of what the general accomplished would have been possible without the support of his family, Pace said.
"It is true for all of us, but especially for soldiers in special operations community, that our families sit home and wait and pray for us," Pace said. "You worry about us all the time. And when we come home, you stand in the background as we get our awards and you pretend you had nothing to do with it."
Pace told Penny Brown that she was the strength of her family during all of the general's deployments.
"You have kept your family tied together when Doug has been doing the nation's business, and collectively this nation owes you a great debt of gratitude," the chairman said. "You have served this nation as well as anyone who has worn the uniform."
Pace presented Brown with the Distinguished Service Medal, and presented Penny Brown with the Distinguished Civilian Service Medal.
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.)
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.)
Thursday, May 31, 2007
Defense Secretary Calls AF Academy Graduates to Higher Standard
By Fred W. Baker III
American Forces Press Service
May 30, 2007 – Today's brand-new Air Force officers need to live up to a higher standard, even though doing so may take them along "a difficult and lonely road," Defense Secretary Robert M. Gates said today. nder blue skies at the Air Force Academy in Colorado Springs, Colo., Gates spoke to the 976-member graduating class during its commencement ceremony in a packed Falcon Stadium.
Gates told the class that relying on elements of personal virtue will leave the graduates above reproach as leaders.
"There is only one way to conduct yourself in this world, only one way to remain always above reproach," he said. "For a real leader, the elements of personal virtue -- self-reliance, self-control, honor, truthfulness, morality -- are absolute."
Gates noted that this class, the academy's 49th, is one of the first whose candidates began their application process after the terrorist attacks of Sept. 11, 2001. And, despite an uncertain future, the candidates chose a military career.
"You knew the dangers of the world you were entering, but you still chose to step forward," the secretary said.
The world is more complicated now than when Gates was commissioned as an Air Force second lieutenant in 1966, he said, adding that the challenges the graduates face will test their "spirit and resolve." But, he said, it is now time for the graduates to put into practice the principles of leadership taught at the academy.
"The time for words has now passed. From this day forward, you will have to demonstrate that you can live up to the standards you were taught," Gates said.
He said the U.S. military is unique in the world in terms of how heavily it relies on the judgment and integrity of its junior officers. The secretary warned the newly commissioned officers that their path as leaders will "rarely, if ever, be easy" and called on them to do the right thing, even if it means personal sacrifice.
Failures of leadership, even in the military, are typically not because of leaders' capabilities, Gates said. Instead, they happen because leaders chose personal gain over the long-term interests of the service.
In a light moment, Gates joked about seeing "dancing cadet" Jeffrey Pelehac's Internet video. Pelehac gained dubious renown when he was a sophmore in 2005 after his roommate placed a candid video of him dancing on the Internet. "Yes, I've seen the video. Don't give up your day job," Gates quipped.
Later in his speech, Gates addressed the same technology that made Pelehac infamous, saying it could work against the graduates as leaders and make the decisions they face even more difficult.
"We live in an age where friends and enemies alike will seek out and focus on any and all mistakes made under great stress, where the irregular battlefield will present life-and-death decisions, often with no good choices," Gates said, "where the slightest error in judgment or even the perception of an error can be magnified many times over the Internet and on TV and circulated around the globe in seconds."
Gates warned the graduates that even their supporters will scrutinize their actions and that expectations are high.
"You can never be content to be merely good citizens," he said. "In everything you do, you must always make sure that you are living up to the highest personal and professional standards of duty, service and sacrifice.
"And when you are called to lead, when you are called to stand in defense of your country in faraway lands, you must hold your values and your honor close to your heart," Gates said. "You must remember that the true measure of leadership is not how you react in times of peace or times without peril.
"The true measure of leadership is how you react when the wind leaves your sails, when the tide turns against you," Gates continued. "If at those times you hold true to your standard, then you will always succeed, if only in knowing you stayed true and honorable."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
American Forces Press Service
May 30, 2007 – Today's brand-new Air Force officers need to live up to a higher standard, even though doing so may take them along "a difficult and lonely road," Defense Secretary Robert M. Gates said today. nder blue skies at the Air Force Academy in Colorado Springs, Colo., Gates spoke to the 976-member graduating class during its commencement ceremony in a packed Falcon Stadium.
Gates told the class that relying on elements of personal virtue will leave the graduates above reproach as leaders.
"There is only one way to conduct yourself in this world, only one way to remain always above reproach," he said. "For a real leader, the elements of personal virtue -- self-reliance, self-control, honor, truthfulness, morality -- are absolute."
Gates noted that this class, the academy's 49th, is one of the first whose candidates began their application process after the terrorist attacks of Sept. 11, 2001. And, despite an uncertain future, the candidates chose a military career.
"You knew the dangers of the world you were entering, but you still chose to step forward," the secretary said.
The world is more complicated now than when Gates was commissioned as an Air Force second lieutenant in 1966, he said, adding that the challenges the graduates face will test their "spirit and resolve." But, he said, it is now time for the graduates to put into practice the principles of leadership taught at the academy.
"The time for words has now passed. From this day forward, you will have to demonstrate that you can live up to the standards you were taught," Gates said.
He said the U.S. military is unique in the world in terms of how heavily it relies on the judgment and integrity of its junior officers. The secretary warned the newly commissioned officers that their path as leaders will "rarely, if ever, be easy" and called on them to do the right thing, even if it means personal sacrifice.
Failures of leadership, even in the military, are typically not because of leaders' capabilities, Gates said. Instead, they happen because leaders chose personal gain over the long-term interests of the service.
In a light moment, Gates joked about seeing "dancing cadet" Jeffrey Pelehac's Internet video. Pelehac gained dubious renown when he was a sophmore in 2005 after his roommate placed a candid video of him dancing on the Internet. "Yes, I've seen the video. Don't give up your day job," Gates quipped.
Later in his speech, Gates addressed the same technology that made Pelehac infamous, saying it could work against the graduates as leaders and make the decisions they face even more difficult.
"We live in an age where friends and enemies alike will seek out and focus on any and all mistakes made under great stress, where the irregular battlefield will present life-and-death decisions, often with no good choices," Gates said, "where the slightest error in judgment or even the perception of an error can be magnified many times over the Internet and on TV and circulated around the globe in seconds."
Gates warned the graduates that even their supporters will scrutinize their actions and that expectations are high.
"You can never be content to be merely good citizens," he said. "In everything you do, you must always make sure that you are living up to the highest personal and professional standards of duty, service and sacrifice.
"And when you are called to lead, when you are called to stand in defense of your country in faraway lands, you must hold your values and your honor close to your heart," Gates said. "You must remember that the true measure of leadership is not how you react in times of peace or times without peril.
"The true measure of leadership is how you react when the wind leaves your sails, when the tide turns against you," Gates continued. "If at those times you hold true to your standard, then you will always succeed, if only in knowing you stayed true and honorable."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Tuesday, May 29, 2007
Air Force General: Academy Served as 'Leadership Laboratory'
By Donna Miles
American Forces Press Service
May 29, 2007 – When 17-year-old John Corley joined the U.S. Air Force Academy's Class of 1973, his father had already given him some valuable life lessons to tuck under his belt. The Vietnam War was still raging -- along with anti-war sentiment -- when Corley, now a four-star general serving as Air Force vice chief of staff, entered the academy. But he said he never once considered not following in the footsteps laid by Don Corley, his Army Air Corps pilot father.
"It's not just that my dad was an airman," Corley said. "It's that my dad was an airman and had an exquisite set of leadership qualities that were based on character."
Anyone who spent time at the Corley home was bound to hear Don Corley's life philosophy, encapsulated in a series of slogans: "Good, better, best, never let them rest;" or "A job ain't worth doing if it ain't worth doing right."
"I lived a lifetime of quips from my father," the junior Corley said. "I could sit here and recite 10,000 of those phrases from my father over and over again."
Corley said he started to understand the principles behind his father's ditties when he arrived at the Air Force Academy.
"What they speak to is character (and) character development," he said. "They speak to how you treat other people. They talk about inclusiveness and not exclusiveness. They talk about always doing the right thing at the right time."
In short, his father's sayings extolled the same tenets Corley said he learned at the Air Force Academy and on which he's built a successful 34-year Air Force career.
Corley called the academy "a leadership laboratory" where the cadre exposed him and his fellow cadets to "a set of experiences that you just don't find in other places."
"They also provided challenges," he said. "It was a test ... in terms of your development (and) ... your ability to grow and become a leader of character."
Serving in various leadership positions at the academy -- from guidon bearer to first sergeant to squadron commander -- Corley said he got the opportunity to hone his leadership style.
He said he realized that leadership basically boils down to two basic principles: "One, you have to have a vision of where you want the organization to go, because if you don't know where you want to go, any path will do," he said.
"And the next thing is, you need to build consensus and convince ... the people of an organization to go where it is you want them to go -- and arrive thinking that it was their idea," he said.
Corey said he also learned the importance of being able to make a decision and stick to it, a critical skill he said he's drawn on throughout his career.
As he developed his leadership, Corley said, he came to understand the difference between simply being in command and being a true leader. "People can be issued authority. They can be given a piece of paper that gives them authority. They can command, but that doesn't necessarily mean they are good leaders," he said.
"True leaders recognize that leadership is based on character," he said. "It's not about self. It's about selflessness. It's about service to the nation."
Corley said the Air Force Academy reinforced this lesson, which his father first instilled, and laid a foundation that's served him throughout his career. "I can't count the number of times that the lessons in character that I learned at the academy have applied throughout my life," he said.
"To be a leader, you have to have this thirst, this unquenchable sense of 'How do I make it better, personally and professionally?'" he said. "It all comes down to character, those enduring values of service and integrity and excellence."
Without character, Corley said, leadership falls apart.
"People can have an exquisite data string, a perfect methodology and arrive at a decision, but if it is not founded on the proper values and it isn't underpinned with character, it may not be a decision that any of us would ever want to live with," he said.
"And if we miss that one, it doesn't matter how many informed decisions we make."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
American Forces Press Service
May 29, 2007 – When 17-year-old John Corley joined the U.S. Air Force Academy's Class of 1973, his father had already given him some valuable life lessons to tuck under his belt. The Vietnam War was still raging -- along with anti-war sentiment -- when Corley, now a four-star general serving as Air Force vice chief of staff, entered the academy. But he said he never once considered not following in the footsteps laid by Don Corley, his Army Air Corps pilot father.
"It's not just that my dad was an airman," Corley said. "It's that my dad was an airman and had an exquisite set of leadership qualities that were based on character."
Anyone who spent time at the Corley home was bound to hear Don Corley's life philosophy, encapsulated in a series of slogans: "Good, better, best, never let them rest;" or "A job ain't worth doing if it ain't worth doing right."
"I lived a lifetime of quips from my father," the junior Corley said. "I could sit here and recite 10,000 of those phrases from my father over and over again."
Corley said he started to understand the principles behind his father's ditties when he arrived at the Air Force Academy.
"What they speak to is character (and) character development," he said. "They speak to how you treat other people. They talk about inclusiveness and not exclusiveness. They talk about always doing the right thing at the right time."
In short, his father's sayings extolled the same tenets Corley said he learned at the Air Force Academy and on which he's built a successful 34-year Air Force career.
Corley called the academy "a leadership laboratory" where the cadre exposed him and his fellow cadets to "a set of experiences that you just don't find in other places."
"They also provided challenges," he said. "It was a test ... in terms of your development (and) ... your ability to grow and become a leader of character."
Serving in various leadership positions at the academy -- from guidon bearer to first sergeant to squadron commander -- Corley said he got the opportunity to hone his leadership style.
He said he realized that leadership basically boils down to two basic principles: "One, you have to have a vision of where you want the organization to go, because if you don't know where you want to go, any path will do," he said.
"And the next thing is, you need to build consensus and convince ... the people of an organization to go where it is you want them to go -- and arrive thinking that it was their idea," he said.
Corey said he also learned the importance of being able to make a decision and stick to it, a critical skill he said he's drawn on throughout his career.
As he developed his leadership, Corley said, he came to understand the difference between simply being in command and being a true leader. "People can be issued authority. They can be given a piece of paper that gives them authority. They can command, but that doesn't necessarily mean they are good leaders," he said.
"True leaders recognize that leadership is based on character," he said. "It's not about self. It's about selflessness. It's about service to the nation."
Corley said the Air Force Academy reinforced this lesson, which his father first instilled, and laid a foundation that's served him throughout his career. "I can't count the number of times that the lessons in character that I learned at the academy have applied throughout my life," he said.
"To be a leader, you have to have this thirst, this unquenchable sense of 'How do I make it better, personally and professionally?'" he said. "It all comes down to character, those enduring values of service and integrity and excellence."
Without character, Corley said, leadership falls apart.
"People can have an exquisite data string, a perfect methodology and arrive at a decision, but if it is not founded on the proper values and it isn't underpinned with character, it may not be a decision that any of us would ever want to live with," he said.
"And if we miss that one, it doesn't matter how many informed decisions we make."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Sunday, May 27, 2007
Gates Offers Leadership Philosophy to Graduating Midshipmen
By Donna Miles
American Forces Press Service
May 25, 2007 – Defense Secretary Robert M. Gates urged graduates of the U.S. Naval Academy accepting commissions today into the Navy and Marine Corps to apply the lessons they learned here to become strong, decisive leaders who motivate and inspire their sailors and Marines. Speaking to the Class of 2007 at its graduation and commissioning ceremony, Gates thanked the 1,028 graduating midshipmen for choosing to serve the country at a particularly challenging time in its history.
"Today, you take on the awesome responsibility of protecting and defending the constitution of the United States and the American people," he said. "Today we ask you to make the extraordinary the expected. Today, we ask you to lead free men and women by summoning each to his or her nobility."
Gates noted the midshipmen have studied a lot about leadership during their four years in Annapolis, and said he has come to realize that real leadership is a rare commodity.
He offered his personal insights into what makes a leader, citing vision, integrity, conviction, self-confidence, courage and common decency.
Leadership takes vision, Gates told the midshipmen, and the ability to see beyond immediate tasks and challenges to what's ahead. "You must see what others do not or cannot, and then be prepared to act on your vision," he said.
Real leadership also demands integrity, Gates said, acknowledging with dismay that it's a notion many tend to consider curious and old-fashioned.
"For a real leader, personal values - self-reliance, self-control, honor, truthfulness, morality - are absolute," he said. "These are the building blocks of character, of integrity, and only on that foundation can true leadership be built."
Gates called deep conviction another critical leadership quality. "True leadership is a fire in the mind" that's able to transform and transfix others, he said "It is a strength of purpose and belief in a cause that reaches out to others, touches their hearts, and makes them eager to follow."
A true leader exhibits self-confidence, the secretary said. He emphasized that he wasn't referring to "chest-thumping, strutting egotism," but rather, "a quiet self-assurance that allows a leader to give others both real responsibility and credit for success."
A self-confident leader is able to make decisions, then delegate and trust others to carry them out, he said. In doing so, Gates said, the leader "doesn't cast such a large shadow that no one else can grow."
As essential as vision, integrity, deep conviction and self-confidence are to leadership, they aren't enough to make a leader, he told the midshipmen. "A leader must have the courage to act, often against the will of the crowd," he said.
A true leader works as a team, but also must be willing to buck popular opinion and take an independent stand when it's necessary, the secretary said. "Don't kid yourself," he told the midshipmen. "That takes courage."
As the graduates move on to their Navy and Marine Corps careers, Gates reminded them to apply another quality of real leadership: common decency. A true leader treats everyone - superiors, peers and subordinates alike - with fairness, respect and dignity, he said.
Gates urged the graduates to use their authority as military officers constructively to care for their sailors and Marines and help them improve and advance themselves. This, in turn, will build respect and loyalty, he said.
"Common decency builds respect and, in a democratic society, respect is what prompts people to give their all for a leader, even at personal sacrifice," he said.
Gates thanked the graduating midshipmen for choosing to serve the country at a time their country needs them and their leadership abilities.
He noted that most were high school juniors when the United States came under terrorist attack on Sept. 11, 2001, and all could have chosen an easier, less demanding path.
"You, however, are special, because you are among those who have chosen to deserve, to defend the dreams of others," he said. "And that sets you apart."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
American Forces Press Service
May 25, 2007 – Defense Secretary Robert M. Gates urged graduates of the U.S. Naval Academy accepting commissions today into the Navy and Marine Corps to apply the lessons they learned here to become strong, decisive leaders who motivate and inspire their sailors and Marines. Speaking to the Class of 2007 at its graduation and commissioning ceremony, Gates thanked the 1,028 graduating midshipmen for choosing to serve the country at a particularly challenging time in its history.
"Today, you take on the awesome responsibility of protecting and defending the constitution of the United States and the American people," he said. "Today we ask you to make the extraordinary the expected. Today, we ask you to lead free men and women by summoning each to his or her nobility."
Gates noted the midshipmen have studied a lot about leadership during their four years in Annapolis, and said he has come to realize that real leadership is a rare commodity.
He offered his personal insights into what makes a leader, citing vision, integrity, conviction, self-confidence, courage and common decency.
Leadership takes vision, Gates told the midshipmen, and the ability to see beyond immediate tasks and challenges to what's ahead. "You must see what others do not or cannot, and then be prepared to act on your vision," he said.
Real leadership also demands integrity, Gates said, acknowledging with dismay that it's a notion many tend to consider curious and old-fashioned.
"For a real leader, personal values - self-reliance, self-control, honor, truthfulness, morality - are absolute," he said. "These are the building blocks of character, of integrity, and only on that foundation can true leadership be built."
Gates called deep conviction another critical leadership quality. "True leadership is a fire in the mind" that's able to transform and transfix others, he said "It is a strength of purpose and belief in a cause that reaches out to others, touches their hearts, and makes them eager to follow."
A true leader exhibits self-confidence, the secretary said. He emphasized that he wasn't referring to "chest-thumping, strutting egotism," but rather, "a quiet self-assurance that allows a leader to give others both real responsibility and credit for success."
A self-confident leader is able to make decisions, then delegate and trust others to carry them out, he said. In doing so, Gates said, the leader "doesn't cast such a large shadow that no one else can grow."
As essential as vision, integrity, deep conviction and self-confidence are to leadership, they aren't enough to make a leader, he told the midshipmen. "A leader must have the courage to act, often against the will of the crowd," he said.
A true leader works as a team, but also must be willing to buck popular opinion and take an independent stand when it's necessary, the secretary said. "Don't kid yourself," he told the midshipmen. "That takes courage."
As the graduates move on to their Navy and Marine Corps careers, Gates reminded them to apply another quality of real leadership: common decency. A true leader treats everyone - superiors, peers and subordinates alike - with fairness, respect and dignity, he said.
Gates urged the graduates to use their authority as military officers constructively to care for their sailors and Marines and help them improve and advance themselves. This, in turn, will build respect and loyalty, he said.
"Common decency builds respect and, in a democratic society, respect is what prompts people to give their all for a leader, even at personal sacrifice," he said.
Gates thanked the graduating midshipmen for choosing to serve the country at a time their country needs them and their leadership abilities.
He noted that most were high school juniors when the United States came under terrorist attack on Sept. 11, 2001, and all could have chosen an easier, less demanding path.
"You, however, are special, because you are among those who have chosen to deserve, to defend the dreams of others," he said. "And that sets you apart."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
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