Police-Writers.com is a website that lists state and local police officers who have written books. Police-writers.com added three police officers to the website: George Thompson, Robert Davis and Kent Perry.
Dr. George J. Thompson is the President and Founder of the Verbal Judo Institute, a tactical training and management firm now based in Auburn, NY. Doc Thompson, aka "Doc Rhino," has an eclectic background, having taught English on the High School level English Literature on the university level. Until 1999, George Thompson was a Class A reserve deputy for the Sandoval County Sheriff’s Office (New Mexico). Also a martial artist, he holds Black Belts in Judo & Taekwondo. Doc has created the only Tactical Communication course in the world.
Dr. George Thompson has written four books on Verbal Judo, each analyzing ways to defuse conflict and redirect behavior into more positive channels. Dr. George Thompson is the author of Verbal Judo: The Gentle Art of Persuasion; Verbal Judo: Redirecting Behavior With Words; and, Verbal Judo: Words as a Force Option. He is the co-author of The Verbal Judo Way of Leadership – Empowering the Thin Blue Line.
According to the book description of The Verbal Judo Way of Leadership – Empowering the Thin Blue Line “For many years Dr. Thompson has sought to present the Verbal Judo philosophy on leadership in written form. “Drawing from Dr. Thompson’s street and courtroom proven Verbal Judo philosophy and his co-author’s dual careers as an Army Special Forces combat leader and civilian peace officer “The Verbal Judo Way of Leadership – Empowering the Thin Blue Line from the Inside Up” is MUST reading for the 21st Century law enforcement officer, First Responder, and military man or woman intent on achieving true success as a leader in his or her chosen profession.”
Robert L. Davis is a former police officer with the New Orleans Police Department. At the age of 22 he joined the New Orleans Police Department and within his first year he was arrested for police related corruption and facing 30 years in prison. Rather than face the charges he fled, becoming a fugitive for over 20 years.
Robert Davis’ book, Cop Out, “is a true account of how a former police officer survived as a fugitive while evading authorities and eventually surrendered to God. This narrative approach of survival and skill encompasses a diversity of stories and experiences, including life in wooded terrain and survival as a fugitive for over twenty years. This account serves as a means for the readers to envision challenges as a true survivor leading to surrender regardless of the outcome. Reflections are provided to aid readers' understanding of this lengthy journey from periods of atheism to acceptance of God.”
Kent Perry retired after serving 28 years with the Portland Police Bureau. As a detective, he investigated more than 100 homicides. His is the author of Quarter Moon Rising. According to one reader/reviewer, “Quarter Moon Rising is a quick-paced, fun to read book. The characters are raw, and the story is intricate without being overly complicated. While I'm not, nor have I ever been a police officer, I am a fan of the genre. This book ranks up at the top of my list, and I look forward to future releases by Perry.”
Police-Writers.com now hosts 605 police officers (representing 260 police departments) and their 1263 books in six categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books.
Sunday, July 01, 2007
Friday, June 29, 2007
Former Soldier Draws on Past to Raise Awareness
By Samantha L. Quigley
American Forces Press Service
June 29, 2007 – As the nation's servicemembers continue to fight the global war on terrorism, a group is working to make sure the Americans they're defending are aware of their sacrifices. "The Greer Foundation raises public awareness of the sacrifices of serving the nation through outreach and commentary on the war on terror," said Steve Greer, the group's founder. His experiences as an Army command sergeant major in Kosovo and other places that give him the knowledge base for this endeavor, he added.
Greer retired from the Army in January 2003, and started the foundation that same year with his wife, Jennifer, who also is a former soldier. Since then, he has given more than 400 interviews addressing the challenges U.S. troops face while fighting the global war on terrorism. He also speaks free of charge at civic-club meetings, universities and military bases in support of the troops.
Greer has been a member of the Defense Department's retired military analysts group since 2004, and has traveled the world, "visiting troops to thank them for their sacrifices," he said.
While the Greer Foundation's main focus is educating the public about the troops' sacrifices through radio and TV commentary and speaking engagements, it administers two award programs: one honors those killed in action, and the other recognizes children affected by war and conflict.
"Specifically, we award the Master Sgt. William "Chief" Carlson Tomahawk Medal and the Tarlavsky-Price Youth Leadership Award," Greer said. "Both awards honor the sacrifices of three of America's finest warriors and very close friends of mine."
The foundation is one of the newest home-front members of the America Supports You program. The Defense Department program connects citizens and corporations with military personnel and their families serving at home and abroad.
Greer said he's proud the foundation is now part of America Supports You, and he looks forward to the mutual benefits the partnership will provide.
American Forces Press Service
June 29, 2007 – As the nation's servicemembers continue to fight the global war on terrorism, a group is working to make sure the Americans they're defending are aware of their sacrifices. "The Greer Foundation raises public awareness of the sacrifices of serving the nation through outreach and commentary on the war on terror," said Steve Greer, the group's founder. His experiences as an Army command sergeant major in Kosovo and other places that give him the knowledge base for this endeavor, he added.
Greer retired from the Army in January 2003, and started the foundation that same year with his wife, Jennifer, who also is a former soldier. Since then, he has given more than 400 interviews addressing the challenges U.S. troops face while fighting the global war on terrorism. He also speaks free of charge at civic-club meetings, universities and military bases in support of the troops.
Greer has been a member of the Defense Department's retired military analysts group since 2004, and has traveled the world, "visiting troops to thank them for their sacrifices," he said.
While the Greer Foundation's main focus is educating the public about the troops' sacrifices through radio and TV commentary and speaking engagements, it administers two award programs: one honors those killed in action, and the other recognizes children affected by war and conflict.
"Specifically, we award the Master Sgt. William "Chief" Carlson Tomahawk Medal and the Tarlavsky-Price Youth Leadership Award," Greer said. "Both awards honor the sacrifices of three of America's finest warriors and very close friends of mine."
The foundation is one of the newest home-front members of the America Supports You program. The Defense Department program connects citizens and corporations with military personnel and their families serving at home and abroad.
Greer said he's proud the foundation is now part of America Supports You, and he looks forward to the mutual benefits the partnership will provide.
Wednesday, June 27, 2007
Conference Empowers NCOs From European, Eurasian Nations
By Sgt. Aimee Millham, USA
Special to American Forces Press Service
June 26, 2007 – Historically, armies in Eastern Europe, Africa and Afghanistan have relied heavily on their officers to make decisions even at the lowest tactical level. But with the asymmetrical face of warfare today, some nations are looking to empower their noncommissioned officers to make the immediate, on-the-ground decisions that affect front-line soldiers in battle. "On this warfront, who is out on the convoys?" asked Sgt. Maj. Mariusz Piwonski, sergeant major of Polish Land Forces. "It is the NCOs. They are the ones out there making the big decisions, the decisions that affect the lives of soldiers."
This and other topics were addressed at a three-day conference here last week that brought together 30 sergeants major from across Europe and Eurasia to meet for the first Conference of European Armies for NCOs.
In line with the intent of the U.S. Army, Europe, commander's intent to build tomorrow's coalitions and leaders, the conference was designed to bring leaders from different armies together to exchange ideas, network and engage in open discussions regarding military matters, said U.S. Army Command Sgt. Maj. Iuniasolua Savusa, USAREUR's command sergeant major.
While land forces commanders and other top officers from across Europe and the U.S. Army gather each year in Heidelberg, Germany, for such a conference, the Grafenwoehr event was the first of its kind for NCOs.
"We cannot think that this war is all officer business," said Army Command Sgt. Maj. Mark Ripka, U.S. Joint Forces Command. "We're going to end up executing the order anyway - might as well be involved in the decision-making process."
Nations like Romania, where the second command sergeant major of the army is now serving, and Slovakia, which has fully adopted the western NCO models, are mirroring the NCO corps structure of nations like the United States, Canada and Great Britain.
"They want the confidence we have in our NCO corps. To me, that shows passion," Savusa said. "Everyone here (at the conference), I believe, has that passion."
Slovakia sent its army's sergeant major to the U.S. Army Sergeants Major Academy and has used the U.S. NCO structure as a foundation for its corps because it believes it is important for all coalition partners to follow the same standard, said Sgt. Maj. Richard Fabricius, sergeant major of Slovakian armed forces.
"It is important, because when you have two platoons from two different nations going on the same raid, you can assume NCOs from both platoons will have a mutual grasp of what the NCOs' responsibility is," Fabricius said.
The conference included discussion panels, a tour of the Joint Multinational Training Command Warrior Leader Course facilities, and a demonstration of convoy live-fire training, where U.S. soldiers reacted to an improvised explosive device and engaged pop-up targets.
"This conference is perfectly located at JMTC, USAREUR's jewel, where we send soldiers from other nations through our NCO education system to enhance their commands," Savusa said.
The Conference of European Armies for NCOs will be an annual event slated to happen again in April, according to conference organizers.
(Army Sgt. Aimee Millhamis is assigned to the public affairs office, U.S. Army, Europe.)
Special to American Forces Press Service
June 26, 2007 – Historically, armies in Eastern Europe, Africa and Afghanistan have relied heavily on their officers to make decisions even at the lowest tactical level. But with the asymmetrical face of warfare today, some nations are looking to empower their noncommissioned officers to make the immediate, on-the-ground decisions that affect front-line soldiers in battle. "On this warfront, who is out on the convoys?" asked Sgt. Maj. Mariusz Piwonski, sergeant major of Polish Land Forces. "It is the NCOs. They are the ones out there making the big decisions, the decisions that affect the lives of soldiers."
This and other topics were addressed at a three-day conference here last week that brought together 30 sergeants major from across Europe and Eurasia to meet for the first Conference of European Armies for NCOs.
In line with the intent of the U.S. Army, Europe, commander's intent to build tomorrow's coalitions and leaders, the conference was designed to bring leaders from different armies together to exchange ideas, network and engage in open discussions regarding military matters, said U.S. Army Command Sgt. Maj. Iuniasolua Savusa, USAREUR's command sergeant major.
While land forces commanders and other top officers from across Europe and the U.S. Army gather each year in Heidelberg, Germany, for such a conference, the Grafenwoehr event was the first of its kind for NCOs.
"We cannot think that this war is all officer business," said Army Command Sgt. Maj. Mark Ripka, U.S. Joint Forces Command. "We're going to end up executing the order anyway - might as well be involved in the decision-making process."
Nations like Romania, where the second command sergeant major of the army is now serving, and Slovakia, which has fully adopted the western NCO models, are mirroring the NCO corps structure of nations like the United States, Canada and Great Britain.
"They want the confidence we have in our NCO corps. To me, that shows passion," Savusa said. "Everyone here (at the conference), I believe, has that passion."
Slovakia sent its army's sergeant major to the U.S. Army Sergeants Major Academy and has used the U.S. NCO structure as a foundation for its corps because it believes it is important for all coalition partners to follow the same standard, said Sgt. Maj. Richard Fabricius, sergeant major of Slovakian armed forces.
"It is important, because when you have two platoons from two different nations going on the same raid, you can assume NCOs from both platoons will have a mutual grasp of what the NCOs' responsibility is," Fabricius said.
The conference included discussion panels, a tour of the Joint Multinational Training Command Warrior Leader Course facilities, and a demonstration of convoy live-fire training, where U.S. soldiers reacted to an improvised explosive device and engaged pop-up targets.
"This conference is perfectly located at JMTC, USAREUR's jewel, where we send soldiers from other nations through our NCO education system to enhance their commands," Savusa said.
The Conference of European Armies for NCOs will be an annual event slated to happen again in April, according to conference organizers.
(Army Sgt. Aimee Millhamis is assigned to the public affairs office, U.S. Army, Europe.)
Monday, June 25, 2007
Conference Marks First Step Toward Inter-Faith Reconciliation in Iraq
By Tim Kilbride
Special to American Forces Press Service
June 24, 2007 – A meeting of Iraqi religious leaders from various sects and faiths has opened a door for further progress on reining in factional violence in Iraq, said the top U.S. chaplain in the country. The Iraqi Inter-Religious Congress, held June 12-13 in Baghdad, brought together 55 representatives of the most influential clerics and religious dignitaries from around the country. In doing so, it potentially set a precedent for continued dialogue on how to reconcile the Iraqi people, Army Chaplain (Col.) Micheal Hoyt, command chaplain for Multinational Force Iraq, said during a June 21 conference call with online journalists.
Hoyt said the gathering comprised the "largest representation of faith groups and geographic dispersion from north, south, east and west in Iraq at a religious conference in 37 years." As such, "it was a pretty historic event," he observed.
Delegates to the congress were selected by the country's various faith groups to include people with national-level influence, Hoyt said. He emphasized that despite Defense Department funding, it was an Iraqi-led event, encouraged by Iraqi Prime Minister Nouri al-Maliki as a way to potentially slow the spread of bloodshed in the country.
"He was overwhelmingly supportive of this event," Hoyt noted. "The agreement (reached by the congress) was the first of its kind to receive the personal endorsement of the prime minister."
Representatives of Shiite clerics Ali al-Sistani and Muqtada al-Sadr attended, as did delegates from the Sunni Association of Muslim Scholars. Other notables included the Iraqi minister of human rights, an advisor to Maliki, and 11 members of the Iraqi Council of Representatives, Hoyt said.
Together they forged a resolution Hoyt characterized as "the first broad-based religious accord to support and recognize the legitimacy of the government of Iraq."
The delegates also rejected terrorism and sectarian violence, the chaplain said.
Their agreement was the first to "publicly renounce al Qaeda by name, and to publicly declare that the spread of arms and unauthorized weapons is to be viewed as a criminal act in Iraq," Hoyt said.
"It's the first religious accord that provides a way ahead for a committed public action by religious leaders to denounce violence, deny terrorism, demonstrate support for democratic principles and the constitution, and to display national unity," he continued.
An equally important insertion, Hoyt noted, was a call for action to the Iraqi government, urging it to build on the good will generated by this and other reconciliation conferences, past and present.
The government was requested to look back at some of the secular gatherings that have taken place at the tribal level and "see what (can be brought) forward out of them into an overall package of reconciliation," Hoyt explained.
Other national conferences will follow, the chaplain said.
"It's part of process, a prolonged process," he noted, "to build this grass roots religious leader voice, so that the government of Iraq and the religious leaders of Iraq ... (can) have a platform to establish a dialogue."
In addition, he said, those leaders will direct a host of regional-level conferences to follow up on the national dialogues.
Despite the consensus for peace that came out of the gathering, Hoyt cautioned against a rush to optimism.
"The Iraqi Inter-Religious Congress is not the silver bullet. It's a part of the ammunition belt used to help stabilize this country," he said.
Whether there will be concrete progress on reconciliation "just remains to be seen," Hoyt said. "We'll just see if we can get a voice loud enough and good enough to actually make something happen, or if it's kind of overwhelmed by other events that are also of national and international (strategic) importance."
Still, he added, "I have to believe that their message is having some level of decisive impact on the restraint of violence."
Maintaining an interfaith dialogue and translating it into government action and political reconciliation is the goal of his own outreach efforts, Hoyt explained. In the wake of the congress, he said he remains encouraged progress can be made.
"Before there just wasn't anything to build off of; now there is," he said. "Where it's going to go is anybody's guess, but it couldn't have gone anywhere had this not occurred."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Special to American Forces Press Service
June 24, 2007 – A meeting of Iraqi religious leaders from various sects and faiths has opened a door for further progress on reining in factional violence in Iraq, said the top U.S. chaplain in the country. The Iraqi Inter-Religious Congress, held June 12-13 in Baghdad, brought together 55 representatives of the most influential clerics and religious dignitaries from around the country. In doing so, it potentially set a precedent for continued dialogue on how to reconcile the Iraqi people, Army Chaplain (Col.) Micheal Hoyt, command chaplain for Multinational Force Iraq, said during a June 21 conference call with online journalists.
Hoyt said the gathering comprised the "largest representation of faith groups and geographic dispersion from north, south, east and west in Iraq at a religious conference in 37 years." As such, "it was a pretty historic event," he observed.
Delegates to the congress were selected by the country's various faith groups to include people with national-level influence, Hoyt said. He emphasized that despite Defense Department funding, it was an Iraqi-led event, encouraged by Iraqi Prime Minister Nouri al-Maliki as a way to potentially slow the spread of bloodshed in the country.
"He was overwhelmingly supportive of this event," Hoyt noted. "The agreement (reached by the congress) was the first of its kind to receive the personal endorsement of the prime minister."
Representatives of Shiite clerics Ali al-Sistani and Muqtada al-Sadr attended, as did delegates from the Sunni Association of Muslim Scholars. Other notables included the Iraqi minister of human rights, an advisor to Maliki, and 11 members of the Iraqi Council of Representatives, Hoyt said.
Together they forged a resolution Hoyt characterized as "the first broad-based religious accord to support and recognize the legitimacy of the government of Iraq."
The delegates also rejected terrorism and sectarian violence, the chaplain said.
Their agreement was the first to "publicly renounce al Qaeda by name, and to publicly declare that the spread of arms and unauthorized weapons is to be viewed as a criminal act in Iraq," Hoyt said.
"It's the first religious accord that provides a way ahead for a committed public action by religious leaders to denounce violence, deny terrorism, demonstrate support for democratic principles and the constitution, and to display national unity," he continued.
An equally important insertion, Hoyt noted, was a call for action to the Iraqi government, urging it to build on the good will generated by this and other reconciliation conferences, past and present.
The government was requested to look back at some of the secular gatherings that have taken place at the tribal level and "see what (can be brought) forward out of them into an overall package of reconciliation," Hoyt explained.
Other national conferences will follow, the chaplain said.
"It's part of process, a prolonged process," he noted, "to build this grass roots religious leader voice, so that the government of Iraq and the religious leaders of Iraq ... (can) have a platform to establish a dialogue."
In addition, he said, those leaders will direct a host of regional-level conferences to follow up on the national dialogues.
Despite the consensus for peace that came out of the gathering, Hoyt cautioned against a rush to optimism.
"The Iraqi Inter-Religious Congress is not the silver bullet. It's a part of the ammunition belt used to help stabilize this country," he said.
Whether there will be concrete progress on reconciliation "just remains to be seen," Hoyt said. "We'll just see if we can get a voice loud enough and good enough to actually make something happen, or if it's kind of overwhelmed by other events that are also of national and international (strategic) importance."
Still, he added, "I have to believe that their message is having some level of decisive impact on the restraint of violence."
Maintaining an interfaith dialogue and translating it into government action and political reconciliation is the goal of his own outreach efforts, Hoyt explained. In the wake of the congress, he said he remains encouraged progress can be made.
"Before there just wasn't anything to build off of; now there is," he said. "Where it's going to go is anybody's guess, but it couldn't have gone anywhere had this not occurred."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Saturday, June 23, 2007
Gainey Wraps up Korea Visit, Announces Plans to Retire
By Fred W. Baker III
American Forces Press Service
June 22, 2007 – The Defense Department's top enlisted member said this week he has submitted his retirement paperwork, but that he plans to stay on through July 2008 until his replacement is on the job. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, said his week-long trip here will be his last to visit troops here. He finished a visit to camps and bases across the peninsula today.
"It was a personal choice that I felt like I had to make after 33 and a half years," Gainey said. "I think it's time to let someone else in this position."
Chief of Naval Operations Adm. Michael G. Mullen, if confirmed by the Senate, will replace Marine Gen. Peter Pace as chairman of the Joint Chiefs of Staff on Oct. 1.
Gainey said his retirement timeline will give the next Joint Chiefs chairman time to select a senior enlisted advisor.
"I think I owe that to Admiral Mullen, who I think is a very fine officer," Gainey said.
Gainey is the first noncommissioned officer to hold the senior enlisted advisor post, which Pace created, and has served in the job since Oct. 1, 2005.
Since then, he has traveled the world talking to troops and hearing their concerns. Gainey said he will continue his whirlwind travel schedule, talking with servicemembers and advocating on their behalf until the day he retires.
"I'm not going to be a ROAD - 'Retired On Active Duty.' I will talk to troops until the day that I walk off the field," Gainey said. "I'm not going to slow up. I owe it to the troops."
Gainey said he will miss working for his current boss. He said it has been a pleasure working for an officer who has such a passion for taking care of servicemembers.
"He has the ability to make troops feel like they are the most important people in the world," Gainey said of Pace.
Gainey plans to retire near Fort Hood, Texas, where he and his wife of 30 years, Cindy, will build a new home. He said he plans to relax and spend time with his children and grandchildren, as serving in positions of increasing responsibility over the last 10 years has limited his time with family.
Gainey said he would like to work in some capacity that will allow him to speak on the behalf of servicemembers and "the benefits they deserve."
This week, Gainey talked with hundreds of servicemembers at town halls and on call-in radio shows and was guest speaker at a Warrior Leader Course graduation. Using humor mixed with his easy-going "South Carolinian" demeanor, Gainey put the troops at ease so he could hear their concerns about serving in Korea and about life in the military.
"What keeps you up at night?" was the recurring question Gainey posed to troops. "My roommate snoring," was one answer shot back. More serious responses included questions about promotions, uniforms, curfews, medical care, transformation and tour lengths. Gainey recorded the comments and said he will take them back to the appropriate service chiefs and to Pace.
He constantly reminded the servicemembers that he is not in their chain of command, and that he "didn't want to be another ugly picture on the wall" of a headquarters building. Gainey also emphasized that he while he would not resolve their concerns directly, he is a conduit at the Pentagon for getting their concerns to the right person.
Gainey noted the progress made on the Korean peninsula as leadership there begins its transformation from a Cold War formation and begins restructuring bases and camps to improve servicemembers' quality of life. He visited the troops serving here last year at this time.
"The biggest impression I got from this trip was the progress that was made, especially at Camp Humpreys. It was like I was walking into a totally different environment," Gainey said. "The motivation and the morale of the leadership to take care of the troops was also even greater this year."
Gainey said he would talk with the chairman about ensuring proper funding and resources be funneled to Korea to ensure the transformation is complete by 2012.
"One thing I'm going to talk to the chairman about is the commitment we made. We made a commitment ... that we would expand Camp Humphreys," Gainey said. "(Servicemembers) didn't ask to move. They were told to move. Now we owe it to them to take care of them with funding and any other resources they need."
Once the transformation is complete, Camp Humphreys will be the home of U.S. Forces Korea and Eighth U.S. Army. It will be the largest installation on the peninsula.
Gainey said he fielded more concerns this year about the Tricare military health system and Department of Veterans Affairs benefits. Also significant were questions on allowing more command-sponsored families to accompany their military sponsors to the area.
Gainey also said that the troops seemed more focused and motivated this year.
"The soldiers, sailors, airman and Marines here are some of the most focused individuals you will ever meet, because they know that, just like their motto says, they could be fighting tonight," Gainey said. "When you hear the term 'train as you fight,' they truly train as they would fight."
Gainey said he will miss touring Korea. The next time he returns it will be as a civilian on vacation. He has traveled to Korea nine times during his career.
"Korea is a great place. I hear people call it a hardship tour. I can't figure it out," he said.
Nearing the end of his military career, Gainey offered simple advice to those starting theirs.
"Be the best you can be. Learn as much as you can from your leadership. Watch for the good and bad. Mimic the good, record the bad. If you remember the bad, you won't make the same mistakes," Gainey said.
Most importantly though, "Always remember nobody is greater and more important than the troops and their families you are given the privilege to serve," he said.
American Forces Press Service
June 22, 2007 – The Defense Department's top enlisted member said this week he has submitted his retirement paperwork, but that he plans to stay on through July 2008 until his replacement is on the job. Army Command Sgt. Maj. William J. Gainey, senior enlisted advisor to the chairman of the Joint Chiefs of Staff, said his week-long trip here will be his last to visit troops here. He finished a visit to camps and bases across the peninsula today.
"It was a personal choice that I felt like I had to make after 33 and a half years," Gainey said. "I think it's time to let someone else in this position."
Chief of Naval Operations Adm. Michael G. Mullen, if confirmed by the Senate, will replace Marine Gen. Peter Pace as chairman of the Joint Chiefs of Staff on Oct. 1.
Gainey said his retirement timeline will give the next Joint Chiefs chairman time to select a senior enlisted advisor.
"I think I owe that to Admiral Mullen, who I think is a very fine officer," Gainey said.
Gainey is the first noncommissioned officer to hold the senior enlisted advisor post, which Pace created, and has served in the job since Oct. 1, 2005.
Since then, he has traveled the world talking to troops and hearing their concerns. Gainey said he will continue his whirlwind travel schedule, talking with servicemembers and advocating on their behalf until the day he retires.
"I'm not going to be a ROAD - 'Retired On Active Duty.' I will talk to troops until the day that I walk off the field," Gainey said. "I'm not going to slow up. I owe it to the troops."
Gainey said he will miss working for his current boss. He said it has been a pleasure working for an officer who has such a passion for taking care of servicemembers.
"He has the ability to make troops feel like they are the most important people in the world," Gainey said of Pace.
Gainey plans to retire near Fort Hood, Texas, where he and his wife of 30 years, Cindy, will build a new home. He said he plans to relax and spend time with his children and grandchildren, as serving in positions of increasing responsibility over the last 10 years has limited his time with family.
Gainey said he would like to work in some capacity that will allow him to speak on the behalf of servicemembers and "the benefits they deserve."
This week, Gainey talked with hundreds of servicemembers at town halls and on call-in radio shows and was guest speaker at a Warrior Leader Course graduation. Using humor mixed with his easy-going "South Carolinian" demeanor, Gainey put the troops at ease so he could hear their concerns about serving in Korea and about life in the military.
"What keeps you up at night?" was the recurring question Gainey posed to troops. "My roommate snoring," was one answer shot back. More serious responses included questions about promotions, uniforms, curfews, medical care, transformation and tour lengths. Gainey recorded the comments and said he will take them back to the appropriate service chiefs and to Pace.
He constantly reminded the servicemembers that he is not in their chain of command, and that he "didn't want to be another ugly picture on the wall" of a headquarters building. Gainey also emphasized that he while he would not resolve their concerns directly, he is a conduit at the Pentagon for getting their concerns to the right person.
Gainey noted the progress made on the Korean peninsula as leadership there begins its transformation from a Cold War formation and begins restructuring bases and camps to improve servicemembers' quality of life. He visited the troops serving here last year at this time.
"The biggest impression I got from this trip was the progress that was made, especially at Camp Humpreys. It was like I was walking into a totally different environment," Gainey said. "The motivation and the morale of the leadership to take care of the troops was also even greater this year."
Gainey said he would talk with the chairman about ensuring proper funding and resources be funneled to Korea to ensure the transformation is complete by 2012.
"One thing I'm going to talk to the chairman about is the commitment we made. We made a commitment ... that we would expand Camp Humphreys," Gainey said. "(Servicemembers) didn't ask to move. They were told to move. Now we owe it to them to take care of them with funding and any other resources they need."
Once the transformation is complete, Camp Humphreys will be the home of U.S. Forces Korea and Eighth U.S. Army. It will be the largest installation on the peninsula.
Gainey said he fielded more concerns this year about the Tricare military health system and Department of Veterans Affairs benefits. Also significant were questions on allowing more command-sponsored families to accompany their military sponsors to the area.
Gainey also said that the troops seemed more focused and motivated this year.
"The soldiers, sailors, airman and Marines here are some of the most focused individuals you will ever meet, because they know that, just like their motto says, they could be fighting tonight," Gainey said. "When you hear the term 'train as you fight,' they truly train as they would fight."
Gainey said he will miss touring Korea. The next time he returns it will be as a civilian on vacation. He has traveled to Korea nine times during his career.
"Korea is a great place. I hear people call it a hardship tour. I can't figure it out," he said.
Nearing the end of his military career, Gainey offered simple advice to those starting theirs.
"Be the best you can be. Learn as much as you can from your leadership. Watch for the good and bad. Mimic the good, record the bad. If you remember the bad, you won't make the same mistakes," Gainey said.
Most importantly though, "Always remember nobody is greater and more important than the troops and their families you are given the privilege to serve," he said.
Thursday, June 21, 2007
Success in Iraq Determined at 'Macro Level,' Enlisted Leader Says
By Tim Kilbride
Special to American Forces Press Service
June 18, 2007 – Individual roles, actions and operations are essential components of the Iraq war effort, but it is the sum of those parts that defines success in the war, the top enlisted leader in theater said last week. To determine whether the coalition is winning or losing in Iraq, it is necessary to consider three points, said Army Command Sgt. Maj. Marvin Hill, senior enlisted leader of Multinational Force Iraq, during a June 15 call with online journalists.
The first target, he said, is "a government that (is) able to take care of its people and be self-sustaining" while generating economic growth.
For the second measure, Hill said, "you can define winning by improving the life of the Iraqi people and bringing some form of normalcy back" to them.
The last element, he explained, is building, training and equipping "an Iraqi security force that's capable of providing security for its people."
Progress against those three measures is best measured through "atmospherics," Hill said, taking the pulse of the environment within a certain area to get a sense of normalcy and functionality. Without such context, he noted, numbers and other specifics can sometimes lose meaning.
"I don't think it's about what we do for ourselves while we're over here," Hill said. "I don't think it's about how many hours an aviation unit has flown, or how many missions an infantry unit has done, and how much fuel a petroleum unit has pumped."
Rather, he explained, the usefulness and efficacy of those actions is measured in how they support the mission of assisting the Iraqi people.
"If you're playing a role in that and if you can see progress in that, I think you can say that you are winning," Hill said. "But through your efforts, if you don't see a change in the atmospherics -- if you see the government moving so slow that it appears that they're going backwards, and if you see an Iraqi security force that exists just to exist and not exist to take care of its people, protect its people -- then we are not winning."
That type of contextual balance is often missing from the descriptions of Iraq provided to the American public, Hill said; there is typically a missing link as to how individual actions or events relate back to the central strategy or reality on the ground.
"From the soldier perspective, probably from some of our leaders, I think we just speak in a language that the American people don't understand," he said. "If you were a ... servicemember you understand, 'Okay, I flew more flight hours than such-and-such.' Okay? They're saying that's pretty good, but still, that's whoop-dee-doo, you know. Well, what did the flight hours ... enable? And once we can say that, then people say, 'Oh, I get it.'"
Unlike the relationship with the U.S. public, communicating with the Iraqi public involves more direct interaction, Hill said. Rather than words, U.S. and coalition soldiers communicate with the Iraqis through actions, he explained.
He described the notion of the "strategic corporal" - a young service member, "mid-grade or junior grade, who's out there on point, whose actions ... would have strategic implications, whether it be positive or negative."
Coalition troops are such critical messengers with the Iraqi public, he said, because of their regular engagement with that public. Generic messages regarding normalizing the security situation and improving Iraqis' quality of life are directly communicated through the coalition's day-to-day activities, Hill said.
"They can tell them that through flyers, they can tell them that through interpreters, or they can tell them that through action," Hill said.
The action piece, he noted, is "assisting in cleaning up neighborhoods, assisting in getting schools open, assisting in getting playgrounds built, assisting in securing the market areas."
They are assisted in that mission by the Iraqi security forces, Hill said. The addition of the Iraqi police and army to the fight are, in fact, one of the biggest developments in the war in the past three years, he noted.
"Now we are partnered with someone, someone who has a vested interest in the Baghdad security plan working, and ... our fight and our cause over here actually working," Hill said.
But it is not an easy mission, especially for the Iraqi police, he said. Because of the severity of the security situation, reports of their performance must be evaluated in context, he explained.
"They are constantly under threat. And they're trying to cure a local population and have law and order, but they are constantly under threat themselves," Hill said.
Understanding that point, Hill said, also makes it possible to understand the U.S. mission of helping stabilize the security situation to a point where the Iraqi police are able to function independently.
Thus, establishing context is once again a central goal and challenge of communication on Iraq, Hill said.
In the case of U.S. soldiers fighting in Iraq, Hill explained, that challenge entails maintaining their faith in their leadership. For the troops to effectively execute a mission, he said, they must have absolute confidence in their chain of command and their fellow servicemembers.
Hill noted that anytime he is around a soldier's reenlistment ceremony he raises his hand and recites the oath of enlistment. "It just gives you a feeling of being something much, much larger than yourself," he observed.
"I think that serves as a reminder to our young servicemembers that we're enlisting; it serves as a reminder that, 'Hey, as a leader I've got your back and I got your best interest at heart because I need you to blindly obey my orders,' Hill said. "And so in order for you to do that, you've got to know that I've got your back."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Special to American Forces Press Service
June 18, 2007 – Individual roles, actions and operations are essential components of the Iraq war effort, but it is the sum of those parts that defines success in the war, the top enlisted leader in theater said last week. To determine whether the coalition is winning or losing in Iraq, it is necessary to consider three points, said Army Command Sgt. Maj. Marvin Hill, senior enlisted leader of Multinational Force Iraq, during a June 15 call with online journalists.
The first target, he said, is "a government that (is) able to take care of its people and be self-sustaining" while generating economic growth.
For the second measure, Hill said, "you can define winning by improving the life of the Iraqi people and bringing some form of normalcy back" to them.
The last element, he explained, is building, training and equipping "an Iraqi security force that's capable of providing security for its people."
Progress against those three measures is best measured through "atmospherics," Hill said, taking the pulse of the environment within a certain area to get a sense of normalcy and functionality. Without such context, he noted, numbers and other specifics can sometimes lose meaning.
"I don't think it's about what we do for ourselves while we're over here," Hill said. "I don't think it's about how many hours an aviation unit has flown, or how many missions an infantry unit has done, and how much fuel a petroleum unit has pumped."
Rather, he explained, the usefulness and efficacy of those actions is measured in how they support the mission of assisting the Iraqi people.
"If you're playing a role in that and if you can see progress in that, I think you can say that you are winning," Hill said. "But through your efforts, if you don't see a change in the atmospherics -- if you see the government moving so slow that it appears that they're going backwards, and if you see an Iraqi security force that exists just to exist and not exist to take care of its people, protect its people -- then we are not winning."
That type of contextual balance is often missing from the descriptions of Iraq provided to the American public, Hill said; there is typically a missing link as to how individual actions or events relate back to the central strategy or reality on the ground.
"From the soldier perspective, probably from some of our leaders, I think we just speak in a language that the American people don't understand," he said. "If you were a ... servicemember you understand, 'Okay, I flew more flight hours than such-and-such.' Okay? They're saying that's pretty good, but still, that's whoop-dee-doo, you know. Well, what did the flight hours ... enable? And once we can say that, then people say, 'Oh, I get it.'"
Unlike the relationship with the U.S. public, communicating with the Iraqi public involves more direct interaction, Hill said. Rather than words, U.S. and coalition soldiers communicate with the Iraqis through actions, he explained.
He described the notion of the "strategic corporal" - a young service member, "mid-grade or junior grade, who's out there on point, whose actions ... would have strategic implications, whether it be positive or negative."
Coalition troops are such critical messengers with the Iraqi public, he said, because of their regular engagement with that public. Generic messages regarding normalizing the security situation and improving Iraqis' quality of life are directly communicated through the coalition's day-to-day activities, Hill said.
"They can tell them that through flyers, they can tell them that through interpreters, or they can tell them that through action," Hill said.
The action piece, he noted, is "assisting in cleaning up neighborhoods, assisting in getting schools open, assisting in getting playgrounds built, assisting in securing the market areas."
They are assisted in that mission by the Iraqi security forces, Hill said. The addition of the Iraqi police and army to the fight are, in fact, one of the biggest developments in the war in the past three years, he noted.
"Now we are partnered with someone, someone who has a vested interest in the Baghdad security plan working, and ... our fight and our cause over here actually working," Hill said.
But it is not an easy mission, especially for the Iraqi police, he said. Because of the severity of the security situation, reports of their performance must be evaluated in context, he explained.
"They are constantly under threat. And they're trying to cure a local population and have law and order, but they are constantly under threat themselves," Hill said.
Understanding that point, Hill said, also makes it possible to understand the U.S. mission of helping stabilize the security situation to a point where the Iraqi police are able to function independently.
Thus, establishing context is once again a central goal and challenge of communication on Iraq, Hill said.
In the case of U.S. soldiers fighting in Iraq, Hill explained, that challenge entails maintaining their faith in their leadership. For the troops to effectively execute a mission, he said, they must have absolute confidence in their chain of command and their fellow servicemembers.
Hill noted that anytime he is around a soldier's reenlistment ceremony he raises his hand and recites the oath of enlistment. "It just gives you a feeling of being something much, much larger than yourself," he observed.
"I think that serves as a reminder to our young servicemembers that we're enlisting; it serves as a reminder that, 'Hey, as a leader I've got your back and I got your best interest at heart because I need you to blindly obey my orders,' Hill said. "And so in order for you to do that, you've got to know that I've got your back."
(Tim Kilbride is assigned to New Media, American Forces Information Service.)
Sunday, June 17, 2007
Pace Speaks About Jointness, Moral Courage
By Jim Garamone
American Forces Press Service
June 15, 2007 – U.S. armed services frequently work together in joint operations, and military officers also need to represent their own services in joint environments, the chairman of the Joint Chiefs of Staff said yesterday at the Joint Forces Staff College here. Pace delivered the Henry Clay Hofheimer Lecture to students, faculty and guests of the college. Most of the students are young officers who will move on to joint service assignments around the world.
"This is a joint school, a joint and combined environment and I like that a lot," Marine Gen. Peter Pace said. "But I ask you to not forget what uniform you wear."
The military has successfully embraced jointness, he said, and the campaign into Iraq in March and April 2003 proved the worth of the joint approach. But officers may be too quick to embrace the concept.
Pace said he knows a lot about the Marine Corps, having grown up in the culture from second lieutenant fresh out of the Naval Academy. "What I need around me are officers who will tell me what it is about the Army, Navy, Air Force and Coast Guard that I do not know, and if I did know, I could make a better decision," he said.
An Air Force officer going to a joint meeting has the responsibility to represent his service as part of his input to the meeting. "When you walk in that room, don't be bashful about explaining to the other people why certain things in your service are the way they are," Pace said. "At the end of the day, when the decision is made, of course, we all get on board and row together."
He said keeping an open mind is part of the process. It is important to articulate the service's position, but an officer needs to understand it is only one way of looking at that problem.
"Understand that you know part of the truth, not all of the truth, and listen to the folks around you," Pace said. "Then become part of the team that solves the problem."
The chairman said military personnel readily understand physical courage, but he has really come to understand moral courage.
"I have come in my last six years to appreciate and value the courage that comes with having to stand up and speak your mind when others are thinking differently," he said. "If you are wrong in combat, you might die. If you are wrong intellectually you have to live with it."
With seniority comes membership in more powerful groups, he noted. "As discussions are going in one direction, it becomes more and more difficult to say 'I see it a bit differently.' But I will tell you that the more senior you become the more critical it is that you be the person at the table who does that," he said.
Pace also spoke about the value of saying "no" to senior officials. Pace said the word "no" has an unusual effect on people. He said if there is a roll call around a table and someone says, "No" everything stops.
"Everybody listens," he said. "You will not always carry the day. But you will always be welcome at the next meeting, because people know you will always speak your mind."
The chairman also told the students that it is important to "grow where you are planted." He said some students in the class are going to assignments they would not have chosen for themselves. But, they have to give some credit to the services. The services know what they want in officers and what type of experiences they need for their officers.
"In my case, if I had done everything I had wanted to do in the Marine Corps and everything I presumed I was best-qualified for, I would long be retired," he said. "The service put me places that gave me the experiences that allowed me to compete for higher and higher jobs."
"More important than that," he told the students, "every place that we could possibly send you, there are great young men and women in uniform who need your leadership, who deserve the best you can give them. And as you already know if you take care of the folks in your charge the trip your on is amazingly rewarding and your unit just performs beyond anything you imagined."
American Forces Press Service
June 15, 2007 – U.S. armed services frequently work together in joint operations, and military officers also need to represent their own services in joint environments, the chairman of the Joint Chiefs of Staff said yesterday at the Joint Forces Staff College here. Pace delivered the Henry Clay Hofheimer Lecture to students, faculty and guests of the college. Most of the students are young officers who will move on to joint service assignments around the world.
"This is a joint school, a joint and combined environment and I like that a lot," Marine Gen. Peter Pace said. "But I ask you to not forget what uniform you wear."
The military has successfully embraced jointness, he said, and the campaign into Iraq in March and April 2003 proved the worth of the joint approach. But officers may be too quick to embrace the concept.
Pace said he knows a lot about the Marine Corps, having grown up in the culture from second lieutenant fresh out of the Naval Academy. "What I need around me are officers who will tell me what it is about the Army, Navy, Air Force and Coast Guard that I do not know, and if I did know, I could make a better decision," he said.
An Air Force officer going to a joint meeting has the responsibility to represent his service as part of his input to the meeting. "When you walk in that room, don't be bashful about explaining to the other people why certain things in your service are the way they are," Pace said. "At the end of the day, when the decision is made, of course, we all get on board and row together."
He said keeping an open mind is part of the process. It is important to articulate the service's position, but an officer needs to understand it is only one way of looking at that problem.
"Understand that you know part of the truth, not all of the truth, and listen to the folks around you," Pace said. "Then become part of the team that solves the problem."
The chairman said military personnel readily understand physical courage, but he has really come to understand moral courage.
"I have come in my last six years to appreciate and value the courage that comes with having to stand up and speak your mind when others are thinking differently," he said. "If you are wrong in combat, you might die. If you are wrong intellectually you have to live with it."
With seniority comes membership in more powerful groups, he noted. "As discussions are going in one direction, it becomes more and more difficult to say 'I see it a bit differently.' But I will tell you that the more senior you become the more critical it is that you be the person at the table who does that," he said.
Pace also spoke about the value of saying "no" to senior officials. Pace said the word "no" has an unusual effect on people. He said if there is a roll call around a table and someone says, "No" everything stops.
"Everybody listens," he said. "You will not always carry the day. But you will always be welcome at the next meeting, because people know you will always speak your mind."
The chairman also told the students that it is important to "grow where you are planted." He said some students in the class are going to assignments they would not have chosen for themselves. But, they have to give some credit to the services. The services know what they want in officers and what type of experiences they need for their officers.
"In my case, if I had done everything I had wanted to do in the Marine Corps and everything I presumed I was best-qualified for, I would long be retired," he said. "The service put me places that gave me the experiences that allowed me to compete for higher and higher jobs."
"More important than that," he told the students, "every place that we could possibly send you, there are great young men and women in uniform who need your leadership, who deserve the best you can give them. And as you already know if you take care of the folks in your charge the trip your on is amazingly rewarding and your unit just performs beyond anything you imagined."
Thursday, June 14, 2007
Afghan, Coalition Enlisted Leaders Hold Seminar
By Navy Petty Officer 1st Class David Votroubek
Special to American Forces Press Service
June 13, 2007 – Senior enlisted leaders from the Afghan National Army and coalition forces met in May for the first ANA Sergeant Major of the Army Combat Leadership Training Seminar. Command sergeants major and other senior enlisted leaders attended the two-day seminar to associate and train with their peers.
U.S. Army Maj. Gen. Robert E. Durbin, commander of Combined Security Transition Command Afghanistan, made opening statements on the first day. He recalled his experiences with senior enlisted leaders earlier in his career and challenged the attendees to put themselves in their soldiers' places.
He concluded by telling them, "Now you need to get blisters on your hands and get your hands dirty, because that's what great leaders do."
Durbin was followed by the combined command's top enlisted member, Army Command Sgt. Maj. Ruben Espinoza, who reminded the noncommissioned officers of their duty to enforce standards and train subordinates.
"Success on the battlefield is not an accident; it is the result of training by senior NCOs," he said.
The seminar's featured speaker was retired Command Sgt. Maj. Of the Army Jack Tilley, who served in the U.S. Army's top enlisted position from June 23, 2000, to Jan. 15, 2004. He reminded the enlisted leaders that they are role models, and stressed the importance of their relationship with commanding officers and of their duty to mentor all soldiers.
"Don't just talk about being a good soldier; be a good soldier every day of your life" he said.
The seminar also featured concurrent training sessions. The attendees were divided into small groups to participate in group discussions on "Escalation of Force," "Risk Management" and "Command Sergeant Major Duties and Responsibilities." The discussion on risk management was particularly important to Afghanistan's sergeant major of the army, Safi Roshan.
"There should be many changes because of this," he said while watching the safety videos.
The first day concluded with a presentation and discussion on re-enlistment and promotion policies by Afghan National Army Col. Mohd Amin, who sought input from the enlisted leaders.
Training and taking time to develop relationships were both benefits of the seminar. The ANA's medical command sergeant major, Shaker Noori, said both aspects were of equal value.
"It has been good, because we lack this experience," he said.
Similar seminars will be held twice a year to continue providing opportunities for the ANA and the coalition to network and mentor each other, officials said.
(Navy Petty Officer 1st Class David Votroubek is assigned to Combined Security Transition Command Afghanistan Public Affairs.)
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Special to American Forces Press Service
June 13, 2007 – Senior enlisted leaders from the Afghan National Army and coalition forces met in May for the first ANA Sergeant Major of the Army Combat Leadership Training Seminar. Command sergeants major and other senior enlisted leaders attended the two-day seminar to associate and train with their peers.
U.S. Army Maj. Gen. Robert E. Durbin, commander of Combined Security Transition Command Afghanistan, made opening statements on the first day. He recalled his experiences with senior enlisted leaders earlier in his career and challenged the attendees to put themselves in their soldiers' places.
He concluded by telling them, "Now you need to get blisters on your hands and get your hands dirty, because that's what great leaders do."
Durbin was followed by the combined command's top enlisted member, Army Command Sgt. Maj. Ruben Espinoza, who reminded the noncommissioned officers of their duty to enforce standards and train subordinates.
"Success on the battlefield is not an accident; it is the result of training by senior NCOs," he said.
The seminar's featured speaker was retired Command Sgt. Maj. Of the Army Jack Tilley, who served in the U.S. Army's top enlisted position from June 23, 2000, to Jan. 15, 2004. He reminded the enlisted leaders that they are role models, and stressed the importance of their relationship with commanding officers and of their duty to mentor all soldiers.
"Don't just talk about being a good soldier; be a good soldier every day of your life" he said.
The seminar also featured concurrent training sessions. The attendees were divided into small groups to participate in group discussions on "Escalation of Force," "Risk Management" and "Command Sergeant Major Duties and Responsibilities." The discussion on risk management was particularly important to Afghanistan's sergeant major of the army, Safi Roshan.
"There should be many changes because of this," he said while watching the safety videos.
The first day concluded with a presentation and discussion on re-enlistment and promotion policies by Afghan National Army Col. Mohd Amin, who sought input from the enlisted leaders.
Training and taking time to develop relationships were both benefits of the seminar. The ANA's medical command sergeant major, Shaker Noori, said both aspects were of equal value.
"It has been good, because we lack this experience," he said.
Similar seminars will be held twice a year to continue providing opportunities for the ANA and the coalition to network and mentor each other, officials said.
(Navy Petty Officer 1st Class David Votroubek is assigned to Combined Security Transition Command Afghanistan Public Affairs.)
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Friday, June 01, 2007
Military author selected for prestigious academic fellowship
June 1, 2007 (San Dimas, CA) Military-Writers.com is a website dedicated to researching and listing current, former and active United States Military personnel who have authored books. Wally Adamchik, the author of No YELLING: The Nine Secrets of Marine Corps Leadership you MUST know to WIN in business, has been selected as a Non-Resident Fellow for Marine Corps University for the 2007-2008 academic year.
The Non-Resident Fellows is a distinguished group of leadership experts and practitioners from active duty as well as the civilian sector; but the common thread with all Fellows is the desire to increase the study and application of leadership in the Marine Corps. Fellows will work with the Lejeune Leadership Institute by providing non-resident perspective and expertise. This may include: contributing to leadership curricula at various schools; writing papers for publication; assisting with the development of case studies or tools for use in the operating forces; and, assisting in local Lejeune Leadership Institute support visits to USMC bases and stations.
The mission of Lejeune Leadership Institute is to advance the study and practice of leadership excellence throughout the Marine Corps, focusing on leader development founded on core values. Institute Director, Dr. Joseph Thomas points out, “there are many, many needs. The Fellows perspective from outside of Marine Corps University is most welcome and we look forward to their input.”
When asked how he felt about this selection Adamchik commented, “It is kind of amazing that I can continue to make a contribution to the Marines in a very significant way a decade after I served. In fact, it is what I learned since the Marines that gives me a perspective they want to hear. We will learn from each other and make our Corps better. It is a bonus that my clients will benefit from this also.”
Major Wally Adamchik, a former tank commander and helicopter pilot with the United States Marine Corps, is the founder and president of FireStarter Speaking and Consulting, a national leadership development and consulting firm. His book, No Yelling: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business, draws upon the real-life experiences of those currently serving in the Marines and those now in the civilian sector to explain how anyone can incorporate the nine essential behaviors of Marine Corps leadership into their daily business life.
The book includes more than 100 interviews with current and former Marines, and offers side-by-side comparisons of their application in military and civilian settings. “The leadership techniques displayed by the United States Marine Corps have proven themselves time and again in battle,” says Adamchik. “These same principles can be applied from the break room to the board room to help anyone excel in business.”
For more information contact Wally Adamchik at wally@beafirestarter.com or 919-673-9499; or, for more information on his book, go to www.military-writers.com/wally_adamchik.html.
The Non-Resident Fellows is a distinguished group of leadership experts and practitioners from active duty as well as the civilian sector; but the common thread with all Fellows is the desire to increase the study and application of leadership in the Marine Corps. Fellows will work with the Lejeune Leadership Institute by providing non-resident perspective and expertise. This may include: contributing to leadership curricula at various schools; writing papers for publication; assisting with the development of case studies or tools for use in the operating forces; and, assisting in local Lejeune Leadership Institute support visits to USMC bases and stations.
The mission of Lejeune Leadership Institute is to advance the study and practice of leadership excellence throughout the Marine Corps, focusing on leader development founded on core values. Institute Director, Dr. Joseph Thomas points out, “there are many, many needs. The Fellows perspective from outside of Marine Corps University is most welcome and we look forward to their input.”
When asked how he felt about this selection Adamchik commented, “It is kind of amazing that I can continue to make a contribution to the Marines in a very significant way a decade after I served. In fact, it is what I learned since the Marines that gives me a perspective they want to hear. We will learn from each other and make our Corps better. It is a bonus that my clients will benefit from this also.”
Major Wally Adamchik, a former tank commander and helicopter pilot with the United States Marine Corps, is the founder and president of FireStarter Speaking and Consulting, a national leadership development and consulting firm. His book, No Yelling: The 9 Secrets of Marine Corps Leadership You Must Know to Win in Business, draws upon the real-life experiences of those currently serving in the Marines and those now in the civilian sector to explain how anyone can incorporate the nine essential behaviors of Marine Corps leadership into their daily business life.
The book includes more than 100 interviews with current and former Marines, and offers side-by-side comparisons of their application in military and civilian settings. “The leadership techniques displayed by the United States Marine Corps have proven themselves time and again in battle,” says Adamchik. “These same principles can be applied from the break room to the board room to help anyone excel in business.”
For more information contact Wally Adamchik at wally@beafirestarter.com or 919-673-9499; or, for more information on his book, go to www.military-writers.com/wally_adamchik.html.
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
LAPPL MAKES SUGGESTIONS TO IMPROVE THE LAPD
The Board of Directors of the Los Angeles Police Protective League today issued the following statement regarding ways in which the LAPD might improve training and command and control in the wake of the incident in MacArthur Park on May 1st.
"Training is the backbone of good police work. Constant, updated training ensures that officers know not only what to do, but can implement the Department's policies, procedures and expectations for any given incident. The May 1 incident revealed the downside of the Department's cost-based decision over the past several years to abandon introductory training for new Metropolitan Division (Metro) officers, and to not train all officers for large tactical situations. Moving forward, the LAPD leadership also needs to evaluate the training of command staff to respond to large demonstrations."
The LAPPL recommends that any command, control and training changes in the wake of theMacArthur Park incident should include the following:
All new Metropolitan Division (Metro) officers attend "new person school" in their first deployment period assigned to Metro. Class size should be limited to 18 officers, the maximum number that can effectively be trained at one time.
All Bureau-dedicated officers assigned to the Mobile Field Force (MFF) citywide should attend a Metro-coordinated MFF training class on a quarterly basis. Thereafter, Metro training cadre should conduct random realistic readiness audits of each Bureau MFF.
A clear use-of-force policy regarding the use of batons in crowd control procedures needs to be reiterated as part of on-the-job training and disseminated to MFF officers during pre-event briefings.
All Command officers should be required to attend a full day of crowd control management classes on a yearly basis.
All LAPD officers deployed to a major crowd event should be allowed to carry on their person appropriate safety equipment, including helmet with face shield, batons and protective masks.
Anytime LAPD officers are deployed to a major incident, undercover officers should be deployed into the crowd-however, only for intelligence gathering purposes.
Anytime undercover officers are deployed into the crowd for intelligence gathering purposes, an adequate number of high-ground officers should be utilized.
Media procedures (consistent with the Crespo settlement) should be communicated to all officers assigned to an event during pre-event briefings.
In order for media to be credentialed, members of the media should be required to attend a yearly LAPD media training where they will be informed of proper procedures concerning safe areas. The continued goal of the LAPD should be to provide full and safe access to events in the city.
Officers authorized to use 37 millimeter (less lethal munitions) should receive quarterly or semi-annual training.
Metro officers should continue to test and evaluate modernized protective equipment for crowd control purposes, to ensure that the Department is using the most effective equipment at all times.
Officers assigned to reserve resources at a standby staging area during an event should not be re-assigned to non-event duties until after the event has concluded peacefully and the crowd has cleared.
Endorsing and implementing these measures will help to prevent the repetition of the kind of missteps that were made on May 1.
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.
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
"Training is the backbone of good police work. Constant, updated training ensures that officers know not only what to do, but can implement the Department's policies, procedures and expectations for any given incident. The May 1 incident revealed the downside of the Department's cost-based decision over the past several years to abandon introductory training for new Metropolitan Division (Metro) officers, and to not train all officers for large tactical situations. Moving forward, the LAPD leadership also needs to evaluate the training of command staff to respond to large demonstrations."
The LAPPL recommends that any command, control and training changes in the wake of theMacArthur Park incident should include the following:
All new Metropolitan Division (Metro) officers attend "new person school" in their first deployment period assigned to Metro. Class size should be limited to 18 officers, the maximum number that can effectively be trained at one time.
All Bureau-dedicated officers assigned to the Mobile Field Force (MFF) citywide should attend a Metro-coordinated MFF training class on a quarterly basis. Thereafter, Metro training cadre should conduct random realistic readiness audits of each Bureau MFF.
A clear use-of-force policy regarding the use of batons in crowd control procedures needs to be reiterated as part of on-the-job training and disseminated to MFF officers during pre-event briefings.
All Command officers should be required to attend a full day of crowd control management classes on a yearly basis.
All LAPD officers deployed to a major crowd event should be allowed to carry on their person appropriate safety equipment, including helmet with face shield, batons and protective masks.
Anytime LAPD officers are deployed to a major incident, undercover officers should be deployed into the crowd-however, only for intelligence gathering purposes.
Anytime undercover officers are deployed into the crowd for intelligence gathering purposes, an adequate number of high-ground officers should be utilized.
Media procedures (consistent with the Crespo settlement) should be communicated to all officers assigned to an event during pre-event briefings.
In order for media to be credentialed, members of the media should be required to attend a yearly LAPD media training where they will be informed of proper procedures concerning safe areas. The continued goal of the LAPD should be to provide full and safe access to events in the city.
Officers authorized to use 37 millimeter (less lethal munitions) should receive quarterly or semi-annual training.
Metro officers should continue to test and evaluate modernized protective equipment for crowd control purposes, to ensure that the Department is using the most effective equipment at all times.
Officers assigned to reserve resources at a standby staging area during an event should not be re-assigned to non-event duties until after the event has concluded peacefully and the crowd has cleared.
Endorsing and implementing these measures will help to prevent the repetition of the kind of missteps that were made on May 1.
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.
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
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.
Monday, May 28, 2007
Arizona, Arkansas and Georgia
Editor's Note: One of the police officer's books on leadership may be of interest.
Police-Writers.com is a website dedicated to listing state and local police officers who have authored books. Four police officers from Arizona, Arkansas and Georgia was added to the website: Bryan Muth; Frank Gillette; Cory Harris; and, Harold Goldhagen.
Bryan Muth was a police officer for the Phoenix Police Department (Arizona). After his retirement in 2005, he began working as a private investigator in the Phoenix area. Bryan Muth is the author of Judging the Police. According to the book description, “the post Rodney King era police officer is more tenuous fearful of citizen complaint or prosecution than ever before in history. The "L" word (liability) is fast becoming the first concern of a cop not public safety. Officers are being reviewed through citizen groups, ADHOC committees, or civil juries whose members only yesterday told a police officer "I wouldn't do your job for a million bucks". Offenders as young as ten years old are trying to intimidate an officer from doing his job by demanding to talk to the officer's supervisor. Unfortunately, it is working! You are not as safe from crime as you would think or that police administrators and politicians would like you to believe.”
Bryan Muth is currently working on his second book, How Near Anarchy. A portion of the proceeds from his second book are slated to go a law enforcement legal defense fund based in Washington, DC, that defends police officers from unwarranted prosecution.
Frank V. Gillette retired from the Arizona Department of Public Safety. He is the author of two books, A Cop’s Diary and Pleasant Valley. In addition to his writing, he apparently stayed alert and involved. According to the Arizona Department of Public Safety monthly newsletter, in August 1984, Frank Gillette was gathering firewood west of Young Airport when he saw a large aircraft making its final approach. Frank Gillette also noted unusual activity on nearby roads. He called a narcotics officer and reported the activity, leading to one of the largest cocaine seizures in Arizona history; over 1,370 pounds with a street value of $148 million.
Cory B. Harris has over 13 years of military and law enforcement experience. He has served with The United States Air Force, Little Rock Police Department (Arkansas), United States Immigration and Customs Enforcement, and the United States Marshal Service. He has law enforcement training and experience in field training, crime prevention, investigations, operations, apprehension, and protection. He is also a recipient of the Little Rock Police Department’s Medal of Merit. Moreover, he is the first law enforcement official from the state of Arkansas to be added to the website.
Cory B. Harris is the author of Zipper Le Series One: Outlook on Leadership And Liability Issues in the Criminal Justice System. According to the book description, Cory B. Harris’ book, “takes you behind the badge to examine tough issues in the criminal justice system. It tackles civil liability, race, and leadership issues to name a few from the outlook of the author. The author gives examples using his own experiences that are simple and easy to understand to give the reader unique insight. The book contains many case studies, and stories that are interesting yet they have a simple meaning. The book explores how different groups of people look at these issues in different ways, as well as how important it is for criminal justice officials to stay mentally fit.”
Harold Goldhagen is a retired captain from the Atlanta Police Department. He is also the author of Signal 63: Officer Needs Help. According to the book description, “As the Civil Rights Movement changed everything, Atlanta, Georgia could be any city. Cops are cops; people are people; crime is crime. Serving in the police is tough, and Officer Harold's circumstances were anything but ordinary.”
Police-Writers.com now hosts 557 police officers (representing 231 police departments) and their 1174 books in six categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books.
Police-Writers.com is a website dedicated to listing state and local police officers who have authored books. Four police officers from Arizona, Arkansas and Georgia was added to the website: Bryan Muth; Frank Gillette; Cory Harris; and, Harold Goldhagen.
Bryan Muth was a police officer for the Phoenix Police Department (Arizona). After his retirement in 2005, he began working as a private investigator in the Phoenix area. Bryan Muth is the author of Judging the Police. According to the book description, “the post Rodney King era police officer is more tenuous fearful of citizen complaint or prosecution than ever before in history. The "L" word (liability) is fast becoming the first concern of a cop not public safety. Officers are being reviewed through citizen groups, ADHOC committees, or civil juries whose members only yesterday told a police officer "I wouldn't do your job for a million bucks". Offenders as young as ten years old are trying to intimidate an officer from doing his job by demanding to talk to the officer's supervisor. Unfortunately, it is working! You are not as safe from crime as you would think or that police administrators and politicians would like you to believe.”
Bryan Muth is currently working on his second book, How Near Anarchy. A portion of the proceeds from his second book are slated to go a law enforcement legal defense fund based in Washington, DC, that defends police officers from unwarranted prosecution.
Frank V. Gillette retired from the Arizona Department of Public Safety. He is the author of two books, A Cop’s Diary and Pleasant Valley. In addition to his writing, he apparently stayed alert and involved. According to the Arizona Department of Public Safety monthly newsletter, in August 1984, Frank Gillette was gathering firewood west of Young Airport when he saw a large aircraft making its final approach. Frank Gillette also noted unusual activity on nearby roads. He called a narcotics officer and reported the activity, leading to one of the largest cocaine seizures in Arizona history; over 1,370 pounds with a street value of $148 million.
Cory B. Harris has over 13 years of military and law enforcement experience. He has served with The United States Air Force, Little Rock Police Department (Arkansas), United States Immigration and Customs Enforcement, and the United States Marshal Service. He has law enforcement training and experience in field training, crime prevention, investigations, operations, apprehension, and protection. He is also a recipient of the Little Rock Police Department’s Medal of Merit. Moreover, he is the first law enforcement official from the state of Arkansas to be added to the website.
Cory B. Harris is the author of Zipper Le Series One: Outlook on Leadership And Liability Issues in the Criminal Justice System. According to the book description, Cory B. Harris’ book, “takes you behind the badge to examine tough issues in the criminal justice system. It tackles civil liability, race, and leadership issues to name a few from the outlook of the author. The author gives examples using his own experiences that are simple and easy to understand to give the reader unique insight. The book contains many case studies, and stories that are interesting yet they have a simple meaning. The book explores how different groups of people look at these issues in different ways, as well as how important it is for criminal justice officials to stay mentally fit.”
Harold Goldhagen is a retired captain from the Atlanta Police Department. He is also the author of Signal 63: Officer Needs Help. According to the book description, “As the Civil Rights Movement changed everything, Atlanta, Georgia could be any city. Cops are cops; people are people; crime is crime. Serving in the police is tough, and Officer Harold's circumstances were anything but ordinary.”
Police-Writers.com now hosts 557 police officers (representing 231 police departments) and their 1174 books in six categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books.
Sunday, May 27, 2007
Army Reserve Chief Applies Business Lessons to Military Force
By Donna Miles
American Forces Press Service
May 25, 2007 – As an operations manager for Proctor and Gamble, Army Lt. Gen. Jack Stultz strived to recruit the best new workers, get them trained for their jobs, then retain them so they didn't take their skills and experience elsewhere. That's similar to the challenge Stultz faces now, serving as the Army Reserve chief during a four-year leave of absence from his civilian job.
"I come from the business world, and there are a whole lot of similarities," Stultz told American Forces Press Service during an interview marking his one-year anniversary leading the Army Reserve.
So when Stultz assesses the Army Reserve and its requirements, he tends to think as much like a businessman as a three-star general.
When it comes down to the product, Stultz said the Army Reserve is the best it's ever been in his entire 33 years of service. "It's the most professional, best-quality, best-trained force I've seen," he said.
Visiting deployed Army Reserve soldiers in Iraq, Afghanistan, Djibouti, Kosovo, and just last week in Panama and Belize, Stultz said, he's struck by what they bring to their mission.
"It's just inspiring to see the quality, the dedication and the professionalism of the soldiers we've got," he said. "When you talk about the quality of the force, these are top-notch individuals that we have in our force."
Stultz knows firsthand what these soldiers have left behind to deploy; since leaving active duty to join the Army Reserve in 1979, he was deployed for Operation Desert Storm in 1990 and 1991, for Operation Joint Endeavor in 1997 and for operations Enduring Freedom and Iraqi Freedom from 2002 to 2004.
"Wherever I go, I see soldiers who, over and over again, have put their civilian careers on hold," he said. "They are well educated, have got a very bright future ahead of them, but they joined our ranks in the Army Reserve so they can serve their country."
The soldier in Stultz understands that most joined the Army Reserve out of patriotism. But the businessman in him knows that to keep them in the force, the Army Reserve will need to keep giving them fulfilling training and missions, a fair benefits package and more balance in their lives.
With more than 170,000 Army Reservists mobilized since the Sept. 11, 2001, terrorist attacks on the United States, the force is more experienced than ever before, Stultz said.
Troops feel good about what they've accomplished and proven about the Army Reserve, but simply can't keep up the current operational pace, he said. They need more time at home with their families and civilian employers between deployments, and they need predictability about when they will deploy.
"We have got to put some predictability and some dwell time back in their life, because they can't keep going at this tempo," he said. "They have got to be able to get back home, back to their civilian jobs, back to the family life that they want."
In short, Stultz said, the Army Reserve needs to give its citizen-soldiers a bit more time to be "citizens."
He expressed optimism that the new Army Force Generation model will go a long way toward that goal. The model will set a cycle for reservists to deploy, return home, then get time at home and the opportunity to prepare for another deployment.
As he considers ways to bring balance to the "soldier-citizen" equation, Stultz also spends a lot of time trying to come up with better ways to keep troops in the force and to compensate them for their service.
After all, he said, it doesn't matter how strong the force is if you don't have soldiers who want to be a part of it.
Twenty-five years at Proctor and Gamble taught Stultz a lot about what motivates employers, and he'd like to see some of the same practices that work so well in the private sector applied in the military.
New employees, like new troops, are typically more interested in hearing about up-front cash payments than long-term benefits, he said. Mid-level workers, like mid-career soldiers, commonly want to know more about other benefits, particularly health care. Those toward the end of their careers, whether in the private sector or military, begin to think a lot about retirement benefits.
"At Proctor and Gamble, when you talked to an employee you were trying to retain, you looked at where they were in their life," he said. "And the same thing really does apply when you think about retaining a soldier."
Stultz said he'd like to see compensation packages better tailored to fit a particular soldier's interest.
For example, rather than automatically offering an up-front $15,000 re-enlistment bonus, the Army Reserve might give the soldier the option of applying that money somewhere else, he said. It could go toward pre-paying health insurance premiums, put into a retirement 401 plan or even pay off a child's college tuition costs through a program negotiated with the state.
Similarly, he said he'd like to see health-care programs better tailored to troops' particular needs. He's a big fan of a "continuity of care" concept that would prevent reserve troops from having to flip back and forth between their employers' and the military's systems when they deploy and return home.
"If we are truly going to have an operational force in the reserve components, if we are truly going to say to expect to be mobilized on a repeated basis on a regular frequency, we can't keep requiring the soldier to change medical plans every five years," he said. "We just can't keep doing that."
Stultz noted that changing medical plans affects entire families. "That is too much turmoil and stress on the family," he said.
He's considered ways to prevent this, possibly by having the military work with employers to share the cost of continuing corporate health-care benefits while a soldier is mobilized. Another option might be for the military to extend Tricare benefits for reservists to reservists who don't have health insurance elsewhere or at a lower cost than they can get it from their employers.
That could be a big enticement for civilian employers, particularly those in small business, to want to hire reservists, he said.
Stultz said he's "trying to explore all avenues right now" to come up with the best recommendation for providing health care to Army reservists on an ongoing basis.
He also likes the concept of a "continuum of service" that would enable soldiers to move between the active and reserve component during their military careers. This would enable soldiers to continuing serving as their life situation changes.
As a result, he said, the military would be able to retain their skills and experience, and they'd have the flexibility to continue serving and, if they choose to, to continue working toward a military retirement. Stultz noted that it could take them 35 years to acquire 20 active-duty years, but that they'd have that opportunity if they chose to pursue it.
As he considers incentives that have proven successful in corporate America and considers how they might work in the Army Reserve, Stultz is also eyeing the military retirement plan.
The current plan provides a retirement for reserve troops with 20 years of service, but they have to reach age 60 before collecting it. Stultz said he favors the idea of lowering the age, but only if it's tied into serving beyond 20 years.
He's intrigued by the concept of allowing reservists to draw retirement six months early for every year they serve beyond 20. Based on this formula, troops who served 22 years could draw it at age 59. Those with 26 years of service could draw it at 57. Those who stay 30 years - which Stultz recommends as the cap - could draw their retirement at age 55.
"So I would get 10 more years of service out of that individual, for five years of early retirement," he said.
One year into the job, Stultz said he recognizes he's got a lot on his plate, and that the concepts he's exploring are somewhat revolutionary to the military. But he said he's convinced that the corporate sector has some important lessons to offer. Much of it, he said, boils down to attracting, training and retaining the best people possible.
After all, he said, people are the bottom line in a successful Army.
"Training and equipping isn't important if you don't have any soldiers to train and equip," he said. "To me, manning the force and sustaining that is really the first priority."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
American Forces Press Service
May 25, 2007 – As an operations manager for Proctor and Gamble, Army Lt. Gen. Jack Stultz strived to recruit the best new workers, get them trained for their jobs, then retain them so they didn't take their skills and experience elsewhere. That's similar to the challenge Stultz faces now, serving as the Army Reserve chief during a four-year leave of absence from his civilian job.
"I come from the business world, and there are a whole lot of similarities," Stultz told American Forces Press Service during an interview marking his one-year anniversary leading the Army Reserve.
So when Stultz assesses the Army Reserve and its requirements, he tends to think as much like a businessman as a three-star general.
When it comes down to the product, Stultz said the Army Reserve is the best it's ever been in his entire 33 years of service. "It's the most professional, best-quality, best-trained force I've seen," he said.
Visiting deployed Army Reserve soldiers in Iraq, Afghanistan, Djibouti, Kosovo, and just last week in Panama and Belize, Stultz said, he's struck by what they bring to their mission.
"It's just inspiring to see the quality, the dedication and the professionalism of the soldiers we've got," he said. "When you talk about the quality of the force, these are top-notch individuals that we have in our force."
Stultz knows firsthand what these soldiers have left behind to deploy; since leaving active duty to join the Army Reserve in 1979, he was deployed for Operation Desert Storm in 1990 and 1991, for Operation Joint Endeavor in 1997 and for operations Enduring Freedom and Iraqi Freedom from 2002 to 2004.
"Wherever I go, I see soldiers who, over and over again, have put their civilian careers on hold," he said. "They are well educated, have got a very bright future ahead of them, but they joined our ranks in the Army Reserve so they can serve their country."
The soldier in Stultz understands that most joined the Army Reserve out of patriotism. But the businessman in him knows that to keep them in the force, the Army Reserve will need to keep giving them fulfilling training and missions, a fair benefits package and more balance in their lives.
With more than 170,000 Army Reservists mobilized since the Sept. 11, 2001, terrorist attacks on the United States, the force is more experienced than ever before, Stultz said.
Troops feel good about what they've accomplished and proven about the Army Reserve, but simply can't keep up the current operational pace, he said. They need more time at home with their families and civilian employers between deployments, and they need predictability about when they will deploy.
"We have got to put some predictability and some dwell time back in their life, because they can't keep going at this tempo," he said. "They have got to be able to get back home, back to their civilian jobs, back to the family life that they want."
In short, Stultz said, the Army Reserve needs to give its citizen-soldiers a bit more time to be "citizens."
He expressed optimism that the new Army Force Generation model will go a long way toward that goal. The model will set a cycle for reservists to deploy, return home, then get time at home and the opportunity to prepare for another deployment.
As he considers ways to bring balance to the "soldier-citizen" equation, Stultz also spends a lot of time trying to come up with better ways to keep troops in the force and to compensate them for their service.
After all, he said, it doesn't matter how strong the force is if you don't have soldiers who want to be a part of it.
Twenty-five years at Proctor and Gamble taught Stultz a lot about what motivates employers, and he'd like to see some of the same practices that work so well in the private sector applied in the military.
New employees, like new troops, are typically more interested in hearing about up-front cash payments than long-term benefits, he said. Mid-level workers, like mid-career soldiers, commonly want to know more about other benefits, particularly health care. Those toward the end of their careers, whether in the private sector or military, begin to think a lot about retirement benefits.
"At Proctor and Gamble, when you talked to an employee you were trying to retain, you looked at where they were in their life," he said. "And the same thing really does apply when you think about retaining a soldier."
Stultz said he'd like to see compensation packages better tailored to fit a particular soldier's interest.
For example, rather than automatically offering an up-front $15,000 re-enlistment bonus, the Army Reserve might give the soldier the option of applying that money somewhere else, he said. It could go toward pre-paying health insurance premiums, put into a retirement 401 plan or even pay off a child's college tuition costs through a program negotiated with the state.
Similarly, he said he'd like to see health-care programs better tailored to troops' particular needs. He's a big fan of a "continuity of care" concept that would prevent reserve troops from having to flip back and forth between their employers' and the military's systems when they deploy and return home.
"If we are truly going to have an operational force in the reserve components, if we are truly going to say to expect to be mobilized on a repeated basis on a regular frequency, we can't keep requiring the soldier to change medical plans every five years," he said. "We just can't keep doing that."
Stultz noted that changing medical plans affects entire families. "That is too much turmoil and stress on the family," he said.
He's considered ways to prevent this, possibly by having the military work with employers to share the cost of continuing corporate health-care benefits while a soldier is mobilized. Another option might be for the military to extend Tricare benefits for reservists to reservists who don't have health insurance elsewhere or at a lower cost than they can get it from their employers.
That could be a big enticement for civilian employers, particularly those in small business, to want to hire reservists, he said.
Stultz said he's "trying to explore all avenues right now" to come up with the best recommendation for providing health care to Army reservists on an ongoing basis.
He also likes the concept of a "continuum of service" that would enable soldiers to move between the active and reserve component during their military careers. This would enable soldiers to continuing serving as their life situation changes.
As a result, he said, the military would be able to retain their skills and experience, and they'd have the flexibility to continue serving and, if they choose to, to continue working toward a military retirement. Stultz noted that it could take them 35 years to acquire 20 active-duty years, but that they'd have that opportunity if they chose to pursue it.
As he considers incentives that have proven successful in corporate America and considers how they might work in the Army Reserve, Stultz is also eyeing the military retirement plan.
The current plan provides a retirement for reserve troops with 20 years of service, but they have to reach age 60 before collecting it. Stultz said he favors the idea of lowering the age, but only if it's tied into serving beyond 20 years.
He's intrigued by the concept of allowing reservists to draw retirement six months early for every year they serve beyond 20. Based on this formula, troops who served 22 years could draw it at age 59. Those with 26 years of service could draw it at 57. Those who stay 30 years - which Stultz recommends as the cap - could draw their retirement at age 55.
"So I would get 10 more years of service out of that individual, for five years of early retirement," he said.
One year into the job, Stultz said he recognizes he's got a lot on his plate, and that the concepts he's exploring are somewhat revolutionary to the military. But he said he's convinced that the corporate sector has some important lessons to offer. Much of it, he said, boils down to attracting, training and retaining the best people possible.
After all, he said, people are the bottom line in a successful Army.
"Training and equipping isn't important if you don't have any soldiers to train and equip," he said. "To me, manning the force and sustaining that is really the first priority."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
Pace: Naval Academy Experience Shaped His Career
By Donna Miles
American Forces Press Service
May 25, 2007 – Sitting back in his Pentagon office, Marine Gen. Peter Pace, chairman of the Joint Chiefs of Staff, considered three decisions he said dramatically changed his life: to marry Lynne, his wife of 36 years; to join the Marine Corps, and to attend the U.S. Naval Academy, in Annapolis, Md. With the 40th anniversary of his graduation and commissioning ceremony just around the corner, Pace told American Forces Press Service he learned much of what's driven him and his military career on the shores of the Severn River.
He learned to set priorities. "At school, there was always too much to do, and in the Marine Corps, there has always been too much to do," he said. "And therefore, you really have to take the important and set it aside and do the critical."
Also critical, he said, is another lesson from Annapolis that has been reinforced throughout his military service. "The academy taught me the value of teamwork, because there were things at the academy, especially during plebe (the first) year, that you could not possibly get done by yourself," he said. "You needed your roommates to help you get through whatever you were told by the upperclassmen had to be done and in the time they told you it had to be done."
Pace said that lesson transferred readily to his experience as a Marine, especially one headed to Vietnam within months of finishing his Marine Corps Basic School at Quantico, Va. "In combat, there is nothing you do as an individual," he said. "It is all based on teamwork."
It was away from the Naval Academy -- during summer programs aboard a cruiser and a series of destroyers, and while enrolled in aviation and Marine Corps training -- that Pace said he came to appreciate the importance of enlisted leaders.
"Through those summer programs, probably through osmosis more than anything else, I got to watch ... the chiefs in the Navy and noncommissioned officers in the Marine Corps and see how essential they were to the functioning of an effective force," he said.
As he took note of their leadership styles, as well as those of his officers and fellow midshipmen at the academy, Pace said, he came to appreciate "the privilege of leadership" and started to develop his own personal style. "I learned a lot from observing good leadership and from observing bad leadership and through experimentation on my own part, trying things that worked or didn't work for me," he said.
Leadership, he realized, isn't a one-size-fits-all proposition. "I learned at the academy that you can admire somebody's leadership style and emulate it, and sometimes it will work for you and sometimes it won't," he said. "Everybody's personality is different, and you need to understand that just because it works for Captain So-and-So doesn't mean it will work for you. It is not cookie-cutter."
For example, Pace found he was very comfortable walking up to someone, putting his arm around him and simply asking how he was doing. "Well, some folks are not," he said. "And when you try doing something that works for someone else that you're not comfortable with, you know it and everybody else knows it.
"So it is fine to try to emulate the things you admire, but understand that it might not work for you," he said. "And if it doesn't, just stop doing that and do what feels comfortable for you. That way, you come across much more naturally."
As Pace approached graduation and commissioning in 1967 and began to reflect on his Annapolis experience, he said, he had one big regret. "It was apparent that I hadn't done as well as I could have and should have, academically," he said. "I had not taken full advantage of what the academy offered, and I hadn't studied as hard as I should have."
That realization turned out to be Pace's most lasting lesson at the Naval Academy and one that's perhaps had the biggest impact on his career.
"It drove me to decide that when I went into the Marine Corps and I went to the Basic School at Quantico, that I was going to work as hard as I possibly could and learn as much as I could," he said.
Pace said he credits that attitude with helping him forge a successful military career, including his appointment as the first Marine to serve as chairman of the Joint Chiefs of Staff.
"That understanding of not having taken advantage of all that I should have and the decision not to let that happen again in my life has significantly impacted the success I've had," he said. "That is a fundamental part of what I learned at the academy."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
American Forces Press Service
May 25, 2007 – Sitting back in his Pentagon office, Marine Gen. Peter Pace, chairman of the Joint Chiefs of Staff, considered three decisions he said dramatically changed his life: to marry Lynne, his wife of 36 years; to join the Marine Corps, and to attend the U.S. Naval Academy, in Annapolis, Md. With the 40th anniversary of his graduation and commissioning ceremony just around the corner, Pace told American Forces Press Service he learned much of what's driven him and his military career on the shores of the Severn River.
He learned to set priorities. "At school, there was always too much to do, and in the Marine Corps, there has always been too much to do," he said. "And therefore, you really have to take the important and set it aside and do the critical."
Also critical, he said, is another lesson from Annapolis that has been reinforced throughout his military service. "The academy taught me the value of teamwork, because there were things at the academy, especially during plebe (the first) year, that you could not possibly get done by yourself," he said. "You needed your roommates to help you get through whatever you were told by the upperclassmen had to be done and in the time they told you it had to be done."
Pace said that lesson transferred readily to his experience as a Marine, especially one headed to Vietnam within months of finishing his Marine Corps Basic School at Quantico, Va. "In combat, there is nothing you do as an individual," he said. "It is all based on teamwork."
It was away from the Naval Academy -- during summer programs aboard a cruiser and a series of destroyers, and while enrolled in aviation and Marine Corps training -- that Pace said he came to appreciate the importance of enlisted leaders.
"Through those summer programs, probably through osmosis more than anything else, I got to watch ... the chiefs in the Navy and noncommissioned officers in the Marine Corps and see how essential they were to the functioning of an effective force," he said.
As he took note of their leadership styles, as well as those of his officers and fellow midshipmen at the academy, Pace said, he came to appreciate "the privilege of leadership" and started to develop his own personal style. "I learned a lot from observing good leadership and from observing bad leadership and through experimentation on my own part, trying things that worked or didn't work for me," he said.
Leadership, he realized, isn't a one-size-fits-all proposition. "I learned at the academy that you can admire somebody's leadership style and emulate it, and sometimes it will work for you and sometimes it won't," he said. "Everybody's personality is different, and you need to understand that just because it works for Captain So-and-So doesn't mean it will work for you. It is not cookie-cutter."
For example, Pace found he was very comfortable walking up to someone, putting his arm around him and simply asking how he was doing. "Well, some folks are not," he said. "And when you try doing something that works for someone else that you're not comfortable with, you know it and everybody else knows it.
"So it is fine to try to emulate the things you admire, but understand that it might not work for you," he said. "And if it doesn't, just stop doing that and do what feels comfortable for you. That way, you come across much more naturally."
As Pace approached graduation and commissioning in 1967 and began to reflect on his Annapolis experience, he said, he had one big regret. "It was apparent that I hadn't done as well as I could have and should have, academically," he said. "I had not taken full advantage of what the academy offered, and I hadn't studied as hard as I should have."
That realization turned out to be Pace's most lasting lesson at the Naval Academy and one that's perhaps had the biggest impact on his career.
"It drove me to decide that when I went into the Marine Corps and I went to the Basic School at Quantico, that I was going to work as hard as I possibly could and learn as much as I could," he said.
Pace said he credits that attitude with helping him forge a successful military career, including his appointment as the first Marine to serve as chairman of the Joint Chiefs of Staff.
"That understanding of not having taken advantage of all that I should have and the decision not to let that happen again in my life has significantly impacted the success I've had," he said. "That is a fundamental part of what I learned at the academy."
Article sponsored by criminal justice online leadership; and, police and military personnel who have authored books.
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.
Subscribe to:
Posts (Atom)
Posts
