thedrifter
12-05-07, 07:24 AM
Less Whining, More Solutions
By Capt. Eric Balough
SFTT.org
Dec, 4, 2007
Consider me a relative newcomer to SFTT (this is my second day clicking through the site). However, I am not new to COL Hackworth's views, opinions, principles, and values.
Initially, this site really attracted my attention because it reflects a great deal of the same problems that I see from my little Firebase in Western Afghanistan.
I'll briefly discuss my views on NCOs and company grade officers. Then I'll address the relationship that it has been my privilege to enjoy over my "short" six-year career during which I have only spent a third of that time in combat.
NCOs are the consummate professional, and the teacher and leader of men in the mud. They are the officer's advisors on all things related to soldier care, operation planning and execution, and way too many other tasks to number here. Or are they?
The answer is both, and like anyone who has spent a day in uniform (regardless of branch of service) I've met champs and chumps. But I defy anyone in past or present service to tell me that they have never made a single "dirtbag" mistake in their time.
Enough said on that. The present day NCO at large, is competent, courageous, and creative. However, as the present wars that we continue to fight drag on, the E4s, E5s and E6s who began with them, have been promoted or honorably left the service. What we maintained with these men being promoted is the continuation of senior NCO leadership that knows basic soldiering. The newest crop of team leaders and squad leaders are no less courageous and dedicated as those that preceded them in any war. The major degradation of the junior NCO corps is that there is an atrophy in fundamental infantry skills (such as shooting with iron sights and land navigating with a map and compass to name a few).
Through no fault of their own the Army has made the standard 11B a telecom specialist, forensic investigator, traffic cop, and localized statesmen. The majority of new E5s and about half of E6s (note: these numbers are my best guess) have been promoted within their first five years of service. They are experts at fighting in Iraq, and Afghanistan. There will be a point within the next five years that basic patrolling in the woods will be schoolhouse knowledge rather than institutional knowledge. There is a future crisis brewing ahead with the NCO corps, but it has little to do with the quality of the men being selected for this privilege.
The officer corps is an enigma of its own. The great majority of company grade officers on the line are fine men and they give a damn. The others are from the same cut of cloth as the window-lickers that can be found within the NCO corps as well.
The majority of the ones that I've had the honor of serving with know that the men under their care and command deserve good sound leadership. Leading from the front does not mean that a platoon leader is the number one man in a stack. As a new platoon leader, one of my squad leaders made very good use of the handle on my body armor for that very reason. It means that at the critical moment in a fight he is able to "Readily... display the intestinal fortitude required to fight on to the... objective." It may be as simple as calling for fire, and as frightening as sticking your head out into the hornet's nest to show your men it can be done.
However, the prevailing tendency of the officer corps to "eat its young," and the increased separation of senior field grades, general and Sergeants Major (yes, the "all powerful" man in the shadows) from the rest of the "common people" has lead to general dissatisfaction and a loss of empowerment from the top. Did he sign up to soldier and lead, or to play politician? Now many good officers, who may be divorced, remarried, or separated, are leaving to find an organization or a life where they do not receive quite so much "friendly fire" from their leaders and subordinates.
As far as how officers and NCOs relate to each other, let's not forget that the rank, badges, and medals don't make the man. Leading men into combat is done by other men regardless of rank. As such, good NCOs and good officers relate to each other like men first. Neither one needs to be told who is in charge and who has 12 years' more experience. It is already an understanding. The understanding is also that disagreements do not constitute disloyalty as long as it stays between them. Once either the officer or the NCO lets his men know their dissatisfaction with the other, he strips his own powerbase in addition to his counterpart's.
New platoon leaders undergo their own "initiation" with their platoon sergeants. They get tested to see if they have the guts to make a guided and informed decision. Whose interests does this LT have at heart, those of himself or of his men? The LT, whose crap is still in boxes at his house and still can't find the damn PX, gets his first or second glimpse of a "real" platoon sergeant like the ones found in the picture books in Building 4. Does he immediately inform his new counterpart that he was the battalion commander of his ROTC detachment or the First Captain at West Point? Or does he say "teach me"? The good NCO teaches his officer what he needs to know to make decisions, and takes care of the details. He tests him to see if the officer will back him up in a tight spot, or back down. The good officer learns, observes, and uses his own U.S.-funded education to analyze, problem solve, and decide. He directs his organization, motivates, and helps them to focus on his purpose. At 27 or 28, he is the "old man," along with his First Sergeant. He is not too proud, but confident. He does everything he can to protect his men by putting himself in the enemy's or the colonel's crosshairs if necessary. He protects the men from themselves by allowing the NCOs to maintain discipline, and when necessary, he steps in.
I'd like to think that I typify today's company grade officer in that these things that I wrote came from the heart and a few hard years of experience. At risk of sounding like a spotlight Ranger, I've stuck my ass out there a few time against the "old man" and against the Talib. Personally, I resent the broad and sweeping indictments of LTs and CPTs as cowards. Benjamin Hart's son died fighting next to his platoon leader. I have more friends than I care to count (NCO and O) who have come home with permanent reminders of the war cut into their flesh. And sadly some others have gone on to the Fiddler's Green. Anyone comes out swinging better make sure they're prepared for a fight. Come tell one of my NCOs that I'm a coward. Or better yet, tell me that one of them is a coward. Tell CPT Lewis's wife that his husband was shirking his responsibility in Helmand (he was gunning that day as part of an ETT team). Tell CPT Fraiser that his brother was an armchair leader. Point out one coward (NCO or O), and I'll show you a hundred hardassed doorkickers.
If someone wants to whine about the lack of quality of NCO, ask him what he's done to fix it? When SGT X was a "Joe," did he make him sign a counseling statement or smoke him (or let his NCO) for a few hours? Did anyone really take the time to SHOW him how to be an NCO? Or did he have to figure it out from a poor example? Did anyone CARE enough and take the TIME to show him what other men expect from his leadership?
Upset about an officer? Well, did the NCO live up to the creed, demonstrate that he is the embodiment of professionalism, and give the officer the "Hey, Sir" talk? Or did he just sit and talk about how much of a "professional" he is and how his officer sucks? Did his peers say, "Dude what the hell are you doing?" Or did they say, "Man, I'm glad I'm not that guy." Did anyone CARE enough and take the TIME to show him what other men expect from his leadership?
Can you say that you have made any of these mistakes? I can, but I would like to think I made a difference somewhere.
Hopefully, we'll see less whining and generalizations about cowardice and incompetence, and more solutions on how to address them. That's what I thought COL Hackworth's legacy was trying to accomplish here.
Eric Balough
CPT, IN
Afghanistan
---Editor's Note: Capt. Balough is a 2001 graduate of the United States Military Academy, with a commission as an officer of infantry. During the last four months of his deployment to Iraq with 2nd Battalion 7th Cavalry, 1st Cavalry Division, Capt. Balough served as advisor to an Iraqi national guard company. Presently, Capt. Balough is with a mobile training team in Afghanistan.
Ellie
By Capt. Eric Balough
SFTT.org
Dec, 4, 2007
Consider me a relative newcomer to SFTT (this is my second day clicking through the site). However, I am not new to COL Hackworth's views, opinions, principles, and values.
Initially, this site really attracted my attention because it reflects a great deal of the same problems that I see from my little Firebase in Western Afghanistan.
I'll briefly discuss my views on NCOs and company grade officers. Then I'll address the relationship that it has been my privilege to enjoy over my "short" six-year career during which I have only spent a third of that time in combat.
NCOs are the consummate professional, and the teacher and leader of men in the mud. They are the officer's advisors on all things related to soldier care, operation planning and execution, and way too many other tasks to number here. Or are they?
The answer is both, and like anyone who has spent a day in uniform (regardless of branch of service) I've met champs and chumps. But I defy anyone in past or present service to tell me that they have never made a single "dirtbag" mistake in their time.
Enough said on that. The present day NCO at large, is competent, courageous, and creative. However, as the present wars that we continue to fight drag on, the E4s, E5s and E6s who began with them, have been promoted or honorably left the service. What we maintained with these men being promoted is the continuation of senior NCO leadership that knows basic soldiering. The newest crop of team leaders and squad leaders are no less courageous and dedicated as those that preceded them in any war. The major degradation of the junior NCO corps is that there is an atrophy in fundamental infantry skills (such as shooting with iron sights and land navigating with a map and compass to name a few).
Through no fault of their own the Army has made the standard 11B a telecom specialist, forensic investigator, traffic cop, and localized statesmen. The majority of new E5s and about half of E6s (note: these numbers are my best guess) have been promoted within their first five years of service. They are experts at fighting in Iraq, and Afghanistan. There will be a point within the next five years that basic patrolling in the woods will be schoolhouse knowledge rather than institutional knowledge. There is a future crisis brewing ahead with the NCO corps, but it has little to do with the quality of the men being selected for this privilege.
The officer corps is an enigma of its own. The great majority of company grade officers on the line are fine men and they give a damn. The others are from the same cut of cloth as the window-lickers that can be found within the NCO corps as well.
The majority of the ones that I've had the honor of serving with know that the men under their care and command deserve good sound leadership. Leading from the front does not mean that a platoon leader is the number one man in a stack. As a new platoon leader, one of my squad leaders made very good use of the handle on my body armor for that very reason. It means that at the critical moment in a fight he is able to "Readily... display the intestinal fortitude required to fight on to the... objective." It may be as simple as calling for fire, and as frightening as sticking your head out into the hornet's nest to show your men it can be done.
However, the prevailing tendency of the officer corps to "eat its young," and the increased separation of senior field grades, general and Sergeants Major (yes, the "all powerful" man in the shadows) from the rest of the "common people" has lead to general dissatisfaction and a loss of empowerment from the top. Did he sign up to soldier and lead, or to play politician? Now many good officers, who may be divorced, remarried, or separated, are leaving to find an organization or a life where they do not receive quite so much "friendly fire" from their leaders and subordinates.
As far as how officers and NCOs relate to each other, let's not forget that the rank, badges, and medals don't make the man. Leading men into combat is done by other men regardless of rank. As such, good NCOs and good officers relate to each other like men first. Neither one needs to be told who is in charge and who has 12 years' more experience. It is already an understanding. The understanding is also that disagreements do not constitute disloyalty as long as it stays between them. Once either the officer or the NCO lets his men know their dissatisfaction with the other, he strips his own powerbase in addition to his counterpart's.
New platoon leaders undergo their own "initiation" with their platoon sergeants. They get tested to see if they have the guts to make a guided and informed decision. Whose interests does this LT have at heart, those of himself or of his men? The LT, whose crap is still in boxes at his house and still can't find the damn PX, gets his first or second glimpse of a "real" platoon sergeant like the ones found in the picture books in Building 4. Does he immediately inform his new counterpart that he was the battalion commander of his ROTC detachment or the First Captain at West Point? Or does he say "teach me"? The good NCO teaches his officer what he needs to know to make decisions, and takes care of the details. He tests him to see if the officer will back him up in a tight spot, or back down. The good officer learns, observes, and uses his own U.S.-funded education to analyze, problem solve, and decide. He directs his organization, motivates, and helps them to focus on his purpose. At 27 or 28, he is the "old man," along with his First Sergeant. He is not too proud, but confident. He does everything he can to protect his men by putting himself in the enemy's or the colonel's crosshairs if necessary. He protects the men from themselves by allowing the NCOs to maintain discipline, and when necessary, he steps in.
I'd like to think that I typify today's company grade officer in that these things that I wrote came from the heart and a few hard years of experience. At risk of sounding like a spotlight Ranger, I've stuck my ass out there a few time against the "old man" and against the Talib. Personally, I resent the broad and sweeping indictments of LTs and CPTs as cowards. Benjamin Hart's son died fighting next to his platoon leader. I have more friends than I care to count (NCO and O) who have come home with permanent reminders of the war cut into their flesh. And sadly some others have gone on to the Fiddler's Green. Anyone comes out swinging better make sure they're prepared for a fight. Come tell one of my NCOs that I'm a coward. Or better yet, tell me that one of them is a coward. Tell CPT Lewis's wife that his husband was shirking his responsibility in Helmand (he was gunning that day as part of an ETT team). Tell CPT Fraiser that his brother was an armchair leader. Point out one coward (NCO or O), and I'll show you a hundred hardassed doorkickers.
If someone wants to whine about the lack of quality of NCO, ask him what he's done to fix it? When SGT X was a "Joe," did he make him sign a counseling statement or smoke him (or let his NCO) for a few hours? Did anyone really take the time to SHOW him how to be an NCO? Or did he have to figure it out from a poor example? Did anyone CARE enough and take the TIME to show him what other men expect from his leadership?
Upset about an officer? Well, did the NCO live up to the creed, demonstrate that he is the embodiment of professionalism, and give the officer the "Hey, Sir" talk? Or did he just sit and talk about how much of a "professional" he is and how his officer sucks? Did his peers say, "Dude what the hell are you doing?" Or did they say, "Man, I'm glad I'm not that guy." Did anyone CARE enough and take the TIME to show him what other men expect from his leadership?
Can you say that you have made any of these mistakes? I can, but I would like to think I made a difference somewhere.
Hopefully, we'll see less whining and generalizations about cowardice and incompetence, and more solutions on how to address them. That's what I thought COL Hackworth's legacy was trying to accomplish here.
Eric Balough
CPT, IN
Afghanistan
---Editor's Note: Capt. Balough is a 2001 graduate of the United States Military Academy, with a commission as an officer of infantry. During the last four months of his deployment to Iraq with 2nd Battalion 7th Cavalry, 1st Cavalry Division, Capt. Balough served as advisor to an Iraqi national guard company. Presently, Capt. Balough is with a mobile training team in Afghanistan.
Ellie