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April-July2013JacksonJournal1April-July2013 JacksonJournalCommanderUSATCandFortJacksonPostCommandSergeantMajorEditorialStaffEditorinChiefExecutiveEditorFeaturedArticles6ACommentaryonLeadershipDevelopmentCOLMarkBiegerLeadershipisapopularwordinthemilitarydiscussedoftenwrittenaboutregularlythoughtaboutsomebutrarelyunderstood.14TheChallengesofbeingaDrillSergeantSGTAndreaUzcateguiBeingaDrillSergeantisoneofthebestexperiencesthataNon-CommissionedOfcercanhaveintheirmilitarycareer.16MillennialsinInitialMilitaryTrainingWhatRecentStudiesRevealaboutYourTraineesDrillSergeantsandAITPlatoonSergeantsStephanieT.MuracaPh.D.TheaverageBCTAITorOSUTTraineeis22yearsoldtheaverageDrillSergeantis30andtheaverageAITPlatoonSergeantis33.WhattheseseeminglydisparategroupsofTrainersandTraineeshaveincommonisthatmostbelongtothesamegenerationtheMillennialGeneration.22PlanningResourcingandImplementingEffectiveConcurrentTrainingCPTMarekGazdaPlanningforconcurrenttrainingneedstooccuratthesametimeasplanningforyourmaintrainingevent.24ManagingExpectationsCOLOdieShefeldWhatisthepurposeofBasicCombatTrainingBCTWhatoutcomedoestheArmydesirewhentheyrecruitenlistandprovideinitialentrytrainingtoacivilianbeforetheyreporttotheirdeployableunit30IntentionalMarriageEnrichmentontheTrailChaplainCPTMichaelFoxThedenitionofinsanityisdoingthesamethingoverandoveragainandexpectingdifferentresults.Hasinsanityenteredintoyourmarriagerelationship34ThreeBasicRequirementsPTBRMResiliency1SGThipSiyajuck-LynnNowthatIamaBasicCombatTrainingFirstSergeantatFortJacksonIrealizedwhatagreatopportunityIhavetobepartofthetransformationandSoldierizationprocess. UnitedStatesArmyTrainingCenterandFortJacksonVolumeIIApril-July2013NO.1TheJacksonJournalisaprofessionaljournalthatprovidesaforumfororiginalthoughtanddiscussiononallaspectsoftrainingandleadershipastheypertaintoInitialMilitaryTraining.TheviewsexpressedintheJacksonJournalarethoseoftheAuthorsnotnecessarilythoseoftheDepartmentofDefenseoranyelementofit.ThecontentdoesnotnecessarilyreectU.S.ArmypositionanddoesnotchangeorsupersedeanyinformationinotherofcialU.S.Armypublications.Authorsareresponsiblefortheaccuracyofthearticlestheyprovide.TheJacksonJournalreservestherighttoeditmaterial.TheJacksonJournalisavailableonlineathttpwww.jackson.army.milsitesjacksonjournalpages74538FosteringIntellectualCuriosityinaTrainingEnvironmentKeithH.FergusonIntellectualcuriosityisthepursuitofknowledgeasavalueinandofitself.44IWillBeSureAlwaysAirborneOrientationCourseAOCCPTOriAvilaTheAOCprogramonFortJacksonistheonlyoneintheentireUSArmy.46ProfessionalisminFiscalAusterityLessonsfromourArmysPastCOLJosephMcLambAswefaceanausterescalfutureourselveswemightdowelltolookbackonhowourpredecessorsperformedundermuchmoredemandingconditions.Wemightlearnathingortwoaboutprofessionalism.50UsingtheCMRPasanApproachtoBuildingResiliencyChaplainCPTGeorgePerryandLTCEricSchourekResiliencyisbroadlydenedasanabilitytoadapttopressuresandreturntonormalmuchasatennisballiscrushedwhenstruckbutimmediatelyreturnstoroundness.52SoldiersneedLeadershipnotLiker-shipCPTCamilleN.MorganLeadershipisnotmeasuredbyapopularitycontest.56FuelingFutureTacticalAthletesinBasicCombatTrainingBCTCPTVincentCerchioneWemustapproachSoldierfuelingwiththesamemindsetthatwedowithfuelingourvehicles. BryanT.RobertsBGUSACommandingAswebeginpublishingthesecondyearoftheJacksonJournalyourarticlescontinuetoimpactnotonlythetrainingofSoldiersatFortJacksonbutthroughouttheentireInitialMilitaryTrainingcommunityandourArmy.TheSustainmentWarghtersForumLessonsLearnednewsletterhasstartedfeaturingissuesoftheJournalandnumerousarticlesfrompastissueshavebeenreprintedbymultiplemediaoutlets.Thisistrulyatestamenttotheincredibleemphasisthatallleadershaveplacedontheimportanceofaunitsprofessionalwritingprogram.ThanksforyoursupportOurfeaturearticlethisissuewrittenbyCOLMarkBieger171stInfantryRegimentCommanderisfocusedonleadershipanddescribeswhoaleadershouldbe.ThemainthemeofhisarticleisthatourArmyandbyextensionallofusasleadersatFortJacksonshouldbedevelopingleadersofcharacterguidedbypurposepeopleandpassionandultimatelycommittedtoservice.SGTAndreaUzcateguisharessomegreatinsightsandthoughtsinheroutstandingarticletitledTheChallengesofBeingaDrillSergeant.AfterreadingherarticleyouwillhavearenewedsenseofprideintheprofessionalismandcommitmentthatourDSsdisplayeveryday.Dr.StephanieMuracasarticletitledMillennialsinInitialMilitaryTrainingWhatRecentStudiesRevealedaboutyourTraineesDrillSergeantsandAITPlatoonSergeantsisamustreadforallleaders.HerarticlehighlightsleadershipstrategiesthatrecentIMTstudiessuggestworkbestwiththeSoldiersoftheMillennialGenerationthatwetrainandlead.FinallyChaplainCPTMichaelFoxhaswrittenasuperbarticletitledIntentionalMarriageEnrichmentontheTrail.HisarticleoutlinesaproactiveapproachtowardshavingmarriagesuccessasyoudeneitwhileonthetrailasaDrillSergeant.Asthe45thCommandingGeneraloftheUSATCandFortJacksonIamthankfulforyourextraordinaryserviceandhumbledbyyourprofessionalismaswestrivetobecomethePreeminentTrainingCenterinallofDoD.FromtheCommandingGeneral VictoryStartsHereKevinR.BensonCSMUSAPCSMPostCommandSergeantMajorAsIlookbackonmycareerIseemtoalwaysremembermilitaryoperationsbothtacticalandadministrativethatIsawwheredonewrongbeforeIrememberallthecorrectmissionsconducted.IattributethistohavingbeenbroughtupbybothprofessionalOfcersandNCOswhosharedbestpracticesandsolidAARswithme.TheJacksonJournalhasthebenetofreachingoutandsharingbestpracticestoahugeaudience.ThequalityanddiversityofthearticleswritteninourJournalshowthelargespectrumofqualityWarriorswithinourranks.AswecontinuetoreneourPOIswithinTRADOCandmorespecicallyonFortJacksonitisabsolutelycriticalthatwetapintoalllevelsofourSoldiersSailorsAirmenandMarinestoensurewearerelevant.Wheneverwearetrainingwehavetomeasureoureffectiveness.AsanInfantrymanIcallthisdownrangefeedback.HowdowemeasureourperformanceEffectiveAARssensingsessionsphasecounselingandsurveysareafewtechniques.DonteverhesitateingettingtotherootofyoureffectivenessbyaskingtheTraineeiftheyunderstandwhatyouaretryingtoconvey.Wehavetounderstandthatmosttimesweareteachingacrossnumerousgenerationsandouryouthlearndifferentlythanourolderinstructors.Finallymaintaincontactwithyourpeersintheoperationalforce.AskthemifthenewestSoldiersarrivingtotheirorganizationsarecomingwiththeskillsrequiredtoperformtheirwartimemission.Sharewhatyoureceivefromdeployingunitsandstayrelevantaboutourcurrentconictsaswellastheprojectedthreatsacrosstheglobe.ThankstoallforsteppingupandmakingadifferenceeverydayAsmembersofourArmedForcesassignedtoapuretraininginstallationyouhavemoreinuenceonthefutureofourForcethanyoucouldeverimagine.TraineachandeveryindividualonthisPostlikeyouwillbetakinghimorherintocombatasamemberofyourteam.Youwillbesurprisedovertimeasyouspendyearsintheserviceofourcountryhowoftenyouwillbeapproachedandthankedforyourprofessionalismpassionandprideyoudisplayedandpassedontoothers. 6JacksonJournalApril-July2013LeadershipDefinedLeadershipisapopularwordinthemilitarydiscussedoftenwrittenaboutregularlythoughtaboutsomebutrarelyunderstood.Itisawordthatsuffersfrombothalackofdefinitionandmoreimportantlyalackofsharedunderstanding.Thislackofdefinitionandunderstandingleadstoavarianceinhowleadersaredevelopedtrainedandmentored.SurprisinglythewordwillnotbefoundintheU.S.MilitarysJointDoctrine.Notsurprisingthoughitremainsoneofthefoundationalelementsofourprofessionanditsdevelopmentisinsomecasesthemostimportantthingwedo.Leadershipasanideaissomethingthateveryonewouldliketolearnmoreaboutorganizationswouldliketohavemoreofandsubordinateswouldliketoseemoreoften.Yetwestillstruggletounderstandwhatitisandwhyitisimportant.Untilveryrecentlythemilitaryscollectiveeffortsappeartobeanattempttostandardizeleadershipdevelopmentusinglistsandscripts.Inadditionandinaneraofdecreasingresourcesandbudgetsthemilitaryseemstobeincreasinglyfocusedonsavingsandefficiency.Thesetwoobservationsobviouslyhavesomeimpactonthewayweapproachleaderdevelopment.IwillarguethatourArmyshouldchangeitsapproachfromanoverallfocusonwhataleaderdoestowhothatleadershouldbe.OurArmyandbyextensionallofusasleadersatFortJacksonshouldbedevelopingleadersofcharacterguidedbypurposepeopleandpassionandultimatelycommittedtoservice.acommentaryonleadershipdevelopment1DepartmentotheArmyLeadershipFieldManual22-10WashingtonD.C.U.S.DepartmentotheArmy1951pgiii.2HeadquartersU.S.MarineCorpsLeadingMarinesMarineCorpsWarfghtingPublication6-11WashingtonD.C.U.S.MarineCorps2002pg4.TodaymorethaneverinhistorytheArmyisinneedofleadershipofthehighestcaliber.Withtheincreaseinthecomplexityofwarfarethescienceofwarisincreasinglydependentuponhumanguidance.Nomatterhowcomplicateditmaybecomewarisalwayswagedbymen.Themanwholeadsandthemenwhoareledwinwars.Everymemberofourmilitaryforcemustbealeaderactuallyorpotentially.LeadershipDepartmentoftheArmy19511ItisaboutMarines.LeadingMarinesU.S.MarineCorps20022COLMarkBieger April-July2013JacksonJournal7Leadershipisadifficultwordtodescribe.Merriam-Websterdefinesitasanofficethecapacitytoleadoraninstanceofleading.3TheU.S.Militarytakesanumberofdifferentperspectivestotheconceptofleadership.TodaytheU.S.Armydefinesleadershipastheprocessofinfluencingpeoplebyprovidingpurposedirectionandmotivationwhileoperatingtoaccomplishthemissionandimprovingtheorganization.4In1951theU.S.Armystatedthatleadershipwastheartofinfluencinganddirectingmentoanassignedgoalinsuchawayastoobtaintheirobedienceconfidencerespectandloyalcooperation.5TheU.S.MarineCorpsdescribesaleadershipphilosophyandanapproachtoleadershipbutavoidsaspecificdefinition.6Insteadthemanualdefinesleadershipfoundationsprincipalsandtraits.TheU.S.AirForcedefinesleadershipsimplyastheartandscienceofinfluencinganddirectingpeopletoaccomplishtheassignedmission.7Themanualcontinuesbydescribingthetwofundamentalelementsofleadershipthemissionandthepeople.8FinallytheU.S.Navydescribesprinciplesandcharacteristicsbutdoesnotformallydefinetheterm.TheU.S.Militarydefinesleadershipthewordinanumberofways.Itapproachesleaderdevelopmentfromdifferentperspectivesandmethodsaswell.AlthoughtherearesomedifferencesperhapsinterminologyorapproachtheU.S.Militarywoulduniversallyagreethatitcannotoperatewithoutit.theartocommandresidesinthecommandersabilitytousesituationalleadershiptomaximizeoperationalperormance.Tecombinationocourageethicalleadershipjudgmentintuitionsituationalawarenessandtheabilitytoconsidercontraryviewshelpscommandersmakedifcultdecisionsincomplexsituations.Tedesiredresultistheconsciousandskillulexerciseocommandauthoritythroughvisualizationdecisionmakingandleadership.9LeadershipMoreimportantlyperhapsthanhowthespecificwordisdefinedishowitisviewedanddeveloped.Aleaderisbornwithsometraitsandqualitiesmanyofthemphysicalinnaturebutheorshelearnsmuchaboutleadershipoverthecourseoftheirlives.Theservicesworkveryhardtoidentifythoseindividualswiththegreatestpotentialandtrainanddevelopthemtobethebestleaderspossiblefortheorganization.TheArmyisnodifferent.AReviewofLeadershipDoctrinePrinciplesdontchange-butbattlefieldexecutioninaccordancewiththeseprincipleshaschangeddrastically.Soldiersdontchange-butthetoolsoftheirtradearechanginginarevolutionaryway...AGeneralmustbeversatileenoughtotakeintobattletheexistingtechnologyofwhatevermomentintimeheiscalledupontofight.Thejobofageneralistobeabattlefieldleaderatacticianalogisticianacommanderwhoreadieshisforceforbattlewithenlightenedtrainingandleadsitintothefightwithinspirationaltacticaljudgmentandadeepunderstandingofsoldiers.GeneralJohnGalvin198510Thetraininganddevelopmentofleadersisarguablythemostimportanttaskthemilitaryisresponsibleforinpeacetime.Bydevelopingthestrongestmostcapableleadersthemilitaryshouldbeabletotrusttheactionsofallunitsandorganizationsinvirtuallyanysituation.Leadersthatarecompetentfullytrainedandpossesscharacterhonestloyaltrustworthyshouldbeabletomaketherightdecisionsandguidetheirunittosuccessfulmissionaccomplishment.3Merriam-WebsterOn-LineLeadershipAccessedon13Jan2011athttpwww.merriam-webster.comdictionaryleadership4DepartmentotheArmyArmyLeadershipArmyDoctrinePublication6-22WashingtonD.C.U.S.DepartmentotheArmyAugust2012pg1.5DepartmentotheArmyLeadershipFieldManual22-10WashingtonD.C.U.S.DepartmentotheArmy1951pg3.6HeadquartersU.S.MarineCorpsLeadingMarinesMarineCorpsWarfghtingPublication6-11WashingtonD.C.U.S.MarineCorps2002pg1-109.7DepartmentotheAirForceLeadershipandForceDevelopmentAirForceDoctrineDocument1-1WashingtonD.C.U.S.DepartmentotheAirForceFeb2006pg1.8Ibidpg1.9DepartmentoDeenseJointOperationsJointPublication3-0WashingtonD.C.U.S.DepartmentoDeenseAug2011pgII-1.10GalvinJohnGeneralStatementasCommanderoU.S.SouthernCommand1985DepartmentotheArmyPamphlet600-65WashingtonD.C.U.S.DepartmentotheArmy1985pg8. 8JacksonJournalApril-July2013Themilitarycontinuallyevaluatesitseffortstodevelopthebestleadersandmakeschangesaccordingtotheirsuccessandthecurrentchallengesfacingthoseleaders.TheU.S.Armyconductedonesuchstudyin2004.ThisstudytheculminationofthreeyearsofworkandnumerouseffortsexaminedtheevolutionofArmyLeadershipphilosophydoctrineanddevelopment.11BeginningwiththefirstknownwrittendocumentdescribingArmyLeadershipin1946andtracingtheevolutionofthosedocumentsupuntil2004thestudygroupwasabletoassessthecriticalchangesandcontinuityoftheArmysperspectiveonleadership.From1946to1958themanualscapturedaseriesofleadershipdescriptionsfromqualities23toprinciples11andfinallytotraits12to14.12Thesedescriptionsattemptedtodefineinvariouswordswhataleadershouldbehowthatleadershouldactorwhatthatleadershoulddo.13Twomoretraitsloyaltyandintegritywereaddedinthe1958manual.14AllofthesemanualswereattemptsbytheArmyatarticulatingwhatleadershipshouldbe.TheywerereflectionsoftheArmysseniorleadershipatthetimetheorganizationitselfandtheenvironmentinwhichitwasrequiredtooperatein.WorldWarIIandtheKoreanWarweremassiveinscaleandcosttothecountryandthemilitary.Theywerealsosignificantchallengestoleadersatalllevels.Manyofthequalitiesandprinciplescapturedintheseearlydocumentsmirroredthesechallenges.WordslikecouragedecisivenessresponsibilityandenduranceechowiththesoundsofviolentclashesintheplainsofEuropeorthemountainsofKorea.Althoughtherearesomedifferencesnotedinthemanualsuptothispointthesimilaritiesaremuchgreaterinnumberandseemtoreinforcethetimelessnatureofmilitaryleadership.AstheU.S.ArmyenteredfoughtandattemptedtorecoverfromtheVietnamWartheleadershipmanualsshowedsubtleevidenceofchangeaswell.Conceptsandideassuchasneedssupervisionanddealingwithciviliansenteredthelanguageofleadershipdevelopment.15AstheArmycontinueditsgrowthandtransformationinthe80sand90stheleadershipdoctrineshowedfurtherchangeaswell.Leadervaluesandfactorswereintroducedandthefirstuseofcompetencieswasdeveloped.InadditiontheArmysnumberofleadershipmanualsmultipliedbyafactorof4andhundredsofadditionalpages.16Thecomplexityofthesemanualsincreasedalthoughthethemesandmessagescontainedthereinremainedlargelyconstant.ThisreviewofArmyleadershipdoctrinerevealedthatalthoughtheArmyleadershipframeworkshaveevolvedincomplexitymuchofthecontentoftheseframeworkshaspersistedoverseveraldecades.17SelCondencePrcisionEnduranceHumorHonestyJusticeObedianceDependabilityDecisivenessSincerityDecencyImpartialityLoyaltyFriendlinessCourageResourceullnessToughtulnessCoolnessinBattleNeatnessSel-ControlruthulnessInitiativeEnthusiasm23IdentiableQualitiesofLeadershipfromFM22-5U.S.WarDepartment1946Knowyourjob.SeekresponcibilityanddevelopasenceofresponcibilityinyoursubordinatesKnowyourselfandseekself-improvement.Knowyourmenandlookoutfortheirwelfare.KeepyourmeninformedSettheexample.Ensurethetaskisunderstoodsupervisedandaccomplished.Trainyourmenasateam.Makesoundandtimelydecisions.Employyourcommandinaccordancewithitscapabilities.Takerespncibilityforyouractions.11PrinciplesofLeadershipfromFM22-10DepartmentoftheArmy1951BearingEnthusiasmJusticeCourageInitiativeactDecisivenessIntegrityUnselshnessDependabilityEnduranceKnowledgeLeadershipTraitsofFM22-100DepartmentoftheArmy195311HoreyJefreyandJonJ.FallesenCompetencyBasedFutureLeadershipRequirements.UnitedStatesArmyResearchInstituteortheBehavioralandSocialSciencesArlingtonVirginiaU.S.ArmyHumanResourcesCommandJuly2004pg11-20.12Ibidpg17-19.13IbidAllablestakenromtheUSAHRCStudypg18-19.14Ibidpg19.15Ibidpg19-20.16Ibidpg19-21.17Ibidpg24. April-July2013JacksonJournal9LeadershipUntilveryrecentlytheArmyhascontinuedtomoveinthedirectionofcomplexity.ThecurrentArmyleadershipdoctrineis2manualsArmyDoctrinalPublicationArmyDoctrinalReferencePublicationandacombinedtotalof126pageslongandcontainsalistingofvaluesrequirementscompetenciesrolescomponentsandacreed.18Theyareaculminationof65yearsofwrittendoctrineandover230yearsofU.S.Armyexperience.Thedocumentscapturethesignificantandcomplexchallengesthatleadersfacetodayandwillmostlikelyfacetomorrow.Finallytheyareareflectionofthethousandsofyoungmenandwomenthatweartheuniformproudlytoday.ThecurrentADPandADRPareverywellwrittenandattempttocapturetheessenceofleadershipasignificantimprovementoverthepreviousFieldManualthattheyhavereplacedover220pageslong.InsomewaysthesepagesmoveusinthisdirectionthatIamarguingfor.ADP6-22describes3attributesthataleadermustpossessascharacterpresenceandintellect.19These3attributesareamoresimpledescriptionofwhataleadershouldbeandthosepagesdoaremarkablejobatdefiningleadership.Thetwonewdocumentsareaclearstepintherightdirectionandmovetowardsdescribingthewhoofleadershipinbalancewiththewhat.ButdoesourcombineddoctrineneedtobesolongDothechallengeswefacetodayandpossiblytomorrowrequirealeadershipdoctrinethathasgrownbyafactorofalmost15timesIsthesecurityenvironmentsocomplexthatitrequiresacommensurategrowthinthecomplexityofourleadershipdoctrineanddevelopmentTheFutureSecurityEnvironmentThereisagreatdegreeofuncertaintywhenlookingtothefuture.WiththeendoftheColdWartheeventsof911andthewarsofthepastdecadethefuturesecurityenvironmentisbothunclearandpotentiallyunsecure.Theforecastsofthefuturerangefrompersistentconflictaclashofcivilizationsastrugglefornaturalresourcesandevenaglobalwar.ThemostrecentNationalDefenseStrategysummarizesthisenvironmentasfollowsFortheforeseeablefuturethisenvironmentwillbedefinedbyaglobalstruggleagainstaviolentextremistideologythatseekstooverturntheinternationalstatesystem.Beyondthistransnationalstrugglewefaceotherthreatsincludingavarietyofirregularchallengesthequestbyroguestatesfornuclearweaponsandtherisingmilitarypowerofotherstates.Thesearelong-termchallenges.Successindealingwiththemwillrequiretheorchestrationofnationalandinternationalpoweroveryearsordecadestocome.21Theseforecastsofthefutureareechoedbymultitudesofgovernmentagenciessecuritythink-tanksnationalwritersandthePresidentoftheUnitedStateshimself.22Theseforecastsresonatethrougheveryserviceinthemilitaryandareevidentinourorganizationtrainingandpreparationforfutureconflict.Neverletthefuturedisturbyou.Youwillmeetitifyouhavetowiththesameweaponsofreasonwhichtodayarmyouagainstthepresent.MarcusAureliusRomanEmperor121-180A.D.2020MarcusAureliusMeditations.Book7Accessedon4April2013athttpclassics.mit.eduAntoninusmeditations.html.21DepartmentoDeenseNationalDeenseStrategyWashingtonD.C.U.S.DepartmentoDeenseJune2008pg1-4.22OfceothePresidentotheUnitedStatesNationalSecurityStrategyWashingtonD.C.OfceothePresidentotheUnitedStatesMay2010pg4-6. 10JacksonJournalApril-July2013Thefuturesecurityenvironmentisuncertainandclearlyaffectedbychangesintechnologyandglobalization.Thecomplexityofthefuturebattlefieldandfutureconflictwillrequireleadersthatarefullytrainedandpreparedtoactasnecessary.Therearespecificproceduresthatmustbelearnedandpiecesofequipmentthatmustbestudiedandunderstood.ThequestionishowarethoserequirementsofleadersdifferentfromwhattheywereinGeneralBradleystimeorGeneralPershingHowarethechallengesfacingnavalleadersdifferentthanwhattheywereinAdmiralNimitzfleetHowarethecomplexitiesofthissecurityenvironmentdifferentthanwhattheywereonthebattlefieldsofGettysburgtheSommeorNormandyHowaretheymorechallengingtoshipcaptainstodaythantheywereintheseabattlesofNewOrleansMidwayorLeyteGulfThecomplexitiesandchallengesappeartoberelativetotheleaderswhofoughtthosebattlesandledinthosewars.Technologyandthesituationchangespeopledont.Andleadershipisaboutpeople.InlookingtothefuturetheNationalDefenseStrategygoesfurtherbystatingthatthemilitaryshouldalsodevelopthemilitarycapabilityandcapacitytohedgeagainstuncertaintyandtheinstitutionalagilityandflexibilitytoplanearlyandrespondeffectivelyalongsideinterdepartmentalnon-governmentalandinternationalpartners.23InotherwordsthemilitarymustdevelopleaderscompetentandofcharacterabletoplanandacttoovercomeuncertaintyanddefendtheNation.TheSolutionLeadersofCharacterThequalitiesthatdistinguishaleaderfromothermenarecouragewillpowerinitiativeandknowledge.Ifyouhavenotgotthosequalitiesyouwillnotmakealeaderifyouhavethemyouwill.FieldMarshallSirWilliamSlim24Thegreatestleaderintheworldcouldneverwinacampaignunlessheunderstoodthemenhehadtolead.GeneralOmarBradley195225Areviewofourleadershipdoctrineandthoughtshowsthemilitaryscontinuedefforttodefinewhataleadershoulddoorhowaleadershouldact.Thoseeffortshaveresultedinlistschartsanddiagramsthatattempttodepictthewhatofleadership.Thedoctrinegrowsbypagesandvolumesbutinessencefailstoclearlyanalyzeanddescribewhoaleadershouldbe.Thechallengeofthefuturesecurityenvironmentappearstobeuncertainatbest.Thatchallengecannotbefullyquantifiedordescribedtoday.Commandersintheyearsaheadwillnotbeabletoascertainthespecificthreatlocationorattackthatourmilitarywillface.Inshortsummarywewillnotknowthewhatthatwewillfaceintheyearsaheadatbestwemaybeabletoanalyzeanddescribethewho.Becauseofthesetwoimportantconsiderationstheevolutionandincreasingcomplexityofourleadershipdoctrineandthefuturesecurityenvironment-themilitaryshouldtakeastepbackperhapsandfocusonwhoourleadersshouldbe.Thesamereviewofourleadershipdoctrinehighlightsandstressesonequalitythatourleadersshouldpossesscharacterandthreeprinciplesthatshouldmakeuptheirfocusandphilosophypurposepeopleandpassion.Ourleadersofthefuturemustbemenandwomenofcharacter.TheArmysnewestleadershipdoctrinalpublicationdefinescharacterascomprisedofapersonsmoralandethical23Ibidpg5.24SlimSirWilliamFieldMarshallAddresstoWestPoint1950DepartmentoftheArmyPamphlet600-65WashingtonD.C.DepartmentoftheArmy1985pg27.25BradleyOmarGeneralLectureatWestPoint1952DepartmentoftheArmyPamphlet600-65WashingtonD.C.DepartmentoftheArmy1985pg11. April-July2013JacksonJournal11Leadershipqualitieshelpingdeterminewhatisrightandgivingaleadermotivationtodowhatisappropriateregardlessofthecircumstancesorconsequences26.Thischaracterwillmakethemfullycapableforthemoralandethicalchallengesofthefuture.Honestyloyaltycandorandpersonalcouragewillbethefoundationthattheystandonandtheymakejudgmentsfromregardlessthesituation.Thecharacterespeciallyinanenvironmentofuncertaintyanddifficultywillenableourleaderstomaketherightdecisionnomatterthedifficulty.Ourleadersmustbeguidedbypurpose.Theymustunderstandthemissiongiventothemandtheirunitandtranslatethatintosimpleunderstandableandachievableorders.Theymusthavetheintellecttrainingandexperiencetomakethoseplansandordersandtheabilitytoarticulatethemtotheirstaffsandsubordinatesnomatterthecomplexity.Mostimportantlytheymustbeabletodefinepurpose.Ourleadersmustknowthewhyofanygivenmissionandcommunicatethatclearlyandeffectivelytotheirunitstoguidetheorganizationalactionsandefforts.Ourleadersmustbeguidedbypeople.Thismayseemironicasthepeoplearetheonesbeingledbutitisequallyasimportantaspurpose.Ourleadersmustunderstandwhytheyexist.Leadershipexiststoserveandguidetheirsubordinates.Leadersmusttakeeveryactiontocreateconditionsfortheirsubordinatestosucceedexcelandthrive.Theymustworktirelesslytotraintheirpeopletothehighestdegreepossibleunderthemostchallenginganddifficultconditions.Theymustholdthemaccountablefortheiractionsandrewardthemuponexcellence.Leadersmustnevergetinthemindsetthattheyortheircareersaremoreimportantthantheirunitsortheirsubordinates.Bycommittingthemselvesunequivocallytotheirsubordinatestheirsubordinateswillinturnactwithadegreeofloyaltyanddedicationthatwillalwaysaccomplishthemission.Finallyourleadersmustbeguidedbypassion.Thisisnotaromanticorcarelessemotionthatwillpushleaderstothewrongdirectionbeyondaunitscapacityortoacloudedviewofthefuture.Thisisalevelofpassionthatconvincesorganizationssubordinatesandallothersthattheunitsmissionisimportantnecessaryandattainable.Aleadermustbeabletoinstillmotivationandcommitmentinhisorherunit.Thiscannotbeattainedsolelywithlongloudspeechesorfalsemottos.Itcannotonlybeattainedbyaleadertrulybelievinginwhatistobedonetrulyactingonbehalfofhishersubordinatesandtrulydisplayingpassionfortheprofessionandthemission.Thefinalandarguablythemostimportantaspectofleadershipcapturedoveryearsbutverydifficulttodescribeistheideaofservice.Inalmostofourleadershipdoctrineandwritingwefocusontheleader.Westruggletodescribewhatthatleadershoulddohowheorsheshouldactandwhatthatleadershouldbe.Thisfocusplacesalmostallofthediscussionontheleaderandmissesprobablythemostimportantpartofthediscussiontheled.ThisisunderstandableaswearenotwritingleadershipdoctrineandtryingtocapturewhatheorshesSoldiersshouldbeortheunitsshouldlooklike.Wearefocusedontheleader.ThenegativeeffectofthisfocusIfeelisthatweshapeourdevelopmenteffortsontheindividualandcausethemtofocusinwardtoafault.ByconcentratingthediscussionontheleaderweandtheleadersometimeslosesightofthemostimportantpartofourArmytheled.26DepartmentoftheArmyArmyLeadershipArmyDoctrineReferencePublication6-22WashingtonD.C.U.S.DepartmentoftheArmyAugust2012pg1-104. 12JacksonJournalApril-July2013JamesC.HunteranotedauthorandspeakercapturesthisideaclearlyinoneofhisbooksTheServant.27Hewritesthatmanyhierarchicalandlargeorganizationsoperateinapyramidsystemwheretheentireorganizationisfocusedatwhattheleaderwantsorneeds.EverymemberoftheorganizationisfocusedupwardsattheirsupervisortheCEOthepresidentorthegeneral.Themembersoftheorganizationconcentratetheirattentionandeffortssolelyatwhattheseniorleaderwantsorneeds.ThisdynamiciscapturedverysimplyinthefollowingdiagramThisisunderstandabletosomedegreeofcoursebecausetheorganizationmustrespondtoandaccomplishthemissionsthatareassignedbytheirleaderortheirhigherheadquarters.ThedangerMr.Hunterarguesisthatorganizationswiththisculturewillmoveonlyasfastastheseniorleaderwillnotreachthefullpotentialoftheiremployeesandtheorganizationandwillultimatelyfail.Thewantsandneedsofthesubordinateswillalwaysfalladistantsecondorlowertootherprioritiesintheorganizationandatworsewillnotbeconsideredatall.ThispyramidMr.HuntersuggestsshouldbeturnedupsidedownasfollowsNewParadigmHunterheServantpage62CEOGeneralVicePresidentColonelsCSMsMiddleManagersMajorsSergeantsMajorCaptainsFirstSergeantsSupervisorsLieutenantsNon-CommisssionedOfcersEmployeesSoldiersCEOGeneralVicePresidentColonelsCSMsMiddleManagersMajorsSergeantsMajorCaptainsFirstSergeantsSupervisorsLieutenantsNon-CommisssionedOfcersEmployeesSoldiersOldParadigmHunterheServantpage59CEOGeneralVicePresidentColonelsCSMsMiddleManagersMajorsSergeantsMajorCaptainsFirstSergeantsSupervisorsLieutenantsNon-CommisssionedOfcersEmployeesSoldiers27HunterJamesC.TeServant.ASimpleStoryAbouttherueEssenceofLeadership.NewYorkRandomHousePublishingCompany1998pg47-70 April-July2013JacksonJournal13COLMarkBiegeristheCommanderofthe171stInfantryBrigadeatFortJacksonSCLeadershipThemostimportantmemberoftheorganizationintheOldParadigmistheleaderatthetopofthepyramidthegeneral.ThemostimportantmemberoftheorganizationintheNewParadigmisalsotheindividualsatthetopofthepyramidbutinthisparadigmitistheSoldier.Ifeveryleaderintheorganizationisfocusedonwhattheirsubordinatesneedtohavetobesuccessfultheorganizationwillbegintogainmomentumandmoveforwardatamuchhigherproductivityorlevelofsuccess.Ifsubordinatesfeelthattheirleadershavetheirbestinterestsinmindandtrulybelievethattheyareavaluedmemberoftheorganizationthentwothingsaregeneratedthatcreateamomentumandenergyoftheirowntrustandteamwork.Trustandteamworkareorganizationalimperativesthatbuildcohesionandtrulyallowagroupofpeopletoexceedtheirexpectationsandreachtheirfullpotential.Thissimplediagramcapturestheideaofservicetoothers.ItisanaspectofleadershipandoneofourArmyValuesthatislooselytalkedaboutregularlymisunderstoodandalwaysunderestimated.Ifourleadersfocusedmoreatwhattheirsubordinatesneedtobesuccessfultheirwantsandneedsinsteadofsolelywhatthecommanderwantsorneedstheentireunitwouldbenefitandsuccesswouldsurelyfollow.Overtimesuccesswouldbejoinedwithcohesionespritandanorganizationsgenuinedesiretoimprove.ThisleadershipapproachisapplicableatalllevelsandallpartsofourArmy.HereatFortJacksonwetrainourNationsnewestSoldiersandwearecollectivelyresponsibleforthedevelopmentandmentorshipoftheleadersthatdirectlyconductthattraining.VeryfewofusunlessyouareaDrillSergeantanAITPlatoonSergeantoraninstructortrainerhavedirectaccessorimpactontheyoungestprivatesthatmovethroughtheportalsofFortJackson.Mostofusindirectlyleadguideorsupportthattrainingeffort.TheideaofserviceisnolessimportanthereatFortJacksonthananywhereelse.Infactitisprobablymoreimportant.Ourmissionasleaderscommandersfirstsergeantsandcommandsergeantsmajoristobuildanenvironmentprovidetheguidanceandgathertheresourcestoenablethesenon-commissionedofficerstoconductthetrainingmissionandreachtheirfullestpotential.Ifweasleadersfocusoureffortsatcreatingthattypeofenvironmentourpostwillbegintogenerateamomentumthatwillsurpriseeventhosethathaveservedhereformanyyears.Ournon-commissionedofficersfullyresourcedtrainedandempoweredwilltaketrainingandallofFortJacksontoanewlevel.AndultimatelyouryoungestSoldierswillbenefitandentertheArmyatamuchhigherlevelofcompetenceandconfidencethantheydotoday.Ifcombinedtogethersuccessfullytheprinciplesofpurposepeopleandpassionwillcapturethelonglistsofcharacteristicsattributesandtraitsthatourleadershipdoctrineandtrainingattempttodefinetoday.Thesethreeprinciplesingrainedinleadersofcharacterwillprovideourmilitarywiththekindofleadershipatalllevelsthatwillguideustosuccessandsecurityinthefuture.Theywillbeabletoactinenvironmentsofuncertaintyandchaos.Theywillbeabletomakethedecisionsabsolutelynecessaryatthemomentandthosethatwillshapesuccessinthelong-termfuture.TheywillleadourNationssonsanddaughtersintheconflictsandwarsofthefuturetoattainabetterandlong-lastingpeace.TheywillupholdtheiroathstotheConstitutionasenvisionedbyourFoundingFathersandwillneverfailregardlessthechallengesdifficultiesandfutureadversaries.AsleadersofcharacterguidedbypurposepeopleandpassionandcommittedtoservicetheywillserveourgenerationandmanygenerationstocomeindefendingourNationanddevelopingfutureleaderstofollow. 14JacksonJournalApril-July2013OneotherstchallengesthatIacedwhenIrststartedonthetrailwasthisgenerationorecruitsenteringintotheArmyandhowcanIadapttraininginordertoteachandmentorthemtothebestomyabilities.WhenIcameintotheArmyIdontrecallaskingmyDrillSergeantswhattheirexpectationswereaferbeinggivenatask.Weweretoldtoexecuteandyoulearnedhowtomakeithappenasateam.Itheoutcomewaswrongattheendothedayyoureceivedsomeretrainingbutyoulearnedandthenexttimeyouaccomplishedthetaskcorrectly.Temindsetotodaysrecruitsisdierentduetothewaytheyarebeingraised.Itstoughorthemtothinkoutsidetheboxandworkasateam.Youmustinormthemoeverysingletinydetailbecausethereseemstobenounderstandingowhatanimpliedtaskisanymore.AferweeksorustrationIcouldonlyadaptandovercome.IbegantoinormmyplatoonwhatmyexpectationswereromtheverybeginningandthattomakeitinBasicCombatrainingtheymustlearntobecomeindependentandcondentbutstillbeateamplayerbecauseyoucannotbeagreatleaderwithoutknowinghowtoollow.Tischallengewasonlythebeginning.Tenexthurdlewastherestrictionsandlimitationsonhowtocreateachallengingenvironmentthatinducesstressattherighttimeorrecruits.ItseemsthatasaDrillSergeantsincewearetrainingrecruitsBasicCombatskillswewouldintroducestressatalltimes.Tisisespeciallytrueduetotheactthatweareacountryatwarbutmanytimesitisverydicultbecausetimeshavechanged.WeareatatimewhenrecruitsaskWhyisthisnottougherTetruthisthatthisgenerationGenerationYarecompletelydierent.AccordingtoastudyromtheUniversityoNewHampshiremanagementproessorPaulHarveyGenerationYalthoughrankedinthetop20percentintheirleveloentitlementtheyeelasitheyareentitledanddonothavetoworkashardtoachievetheirgoals.Alsobecauseothistheyenduphavinghigherlevelsodisappointmentanddepression.Teirselesteemreachesnewlowsitheydonotsucceed.Adigitalworldistheworldtheyliveinandhascausedthemtosecludethemselves.Manysaythatthemilitaryhasgottensofbuttherealityisthattheworldischangingsoweasawholemustchangewiththetimesthatwearein.Recruitscanbarelydealwiththelittlestressorsthatentertheirdailylivesandnditextremelydiculttocope.TesechallengesalmostmakeittougherthananyotherbecausewehaveBeingaDrillSergeantisoneothebestexperiencesthataNon-CommissionedOfcercanhaveintheirmilitarycareer.Itisanhonortoserveandtrainnewrecruitsthatchoosetomakeachangeintheirlivesbutwiththeloveandthegloryothejobtherearemanychallengesandpricesthatyoumustpay.thechallengesofbeingadrillsergeantsgtandreauzcategui April-July2013JacksonJournal15limitationstoabideby.ToselimitationsaresetorthortheprotectionotherecruitaswellastoprotecttheDrillSergeantsinRADOC350-6.TerearealsounitlimitationsinplaceduetoDrillSergeantsactionsthathaveharmedthereputationotheinstitution.Limitationsthataremeanttohelpprotectbutinturncanmakethejobharder.TesearewhatmaketheDrillSergeantsocreative.AferawhilewhennewDrillSergeantsbeganarrivingIalsonoticedthatitwasdicultortheDrillSergeantstodierentiaterombeinginaFORSCOMunit.ManyousarenotInantrymenandmanySkillLevel1tasksarenotanormorussowemustallwelcomethechallengeandintroduceourselvesonceagainintothetrainingweoncelearnedwhenwewentthroughBasicCombatraining.InaFORSCOMunityoupredominantlytrainonMOSrelatedtasksandhaveseasonedSoldiersorpossiblyevenjustonetotwoSoldierswhomaybewithyouorawhileandyoutoworkasacohesiveteam.Nowweareinanenvironmento5060recruitseverytenweekswhichyoumustchangeromciviliansintoSoldiers.Itistoughbecauserightthenandthereyourdutiesbecametomentorandleadtheserecruitsandhopethatyourhardworkshowswhenyounallyseetheendresult.ManyDrillSergeantsconusethepowerbeingtoughandbeingabletoinstilldisciplinewithyellingandinsultingtheserecruits.Tisisbecauseothecircumstancesthattheywereprobablybroughtupthroughtheranks.InordertoleadmentorandcounselwhileproducingthebestproductpossibleaDrillSergeantmusthavepatience.Itisrelyingonyourbattlebuddiestosquareyouaway.WehavetoteacheachothermentorandguideoneanotherespeciallyromthatSeniorDrillSergeantthathasexperience.WearetherstimpressionowhatanNCOistotheseSoldiersintraining.AttheendoacycleyouwanttoaskyourselWasIthatrolemodelthatmanyyearnorandtrytoemulateAsDrillSergeantswelearnandunderstandwhatpathsinlietheserecruitshavewalkedandweattempttoteachthemhowtoriseromtheirdisappointmentsandgaintheselesteemtheyneedtosucceed.Youstopandhavetorealizethatnotallrecruitstakeinwhatyouhavetriedtoimpart.Youmayhavetoacknowledgethatyougaveityourallandhopethatmostothemdidthesame.TattheywillcontinueontoagreatpathbecauseyouprovidedtheleadershipthattheyChallengesneededanddesiretoseewhattoexpectintheirutureasaSoldierNon-CommissionedOcerandpossiblybecomeaDrillSergeantthemselvessothattheycanimpactsomeoneslieasyouhaveimpactedtheirs.LastlyduetodeploymentsmanyDrillSergeantshavebeenawayromtheirFamiliestooofenbutonceyouputonthehatandbadgeandgiveityouralltosucceedinthispositionDrillSergeantsrarelyspendtimewiththeirFamilies.DrillSergeantsareupbeoretherecruitsandstayaslateaspossibleinordertoteachcoachandmentorwhilegettingtheirplatoonsreadyorthenexttrainingday.ADrillSergeantissodedicatedtotheirjobthattheysometimesorgetthattheirrstjobistakingcareothemselvesandFamilies.MostothetimedrainedaswemaybewedriveonrecognizingthatthemoreeortweputintothisjobthegreaterSoldierwewillproduceortheArmyandthatallowsustoaccomplishthemission.BeingaDrillSergeantisviewedasoneofthegreatesthonorsinanNCOscareer.TisgreathonorandprestigeofbeingcalledDrillSergeantissomethingthatnooneotherthanthosewhohaveproudlybeenonthetrailcanunderstandwhatitmeanstowearthishatandbadge.SGTAndreaUzateguiisaDrillSergeantinthe120thAdjutantGeneralBattalionReception171stInfantryRegiment 16JacksonJournalApril-July2013TeaverageBCAIorOSUraineeis22yearsoldtheaverageDrillSergeantis30andtheaverageAIPlatoonSergeantis33.WhattheseseeminglydisparategroupsorainersandraineeshaveincommonisthatmostbelongtothesamegenerationtheMillennialGenerationcommonlydescribedasthedemographiccohortbornbetween1982and2004.1NeitherthemedianortheacademicpresshasbeenparticularlykindtotheMillennialspaintingtheminverybroadandunfatteringstrokesasentitledsel-absorbedragileandlazy.IndeedthemuchmalignedMillennialshavebeendescribedasuniquelynarcissisticandegotisticalasaGenerationMecomprisedoindividualswhobelievethatthemereactobeingmakesthemsomehowspecial.2ItheseassertionsaretruethantheimplicationsorInitialMilitaryrainingIMaredauntingwhatcanweexpectromtheinteractionospecialrainersandtheirveryspecialraineesFortunatelytheanswerisexpectalotexpectgreatthingsagoodnewsstoryandoutstandingtrainingandtransormation.TeollowingsectionswillexplainwhyMillennials-are-BadgeneralizationsdonotapplytotheuniqueIMpopulationdescribesomeMillennialcharacteristicsthatcanimpactthetrainingStephanieT.MuracaPh.DenvironmentandnallyhighlightleadershipstrategiesthatrecentIMstudiessuggestworkbestwiththisgeneration.Whileanin-depthcritiqueotheMillennials-are-Badmovementisbeyondthescopeothispaper3itsshortcomingsparticularlywithregardstoitsapplicabilitytoIMSoldiersstemromthreemainconsiderations.Firsttheintergenerationaldierencesthatthesereportsreerenceareoenquitesmall.ForexampletheextenttowhichMillennialsscorehigherinnarcissismoregotismthandopreviousgenerationsisbetterexpressedasdecimalsthanaswholenumbersonascale.SecondthesestudiesocusontheMillennialgenerationasawholethatistheylumpallMillennialsintoasinglegroupandcomparetheMillennialgrouptoothergenerationallumps.Teproblemwiththisapproachisthatitobscuresthedierenceswithingenerations.OnaverageMillennialsmaydisplaycertaintraitsbutiwesorttheMillennialsoranyothergenerationintocomponentgroupswewillndthatthedierencesbetweenthosegroupsarequitelarge.ForexamplewithintheMillennialcohortyoucanexpecturbanyouthtobedierentromsuburbanonestobedierentromruralones.SimilarlyMillennialsraisedinRedStateswillbedierentromBlueState1HoweN.StraussW.andMatsonR.J.2000.Millennialsrisingthenextgeneration.NewYorkVintageBooks2wengeJ.M.2006.GenerationmewhytodaysyoungAmericansaremorecondentassertiveentitledandmoremiserablethaneverbeore.NewYorkFreePress10httpwww.nps.govvaohistoryculturepeople.htm3ForanexcellentcritiqueotheGenerationMeliteratureseerzesniewskiK.H.andDonnellanM.B.2010.Rethinkinggenerationmeastudyocohorteectsrom1976to2006.PerspectivesonPsychologicalScience558-75WhatRecentStudiesRevealaboutYourTraineesDrillSergeantsandAITPlatoonSergeantsMillennialsinInitialMilitaryTraining April-July2013JacksonJournal17Millennials.WithregardstovaluesandbehaviorruralRedStateMillennialssharemoreincommonwithruralRedStateGenerationX-ersthantheydowithurbanBlueStateMillennials.WhichbringsustoconsiderationnumberthreetherainersandraineesinIMdonotsociodemographicallyresembletheMillenniallump.WhatcanbesaidabouttheaverageMillennialcannotbesaidabouttheaverageIMTSoldierbecausetheaverageMillennialdoesnotjointheArmy.AssuchwhentryingtounderstandraineesDrillSergeantsandAIPlatoonSergeantsitmakesinnitelymoresensetoocusontheirspeciccharacteristicsandmotivationsthanitdoestoacceptablanketindictmentoagenerationwritlarge.WithregardstobackgroundsomebaselinecharacteristicsaredepictedinFigure1.Hereweseeapictureoaraineepopulationthatisslightlyolderandmoreeducatedthanraineepopulationspast.Wealsoseethatroughlyonequarterothispopulationhassignicantamilialobligations22.8oraineeshaveatleastonedependentchild.InotherwordstodaysraineesreportwithbaggagetheyaremorelikelytoencounterrealworldspousalnancialandchildcareissuesthaneverbeoreandconsequentlyaremorelikelytoneednancialChaplainandoramilysupportservices.Someraineeswillseektheseservicesout.OtherswillnotandwillonlyreceivetheassistancetheyneediunitleadersgettoknowtheirSoldiersandremainvigilantorsignsoproblems.MillennialsFamilialobligationsareevenmoreoaconcernorDrillSergeantsandAIPlatoonSergeants.Facedwithanextremelychallengingstressulandtime-consumingmissionmanyacedefactoseparationromtheirlovedonesandconsequentlyexperiencetheguiltandstrainthataccompanymissedamilymilestonesandevents.TisherebutnothereliestylecreatesuniquechallengesorIMSoldiersandamilymembersalikedeployedSoldiersareautomaticallyexemptromhouseholdchoresandparentteacherconerencesDrillSergeantsandAIPlatoonSergeantsoenacespousesandchildrenwhocannotunderstandwhymomisnthomeordinnerorwhydadcantattendhissonsootballgame.4FurthercompoundingthisproblemistheactthathaloIMsDrillSergeantsandAIPlatoonSergeantsonlyrecentlyreturnedromIraqorAghanistan50and51percentrespectivelyspentatleastpartocalendaryear2011deployed.Inthisveinwhenaskedwhattheirleadershipcandotomaketimeonthetraillesstaxingthenumberonerequestwasorleaderstoworkwithinstallationchildcareproviderstoensurethatcarehourscovereddutydays.Tenumbertworequestwasorsomefexibilitywithdutyhoursnotortimeoororreducedhoursbutormoreleewaytoadjustschedulesinordertobettermeetamilypersonalneeds.BaselinedemographicsmerelyoutlinerainerandraineecharacteristicsaarmorevibrantpictureemergeswhenweconsiderraineesDrillSergeantsandAIPlatoonSergeantsmotivationsorservice.TewhybehindthedecisiontoenlistortospendtimeonthetrailcanprovideuniqueinsightintoaSoldierscharacteranddrive.owardsthisendbetween2011and2012over5000BCSoldierswereaskedtoindicatewhytheyenlistedintheArmy.SoldiersreceivedanonymoussurveysshortlyaerreportingtoReceptionBattalionweretoldthattheycouldlistasmanyorasewreasonsastheywantedandwereaskedtorank-ordertherelativeimportanceothosereasons.ResultsaredepictedinFigure2.Figure1SociodemographicsofTraineesDrillSergeantsandAITPlatoonSergeantsmostcurrentinformationtodateUSARECandRADStudies4SourceOne-on-oneinterviewsandsmallocusgroupsconductedwithincumbentDrillSergeantsandAIPlatoonSergeantsbetweenJune2011andDecember2012n850. 18JacksonJournalApril-July2013Hereweseethatmostrainees57summingthersttwocolumnsenlistedbecauseotheeconomy.TeyjoinedtheArmytoearnasalaryortobuildtheoundationorautureciviliancareereitherbydevelopingtranserrableskillsorbyearningmoneyorcollege.Tisisollowedbythe28oraineeswhoenlistedtochallengeorimprovethemselvestointheparlanceorecruitingposterspastbeallthattheycanbeandnallybythe17oraineeswhojoinedorpurelypatrioticreasons.Atrstglanceitmaydisheartensometoseethat57oraineesenlistedorapaycheck.5InsurveysandinterviewsmostLeadersexpressedapreerenceorpatrioticenlisteesandworriedthatpaycheckseekerslackheartandcharacter.AferallLeaderswhohaveenduredthesacricesnecessarytoserveintheArmyknowthatArmyserviceismorethanjustajoborawaytopaythebills.Howeveracloserlookrevealsthatenlistingorapaycheckorcollegeortranserrableskillsisnotasignobadcharacterbutratheranindicatorotremendouspotential.TerearemanywaystogetbyinAmerica.Someperectlycapablepeopleopttoleechooparentsriendsspousesboyriendsgirlriendsetc.ortodeliberatelysettleinlow-eortjobs.Somemayshirktheirpersonalandamilialresponsibilitiesentirely.Othersmaydecidetoattendcollegerightawayeventhoughtheycantaorditandgamblethatonedaytheyllbeabletorepaythemassivedebttheyaccrue.raineeswhoenlistorapaycheckarenotlikethat.Ratherthantakingtheeasywayouttheseraineeschooseoneothetoughestjobsimaginableinordertostep-updotherightthingandsupportthemselvesresponsiblyalreadydemonstratingbehaviorconsistentwiththeArmyValues.NotablyastheseraineescycletroughBCandAIorOSUtheirmotivationschange.InterviewsandsurveysrevealthatthroughoutIEraineesmeetleadersandpeerstheyadmireanddiscoverthattheyaregoodatdoingthingsthattheyhadneverimagineddoingbeore.GoodtrainingistransormativeandSoldierswhoenterIEorapaycheckofenreporttotheirrstunitoassignmentexcitedaboutbeingaSoldierandproudtoserveintheArmy.LeaderstendtobesimilarlyconcernedaboutthemotivationsotheNCOsassignedtoIEnotsomuchwithwhytheyenlistedintheArmybutwithwhatleadthemtothetrail.Figure3showsthepercentageoDrillSergeantsandAIPlatoonSergeantswhowereDA-SelectedordutyandthegeneralmindsetoNCOswhentheywereinormedothatselection.InCY12roughly72onewDrillSergeantsand78onewAIPlatoonSergeantswereinvoluntarilyassignedtoDrillSergeantAIPlatoonSergeantdutyDA-Selected.InaperectArmyonlythosewhoactivelysoughtsuchachallengewouldbecastinthesedemandingstressulandtime-consumingroles.Clearlyhoweveranall-volunteerDrillSergeantorAIPlatoonSergeantpolicywouldleavetheseslotswoeullyundermanned.FortunatelyandassuagingCommandersconcernsaboutthemindsetmotivationandconsequentlyperormanceoDA-SelecteesinvoluntarilyassignedDrillSergeantsandAIPlatoonSergeantsarenotonaveragedisgruntledorembittered.othecontraryasproessionalNCOsmosttaketheirassignmentinstridegivemaximumeortandbecomeoutstandingmembersothetrainingcommunity.TisisevidencedinpartbytheirgenerallypositiveattitudeaboutbecomingDrillSergeantsandAIPlatoonSergeants.TisisurtherevidencedbytheactthatonceonthetrailmostDrillSergeantsandAIPlatoonSergeantssuccessullyexecutetheirrespectivemissions.wothousandvehundredthirtynineDrillSergeantsandAIPlatoonSergeantswereassignedtoIEinFY12.Othose2482completedtheirtourswithoutincidenta98successrate.5TisdataofenelicitsangryandordisappointedcommentsromDrillSergeantsAIPlatoonSergeantsandCompanyCommandeamsatNCOOPDsandleadershipdevelopmentcoursese.g.IdontwantabunchopaycheckSoldiersinmyormationItheyrehereormoneytheycangohomeandIllndoutwhotheyareandweedthemout..Figure2ReasonsforEnlistingintheUnitedStatesArmyReasoncountswereweightedsuchthatnumberone-rankedreasonswerecounted1.00timessecondaryreasonswerecounted0.66timestertiaryreasonswerecounted0.33timesetc. April-July2013JacksonJournal19Figure3CY12DA-SelectedDrillSergeantsandAITPlatoonSergeantsInmanyrespectsIEsrainersandraineesareacutabovetheaverageMillennialtheyareuniquelydriventodotherightthingworkhardandevendelaygraticationinordertocompleteamissionorachieveagoal.HoweverIEandnon-IEMillennialsdosharesomestandardeaturesbothgroupsweresimilarlyaectedbythetrappingsothehyper-media-saturatedenvironmentinwhichtheycameoage.UnlikegenerationspastwhichwereonlyrecentlyexposedtodigitalapplicationsanddevicesMillennialshaveexperiencedalifetimeoimmediateaccesstoinormationentertainmentandothertech-basedecienciesandconveniences.Millennialsocietyissocialmedia.Millennialshavesocompletelyintegratedintovirtualworldsthataccordingtosocialpsychologyresearchtheirindividualrelationshipswithtechnologicalobjectshavesupplantedtheirinterpersonalrelationshipsanderodedtheirinterpersonalskills.6ManynewSoldiersreporttoIEwithpoorinterpersonalskillstheyhavegrownsoaccustomedtocommunicatingthroughmachinesthattheydontknowhowtoengageinnon-textedconversationinterpretsocialcuesororganizeandconveyinormation.Moreovertheylacktheabilitytoresolvereal-worlddisputesunlikeonFacebookorothersocialnetworkingsitesinIEtheycannotsimplyunriendanannoyingordisagreeableBattleBuddy.OverallthistrendisworrisomeregardingthebasicmechanicsointerpersonalcommunicationSoldiersmustbeabletoworktogetherasateamandconveyinormationclearlyandsuccinctlye.g.breakdownamissionback-brieanoncomingMillennialsshigiveordersorinstruction.RegardingtheimplicationsorbehavioralhealthandsuicidepreventionSoldiersmustbeattunedtoeachothersverbalandnon-verbalcuesinordertorecognizeandaddresssignsodistress.PreliminaryresultsromDrillSergeantandraineeresearchconductedinIEclearlyunderscoretheimportanceocommunicationskillsintrainingunits.OalltheattributesaDrillSergeantcanpossessselfessservicetacticalknowledgeexperienceetc.CommunicationSkillsemergeasthemostimportantactorindeterminingaDrillSergeantsleveloproessionalismandeectivenessasratedbyhispeersandrainees.AssuchaswecontinuetoexplorethemanybenetsoiphonesanddigitalapplicationsinthetrainingenvironmentweshouldnotlosesightotheimportanceotrainingandreinorcinginterpersonalcommunicationskillsinourraineesandCadreandoorchestratingtraining-andsocially-orientedteambuildingeventswithinIE.FortunatelywhileraineesmaynditdiculttoadapttoanenvironmentoactualversusvirtualinteractionextantstudiesrevealthatournewSoldiersareuptothechallenge.Inthisveinresearchdemonstratesthatchallengebringsoutthebestinraineesandthatperormanceismaximizedtotheextentthatleadersmaintainastrictdisciplinedandtoughenvironment.WithregardstoleadershipstrategiesthatworkbestwithIEsMillennialsdatashowthatbestpracticesincludemaintaininghighexpectationsdemandingthattasksaredonerightestablishingandconsistentlyenorcingconsequencesandensuringthattherearenoeasygos.DrillSergeantsandAIPlatoonSergeantswhooperatethuslyproducenewSoldierswhoaremoremotivatedcondentandpositiveaboutArmyservicethandotheirmoreeasy-goinglaid-backpeers.Teeectotoughtrainingmaniestsaslowerattritionrateshighertestscoresandgreaterphysicalimprovement.ConverselyraineesassignedtoPlatoonswithDrillSergeantsorAIPlatoonSergeantsratedasriendlyeasy-goingrelaxedandordisengageddonotareaswellastheirtoughtrainedcounterparts.Becausethebarwassetloworthemtheseraineesneverexperiencedthepridethatcomesromacingandovercoming6ForanexcellentoverviewseeurkleS.2011.Alonetogetherwhyweexpectmoreromtechnologyandlessromeachother.NewYorkBasicBooks. 20JacksonJournalApril-July2013Dr.StephanieMuracaisasocialresearchpsychologistattheInitialMilitaryTrainingCenterofExcellencesHumanDimensionDivisionobstaclesconsequentlytheywerenotaordedtheopportunitytodeveloprespectortheirownortheirBattleBuddiesaccomplishments.BecausetheydidnothavetoworkhardtobecomeSoldierstheysawlittlevalueinbeingSoldiers.Hereresearchclearlydemonstratesthatarromintimidatingordemoralizingraineeshigh-expectationselevateperormance.raineesknowwhatsexpectedothemandmoreimportantlyknowthattheirleadersbelievetheycanmeetthoseexpectations.raineesinsoftrainingenvironmentsonlyknowthattheirleaderslackaithinthem.Asaresulttheystarttoloseaithinthemselvesandineachother.Itisveryimportanttonotehoweverthattoughtrainingmeansstandardsanddiscipline.oughtrainingDOESNOTmeancrueltyverbalorphysicalabuseignoringlegitimateSoldierproblemsorexcessivephysicaltrainingcorrectivetraining.oughtrainingbuildsstrongcondentSoldiersphysicalcrueltyandverbalabusebreakraineesdown.AswetransitioninthisnalsectionromraineestotheirrainerswecontinuetoseethatIEsMillennialsbenetromadisciplinedno-compromiseenvironment.Between2011and2012IMresearchersconductedstructuredone-on-oneinterviewswithapproximately200incumbentDrillSergeantsocusgroupswithapproximately50AIPlatoonSergeantsandsurveyedapproximately600additionalDrillSergeantsandAIPlatoonSergeantsregardingtheiropinionsohowIECompanyBattalionandBrigadeCommandeamsshouldoperateinordertomaximizeunitperormanceandmorale.InshortDrillSergeantsandAIPlatoonSergeantswereaskedwhattheywantromtheirleaders.Desiredleadershipattributesarelistedinorderrommost-to-leastpreerredinFigure4.Notablywhengiventheopportunitytoanonymouslylistanythingtheywantedromtheirleadershipvia600anonymoussurveysneitherDrillSergeantsnorAIPlatoonSergeantsrequestedshorterduty-daysewerdutiesormoreresources.Rathertheyaskedoraclearly-denedmissionandorwell-maintainedparametersinwhichtoexecutethatmission.Teyaskedororderanddiscipline.Teywanttoknowwhatsexpectedothemandthentomeetorexceedthoseexpectationsinanenvironmentwhereobstaclesmalingererstiny-heartserrantrainersandraineesarereormedorremoved.rainersromwell-orderedanddisciplinedunitswereonaveragemoremotivatedmoresatisedandmoreeectivethantheircounterpartsromanything-goesclimatesasevidencedbypeerevaluationratingsandraineeevaluationsoDrillSergeantsandAIPlatoonSergeants.IncontrastDrillSergeantsandAIPlatoonSergeantswhoclaimedthattheirleadershiplookstheotherwayintheaceoinappropriatebehaviororpoorperormanceshowsignicantlylowermotivationsatisactionandmorale.Lookingtheotherwayde-incentivizesgoodbehavioranddisinclinesrainersandraineestoreportwrong-doing.Anorganizationalculturethatappearstotoleratewrong-doingultimatelyendsupencouragingit.IntheendthepasttwoyearsoresearchrevealthatourrainersandraineesmostowhomreporttoIEwithintegrityanddrivewillthriveinatoughenvironmentthatinstillsdisciplineandcreateschallenge.IEsMillennialswillbehavelikeaverageMillennialsitheyaretreatedlikeaverageMillennials.Whenexpectationsarelowandthebarissetaccordinglythentheprophecieswillsel-ulllandentitlementragilityandlazinesswillensue.HoweverwhenstandardsarehighconsequencesareconsistentlyenorcedandallvictoriesareearnedIEsMillennialsadaptrisetothechallengeandexcel.Figure4DrillSergeantandAITPlatoonSergeantResponses April-July2013JacksonJournal21TRADITIONFortJacksonhashadavitalroleinpreparingAmericanstoservetheircountryforover95years.Whentheinstallationwasbuiltin1917justliketodayournationwasatwar.Sincethennumerousunitshavepreparedforbattlehere-the4thInfantryDivisionthe101stAirborneDivisionandthe81stInfantryDivision.Morethan500000SoldierstrainedherebeforeghtinginWorldWarII.TheSoldierswhotrainedherebeforeusleaveuswithaproudlegacyandhaveinspiredmanytofollowintheirfootsteps.AlthoughtheArmyhaschangedtremendouslyovertheyearsweareallpartofthatlineageofbraveAmericans.Allofusshouldbeproudtobepartofthetraditionthatdenesthisgreatinstallation.TRAININGTrainingisourhallmark.WithtwoBrigadesnineBattalionsand52CompaniesfocusedsolelyontrainingSoldiersinBasicCombatTrainingBCTFortJacksonisthelargestInitialMilitaryTrainingCenterintheU.S.Army.RoughlyhalfofallSoldierswhocompleteBasicCombatTrainingintheUnitedStatesArmydosoatFortJacksonSC.WearealsohometoAdvancedIndividualTrainingunitstheSoldierSupportInstitutetheDrillSergeantSchoolArmedForcesChaplainCenterandSchoolTSSDandtheNationalCenterforCredibilityAssessment.TRANSFORMATIONAlthoughwehaveaproudtraditiononwhichtorelyandinspireuswemustneverlosesightofthefuture.Tobeeffectivewemustbewillingandreadytoacceptchange.Transformationmeansmorethanjustmodernizingourinfrastructure.Thismeansconstantlychallengingourselvesourmethodsandourmeans.Transformationisnotanewconcepthere.Ourresponsibilityasleadershingesonourabilitytocontinuallyevaluateandimprovetraining.ItisonlybyprovidingthebesttrainingthateffectivetransformationfromcivilianintoSoldiercanoccur. 22JacksonJournalApril-July2013Concurrenttraininghasalwaysbeenaninte-gralpartotraininginmycompany.Plan-ningandresourcingconcurrenttrainingiswhatmakesitsuccessulandworthwhile.Whatexactlyisconcurrenttrainingoputitsimplyitsagreatopportunitytoconductadditionaltrain-ingthatisrelevantsupportsthemaintasksbeingtrainedandmaximizesavailabletimeduringtheday.AccordingtoADP7.0rainingUnitsandDevelopingLeadersconcurrenttrainingormulti-echelontrainingistrainingmultipletasksconcur-rentlytopreservevaluabletimewhilecapitalizingontheopportunitytotrainrelatedtasksatthesametime.Planningorconcurrenttrainingneedstooccuratthesametimeasplanningoryourmaintrainingevent.Itneedstoberehearsedandplannedac-cordinglyanditshouldbedesignedtoacilitateorenhancethemaintrainingevent.JustabouteverytrainingeventintheSPhasalistoreinorcingtasksthatneedtobeconsultedwhendecidingwhatconcurrenttrainingshouldbedone.TreemaintypesoconcurrenttrainingOpportunityTrainingTisisexactlywhatitsoundslikeitoccursmostofenwhenextratimeopensupinthetrainingdaythatcanbeutilizedoradditionaltraining.Tisisofenthemostsponta-neoustypeotrainingneedinglittlepreparationandresources.TiscanalsobeusedtodescribetrainingthatisgearedtowardsutureeventssuchaspracticingreadyupdrillsduringBRM10.ReinforcingTrainingTistrainingisplannedtosupportthemaintrainingevent.Agoodexam-pleistheuseoshadowboxesormousetrapsduringBRM6eitherpriortooraferthemainevent.AlistosuggestedtrainingcanbeoundintheSPorthatparticularevent.TekeyistopicktasksthatdonottakeawaytoomuchtimeandattentionromthecadreandthatcanbeacilitatedbySol-diersinrainingwithminimalcadresupervision.RemedialTrainingRetrainingAseparatelaneareaneedstobededicatedorretrainingSoldierswhoailtomeettherequiredstandards.CPTMarekGazdaPlanningResourcingandImplementingEffectiveConcurrentTraining April-July2013JacksonJournal23SimplyhavingSoldiersrepeatthetrainingoverandoverwithoutthebenetoretrainingthemwillonlyleavetheSoldiersrustratedandwastevaluabletime.AsituationlikethatoccursmostoenduringtheearlyBRMperiods.ItdoesnottakemuchtoshakethecondenceoanewSoldierwhoishavingdicultiesgroupingzeroing.IaSoldierhasnotmanagedtogroupbythethirdtimetheyneedtobepulledothelineandretrained.LeavingaSoldierlikethatonthelineonlywastesresourcesandresultsinarustratedSoldier.LetslookatasampletrainingeventsuchasConvoyOperationsatWanatRange.Tetasksthatmustbecompletedtostandardarereacttodirectrewhilemountedandreacttoindirectrewhilemounted.ReinorcingtrainingcanconsistotheollowingReacttoaPossibleImprovisedExplo-siveDeviceIEDIdentiyVisualIndicatorsoanImprovisedExplosiveDeviceIEDEngageargetswithanM16-SeriesRifeMoveUnderDirectFireConductaacticalRoadMarchandPerormVoiceCommunications.Temaintrainingeventdoesnottakelongtoconduct.WithoneortwoDSperconvoytoactasleadersotheelementitleavesseveralcadretoa-cilitateconcurrentopportunitytraining.radition-allyonecadrememberconductsawalkthroughotheeventwiththeSoldierswhoareabouttogoonaconvoy.Tiswalkthroughusesstationaryvehiclestodemonstratehowtoproperlymountanddis-mountvehicleshowtopullsecurityhowtoreacttodirectandindirectrewhilemounted.Tislanecandoubleupastheretrainingremedialtrainingarea.Someothereinorcingtaskscanbecom-binedwiththemaineventssuchasreactingtoanIED.Yourrehearsalswillshowanyrictionpointsandapproximatetimerequiredperrotation.ForopportunitytrainingmycompanyoenbringsouttheUSWeaponspackageandtrainsthoseSoldiersthatpassedtheconvoytraininginassemblydisas-semblyandimmediateactionstopreparethemortheUSWeaponsRangeatBastogne.Allthiscanbeaccomplishedwithaminimumosixcadre.ConcurrentTrainingWithalittlebitocreativethinkingandproperplanningconcurrenttrainingcanbeincorporatedintojustaboutanytrainingevent.Whilepersonnelconstraintsarerealandhaveasignicantimpactonourabilitytotrainconcurrenttrainingcanbee-ectivelyruneitherdirectlybyaNCOorbySoldiersunderthesupervisionoanNCO.askscondi-tionsandstandardsorallreinorcingtaskscanbeplacedonaboardsothattheyarereadilyvisibleandserveasaconstantremindertotheSoldiers.Concurrenttrainingisapartotheeightsteptrain-ingmodelandADP7.0.WeoweittoourSoldierstoprovidethemwiththebesttrainingwecanwhiletheyareherehavingawellthoughtourconcurrenttrainingplanwillhelpusachievethis.CPTMarekGazdaistheCommanderofDeltaCompany1stBattalion13thInfantryRegiment193rdInfantryBrigade 24JacksonJournalApril-July2013TeEvolutionofBasicrainingTeevolutionoBCpickedupsteamwiththeattackso9-11.TeNationalMilitaryStrategyandtrainingdoctrineothecoldWarwerepredicatedonlargepitchedbattles--NationStateversusNationStateeldorceversuseldorce--whichevolvedintoghtingtheKrasnoviansatoneotheArmyspremiertrainingcenterswhileU.S.deploymentsorPeaceKeepingPeaceEnorcementandHumanitarianoperationsincreaseddramatically.OncetheterroristattacksoccurredandtheU.S.invadedAghanistanandsubsequentlyIraqtherealizationoaneededparadigmshifinourtrainingstrategywaspervasive.TeColdWartrainingmodelwasanarrowthreatocuswithSoldiersringromghtingpositionspronesupportedandoxhole.Terewasalargeocusondrillandceremonyandweaponsamiliarizationthatculminatedwithanadministrativebivouac.Tistrainingregimenwasdesignedtogiverecruitsthebasicleveloexperiencesotheycouldjointheirrstunitoassignmenttocompletetheirtraining.Tecriticalcomponentisthatourbasictrainingwasdesignedtobecompletedattherstunitoassignment.TerapiddeploymentsounitsthelackosucientbenchdepthinSoldiersthemountingcasualtiesnecessitatedashifinthedesiredoutcomeoInitialEntryrainingi.e.SoldiersmustbepreparedtocontributetothesuccessotheirrstunitoassignmentandoperateeectivelyinacontemporaryoperatingenvironmentupongraduationromOSUorAI.TisdramaticshifinresponsibilityoraSoldiersabilitytooperateeectivelyinacombatzoneresultedintheexponentialincreaseintaskspiledintothebasictrainingprogramoinstructionPOIsignicantlydeviatingromtheadageotrainingaewtasksverywell.TePOIasdenedandthesupportingrainingSupportPackageSPstressaseriesotrainingeventspredicatedonthetaskstheArmyhasdeemednecessarytobecomeasuccessulSoldier.TeseclassesandskillstrainingwhichincludelessonsonteamworkandtheArmyValuesinadequatelyocusthecadreoncompletingtheWhatisthepurposeoBasicCombatrainingBCWhatoutcomedoestheArmydesirewhentheyrecruitenlistandprovideinitialentrytrainingtoacivilianbeoretheyreporttotheirdeployableunitWhatisthetransormationprocessWhatismoreimportantinBC--theskillsrequiredandidentifedintheProgramoInstructionPOIortheattributesandcharacteristicsweTeArmydefneasneededinaSoldierOurocusmustcenteronthoseewcriticalskillsthatarebroadlyapplicableacrosstheullrangeomilitaryoperationsandthosethatenableunitstorapidlyadapttothechallengesospecicmissions.GENConeMilitaryReviewJan-Feb2013ManagingExpectationsCOLOdieShefeld April-July2013JacksonJournal25graduationrequirementsasdenedinRADOCRegulation350-6.TeocusbecomesthetasklistpresentedbythePOIintheormotheIndividualrainingRecordIRasmandatorilytrackedinRIMSResidentIndividualrainingManagementSystem.TeIRreadslikeaningredientslistrequiredormakingaSoldierviceatrainingcurriculumocusingonthedesiredoutcomeaer10weeksocomprehensivetraining.Tecurrentgraduationrequirementsasdenedare1SoldiersgraduatingAIorOSUmustbepreparedtocontributetothesuccessulmissionaccomplishmentotherstunitoassignmentandoperateefectivelyinacontemporaryoperatingenvironment.Completeend-o-cycleAPFwithaminimumo50pointsineacheventQualiywithindividualweaponcompleteARMparticipateintheprescribedweaponsimmersionprogramandconductcombateldrewithagoalo7killsor14hitsCompletecondenceandobstaclecoursesCompletebasicandtacticalcombativetrainingQualiywithhandgrenadesincludinggrenadeassaultcourseandthrowinglivehandgrenadesCompletetheprotectivemaskcondenceexerciseCompleteootmarchesCompletecombatliesavertrainingDemonstrateprociencyintheindividualWarriortasksandindividualsupportingtasksoreachotheWarriorbattledrillsintheeldenvironmentTemostimportantelementothedenedgraduationrequirementistherstline--contributetosuccessulmissionaccomplishmentotherstunitoassignmentandoperateeectivelyinanoperationalenvironment.Teothergraduatingrequirementverbshighlightedinbluewhenreadsequentially--completequaliycompleteparticipateconductcompletecompletequaliycompletecompletecompletedemonstrateprociency--promotethenotionocheck-the-Expectationsblocktraining.Teyareuninspiringandalloworpresentortrainingequatingtocompletedthetrainingtotheprescribedstandard.TetrainingcadretrackeachSoldiersattendanceatindividualtrainingeventsinsteadodeterminingithetrainingoutcomewasachievedbythatindividualSoldier.DoesthisadequatelyaddresstherequirementtobeavaluablecontributorattheirrstunitoassignmentInordertoanswerthatquestionthe2012SoldierPreparednessStudySPSconductedbyRADOC-IMattemptstodeterminetheextenttowhichInitialEntryrainingIEpreparesnewenlistedSoldiersnewgraduatestoserveeectivelyintheirrstunitoassignmentsFUA.Tesurveyqueriedocersandnoncommissionedocersyoungandoldandrecentgraduates.Teresultsarenotsurprising.FUAleaderswereaskedtoidentiywhichqualitiesorattributestheywantedmosttoseeintheirnewSoldiers.Disciplinewastheoverwhelmingresponsearoutweighingspecicskillsrifemarksmanshipandevenphysicaltness.While61reportedthatIEwasmosteectiveattrainingbasicSoldiertasksitwasalsoreportedasleasteectiveintrainingexpectedSoldierqualitiessuchasdisciplineandteamwork.Ontopothat58ograduatesreportedthatBCwastooeasyornotsucientlychallenging.2ItisintuitivelyobvioustomostcareerArmyproessionalsthatBCisnotdesignedtotestthemostphysicallyttrainthenextultimatesniperordevelopthenextbestrangercompetitorbutitisdesignedtoprovideabasicleveloattributesandskillsnecessarytobeginacareerintheArmy.ItisthetransormationprocessromciviliantoSoldierbutthetransormationprocessisnotullycompleteatBCthisisjusttheinitialchapter.ransormationasdenedisthedeliberatemoralethicalphysicalandpsychologicaldevelopmentprogressionoacivilianintoaSoldierandamemberotheArmyProessionwholivestheArmyvaluesanddemonstratesanappropriatelevelocommitmentdisciplinetaskprociencyadherencetotheArmyethicandmotivatedtobecomeaProessionalSoldier.31RADOCRegulation350-619July2012p21-2222012SoldierReadinessSurvey-RADOCDCG-IMVC30May20123RADOCReg350-6p14 26JacksonJournalApril-July2013ProphecyofExpectationsTesuccessorailureoaSoldiermanytimesdependsnotonindividualtalentbutontheluckothedrawinthebattalioncompanyplatoonassigned.Tecultureandthereoretrainingregimeoacompanyisestablishedthroughpreconceivednotionsothecapabilitiesorecruitsbeoretheyevenbegintheirrstdayotraining.HowmanytimeshavecadreexplainedthatthereasonorbelowaverageBRMorPscoreswasbecauseoapoorbatchorecruitsCountlesstimeswejustiypoorlyexecutedtrainingbyblamingthestudentinsteadotheinstructor.Weusetermslikeretardidiotdummyonlyaprivateandbleepedoutwordsasexcusesorourownailuretoproperlyplancoordinateandexecuteexcitingandrealistictraining.Bynotunderstandingourinputourselvesandtheexpectationsortheoutcomewedesirewehaveputourselvesatadisadvantagebeoreweevenpickupournextgroupotraineesromthereceptionbattalion.Terearecountlessstudiesthatindicateateachersorinstructorsownprejudicesandexpectationsgreatlyinfuenceandshapetheoutcomeotheinstructiontheyprovideevenbeoretheypresentit.NewYorkUniversityresearchstudieshaveproventhattheexpectationsoagroupoteacherswascarriedoutinaprooundway.Teytookagroupochildrengavethemanachievementtestwheretheoutcomehadawiderangeoscores.Techildrenwerethenrandomlyassignedtotwodierentteachers.Oneteacherwasinormedthatallherstudentshadthehighestscoresonthetesttheotherwastoldhisstudentshadthelowestscoresonthetest.Eventhoughthestudentswererandomlyassignedtheyactuallyperormedaccordingtotheteachersexpectations.Teteacherwhothoughtshehadallthehighscoringstudentshadthemperormingathighlevelsoachievementwhiletheteacherwhothoughtthestudentsinhisclassweretheoneswithlowtestscoresoundthathisstudentsperormedpoorlyinhisclass.Aerrevealingthisinormationtotheteacherstheybegantoseethattheirthoughtsandexpectationsdidmakeadierence.IwethinkJohnnyisgoingtobealoserorthatSuzyisgoingtofakeoutorsomechildisincapableoconcentratingonhisworkitsgoingtobeexactlyaspredicted.WhyBecauseourthoughtsandeelingscarrytremendousenergyinmotionandourbeliescauseustoactinaccordancewiththeexpectedoutcome.Childrenarestronglyaectedbytheenergyoyourexpectations.4Tesameistrueinbasictraining.Teclimateestablishedbythecadreoaunitpriortothearrivalothenewtraineesgreatlyassistsinsettingtheconditionsortheultimatesuccessorailureothetrainees--especiallyorthosethatmayneedmorepositivereinorcementromtheoutset.StandardsInordertoenorcestandardscadremustnotonlyunderstandwhatthestandardisbutestablishthatstandardthroughactionsandwords.StandardsasdenedinRADOCReg350-6mustbeclearlydemonstratedcommunicatedachievableandenorcedconsistentlyandairlytoestablishandmaintainorder.Standardsbasedonskillsetsmustbeappropriatetothelevelotransormationtheyareadjustedtoensureachievabilityandshowprogressionthroughoutthetrainingprocess.StandardsbasedontheproessionalmilitaryethicdonotchangeandareappliedconsistentlyinIEthroughoutaSoldierscareer.5TeArmystandardinmacroormregardlessothetrainingeventistheminimumacceptablescorerequiredtocompleteaspecictaskormission.AchievingtheminimumrequirementstopassanArmytaskisakintoreceivingstraightDsononesreportcard--itpassesbutclearlydemonstratesalackoinitiativetobethebesttoachieveandpushoneseltoimproveandtoleadbyexample.TeUnitedStatesArmydidnotbecomethegreatestArmyintheworldbecauseSoldierssettledorthestandardi.e.passingwiththeminimumrequired.4ReynoldsMaryRobinsonMakeADierencewiththePoweroConnection5RADOCReg350-6p17 April-July2013JacksonJournal27TeUnitedStatesArmybecamethebestArmyintheworldbecauseSoldierscontinuouslypushedthemselvestoimproveandtobebetterthananyadversary.NoSoldierwaseverrecommendedorthepromotionboardbasedona180onhisorherPtestandshootingamere23outo40ontheriferange.TatsaidthestandardisclearlydenedorgraduationromBCandachievingthatstandardissuccessatthisstageinsomeyoungSoldierscareerbutthatdoesnotrequirethestandardtobethegoaltheceilingorallSoldiers.TereisatendencyamongstsomecadretodiscusstheminimumacceptableachievementasthestandardwhichgivesthealseimpressionthatthoselowexpectationsarewhereSoldiersshouldsettheirsights.AsdiscussedearlyintheprophecyoexpectationsthegoalwherewewantSoldierstosettheirsightsisthehighestachievablescorepossiblegiventherawmaterialotheSoldierandthetrainingplanprescribedortheunit.IncreasingtheexpectationsothetraineesandgraduatingqualitySoldiersthatmeettheminimumstandardsarenotmutuallyexclusive.SomeSoldierswillbegintheirjourneyintheArmywithonlytheminimumnecessaryandthatissucientprovidedthecadrehaveprovidedthemwiththetoolsandvisiontobesuccessul.SomeSoldierstakelongertoblossomtondtheirinspirationandullyrealizetheirpotential.TecadrehavetheresponsibilitytoensurethattheyhaveestablishedtherameworkandsettheconditionsortheireventualsuccessoeachSoldierthroughconstructiveworkhabitsinspirationalanddynamictrainingandpositiveleadershipduringtheirBCexperience.EverySoldierleavingFortJacksonshouldeelasitheywerechallengedandtreatedcorrectly.OwnershipTemostimportantaspectoBCisownership--thecompanylevelcadremustinherentlyunderstandandaccepttheirroleinthetrainingExpectationsenvironment.Ownershipispredicatedondynamicleadership.OwnershipisinstillingthewarriorethoswithintheSoldiersteachinghowtobuildresiliencybyovercomingadversityandthetransormationthroughtheSoldierizationprocessbyconcurrenttrainingbarracksbaydiscussionsanddemonstratingwhataSoldierlooksandactslike.OwnershipistakingresponsibilitythateverySoldierthatdepartsthebusonpick-updaywillgettheverybesteortromthecadreandeveryeortwillbemadetoensurethateachrecruithastheopportunitytoexcel.Tereisatendencytoocusontheewhard-coresthosethatarenotkeepingupandhavingdicultiesachievingtheminimumsattheexpenseothemajority.Iweocusattentionenergyandresourcestoensureaewachievetherequiredminimumsthisshouldnotbeaccomplishedatthedetrimentothemany.TistypeoculturedamagesthereputationandhardworkothecadreandtheinstallationwhileputtingnewSoldiersatadistinctdisadvantageintheirskillsetwhentheyarriveattheirrstunitoassignment.TeWarriorEthosestablishesthecoreothewarriorspiritineverySoldier.ItistheessenceotheproessionoarmsandprovidesthedisciplinementalandphysicaltoughnessthatallleadersdesireintheirSoldiers.ItcompelsSoldierstoghtthroughallconditionstovictorynomatterhowmucheortisrequired.ItisthesoldiersselfesscommitmenttothenationmissionunitandellowSoldiers.ItistheproessionalattitudethatinspireseveryAmericanSoldier.Warriorethosisgroundedinreusaltoacceptailure.ItisdevelopedandsustainedthroughdisciplinecommitmenttotheArmyvaluesandprideintheArmysheritage.6Iwillalwaysplacethemissionrst.Iwillneveracceptdeeat.Iwillneverquit.Iwillneverleaveaallencomrade.6ArmyFieldManual7-1BattleFocusedraining 28JacksonJournalApril-July2013TeArmyResearchInstitutethroughtheCenterorArmyLessonsLearneddenedandcharacterizedWarriorEthosasteamworkdisciplineandperseverance.TeauthorscitedtwelvedistinguishingcharacteristicsthatdescribewhatitmeanstobeaSoldier--committedtoandpreparedtoclosewithandkillorcapturetheenemy.TreeothetwelvecharacteristicsciteddirectlyrefecttheWarriorEthostenetsoalwaysputthemissiontheunitandthecountryrstandoneselsecondTeironwilldeterminationandcondencetoovercomealloddseveninseeminglyhopelesssituationsonevergiveuptonevergiveintoneverbesatisedwithanythingshortovictory.7WarriorEthosisdevelopedandsustainedthroughdisciplineexampleandcommitmenttoArmyValuesitisnotanewconceptbutonethatmustbetaughtdemonstratedandreinorcedduringatraineesshortstintinbasictraining.OnDecember191777whenWashingtonsarmymarchedintocampatValleyForgetiredcoldandill-equippeditwaslackinginmuchothetrainingessentialorconsistentsuccessonthebattleeld.8SoseverewereconditionsattimesthatWashingtondespairedthatunlesssomegreatandcapitalchangesuddenlytakesplace...thisArmymustinevitably...Starvedissolveordisperseinordertoobtainsubsistenceinthebestmannertheycan.9Althoughtheoutlookwasbleaktheyhadoneothegreatestleadersinourhistory--SomeonewhounderstoodhowtoovercomeadversityhowtobringoutthebestinhissubordinatesandhowtodeveloptheghtingspiritintherstAmericanSoldiers.WiththeassistanceoBaronFriedrichWilhelmvonSteubenonetimememberotheeliteGeneralStafoFredericktheGreatKingoPrussiathissamearmyemergedtopursueandsuccessullyengagetheBritisharmy.TeorderedranksmartialappearancerevivedspiritandghtingskillotheAmericansoldiersspokeoagreattransormationhavingoccurredamidstthecoldsicknessandhardshipthatwasValleyForge.107TeArmyResearchInstituteResearchProduct2006-12EnhancingWarriorEthosinSoldierrainingTeeamworkDevelopmentCourseAugust20068httpwww.nps.govvaohistoryculturepeople.htm9BodleWayne2002.TeValleyForgeWinter.PennStatePress.ISBN0-271-02526-310httpwww.nps.govvaohistoryculturepeople.htmTeJourneyofLearningBasedonthecurrentPOIourunderstandingotheBCenvironmentwithaleader-to-leadratiorarelyever201andawidevarietyotraineesdisembarkingromthatbusonDay1howdoweasproessionalcadresettheconditionsornotonlythesuccessoeachtraineebutsettheconditionsorthesuccessoourcadrealsoproessionallyandpersonallyStep1LeaderDevelopment.Nopolicyorregulationcancompensateorpoorleadership.Leadersunderstandthepurposeoeverytasktakeownershipoeveryaspectotheirunitleadromtherontandholdthemselvesandtheircadreaccountableoreveryacetotraining.Adenedanddetailedcadrecerticationprogramensuresallcadrehavethesamerameworkromwhichtooperate.Step2EstablishapositivecommandclimateTecultureoaunitdictatestheproessionallevelotrainingthatpermeatesromthecadre.WithhighturnoverinBCnewcadreinheritthepoliciesandproceduresotheestablishedcadreorbetterororworse.Insteadodiscussingandpublishingtheminimumstandardsrequiredtopassbasictrainingeverycompanyshouldadoptapositiveandinspiringmessageowhatittakestojoinourranks.EverycadrememberandnewtraineemustunderstandthateachBasicraineewilldemonstratetheollowingAcceptanceandwillingnesstolivebytheArmyValuesandtheSoldiersCreedeamworkDisciplineSelcondenceAbilitytorecognizeandsolveproblemsappropriatetohishercircumstancesandleveloresponsibilityAbilitytoworkunderstress April-July2013JacksonJournal29COLOdieShefeldistheCommanderofthe165thInfantryBrigadeBasicCombatTrainingatFortJacksonSC.FeelingatgraduationthatheshehasbeenchallengedandtreatedcorrectlyInadditiontodemonstratingtheaboveattributesthatwedesireinaSoldierskilltrainingdiscussionscenterorwhateachSoldierwillachievenotthebareminimumrequiredtomoveorward.Establishtheexpectationsinthebeginningintermsunderstandabletoallthatbuildcondenceandinspirationastheybuildoneachother.Usetheollowingorinitialinbriescounselingstatementsandwhendeningthepurposeoeachtrainingevent.EachSoldierwillbeprocientintheollowingkeytasksIsphysicallytincludingootmarchingDemonstratesthebasicsohowtotakecareohimselherselintheeldinadverseweatherandinstressulconditionsIsconstantlyawareohishersurroundingsandalerttopotentiallysignicantchangesIsabletohitwhathesheshootsatHandlesweaponscompetentlycondentlyandsaelywhetherusingblankammunitionorliveCanperormliesavingbattleeldrstaidCanreadmapsandnavigateromonepointtoanotherCanoperatearadioandperormbasicvoicecommunicationsCanreacttoman-to-mancombatCanmoveasamemberoateamandreacttocontactcorrectlyDemonstratesappropriatemilitarycustomsandcourtesiesAssessesandrespondsappropriatelytothreatsCanenterandcleararoomcorrectlyTeSoldierizationprocessrequirestherightmixoattributesskillsandcharacteristicstoensuretheeldedorcereceivesabalancedandwell-roundedSoldiercapableoassumingtheirplaceonateamandpreparedtodeployandwinourNationswars.TeultimategraduationcriteriaiswhetherornotthecadrememberwouldtaketheSoldierthattheyjusttrainedandrecommendedorgraduationintheirunitwhentheyreturntotheeldedorce.ItheanswerisnothenperhapstheyneedtorelookwhytheyaregraduatingthatSoldier.ExpectationsConclusionTeoathtosupportanddeendtheconstitutionotheUnitedStatespalesincomparisontotheinherentresponsibilitytotheAmericanpeoplewhentheyhaveentrustedyouwiththeirmostpreciousresource--theirsonsanddaughters.AsaleaderitisincumbentuponustotraineachandeverySoldiertonotonlythebestoourabilitybuttothebestotheirability.Tisbeginswithensuringourcadrearecompetentcondentandunderstandtheessenceoteachingandcoaching.EstablishingthestandardsmanagingtheexpectationsothecadreandthetraineeandthenseizingownershipbyempoweringleadersatthetipothespearprovidesoranenvironmentconducivetoproducingqualitySoldiersortheorce.Newtraineesarecapableounderstandingandlearningatamuchmorerapidratethanwetendtogivethemcredit.Basictrainingisdesignedtobedifcultstressisnaturalandtosomeextentdesired11butwewantourcadretobeexpertsnottyrants.TeundamentalsobeingaSoldierarepredicatedondisciplinewhichalthoughnotontheIRisagraduationrequirement.TeeedbackwereceiveromtheorcealthoughminimalhasindicatedthattheskillstrainingweprovideisadequatebutSoldiertraitsandattributescouldimprove.12DiscusstrainingrequirementsintermsowhataSoldierwillbecomenottheminimalscorenecessarytomoveorward.TeexecutionoBCisacompanycommanderfrstsergeantfght.TesuccessorailureothePOIisnotdeterminedbyhowwellthedocumentiswrittenorhowcomprehensiveitbecomes.Tesuccessorailureoindividualtrainingisdeterminedbyhowwellleadersunderstandthehumandimensionolearningthecriticalunctionsoteachingcoachingandmotivatingandunderstandingtheincrediblypersuasivepowerotheprophecyoexpectations.11RADOCReg350-6p17122012SoldierReadinessSurvey-RADOCDCG-IMVC30May2012 30JacksonJournalApril-July2013IwouldliketointroduceyoutoaconceptcalledanIntentionalMarriage.Ipromiseyouthisisnotastrangetwistonmarriagebutaproactiveapproachtowardhavingmarriagesuccessasyoudeneitwhileonthetrail.AferayearandahalservingwithinaBasicCombatrainingBCBattalionIhaveseenthehighsandlowswhenitcomestomarriedlieonthetrailortheDrillSergeantDS.Myeyeshavebeenopentowhatismissingorvoidinmostothemarriagesthatreallystruggleinthisenvironmentandthatisintentionality.Beingintentionalisdenedasdonewithintentionoronpurpose.LookatanIntentionalMarriagethisway.Imagineabodyowaterwithcurrentsandwavesthatrepresentyourcircumstancesandyourmarriageisaboatonthewater.Iyouletthecurrentandwavescircumstancesdictatewhereyougothenextthingyouknowyouarelostatsea.Howeveriyouareintentionalinyourmarriageitisnotthecurrentandwavesthatdictatewhereyougobutitisyouthemarriedcouple.Youpossessthemeanstodictatewheretheboatwillgobecauseyoueachhaveapaddle.Butthepaddlesrequireyoubothtoworktogethertomoveintheagreedupondirectionoryouwillendupjustgoingincircles.Tisworkingtogethertowardsomethingisbeingintentional.Inordertobesuccessulinarelationshipyoumustdocertainthingsinorderorittobecomearelationshipandstayarelationship.Tisisespeciallytrueinthemarriagerelationshipbecausethereisalotmoreatstake.Yourintentionsneedtoadapttoyourcircumstances.Inotherwordsinmarriageyouractionsattitudesandbeliesmustadapttonewcircumstanceswhichwillrequirenewideastoachieveadesiredoutcomeandthatoutcomeisanenrichedmarriage.Tedenitionoinsanityisdoingthesamethingoverandoveragainandexpectingdierentresults.HasinsanityenteredintoyourmarriagerelationshipDierentliesituationsrequirethatyoutrynewanddierentthingstogettheresultsyouwouldlike.Callitshifingmarriageexpectations.Ashiftoaradicalchangeinbelieinwhatnowwillmakeyourmarriageworkbasedonanewsetochallenges.Itshouldbeorwillbecomenosurprisebuteverynewassignmentwillrequireashifinexpectations.RememberthattheonethingconstantinthislietheArmylieischange.Soitstimetoplanorandadaptorthechange.CreatinganIntentionalMarriageinthisenvironmentisnothardbutdoesrequiresomecreativity.Remembertheendstateisahappysuccessulmarriage.Tereorebewillingtoadapthowyoudothingsasacouplehowyouconnecthowyoucommunicateandhowyouplan.Youmayndthatchangereallymightbethespiceolie.ohelpyougetstartedwithanIntentionalMarriageherearesomeideasohowyoucanbeintentionalwhileonthetrailinordertotrulyenrichyourmarriagerelationship1ManageExpectations-Posttheweeklycyclescheduleontherefrigeratorsoexpectationsoftimeondutyandtimehomecanbemanagedandknown.Tiswillalsohelpinanyfutureplanning.-SharewhateachBCPhasewillrequireofyousuchasdutyhoursdutydaysandthestressinvolved.-Setgroundrulesupfrontindealingwithissuesthatmayariseandhowtheywillbediscussed.Tiswillhelptoalleviateyellingandhurtfulwordsthatjustmakemattersworse.2WritePersonalNotes-Putpentopaperandsharesomethingspecialwitheachother.Dontdictateorgiveahoneydolistbutleavesomethingthatencouragesandremindsthemhowspecialandlovedtheyarebyyou.IntentionalMarriageEnrichmentontheTrailChaplainCPTMichaelFox April-July2013JacksonJournal31-Becreativeandputnotesinsurprisingplacestobeoundlateronwhentheyleastexpectthesurprise.Asmileduringatoughdaygoesalongway.3VisitTrainingSites-Haveyourspousecomevisittrainingsitestoseewhathappensonthetrailandgainunderstandingonthedemandsothejobandtheenvironment.-Useasawaytostealalittletimewithyourlovedone.4BringMealsTrainingChargeoQuartersCQStaDutySD-Anotherwaytogetsomeacetimewithyourlovedoneandtoellowship.-Whatbetterwaytobeappreciatedthenwithameal.Rememberhavingsomethingromhomeisalwaysbetter.5MakeaWeeklyDateandKeepIt-Markthecalendarandhaveaplanoradatenightonceaweekbi-weeklyormonthly.WhateveryoudoDONOcanceldatenight.-Rotatewhodecidestheparticularsothedate.Dontallowdatenighttoalwaysbeonesided.-Includegoodsurprisesandnewplaces.6SendaDailyUplifingTextMessage-Stayconnectedwithadailyspecialtextmessage.-Remindthemwhyyoulovethemandmarriedthemintherstplace.7DoPhysicalTrainingPTTogether-Gettandsharetimetogetherrstthinginthemorning.Ahealthymarriagebeginswithahealthyliestyle.-Sharinginhobbiesisaterricwaytostayconnected.8GetInvolvedinCompanyCOBattalionBNFamilyReadinessGroupFRGorEvents-StayconnectedbyconnectingyourspousetotheCOorBN.Makethemeelapartotheorganization.-WorktocreateanextendedamilysupportstructurethroughtheCOandBNFRG.IntentionalMarriage9ReadaBookTogetherandDiscussIt-Sharecommoninterestthroughagoodbookandpreparetohaveengagingdiscussionsaboutwhatyouread.Tiswillalwaysgiveyousomethingtotalkaboutotherthenwork.-Notonlyengageyourinterestsbutalsoengageyourmindsasacoupleasyoumaturetogether.10PlanAheadorCyclePassCycleBreak-Eachcycleoersopportunitiesorotimein-cyclepass4dayendocyclepassandtheoccasionallongercyclebreak.Makeaplantodosomethingspecialduringthistimeo.-Seektodoexcitinglocaltripsoripossibletrytogetawayorachangeovenue.-Whateveryoudoplansomethingtogether.Ithatisloungingaroundathomeneaslongasyoubothagreeontheplan.akeadvantageothesevaluabletimestoreconnect.11BeaPartoaCOBNDSSpouseSupportGroup-Havespousesconnectwithothersandshareexperienceschallengeswiththoselivingthroughsimilarcircumstances.-Buildriendshipsandmutualsupportsystemstohelpoutwhenhelpandsupportisneeded.-Usethisgroupasasocialconnectionorlocaloutingsandget-togethers.12PracticeYourSpousesLoveLanguageDaily-DiscoverandlearntospeakyourspousesLoveLanguageQualityimeWordsoArmationActsoServiceGifGivingorPhysicalouch.ReadTe5LoveLanguagesbyGaryChapman.-Speaklovetoyourspousedailysoyoucankeepyourspouseslovetankull.-Youhavetospeaklovetoreceivelove.13SupportandEncourageEachOther-Giveconstantsupporttoyourspouseinwhatevertheyareaccomplishing.Dontmakethemchoosebetweenthingsthatarebeyondtheircontrol.-Encourageyourspousetobestrongandnishwell 32JacksonJournalApril-July2013-Donotpresumealliswellathome.Alwaysbeopentotalkingandsharingbutmostimportantlistentotheirneeds.Seektoengagethemdailyabouttheirday.-Donotpresumetohavealltheanswers.Seekhelpiyouneedhelp.-Presumptionsleadtoemptyhopesandunullledmarriages.ThisbynomeansisanexhaustedlistofideasforanIntentionalMarriage.akesometimewithyourspouseandusethisasastartingpoint.Comeupwithyourowncreativelistofwaystostayconnectedandenrichedasyouserve.AndrememberthisisntjustfortimeonthetrailbutmakeanIntentionalMarriagewhereveryougo.SummaryIntheArmyallwedoisprepareandadapt.Wetraintrainandtrainsomemoreinordertobepreparedtodowhateverthemissionrequires.Itstiringrequireslonghoursandveryrepetitive.ButwedoitdayinanddayouttorespondtowhatevertheArmycallsustodoandwedoittothebestofourabilities.TisisourprofessionasaSoldierandonedayitwillallcometoanendwhenwehangtheuniformupforthelasttime.Tenallthatremainsisperhapsapensionsomeawardsandplaquesandwecanprayacommittedspouse.Tetimeisnowtoinvestinthatfuture.CommittohavethatsamededicationtoyourspouseasyoudoyourArmylife.Seektoprepareyourspouseandyourfamilyforlifeonthetrail.Butifyouarealreadydeepintoitonthetrailitsnottoolatetomakecoursecorrections.Preparednesshastobeginwithanintentionalplan.YouwouldnttakeavacationwithoutknowingthedestinationorhowyouweregoingtogetthereSowhylivelifewithoutaplan.HaveaplanbuiltonbeingintentionalandwhenyouleavethetrailnotonlywillyouleavewithanenrichedmarriagebutalsoanIntentionalMarriagethatwilllastalifetime.everyday.Everydayisagooddaywhentheonesyoulovecomehome.14BeCreative-AvoidGroundhogDay-Findnewanddiferentwaystoenricheachotherslives.-Dontbearaidtosuggestortrynewthingstokeeptheembersburning.-AlwaysrememberthatCOMPLACENCYisamarriagekiller.15DontFeartheTrail-Donteartheunknownbutinsteadembracewhatyouhaveandmakethebestoit.Asthesayinggoesthistooshallpass.-Usethisasatimetomakeyourrelationshipstrongerandcreatenewpathsomaritalhappiness.16PrioritizeAttendingStrongBondsEventsRetreats-AttendStrongBondsEventsRetreatstoretoolandrechargeyourmaritalbatteries.-LookatStrongBondseventsasPreventativeMaintenanceoryourmarriage.-Rememberitsalwaysareeevent.17AvoidNegativeSurprises-Two-waycommunicationwithinamarriagehastobeaconstantonthetrail.-Seektobetransparentanduprontwithyourspouse.Neverholdanythingback.-Worktoresolveallissuesassoonastheyarrive.Avoidancejustdelaystheinevitableandinmostcasesjustmakemattersworse.18DoNotMakePresumptions-Donotpresumethatmarriagesjuststruggleinthisenvironment.Changetheculturebychanginghowyouapproachyourmarriageinthisenvironment.DontbeliketheJones.-Donotpresumethatyourspouseunderstandslieonthetrail.-Donotpresumetoknowwhatyourspousewantsorneedsromyouandviceversa.Iyouwantorneedsomethingaskorit.Nobodyhastheabilitytoreadminds.ChaplainCPTMichaelFoxistheBattalionChaplainforthe3rdBattalion13thInfantryRegiment193rdInfantryBrigade April-July2013JacksonJournal33Thebadnewsistimefies.Thegoodnewsisyourethepilot.MichaelAltshuler 34JacksonJournalApril-July2013AsaFirstSergeantinaFORSCOMunitIrealizedtherewereaewthingsnewSoldiershadtobeprocientwithwhenreportingtotheirrstunit.TeyneedtobeabletopasstherequirementsortheAPFqualiywiththeirindividuallyassignedweaponandmaintainacertainleveloresiliency.WhyresiliencyandnotdisciplineasmostwouldwantbecauseIbelievewithabaseleveloresiliencyeverythingelsecanbedeveloped.AresilientSoldiercanbeshapedandmoldedintothedisciplinedandhardchargingSoldierweallwantandneed.AsaFirstSergeantinFORSCOMduringtherainReadyphaseotheARFORGENcycleIhadhopesoreceivingSoldierstollshortagesinthecriticalMOSIneededtobeabletoeectivelysupportmybattalion.IrecognizedourissuesandbegantocrosstraineverySoldieroneveryMOSateverylevelinourunit.FoodServiceSpecialistweretrainedonvehicleoperationstollthegapinaconvoyandtheUnitSupplySpecialistswereturningwrenchesinthemotorpool.AferseveralrequestsmyBrigadeSupportBattalionCSMsentmeabout20SoldiersinthespanoamonthtomeetmyauthorizedModiedableoOrganizationandEquipmentMOE.SimilartoanyotherFirstSergeantIwasrelievedtohavereceivedthoseSoldierssoclosetoourscheduledtrainingattheNationalrainingCenterNC.ogettheseSoldiersreadyorNCIgavethemanArmyPhysicalFitnessestandsentthemtotherangesotheycouldqualiywiththeirindividuallyassignedweapons.Disappointmentcouldntbegintodescribetheresults.OnethirdotheSoldiersthattooktheAPFailedatleastoneeventwhileseveralothersailedtwoevents.IplacedveSoldiersontheArmyWeightControlProgramorexceedingtheauthorizebodyatcontent.WorstyetattherangehaltheSoldierswerenotcondentwiththeirweaponsandcouldntapplytheundamentalsomarksmanship.TebasicshadtobetaughtandtheSoldiersweresenttotherangeseveraltimesinorderorthemtozerotheirweaponstoqualiy.TeprocesswassoexhaustingandpainulnaturallytherstquestionIaskedwashowintheworlddidtheypassbasictrainingNowthatIamaBasicCombatrainingFirstSergeantatFortJacksonIrealizedwhatagreatopportunityIhavetobepartothetransormationandSoldierizationprocess.BeingortunateenoughtobeontheothersideandknowwhatIneedandwantromnewSoldierssotheywillbeanimmediateassetwhentheyreport.HowdoIbetterpreparethesewarriorsortheiruturedutiesIbelieveitstartsromtheminutewereceiveSoldiersromthe120thReceptionBattalion.Itscriticalweturnuptheheatandshifgearstohighintensitysettingthetoneortheentire10-weekcyclerightaway.WeneedtobuildresilientSoldiersrightaway.Itsalreadyacultureshockormostsoweneedtocapitalizeonthat.DontallowtheSoldierstosettleorthebareminimum.ThreeBasicRequirementsPTBRMResiliency1SGThipSiyajuck-Lynn April-July2013JacksonJournal35RequirementsInaccordancewithRADOCguidelinesinordertograduaterequirementsorPandBRMarespelledout.EverySoldiermustpasstheEndoCourseAPFandqualiyduringBRM10withreasonableamountsoattempts.Butthatsjustthe50metertarget.SuretheywillpasstheirAPFwith50pointsineacheventandalltheyneedistohit23outo40targets.WhataboutwhentheyreporttoPhaseIVandVthenollowontotheirrstunitInordertograduatetherequirementsbecomehigherandtheyhavetopasswith60pointsineacheventattheAPFtheArmystandard.Againweneedtoinstillinourwarriorsthewilltoexceedthestandards.IworkedoragreatBattalionCommandSergeantMajorthatspokeon60Soldiersandhowineectivethosetypeswere.60Soldierswillonlygive60eort60othetime.Tatleavestoomanypercentagesunaccountedor.HowdowechallengetheseSoldierstondthewarriorspiritwithinthemTatsajobwechargealloourDrillsSergeantswithonadailybasis.MyDrillSergeantstakeanimmediateapproachbyinstillingresiliencythroughearstressanddiscipline.Disciplinecanbeoundintheormoconstantcorrectionsinaveryloudvoice.TeSoldiersaretaughtandcorrectedoreverythingromhowtostandmarcheatandsleep.Teyaretoldwhentheycanspeakandtoldhowtospeaktoleaders.AsorPweutilizeeverywakingmomenttotaketheopportunitytogetSoldiersphysicallytandreadyornotjusttheEndoCourseAPFbutortheirutureassignments.FirstthinginthemorningweconductPR.BeoretheyentertheDFACthedrillsergeantsseizetheopportunitytodosomemoreP.AertheycomeoutotheDFACthedrillsergeantshavethemdomoreP.Enroutetoeveryeventisdonebymarchingorrunning.BeorepersonaltimetheyconductalittlebitmoreP.Tisrhythmisrepeatedorsixdaysaweek.BytheendoweektwotheyaregivenanAPF.Somescorewellbutmostdonot.AsthetrainingweekscontinuethePisintensiedmoredrillsareintroducedwithourorthecorepushupandsitupdrillsclimbingdrilltherunsgetasterandlongerandtheootmarchesgetlongeraswell.Sobytheendothecycletheailurerateisgreatlyreduced.Tosethatailaneventbutscoreatleast30pointsintheeventmovetotheFitnessrainingUnitFUwheretheyaregivenadditionalPpriortomovingtothenextphase.WhenSoldiersreporttotheirrstunittheyshouldbeattheirphysicalpeak.WitharoutinesuchasthishowisitthatabrandnewSoldierreportingtotheirrstdutystationisnotabletomeettheminimumrequirementsortheAPFTegoalotheArmyPhysicalFitnessrainingProgramistodevelopSoldierswhoarephysicallycapableandreadytoperormtheirdutyassignmentsorcombatrolesasstatedintheFM7-22.TePRisspelledoutdaybydaywithspecicexercisesandrepetitionstoperorm.PRisbrokendownintothreephasestheinitialconditioningphasethetougheningphaseandthesustainingphase.WhileinBCtheSoldiersareinthetougheningphasepreparingtomovetothesustainingphase.WhenSoldiersreporttotheirrstunittheyareexpectedtobeabletoperormatasustaininglevel.TebestwayIcanpreparetheSoldiersintrainingistoadheretotheguidelinesoutlinedinFM7-22.WhatitreallyboilsdowntoistougheningtheSoldiersphysicalandmentalbeingwhichwillalsostrengthentheirresiliency.AsorBasicRifeMarksmanshipweintegrateweaponsimmersionwithintherst48hoursotheirarrival.TeSoldiersareintroducedimmediatelytothesaehandlingandmaintenanceotheirindividuallyassignedweapon.BRM1istaughtwithintherstourdaysoarrivalandBRM10istheirqualicationday.WededicateasolidthreeweeksoprogressivetrainingtotheSoldierspriortotheirqualicationday.BRM1isanintroductionoweaponssaetyweaponsparts 36JacksonJournalApril-July2013andweaponshandlingprocedurethenprogresstoBRM2orundamentalsandrangeproceduresandprogresstonallyBRM10qualication.AnexcellenttooltohelptrainSoldiersistheEngagementSkillsrainerES2000whichprovidesmarksmanshiptrainingsimulatingorshootdontshoottrainingandastaticunitcollectivetacticaltraining.Tesystemsimulatesweaponstrainingeventsormarksmanshipqualicationmakingtherangerealistic.WithvarioustrainingaidsandcountlesshoursoweaponstrainingtheSoldiersshouldnotleavebasiccombattrainingunamiliarwithanM16A2orM4.InordertohelptheSoldiersunderstandimportanceobeingprocientinweaponsmarksmanshipistoreiteratealloBRM1throughBRM10.SomeSoldiersbelievethatalltheyhavetodoisqualiywhileinbasictrainingandnothavetodoitagainwhentheyreporttotheirunit.Teyhavetobeabletounderstandgroupingandzeroingbecausetheywillhavetodothatontheir1SGThipSiyajuck-LynnistheFirstSergeantofFoxtrotCompany3rdBattalion13thInfantryRegiment193rdInfantryBrigadeownwhentheyareattheiroperationalunit.TerewillnotbeaDrillSergeantcoachingthemthroughtheprocess.Bottomlineisthattheyneedtobeselsufcientmakingtheirownadjustmentsandpracticethedisciplineotheundamentalsomarksmanship.AlthoughbasictrainingclearlydeneswhatthecriteriasareinordertopassorweaponsqualicationandArmyPhysicalFitnessestresiliencyisnottestable.ocompletebasictrainingisagoodstartinbuildingtheSoldiersresiliency.TatgoodstartisallIwouldneedasaFORSCOMFirstSergeant.NotallowingtheSoldierstosettleor50or60duringtheEndoCourseAPFhit23targetsouto40isanotherplusormebecauseIthinkitwillbreedamoretandskilledSoldier.IeelmyjobhereistoprovidethebasicsowhattheArmyisensuretheSoldiersmeetthestandardsbutpushtogetthebesteortoutoeverySoldierthatpassesthroughhere.IIcandothesethingswellduringmytimeheremaybeIwillhavelessenedtheheadacheortheFirstSergeantsontheotherside. April-July2013JacksonJournal37Leadership101DwightDavidIkeEisenhower1890-1969wasoneofthefewve-stargeneralsinthehistoryoftheU.S.Army.DuringtheSecondWorldWarheservedasSupremeCommanderoftheAlliedforcesinEurope.In1948EisenhowerbecamePresidentofColumbiaUniversity.HeletheuniversitytobecomeSupremeCommanderofNATOforcesinEuropereredfromthemilitaryin1952andreturnedtothepresidencyoftheuniversitywhichheheldunl1953.From1953to1961heservedasPresidentoftheUnitedStatestherstRepublicantoholdthatoceintwentyyearswhilehewasPresidentEisenhoweroversawthecease-reoftheKoreanWarexpandedtheSocialSecuritysystemandlaunchedtheSpaceRaceandtheInter-stateHighwaySystem.DwightEisenhowerhadtheabilitytocaptureagreatdealofwisdominfewwords.Althoughheworkedinenvironmentsinthemilitaryinacademiaandinpolicswheregivingorderswasthecommonlyacceptedwayofleadingpeoplehewasabletoseethelimitaonsofthatapproach.Heknewpushingpeopleoencausedthemtopushbackandhelikenedleadingpeopletoworkingwithapieceofstring.Pullthestringhesaidanditwillfollowwhereveryouwish.Pushitanditwillgonowhereatall. 38JacksonJournalApril-July2013TeArmyisembarkingonaundamentalchangetohowiteducatesSoldiersintheinstitutionaldomain.AtitscorethechangewillcomethroughtheimplementationotheArmyLearningModel.Howevertenetsassociatedwiththisneweducationalmodelaredoomedtoailurewithouttwosignicantparadigmshis.FirstArmyleadershipandinstructorsmustembracepromoteandmodelintellectualcuriosityintellectualcourageandtransparency.Secondlystudentsmustpossessahungrymindandocustheirtechnologicalprowessandstimulationneeds.Tedesireorchangewillnotinandoitselprovidethecatalystorchange.Indeedtheneedortwodistinctanddiversegroupstoembracethenewlearningmodelmayintererewiththesuccessoitsimplementation.IntellectualCuriosityandParadigmShifsWhatisIntellectualcuriosityIsitnecessaryFromwheredoesitcomeIntellectualcuriosityisthepursuitoknowledgeasavalueinandoitsel.Itisthedevelopmentoanaturalcuriositythatexistswithineveryperson.Unortunatelyknowledgeorknowledgessakeisnotusuallypartoatrainingenvironment.WithinthetrainingcommunitytherearemanypeoplewhodonotndanacademicdierenceourArmyisatriskifwedonotrecommitourselvestothevalueoflearninginthedevelopmentofourSoldiersandleaders.ThereforeweareundertakingaseriesofchangeswithintheArmytoreframeourfundamentals.TheseniorleadersofourArmyarecommiedtore-insllingintoourfabricthegreatvaluethatlearningprovides.TheUnitedStatesArmyLearningConceptfor2015betweeneducationandtraining.HoweverasDr.JohnKlineromAirUniversityhasdierentiatededucationisprimarilyconductedinthecognitivedomainandtraininginthepsychomotordomain1.Simplyputeducationisconcernedwithcreatingthoughtwhiletrainingcentersonaccomplishingtasks.rainingandDoctrineCommandRADOCpublisheditsRADOCPam525-8-2toaddresschangesrequiredtoimplementtheArmyLearningModelALMandemphasizestheneedorrapidadaptivelearningtocompetewiththechangingtacticsandinrastructureothetechnologicalage.Howeveritailstoanswertheabovequestionsandwemustaddressthesetoo.Fosteringintellectualcuriosityinatypicaltrainingenvironmentisnotaseasyasitmaysound.Teparadigmshisarecolossalculturalanddiculttoachievebecausetheyonlyoccurwhenthereisanewandcompleteconfictingtruthbetweenthewaythingsareandthewaythingsshouldbe.Paradigmshismeanthereisachangeinthewaypeoplethinkabouttheirworldanduniverse.Itmeansthatthepersonwhoexperiencestheshihasaverydierentormounderstandingromthatocurrentdominantculture.TomasKuhnatherotheconceptoparadigmshiswroteinhisbookTeStructureoScienticRevolutionwhichconsistentlyshowsusthatFosteringIntellectualCuriosityinaTrainingEnvironmentKeithH.Ferguson April-July2013JacksonJournal39paradigmshisarerarelydictatedromabovebutrathertheresultoaseriesopeaceulinterludespunctuatedbyintellectuallyviolentrevolutionsandinthoserevolutionsoneconceptualworldviewisreplacedbyanother.2Leadershipmightcommandordictatethatchangesoccurbutthereisnoguaranteetherewillbeawholesalechangeinthewaysomeonethinks.Kuhnpointsoutthatthegeocentrictheorywiththeearthatthecenterotheuniversewhichisinstrumentalintheormulationootherworldviewswasgraduallyreplacedbytheheliocentricmodelheraldedinbysimpleastronomers.3TeProtestantReormationisanothergreatexampleothisprinciple.Catholicleadershipwasghtingchangeandactivelysupportingoldwaysothinkingbutbelowthecommandstructurecamenewideasthatthreatenedentrenchedleadership.TeReormationoccurredonlybecausetherewasasystemicchangeinwhichtheoldwayothinkingnolongerworkedinthenewculturalworld.Curiouslyitisleadershipthatoenenorcesandmaintainsexistingparadigmsandeventhoughtheremaybeawarenessoaneedorchangeleadershipmaynotlegislateone.TeEducationalLeadershipandInstructorParadigmIntellectualCuriosityTerstparadigmshitosupporttheimplementationotheArmyLearningModelmusttakeplacewiththeleadershipandinstructorsandaddressthreecomponentsintellectualcuriosityintellectualcourageandtransparency.Essentiallyleadershipandinstructorsineducationandtrainingenvironmentsmustrstbecomeintellectuallycuriousthemselves.Teneedtodocumentstudentaccomplishmentothelearningobjectivesoenstifesthiscuriosity.Instructorseartangentswhichcouldleadtodiscussionsthatareotopicanddecreasethetimeavailabletoaccomplishthespeciedtaskeventhoughthetangentmayidentiysomethingcrucialorstudentstoknow.Tereasonorthisisquitesimple.asksareusedtoidentiylearningobjectivesbecauseitiseasytodocumentaccomplishment.Eitherastudentlearnedthetaskandcouldperormitortheycouldnot.Italsobecomesveryeasytoaddresstrainingshortalls.IastudentailsIntellectualCuriositytoperormatasktostandardthestudentmustconductretestingormovee.g.recycletoanareawheretheycanlearntodoit.AsaresultothedierentiationbetweeneducationandtrainingRADOCpublishedRADOCRegulation350-70whichidentiedmeasurableoutcomesbytheuseoveryspecicverbs.ImplementationotheArmyLearningModelmeantrewritingthe350-70andremovingmanyothespecialtyverbs.HowevermuchotheArmyisplaguedbyasaremanymodernbusinessesandeducationinstitutionsusingandacceptingtheuseoanoutdatedexcusethatisnotthewaywehavealwaysdonethings.TeseniormostleaderswithinRADOChaveembracedtheneedoranewlearningmodelbutthisdoesnotmeanthatintermediateleadersorinstructorsintherankshaveembracedthenewconcept.Teoldmodelworkedbecauseitprovidedametricorgoalaccomplishment.Aslongasthemiddlemanagementcanpointtoorexampleanumberostudentstrainedoracertainpercentageothosetrainedpassedtheycouldarguethattheirprogramwassuccessul.Inaneorttoimplementguidanceseniorleadershipembracedtheuseoacilitationasthedesiredmethodoinstruction.Butacilitationmakesitharderorinstructorsandintermediateleaderstoidentiysuccessbecausenewlearningobjectivesareprimarilyinthecognitivedomain.Measuringandquantiyingthoughtcanbeadiculttask.ocaptureintermediateleadershipbuyintothenewmodeltheymustbeabletoquestionthewaythingsweredone.FurtherseniorleadersmustencourageandattimescajolesubordinatestobecriticalthinkersandtoasktheoneessentialquestionointellectualcuriosityWhyManytimessubordinateseelasisuppressionocuriosityisoneothegoalsotheclassroom.Studentsareexpectedtoperormacertainwayallothetime.Questioningthewaythingsaredoneisdiscouraged.Instructorslearntosuppresscuriosityusingmanytechniquesromacialexpressionstophysicalmovement.Ileaderstelltheirsubordinatestotrynewthingsandreportbackyetdonotimplementwhatseemstoworkwelltheyrisklimitingtheirsubordinatesdevelopmentonewsolutionsortryingtochangeinstitutionalculture.Teresultisentrenchmentotheoldandailingparadigm.Legitimatenewideascannotreceivelipservice.Ratherleadersmustelevateandencouragethem.Leaderships 40JacksonJournalApril-July2013ailuretoenactnewmethodsorideastheyreceivewilleventuallydryupthewellocreativitywithintheirormations.Lastlyonlywhenintermediateleadersandinstructorsaskwhydotheyteachthiswayorwhetherthereisabetterwayinwhichtheycanarriveatameasurablequantiablegoalwillwehaveachievedintellectualcuriosity.IntellectualCourageTesecondcomponentwithintheleadershipandinstructorparadigmistheneedtopossessintellectualcourage.Intellectualcourageenablespeopletoaskhardquestionsandnotollowthestatusquo.WithinhighlyregimentedorganizationssuchasthearmedorcesandlawenorcementIrvingJanisidentiedaproblemcalledgroupthink.4Groupthinkoccurswherethereisapre-establishednormtoconorm.TeArmyisoneothosegroupsthathighlyvaluesconormityandadherencetoestablishednorms.Commandersoenhavetheirownsetstandardsohowtheydothingsandtheyexpectthosebelowtoollowthosesamepractices.Janisindicatesthatinahighlyregimentedgroupsubordinateswillnotquestionthewaythingsaredoneevenitheyidentiyabetterormoreecientwayoconductingbusiness.Asaresulticommanderswillnotdisplayintellectualcouragetore-evaluatethewaytrainingandeducationisconductedtheirstasmayeartoquestionthewaythingsaredone.Teirearobeinglabeledasamalcontenttrouble-makerorworsekeepsthemromquestioninglongstandingproceduresandpracticesconcerningeducationandthetrainingosoldiers.Manypeoplearethreatenedbychange.EveryonehasheardtheoldadageIitaintbrokedontxit.Asaresultwhenneedorachangeisidentiedmanyothosewhoareresponsibleorthatchangeailtoadequatelyaddressallotheissuespertainingtoitanddonotprovideleadershipwithcontraryandperhapsinnovativeideas.Tosewhocomewithinnovativeideasaresometimesstifedbythemanagerialstaabovethem.Isubordinatesperceivetheydonothavethesupporttotrynewideastheywillnotincludethemintheirdailytasksandroutines.Culturalclimatealsostifescreativethought.Perceptionoaclosedclimatecontributestotheperpetuationodoingthingsroutinelywithaminimumothought.Althoughourleadershiphasdevelopedmanyskillsandpossesscollegeandgraduatesometimesdoctoraleducationmanyarenotcredentialededucators.ArmyRegulation600-100stipulatestherequirementsortheCommandingGeneralU.S.ArmyrainingandDoctrineCommand.Obviouslyanyonewhoholdsthispositionishighlyqualiedbutitisimportanttonotethattherequirementorthispositiondoesnotnecessitateaneducationalbackgroundorcredential.5ExaminingthebiographiesotheRADOCcommandersoverthelast20yearsonlyoneothemhadanykindodegreeineducationandthatwasanhonorarydegree.6TerehavebeenseveralCommanderswhohavemadeadramaticpositiveimpactontheArmyeducationsystemwhileatthesametimeotherdecisionshavebeenmadethathaverequiredmajorchangesintheeducationalmodelbutthathavenotbeenmadeorpurelyeducationalreasons.7Whileaneducationalcredentialdoesnotnecessarilycreategoodteachersorgreateducationalprogramsitwouldprovidealeveloexpertisethatwouldassistintheevaluationoeducationalprograms.RADOCleadershipiscrucialinimplementingthisnewmodeloeducation.Nowisthetimetomakesurethatitisimplementedwithleadershipthattrulyhastheeducationalbackgroundtoinitiatebestpractices.Changeincurriculumandlessonplansshouldbemadetorefectbesteducationalpractices.Educationaltheoriesdevelopovertimeandarecontinuallyrened.TeADDIEmodelwhichshapesthedevelopmentoalltrainingandeducationcontainsastepocontinuousandprogressiveevaluation.Tatprogressiveevaluationstepisnecessaryaereverylessonplaniscompleted.Ittakesintellectualcouragetoadmitthatwholesalechangemightbenecessarytocreateapositivelearningenvironment.Itiscourageoustomakeconsequentialdecisionstochangeacurriculuminitsentiretyinordertobettertrainsoldiersandcivilians.Ourleadersareusedtomakingbigpicturedecisionsandasleadershiphasidentiedanewmodeltheymustenablethosebelowthemtoacceptandimplementchange.TransparencyTethirdcomponentinthisshiisthetransparencyintheexhibitionandexecutionothequalitiesdiscussedinthepreviousparagraphs.Studentslearnaboutgroupdynamicsthroughhands-onexercise April-July2013JacksonJournal41Whilesimpleintheoryyetmuchmoredicultinpracticesubordinatesmustseeintellectualcuriosityandintellectualcourageinactionbytheirseniorleaders.ransparencymeansopeninguptheprocessodevelopmentandtrainingdeliveryandinvitescrutiny.Tisinvitationmustgoromthelowesttothehighestinrank.ItmustincludethoseromallbackgroundscultureandMOS.Manynewideasandinnovationcomerompeoplewhoareexperiencingsomethingthatisunamiliartothem.TisunamiliarityenablespeopletoapproachproblemsinwaysthatwerenotevenconsideredbythetraditionalSubjectMatterExperts.AnexampleothisphenomenonisexplainedinJoelBarkersTeBusinessoParadigms.Initagroupostudentsinventa2passengervehiclethatgoesrom0-50ineightsecondsgets60milestothegallonandonlyhad12.5horsepower.Tisvehiclewasnotinventedbyvehicleengineeringstudentsbutinsteadbyhydraulicstudentswhousedtheirknowledgeohydraulicsandcompressiontopropelthevehicle.8IweexaminetheArmyLearningModelwithintellectualhonestyweseesomeshortallsthatmustbeaddressed.TetransparencythatisrequiredtoevaluatewhereweareandwherewewanttogoclearlyidentiesthatthereismoreworktobedonetoinitiateandintegratetheArmyLearningModeltoitsullestextent.Howeverwehavebeenatwarormorethan10years.Tedemandsowarnecessitatethecreatingowarriorsghtersandnotthinkers.Warriorshavetomakesplitseconddecisionsthatimpactthelivesoindividuals.TeArmyneedstoknowthataleadercandothatandsohastraineditsleaderstomakesuchdecisions.TeArmyhasnothadtheluxuryohavingWarriorEducatorsintimesowartheycouldnotbeaorded.ButastheArmywindsdownromwaronseveralrontsandacessignicantreductioninorcebecauseotheUSbudgetthetimehascometotrulyinstituteeducationintothelivesothecommonSoldier.Investingtimenowtocreateatrulythinkingwarriorwillbetimeandmoneywellspent.Teconceptoeducatorwarriorsisnotnew.Inthepastitwasprobablyreerredtoasphilosopherkings.Tesekingswerewell-versednotonlyinmilitarystrategybutalsohadanappreciationorthehumanitieswhichenabledthemtounderstandcultureastheyhadtomanagekingdomsthattheyhadconquered.IntellectualCuriosityAlexandertheGreatisprobablythebestexampleotheWarriorphilosopherking.9HiseducationprovidedbyAristotlepreparedhimtobeapoliticalleaderaswellasamilitaryleader.Teeducationhereceivedmadehimathoughtulrulerunderstandingthattheghttocontrolanempireisnotjustoneomilitarystrategybutalsoorefectiononpoliticalstrategiesandonwaystosatisydiversegroups.InthesamewayRADOCnowhasanopportunitytotrulyimplementtherevolutionarynewmodeloeducationALM.Implementationatthistimewillallowsoldierstobecomethinkersandratherthanrespondinginaninstinctualwaythattheyhavebeentaughttheywillrespondasrefectivethinkersandusetheresourcespeopleeducationculturemoneyetc.tourthertheirgoalsaswellastheArmys.AccomplishmentothistaskwillrequirenewleadershipthathaseducationandmilitarysciencerstandoremostastheywillneedtodirectthetrainingandeducationothemoderndayUSSoldier.Commandscanattemptallthreecomponentsotherstparadigmshithroughregimentationwhilerememberingthatthedesireorinstitutionalchangealonewillnotcreateit.Insummaryorinstitutionaleducationalchangeleadershipmustembraceintellectualcuriosityintellectualcourageandtransparency.Studentsprepareforparachutejump.Thisisatrainingexperiencenoroomforinnovationorexperimentation. 42JacksonJournalApril-July2013TeStudentParadigmTesecondparadigmshimustcomeromthestudentsthemselvesthroughthecultivationanddevelopmentohungryminds.Secondlystudentsmustharnesstheirtechnologicalprowessandocustheirstimulationneeds.TeHungryMindLeadersandinstructorsmustcultivatesubordinatesandstudentstohaveaninquiringmindandintellectualcuriosity.Creatingtheconditionsorthisshitooccurmayseemantitheticaltoinstructorsintheinstitutionaldomainbecausetaskaccomplishmenthasbeentheocusoeducationoryears.Intermediateleadershipandinstructorscanbetransactionalleaderswhooenteachwitharegimentedmind.AnexamplewouldbeaninstructorwhosaysDothisthinkthatbecauseItellyouthatsthewayitis.Onecannotcommandamindtobecomehungry.Yetitisthehungrymindwhichresearchhasshownisoneothecoredeterminantsoindividualdierenceswithinacademicachievement.10TehungrymindisnotandhasnotbeenpartooureducationalculturenotinoursecondaryschoolsourcollegesorourArmyculture.Workorworkssakeisingrainedinamajorityoourstudentsthroughtheirinitial12yearsoeducationandurthersupplementedmanytimesoverbyonlineorclassroomschooling.Manyteachersgoaboutthebusinessoteachingusingtheoldandarchaicmethodsthathavebeenusedorthepast200years.TeprimarymodeloteachinginourhighschoolsandcollegesisthePrattmodel.Itiscalledthepourinmethodbymanyeducators.IntheArmysownFDP1classitistherstmodelshownasthemeansoinstructingstudents.Itistheoldestmodelanditisstillthepredominantmodelused.11Ourdigitalagesharessomeresponsibilityorthecreationoalazymind.Withsomuchinormationatourngertipsandthepressoabuttonwenolongerneedtosimplyknowthings.Computersdatadevicesandcellphonesholdtheknowledgeorus.Tecreationothedigitalintellectualinrastructuresuchasonlineuniversitieshasallowedeveryonetoreceiveaneducation.Yetwiththeprolierationosomanylearninginstitutionsnosinglestandardbywhichwemeasureacademicprogresshasbeendeveloped.Withnosinglestandarditishardtoidentiywhatisthemeasureosuccessandaccomplishment.Inthepaststudentsknewtheirinstructorsandtheirellowstudents.Studentswerecultivatedordiscipledbythecultocharismaordestroyedbythelackthereosurroundingaparticularteacher.odaythatischanging.Tegodothenewclassroomistheamountotechnologyandfashthatcanbeaddedtoalessonplan.GenerationXandtheMillenialshavebeenbroughtupinthecultureoSesameStreetanddonotviewlearningthewaypreviousgenerationsdid.BabyBoomersoenviewedschoolasadutyandorsomeanecessaryeviltogetagoodjob.Teirexpectationswerethatsloggingthroughatediouseducationwouldpayowiththedividendoagoodjob.echnologicalSavvyandStimulationFocusManyotodaysstudentsaretechnologicallysavvyandvieweducationasentertainment.ByenteringthesearchcriteriaedutainmentinGoogleonendsarighteninglistorealanddubiouseducationalopportunitiesortodaysstudents.Formanystudentsitheteachingisnotentertainingthenitisnotworthstudying.Studentsmustharnesstheirtechnologicalsavvyandocustheireducationstimulusneeds.Troughtheuseodigitaltechnologytodaysstudentsseemtopreerreceivingcommunicationin10-60secondsoundbites.AtarecentBlackboardDevelopersConerenceheldinNewOrleanstheChieechnologyOceroBlackboardproudlytoutedthatasmanyas106millionpeoplehaveaccessedalearningmanagementsystemplatorm.Howeverhealsostatedthattheaveragelengthothosesessionswasonlytwominutes12.eachersknowromexperiencethatstudentswhoabsorbtheireducationinsmallbitsi.e.attwominuteintervalsarenotgoingtobedeepthinkersonatopic.AlthoughtheinternetStudentgiveshandsignalstodirectightofhelicopteraftersuccessfulhookupofslingloadedvehicle April-July2013JacksonJournal43allowsoraccesstoinormationthroughsurngunocusedabsorptionomaterialdoesnotlenditseltotranserenceintolong-termmemory.Unortunatelyin-depthstudytakesworkandcannotbereceivedinsuchapiece-mealashion.Furthercompoundingtheproblemourcommunicationsareconvertingintosmallerandsmallerbitsasevidencedthroughtheadventotextmessaginge.g.txtmsgandwitterortweets.TeseeasilydigestiblebitsoinormationtendtoallowreceiverstomakesnapdecisionsonanythingromwhattheymightwanttoeatororwhomtheymightwanttosupportorPresidentotheUnitedStates.Teculturalconsequencesosmallbitinormationdigestionareyettobeseenbutromthiseducatorsvantagepointtheoutlookisnotimpressive.Digitalplatormsthoughttobethelatestandgreatestlearningtoolsareactuallyexacerbatingtheproblem.TeArmyismovingmoretowardacilitatedlearningwhichisagoodthing.Howeveritisalsoincreasingtheuseodigitalandsocialtechnologiesthatchangetheroleothetypicalinstructor.Everdecreasingbudgetshaveledtodecisionsresultingindecreasinginstructorcontacthourswithstudents.Insteadinteractivemediainstructionistakingtheplaceoinstructorstudentcontact.Terearesomegreatthingsinteractivemulti-mediainstructionIMIcanaccomplishbutdoesitsusechallengeamindtobehungryInnontraditionalenvironmentsstudentbuy-inisgenerallylessthanthatencounteredinthetraditionalclassroom.TeuseoIMIcancertainlyacilitatecontentorenableclassroommanagementbutintermsocreatingstudentbuy-inorperceptionovaluethereseemstoberoomorimprovement.Leadershiptoincludedeveloperswritersandinstructorscanhelptocreatehungrymindsthatseekoutinormationstudentscanuseimmediatelytosolveproblems.Additionallywritersanddeveloperscanhelptoocustodaysstudentsonthewaystrainingisevolvingtoocusstudentstechnologicalsavvytomitigatethenotionoedutainmentwhileachievinginstructionalrelevance.InsummarytheArmyisacingsignicanteducationalchange.Seniorleadershavedirectedtheincorporationonewandexcitingchangesandmustthemselvesmodelthesebyincorporatingintellectualcuriosityintellectualcourageandtransparency.Techallengewillbeorintermediateleadershipandinstructorstoembracethisshitoaltertheireducationparadigmsandimplementintellectuallyrigorousrelevantandrealisticmaterialtolearnerswithhighstimulationneeds.Studentsbearequalresponsibilitytohelpdeveloptheirintellectualcuriosityandbringahungrymindtotheclassroomandtoocustheirtechnologicalstimulationtoachievemaximumresults.ogetherintermediateleadersinstructorsandstudentsmaycompletethevisionandproduceadaptivelearnerswhocansolveproblemsandghtbattlesinthedigitalage.IfnottheArmyLearningModelwillbethegoodideathatfadesintoobsolescence.IntellectualCuriosityMr.KeithFergusonisaStaffandFacultyInstructorfortheSoldierSupportInstitute.HehasadegreeinsociologyfromWheatonCollegeandaMastersinEducationfromPlymothStateCollege.Hehasover30yearsofteachingexperiencerangingfromprimaryschooltoadulteducation.HispreviouspostwasFt.LeeVAwhereheservedasascenariodeveloperandinstructor.1Dr.JohnAKlineAirUniversityReviewEducationandrainingSomeDierencesVol.XXXVINo.2January-February198594-95.2TomasS.KuhnTeStructureoScientifcRevolutionsSecondEditionEnlargedTeUniversityoChicagoPressChicago19701962103Ibid.1124IrvingJanisVictimsoGroupthink.BostonHoughtonMifinCompany8-95ArmyRegulation600-1008March2007.Sec.2-87-86httpen.wikipedia.orgwikiCommander_RADOC7SAND-OEditionuesdayOctober1920108JoelBarker.TeBusinessoParadigms.Video9httpwww.biography.compeoplealexander-the-great10S.VonStummB.Hell.Chamorro-PremuzicPerspectivesonPsychologicalScience2011TeHungryMindIntellectualCuriosityistheTirdPillaroAcademicPerormanceVolume6Issue6SagePublications574-58811FacultyDevelopmentProgramPhase1CommandGeneralStaCollegeFt.LeavenworthKansasGregBakianAugust200712RayHenderson.BlackboardCorporateKeynote.BlackboardInc.NewOrleansLouisiana.11July2012. 44JacksonJournalApril-July2013Iyoueverndyourselonthe120thAdjutantBattalionReceptioncompoundyoumaycatchaglimpseocadreinACUsandredbaseballcapsescortingSoldierstoandromtrainingappointmentsorprocessingstations.TeNCOsthatdontheredbaseballcapscomprisethecadreoarelativelyunknownprogramcalledtheAirborneOrientationCourseAOC.TeAOCprogramonFortJacksonistheonlyoneintheentireUSArmy.HoweverobscureAOCisthesignicanceotheprogramisundeniable.AOCisresponsibleorpreparingbasiccombattraininggraduateswiththemilitaryoccupationalspecialtyMOS92RparachuteriggerorthephysicalandmentalrigorsotheUSArmyAirborneSchoolUSABNS.Forparachuteriggersairborneschoolisapre-requisiteortheiradvancedindividualtrainingAI.AOCservesasacriticalenablertotheArmysaccessionmanagementprocessasitassistsinllingtheranksoakeyMOSorairborneoperations.Te120thAGBNRECisthelargestreceptionbattalionintheUnitedStatesArmy.TevastmajorityoCivilianswhohavebeenassignedthe92RMOSbegintheirtransitiontoSoldiersatthe120thAGBN.AfertheirinitialprocessingtheseprospectiveparachuteriggerscontinuetrainingatoneothegreatbasiccombattrainingBCunitsonFortJackson.FollowinggraduationromBCtheymaketheshorttriptoHHC120thAGBNREChomeotheAOCprogram.HHC120thisthecommandandcontroloAOCwhilethecoursesundingisprovidedbyFortLeeVirginia.AOCisthreeweekslongandincludesanintensetnessprogramwherestudentsarenotonlyIWillBeSureAlwaysCPTOriAvilachallengedphysicallywithtwiceadayworkoutsbutarealsotaughtpropernutritionandprovenmethodologiestohelpincreasetheirphysicalperormance.InordertograduateSoldiersmustpasstheArmyPhysicalFitnessestAPFinthe18-21yearoldstandardswithascoreo60ineachevent.AdditionallySoldiersmustalsocompletea3.2milerunwithin36minutes.Asideromphysicaltnesstrainingstudentsreceiveclassroominstructionthatincludeintroductiontoairborneoperationsparachuteorientationandnomenclaturespecicclasseslikeairitemsorientation.SoldiersparticipateinpracticalexercisesinsideamockaircrafwheretheyareurtheramiliarizedwiththeactionsthatwilltakeplaceduringtheveparachutejumpsthattheywillperormduringUSABNS.TebenetsotheAOCprogramareevidentintheincreasedandattimesexponentialAPFscoreimprovement.Likewisethe94-96successrateoAOCgraduatesattendingtheUSABNSistestamenttothesuccessotheprogramandtheproessionalismanddiligenceothecadre.PriortothearrivalotheAOCprogramonFortJacksonprospectiveparachuteriggerswereshippedromBCsacrosstheentireArmytotheUSABNSinundatingFortBenningwithSoldiersthatcouldnotmeetthephysicalstandardsoairborneschool.OfenasaresultSoldiersthatailedtomeetthephysicalstandardshadtobesubsequentlyre-classedorchapteredallatgreatexpensetotheArmy.TeAOCprogramunctionsasapreerredalternative.Soldiersaregiventhetimeassistanceandindividualizedguidancepreviouslyun-providedatalocationwheremostparachuteriggerscomethroughandtheonesthatcannotmeetthestandardsareprocessedaccordinglypriorAirborneOrientationCourseAOC April-July2013JacksonJournal45totheirarrivalatFortBenningandtheincurringoincreasedcost.WhatexactlyqualiestheNCOsotheAOCprogramtobeinstructorsAsiderombeing92RsthemselvestheyeachcometoFortJacksonwithextensiveexperiencewithintheirMOSaerhavingservedtheArmyinvariousunits.TeAOCcadrecerticationprogramspansthreeinstallations.OnFortJacksonAOCcadreattendCadrerainingCourseCCAppliedSuicideInterventionSkillsASISArmyBasicInstructorCourseABICMasterFitnessrainerMFMasterResiliencyrainerMRLieguardcerticationandcardiopulmonaryresuscitationCPRtraining.OnFortLeeAOCcadrereceivetrainingonparachutesystemsthattheyareeitherunamiliarwithorhavetoreacquaintthemselveswithaswasthecaseinDecembero2012whenthecadreeithercertiedorrecertiedontheMC-6and-11parachutesystems.Tecadrealsotrainedontheparachutesystemsutilizingvirtualsimulators.DuringthistimetheHHCcommanderandtheAOCcadreparticipatedinaconerencethatresultedinanimprovedprogramoinstructionPOIandnewlessonplans.WhileassignedtoHHC120thAGBNRECeachAOCcadrememberisplacedonhazardousdutyordersandpermissivejumpstatus.OnFortBenningAOCcadrereceiveBasicAirborneReresherBARtrainingasneeded.Additionallycadremembersmaintainrequiredprociencybyparticipatinginairborneoperations.TistookplacemostrecentlyinFebruaryothisyearwhenAOCcadreparticipatedintheculminatingeventothecadrecerticationprogramwhentheyconductedastaticlineparachutejumpromaxed-wingedaircra.PerhapstheecacyotheAOCprogramisbestdescribedbythecommentso92Rs.AgraduateoAOCwroteinacritiqueIhaveneverbeenchallengedphysicallytotheextentthatIwaswhileinAOCanditwaswhatIalwaysthoughttheArmywoulddotoandorme.SimilarlyastudentwroteIcanrunasterandartherthanIeverhaveinmylie.AnotherstudentwroteandthiscommentrefectsasentimentthatisseldomrevealedandhencerarelycapturedorquantiedBeorecomingtoAOCIhadalotomisgivingsaboutAOCbeingaparatrooperbutthecadredispelledrumorsandinstilledcondenceinme.TissentimentwasalsocapturedintheollowingcommentlearningaboutwhatIwillbedoingwasthebestpartlisteningtohismyNCOspersonalstoryabouthistimeasariggermademewanttodobetter.Howeverthecommentthatmaybestsumuptheimportanceothe92RMOScomesromMr.RichardSantiagotheDirectorotheAerialDeliveryandFieldServicesDepartmentonFortLeeVirginia.HestatedthatheoentellsAIstudentsAsariggeryouhavetheabilitytoaectlivesinseveralways.Ariggercanpackupto25parachutesadayhoweverorsimplicityletssaytheparachuteriggerpacksonly10parachutesadayoroneweek.Tatis50parachutesaweektimes52weekswhichcomesto2600parachutesariggercanpackinayear.Tatis2600livesasaparachuteriggeryouaectwithinoneyear.SoitscriticalthatyouunderstandtheparachuteriggermottoIwillbesurealwaysbecauseanairbornetrooperdoesdependonyou.Iyouwerentawareothisprogrambeorehopeullythisarticleshedmorelightonit.IyouwerentawareotheredcappedcadreoAOCyouhavenowbeenamiliarizedwiththem.SoiyoueverseetheblackandsilverPshirtorsweatshirtotheAOCinstructorsrunningonanygivenuesdayorWednesdayaroundFortJacksoneelreetoyelloutairborneandtheywillbesuretoreplyinkind.CPTOriAviliaistheCommanderofHHC120thAGBNREC171stInfantryBrigade. 46JacksonJournalApril-July2013theArmywasabusyplacein1877.ReducedtoasmallractionoitsCivilWarsizeandstillledbyveteransothatconficttheArmywaswithdrawingromthelastoitspostsintheSouthromwhichithadconductedReconstructionmissionsarrayedalongtheMexicanbordertopreventbanditsromcrossinganddistributedinsmalloutpostsacrossthoseareasstillinhabitedbyNativeAmericansbothpaciedandhostile.Duringtheyearo1877theArmywouldghtamajorcampaignagainstChieJosephinthewestnarrowlyavoidopenwarwithMexicoinexasandputdownaseriesoinsurrectionsrailroademployeestrikesorthemostpartthroughouttheeasternUnitedStates.AndromJuly1877toNovember1877itwouldnotgetpaid.PerhapsmodernreaderswillnotbesurprisedtolearnthatthereasonorsuchauniqueeventwastiedtointractabledierencesbetweenthenationstwomajorpoliticalpartiesandhadlittletodowiththeArmyitsel.1Butthereasonislessimportanttoustodaythantheeect.SimplyputocersNCOsandSoldiersservedwithoutpayinactiveoperationsorthebetterpartovemonths.Asweaceanausterescalutureourselveswemightdowelltolookbackonhowourpredecessorsperormedundermuchmoredemandingconditions.Wemightlearnathingortwoaboutproessionalism.LifeintheOldArmyInSeptember1877aermonthsocross-borderattacksaorceoseveralhundredSoldierscrossedtheMexicanbordertoconductapunitiveraidagainstMexicanbanditsinavillagewestoZaragosa.TeraidwasgenerallysuccessulbutcamedangerouslyclosetocollidingwithaorceoMexicanregularssenttoexpelwhattheMexicangovernmentconsideredtobeaninvasion.ensionsbetweenthetwonationsescalatedtothebreakingpointandorcesallalongtheborderremainedathighalertthroughouttheremainderotheyear.AseniormilitaryleaderwouldgoonrecordintestimonytoCongressthatheconsideredanopenwarwithMexicotheonlyeasiblesolutiontotheborderproblem.2Withanactualstrengthoslightlymorethan21000menitisdiculttoimaginehowtheArmywouldhavemanagedsuchataskhaditbeenassigned.3Simplykeepingtheborderquietproveddicultenoughortheremainderotheyear.MostSoldierswerenotconcernedwithMexicohoweverbutwithNativeAmericans.WhilethePlainsstillreeledromtheconsequencesotheLittleBigHorntheyearpriorandtheApachesremainedunbeateninthesouthwestin1877theArmysmajorcampaigncamewhenopenconficteruptedwiththeNezPerceinOregonandIdaho.1FulldetailsothepoliticalimpassethatledtotheailuretopassanappropriationbillortheArmycanbeoundinColonelFrederickB.WeinerServiceWithoutPayInantryJournalFeb4638-43.2RobertM.UtleyFrontierRegularsTeUnitedStatesArmyandtheIndian1866-1891LincolnUniversityoNebraskaPress1973351-353.3Weiner40.professionalisminfiscalausteritylessonsfromourarmyspastcoljosephmclamb April-July2013JacksonJournal47TeresultwasathreemonthpursuitoNezPercewarriorsandtheiramiliesoveralmost1700milesnallyendingabout40milessouthotheintendedNezPercedestinationoCanada.TecampaigninvolvedhardridingandtoughghtingortheArmyandresultedinabout180killedand150woundedSoldiers.4TosewhoparticipatedintheNezPercecampaigncouldatleastconsolethemselveswiththeknowledgethattheyweredoingwhathadtraditionallybeenArmybusiness.BackeastanevenlargernumberoSoldierswerecalledtoveryunamiliarduty.Whenlargescalelaborunrestledtonation-widestrikesintherailroadindustrylocalpoliceandstatemilitiasprovedinadequatetorestoreorder.TePresidenttooktheunusualandcontroversialstepocommittingmorethan25othetotalstrengthotheArmytotheproblem650inChicago450inSt.Louis2000inPennsylvania1000inMaryland500inWestVirginiaandnearly1000inIndianaandKentucky.5Morethan100strikershadbeenkilledinconfictswithpoliceandmilitiabeoretheArmyarrivedattheselocationsbutonceSoldierswereonthesceneorderwasquicklyrestoredwithoutanyadditionalviolence.6BorderclasheswithMexicoirregularwarwithNativeAmericansandsupporttodomesticauthoritiesinmultiplestatesallrequiredAmericanSoldierstoendurehardshipperormwithdisciplineandcompetenceunderdemandingconditionsandadapttorapidlychangingandoenunoreseensituations.TattheArmydidsowellin1877refectsthecompetenceitsleadershadgainedintheCivilWar.TatitsSoldiersdidsomanydyingintheprocess-withoutbeingpaidisalmostmiraculousandmarksthedawnotheproessionalismthatwecontinuetocherishinourArmytoday.FiscalAusterityLessonsforTodayTingshavechangedalotsince1877andthechallengesthataceourArmytodayaremuchdierentthanthoseacedmorethanacenturyago.ButthestoryoanArmysuccessullycompletingsuchawiderangeomilitaryoperationswhileunder-resourcedandunpaidoersussomeuseullessonsaswethinkaboutthescalausterityweexpecttoaceoverthenextseveralyears.1.Remainocusedonthemission.WhenIwasayoungocertheolderNCOswereondosayingConditionschangesirbutthestandardsstaythesame.IthinktheywouldhavetinwellwiththeArmyo1877.Terearealwaysanimmensenumberoreasonsthatamissioncannotbeaccomplishedtheroleoleadersistoovercomethosereasonsandbringtheirunitstosuccess.TeArmyo1877hadagreatexcuseornotgettingthejobdoneaeralltheywerentevenbeingpaidButtheyaccomplishedeverymissiondespiteenemiesastoughandskillulastheNezPerceandsituationsascomplexasrestoringdomesticorderinaperiodonationalstrie.2.Whenyoucantaordtobuyasolutioninnovate.Teleaderso1877werelargelyveteransotheCivilWarandprobablyrememberedondlyhowlavishlytheAmericanpeoplehadmannedandequippedtheirArmyduringthatwar.By1877howeverthosedayswerelonggoneandtheArmyhadlearnedtousetrainingandinnovationtomakeuporthosethingsthatcouldnolongerbepurchased.odaywehavegrownaccustomedtobuyingnewtechnologyandhiringcontractorstosolvemanyoourproblems.Likethepost-CivilWarArmywemustagaintrusttotrainingandinnovationtomakeuporsolutionsthathavebecometooexpensiveorourpost-warbudgets.Tatisnotallbadnews.Leaderswholearntoinnovateinpeacetimenditeasiertodosoincombat.4Utley296-319.5BartonC.HackerTeUnitedStatesArmyasaNationalPoliceForceTeFederalPolicingoLaborDisputes1877-1898MilitaryAairsVol.33No.1Apr69261.6AllanR.MillettandPeterMaslowskiFortheCommonDeenseAMilitaryHistoryotheUnitedStatesoAmericaNewYorkTeFreePress1984247-248.7Weiner42. 48JacksonJournalApril-July20133.KeepaithwiththeAmericanpeople.ItisdiculttoimaginethatSoldiersin1877eltanythingotherthanorgottenbythepopulationtheyservedundersuchdicultcircumstances.Whatevertheyelthowevertheyretainedtheiraithinthenationandcontinuedtoperormsuperbly.IntheendtheywerevindicatedinNovemberaspecialsessionoCongresspassedanArmyappropriationsactthatprovidedorbackpay.7odaysArmymayeelabitneglectedinthecurrentscalcrisisbutwecanandshouldretainouraiththattheAmericanpeoplewillintheendstandbytheirArmy.WhatevertheassignedtaskandwhatevertheavailableresourcestheAmericanpeoplehavealwaysbeenabletotrusttheirArmytoaccomplishthemission.Tattraditionmustremainatthecenteroourculture.LifeintheNewArmyOurabilitytoaccuratelypredicttheutureomilitaryconfictisnotoriouslypoorandImakenopretenseoknowingwhatthenextseveralyearswillbringtothenationortotheArmy.ButthereisnodoubtthattheArmyhasalongtraditionoweatheringausterescaltimesbyremainingocusedonthemissionbeinginnovativeandkeepingaithwiththeAmericanpeople.Tiswascertainlytruein1877andsomeousareevenoldenoughtorememberthelessausterebutCOLJosephMcLambistheCommanderofthe193rdInfantryBrigadeBasicCombatTrainingatFortJacksonSC.neverthelesstryingperiodothepeacedividendollowingtheColdWar.TroughoutourhistorytheArmyhasremainedcommittedtothesecurityothenationwhetherorricherororpoorerinsicknessandinhealth.ItheArmytraditionoproessionalismistosurvivewewillhavetoretainthatcommitment-whateverthescallimitations. April-July2013JacksonJournal49ImpressorInspireWilliamGladstoneandBenjaminDisraeliweresuccessful19thcenturyBritishpoliticians.Theywerebrilliantanddedicatedandtheycouldnotstandeachother.GladstoneamemberoftheliberalWhigpartycamefromawealthyfamilyandreceivedhisformaleducationatEtonandOxford.DisraeliamemberofthemoreconservativeTorypartywaseducatedatobscureschoolsandneverwenttoauniversity.DisraelireferredtohisrivalinalettertoLordDerbyasthatunprincipledmaniaGladstoneextraordinarymixtureofenvyvindictivenesshypocrisyandsuperstition.GladstonesaidofhisoldenemytheTorypartyhadprinciplesbywhichitwouldanddidstand.AllthisDizzydestroyed.Theywereclearlyverydifferentbuttherewasasingulardifferencebetweenthetwomen.ItwassaidifyouhaddinnerwithGladstoneyouleftfeelingehwasthesmartestpersonintheworldbutifyouhaddinnerwithDisraeliyouleftfeelingyouwerethesmartestpersonintheworld.BothGladstoneandDisraeliwereintelligenttalentedleaders.Considerwhatyouwanttodowithyourintelligenceyourtalentandyourabilitytolead.Doyouwanttosettleforimpressingpeopleordoyouwanttoinspirethem 50JacksonJournalApril-July2013heArmyprovidesmanytoolstobuildresiliencyinourSoldiers.TerearethreemaingroupsthatneedassistancewithbuildingresiliencycouplessingleparentsandsingleSoldiersbutwecontinuetoocusononlytwogroups.WehaveBetterOpportunityorSingleSoldiersBOSSthatisocusedonourSpecialistsandbelow.WeholdStrongBondeventsorourcouplesbutwhataboutoursingleparentsDoweallowoursingleSoldierstoparticipateinBOSSeventsitheyareNCOsorOfcersWhatprogramsupportssingleparentssincetheyarenotconsideredsingleorpartoacoupleTisarticleattemptstoprovideanexampleousingtheCommandMasterReligiousProgramtoprovideresiliencytrainingtoallthreegroups.TeCommandMasterReligiousProgramisadeniteplanincludingresourcingorthecommandertomeethisorheritle101obligationstoalloworreeexerciseoreligion.Italsopromotesmoralandethicaltrainingorthecommandandactivitiesdirectedatmorale-building.Temajoractivitiesthataredirectedandresourcedbythisdocumentincludeperormanceorprovisionoreligiousservicesprovisionoreligiousliteratureandsuppliesandvariousactivitiesaimedatmoralinstructionamilystrengtheningetc.WhiletheocusotheCMRPisreligioussupportthisisnotincompatiblewithresiliencydevelopmentanditcanbeavaluablepartothecommandersplantobuildresiliencyinallSoldiers.Resiliencyisbroadlydenedasanabilitytoadapttopressuresandreturntonormalmuchasatennisballiscrushedwhenstruckbutimmediatelyreturnstoroundness.Armyleadershipatalllevelsisconcernedwithdevelopingandimprovingresiliencyinourormations.TemoreresilientourSoldiersarethelesslikelytheyaretohaveproblemswithalcoholandsubstanceabusemarriageandamilyconcernsmotivationandmoralesel-injuryhigh-riskbehaviorcriminalityanddisciplineproblems.TeCMRPisdesignedtosupportnotonlyreligiousexpressionbutthelegitimateconcernsorethicsandmoralethatunitchaplainsaddressaspartotheirdiverseduties.RegardlessoaSoldiersbeliesordisbeliethechaplainisasconcernedasothersinunitleadershipabouttheneedorSoldierstobegoodparentsandspousestoavoidresortingtoalcoholorcomorttoavoidriskyconductandtopreservegoodorderanddiscipline.TerearemanyactorsintheArmythatpromoteresiliencetheemphasisonexerciseandphysicalhealthclearidentityandrankstructurethecohesionandcommunitythatquicklybuildsinmostgroupsastrongsenseomissionandpurposegoodpublicperceptionomilitaryserviceandtheeelingobeingpartoaspecialsubculture.ManycommanderspromoteresiliencethroughmandatingtimeorequiringparticipationinUsingtheCMRPasanApproachtoBuildingResiliencyChaplainCPTGeorgePerryandLTCEricSchourekAR165-1ChaplainActivitiesintheU.S.Army1-4itle10UnitedStatesCodesection307310USC3073section354710USC3547andsection358110USC3581establishesthepositionochaplainintheArmyandprescribesthedutiesothatposition.Chaplainsarerequiredbypubliclawtoconductreligiousservicesorpersonnelothecommandtowhichtheyareassigned.TedutiesochaplainsbeyondthosespecicallymandatedbystatutearederiveddutiesassignedbytheArmy.Commandersarerequiredbythisstatutoryauthoritytournishacilitiesandnecessarytransportationtochaplainstoassistthemintheirperormanceoduty.c.TeFirstAmendmenttotheU.S.Constitutionprohibitsenactmentoanylawrespectingtheestablishmentoreligionorprohibitingthereeexercisethereo.InstrikingabalancebetweentheestablishmentandreeexerciseclausestheArmychaplaincyinprovidingreligiousservicesandministriestothecommandisaninstrumentotheU.S.Governmenttoensurethatsoldiersreligiousreeexerciserightsareprotected. April-July2013JacksonJournal51socialunctionsthatbuildrelationshipsoutsideothejobteambuildingexercisesetc.OnewayinwhichtheCMRPcansupportthecommandertostrengthenresilienceisintrainingandpersonaldevelopment.TeSoldierreceivescareercounselingOPDorNCOPDtraininginmanysubjectsandtraininginavarietyopersonalsubjectsi.e.suicideprevention.WhenwecastmarriageandamilyprogramsspiritualdevelopmentprogramsindividualcounselingandethicaltrainingasArmyprogramsintendedtodevelopandstrengthentheindividualSoldierandtheamilywecreateawholepersonapproachtothesubject.TepointisthisSoldierscanunderstandthataStrongBondseventcadreluncheonorotherchaplain-ledeventisaproessionaldevelopmentprogramthatcanhelpgivethemwhatittakestosucceedintheirpersonalandproessionallie.EverycommanderknowsthattheirinvolvementinSoldierslivesisoenarmorethanjob-related.Techaplain-ledeventssupportedbytheCMRPareanotherpositiveavenueoroutreachtoourSoldiersandamilies.StrongBondssingleseventsareintendedtohelpsingleSoldiersrenetheirapproachtomarriageandtoimprovetheirsuccessitheymarryremarry.WeusethistimetotreatallranksosingleSoldierstoatrainingeventmealandteambuildingexercise.Tebattalionschedulestheseeventsduringthenormaldutyday.ItorcesthecompanytoreallocatetasksandoperatewithoutthatSoldieroroneday.ItgivesoursingleSoldierstimeoduringtheweektodosomethingthatisdierentandeellikethechainocommandcaresaboutthem.Wehaveexecutedtrainingatarockclimbinggymalearningtocookcourseandpaintball.Itsnotexecutedinaclassroomenvironment.Forthesingleparentstheideaistohavethemspendtimewiththeirchildrenthattheywouldnotnormallyhaveunlesstheyareinresetbetweencycles.OurnormaltrainingeventincludesmaterialcoveredbythechaplainortheSoldiersabreaktopickupthekidsaerschoolsotheydonthavetogotodaycareandthenanactivityortheparentandchildrenwithameal.InthepastwehavecoordinatedwiththeeducationmuseumMonkeyJoesandthewaterpark.OurmarriedSoldiersandortheirspousesareoenremarriedwithmixesochildrenincomplexarrangementsolegalrightsandobligations.FamilyandcoupleseventsareobviouslyaimedatCMRPstrengtheningtherelationshipsthatexist.WehavehelddierentlevelsoeventstoincludecouplesdinnerwithchildcareoereddinnerwiththeamilyandtheeverpopularStrongBondsweekendretreats.TemostsuccessuleventwasadinnerwheretheseniorspousestalkedaboutdierenttopicsacilitatedbytheChaplainandansweredquestionsromtheotherspouses.ReligiousliteratureandworshipitemssuchasprayerrugsandrosariesaremeanttosupporttheSoldierintheirindividualaith.Tisisespeciallytrueormembersolow-densityaithgroupswhocaneasilyeelisolated.ReadingmaterialintendedtoreinorcereligiousteachinghelpstrengthenrelationshipsortoprovideeducationsuchskillsascommunicationcanbehelpultoSoldiersastheypassthetimeonovernightdutiesorlongaernoonsattherange.TeCMRPalsorequentlyprovidesortrainingorthechaplain.Tishelpskeepthereligiousservicesproviderup-to-dateandintouchwiththeaithcommunitythattheycomerom.Tisrefectsbackinprivatecounselingandintrainingconductedinsuicidepreventionethicsandothertopics.Techaplainisrstareligiousrepresentativeaccountabletoacivilianaithcommunity.InthisrolethechaplainconductsservicesunderthedirectionotheChaplainCorpschainocommand.Inthesecondaryroleostaocerthechaplaindoesmanymoreorlessgenerictasks.SeeingtoitthatthecommandersCMRPissuccessullyimplementedispartothespecializedstaocerroleandtheultimateoutcomeothatplanisimprovedresilienceacrosstheormation.ChaplainCPTGeorgePerryistheBattalionChaplainforthe2ndBattalion60thInfantryRegiment193rdInfantryBrigade.LTCEricSchourekistheCommanderof2ndBattalion60thInfantryRegiment193InfantryBrigade. 52JacksonJournalApril-July2013ADP6-22chapter1-1denesLeadershipastheprocessoinfuencingpeoplebyprovidingpurposedirectionandmotivationtoaccomplishthemissionandimprovetheorganization.Asanelementocombatpowerleadershipuniestheotherelementsocombatpowerinormationmissioncommandmovementandmaneuverintelligenceressustainmentandprotection.Condentcompetentandinormedleadershipintensiestheeectivenessotheotherelementsocombatpower.Liker-shipWebsterdenesthewordLikeorlikeableastobesuitableoragreeabletoorhavingqualitiesthatbringaboutaavorableregard.Aleadershipstyleisaleadersstyleoprovidingdirectionimplementingplansandmotivatingpeople.Itistheresultothephilosophypersonalityandexperienceotheleader.AshumanbeingsweallwanttoeelappreciatedandavoredbyourSoldiersandseniorleadership.Tisdesiretobelikedcancausemanyinexperiencedleaderstomakepopulardecisionsversustoughdecisions.Leadershipisnotmeasuredbyapopularitycontest.Althoughbeinglikedishelpultheproblemoccurswhenleadersvaluebeinglikedtosuchanextentthattheymakecarelessdecisionsbecauseallavorthedecision.Goodleaderstobeeectivemustberespectedcredibleandbeanoverallgoodrolemodel.Goodleadersdemonstratehonestypersonalcommitmentandmostimportantlycommonsense.TeyexercisegoodjudgmentandevaluateSoldiersthroughtheirbehaviorandactionsnottheirpersonality.GoodleaderslistencareullyandprovidetimelyeedbacktotheirSoldiersexercisesoundjudgmentandpracticepatiencewhichisessentialtotheproessionalgrowthotheirSoldiersandtheoverallsuccessotheorganizationimplementsystemswithintheirorganizationinordertomaintaingoodorderanddisciplineandchecktoconrmthatSoldiersaccomplisheachtasktostandard.GoodleaderscreatetimeandprocuretheresourcesnecessarytocertiytheirSoldiersandcontinuetoseeksel-improvement.ADP6-22clearlystatesthatleadershaveadutytoimprovethemselvestheirexistingorganizationanddeveloptheirsubordinatesaswell.Tisshouldbeadailycommitment.Soldierswillrememberhowyouarrivedandinwhatconditionyouletheorganizationespeciallyattheendocommand.Iyouareconstantlyconcernedwithmakingeveryonehappyyouaredestinedtoail.ADP6-22chapter5-17statesthatemotionallybalancedleadersareabletodisplaytherightemotionoragivensituationandcanreadothersemotionalstate.TeydrawonexperiencetoprovideSoldierstheproperperspectiveonunoldingevents.Teyhavearangeoattitudesromrelaxedtointensewithwhichtoapproachdiversesituations.Teyknowhowtochoosewhatisappropriateorthecircumstances.Balancedleadersknowhowtoconveyurgencywithoutthrowingtheentireorganizationintochaos.Weallstrivetobewell-balancedleaderssoitisimportantSoldiersneedLeadershipnotLiker-shipCPTCamilleN.Morgan April-July2013JacksonJournal53toknowyourselandthecapabilitiesoyourorganization.Behonestwithyourselandpracticepatienceasyouandyourorganizationcontinuetogrowandbecomesuccessul.Terewillberictionbetweenaleaderandtheorganizationthisishealthy.AleaderwhocaresaboutthereputationandwellbeingothepeopleintheorganizationwillcontinuetodemandmoreromtheirSoldiers.Tedesiretobebettershouldbeaconstant.Tisdesiremustbeinstilledintheorganizationromthedaytheleaderassumesresponsibilityorcommandothatorganization.Teleadermustidentiytrainingdecienciesandworktoeliminatemediocrityintheorganization.YourSoldierswillnotalwaysagreewiththechangesthatyoumakeespeciallyitheyareaccustomedtoconductingtrainingtoantiquatedstandards.ItisyourjobtoshapeyourorganizationandinspiregreatnesswithinyourSoldiers.AcompanycommanderisawardedasacredtrustwhentheyacceptaCommand.Commandistheauthoritythatacommanderinthemilitaryservicelawullyexercisesoversubordinatesbyvirtueorankorassignment.Commandincludestheleadershipauthorityresponsibilityandaccountabilityoreectivelyusingavailableresourcesandplanningtheemploymentoorganizingdirectingcoordinatingandcontrollingmilitaryorcestoaccomplishassignedmissions.Itincludesresponsibilityorunitreadinesshealthwelaremoraleanddisciplineoassignedpersonnel.Youaregoingtomaketoughdecisionseveryday.Eachdecisionthataleadermakesaectssomeoneslieeitherpositivelyornegatively.ADP6-22chapter1-17statesthatcommandersandsubordinatesrelyoneachothertoperormtheirdutieswithcompetenceandintegrity.LeadershavetoanswerorhowSoldiersliveandactbeyonddutyhours.SocietyandtheArmylooktoleaderstoensurethatSoldiersreceivethepropertrainingandcareupholdexpectedvaluesandaccomplishmissions.Soldiersneeddirectionmotivationandaccountability.Soldiersneedleadershipnotliker-ship.ADP6-22chapter6-15denesinfuenceasgettingpeopletodowhatyouwantthemtodo.Itisthemeansormethodtoachievetwoendsoperatingandimproving.TeresmoretoSoldiersinfuencingthansimplypassingalongorders.Teexampleyousetisjustasimportantasthewordsyouspeakonandoduty.Troughyourwordsandexamplesyoumustcommunicatepurposedirectionandmotivation.Commandisaulltimejob.Terearenodaysountilthedayyourelinquishcommand.Leadersareaccountableortheactionsotheirsubordinatesatalltimes.WemustholdourselvesandourSoldiersaccountable.Aewmonthsagowhileincommandmycompanyconductedabuddy-teamblankreexerciseinpreparationorabuddy-teamlivereexercise.DuringthetrainingIobservedatrainingdeciencywhichorcedmetostoptraining.IinstructedtheseniorDrillSergeantontherangethatdaytore-trainoneomyourplatoons.PriortotheexecutionothetrainingIgaveeachDrillSergeantmyintentwhichwastheDrillSergeantwhoistheprimaryinstructorontherangewillmakeallsaetycorrectionsaseachtraineeorbattlebuddyteamexecutesthetrainingoneachothelanes.TismeantthattheDrillSergeantwastophysicallywalkupanddowneachlaneobservetraineeactionsandmakenecessarysaetycorrectionsaswellasprovideeedbacktothetraineesastheymaneuveredthelane.AttheendotheexercisetheDrillSergeantwouldconductabrieAerActionReviewAARwiththebuddy-team.Ithetraineemetthestandardthentheywouldmovetotheconcurrenttrainingscheduledortheday.IthetraineedidnotmeetthestandardthentheywouldconductretrainingandmostimportantlytheDrillSergeantcannotdelegatethistasktothetraineesatanytimeduringtheexercise. 54JacksonJournalApril-July2013Myguidancewastoconductblankreinthesamemannerwewouldconductlivereinordertobuildcondenceinthetraineesandminimizeanyatalsaetyaccidents.PullingmycadreasidetenDrillSergeantseachwithtwoorthreeyearsoBasicCombatrainingexperienceamongthemandoutosightothetraineesweconductedanAAR.OncetheAARwascompleteIgaveguidancetoretrain50traineesontheproperactionconditionsandstandardsorbuddy-teamlivereexercise.TeytheDrillSergeantswerenothappywithmyguidanceandtherewasmuchconcernregardingthedaysmotormovementanddinnerschedulebutlittleconcernorthequalityotraininggivenonthatday.IwasdisappointedthatoneomyPlatoonsdidnotmeetthestandardbutwhattheywereallunawareowasthatIwasdisappointedwithmyselaswell.SomewhereduringcoordinationandtherehearsalprocessoneomyDrillSergeantsdidnotunderstandmyintentandtheyailedtoaskorclarication.Ialsoailedtoidentiytheissueuntilitwasbroughttomyattentionduringtheblankretraining.WhiletheSoldierswerereceivingremedialtrainingIhadanin-depthconversationwiththeplatoonsergeantwhoseplatoonhadtobere-trained.HeandIdiscussedexpectationsactionsconditionsandstandardsduringtrainingpertainingtothebuddy-teamlivereexercise.AswespokeheunderstoodmyconcernsregardingthequalityotrainingthatthecompanyprovidedtheSoldiers.WhileIwasnotthemostavoredcommanderthatdayIstillhadadutytoleadCPTCamilleN.MorganistheCommanderofBravoCompany1stBattalion13thInfantryRegiment193rdInfantryBrigademycompany.Soldiersneedeedbackwhethernegativeorpositive.Tereisalwaysalessontobelearned.InthatmomentmymainconcernwasthequalityotrainingthatmyCadreandIwereprovidingtheBasicCombatraineesandnottheegoorhurteelingsooneomyDrillSergeants.BeingtheproessionalthatheistheDrillSergeantunderstoodmypointoviewandexecutedtheremainderothetrainingtostandard.LeadersmustprovideeedbacktoSoldiers.Teymustmanagepersonnelproperlyandallowthemtimeoftobewiththeiramiliesandlovedones.Encouragethemtoimprovetheirproessionalandspiritualwellbeingbyattendingadvanceschoolingandunitstrongbondsactivities.ContinuetoeducateSoldiersoncompositeriskmanagementaswellassaetystandardoperatingproceduresoreachparticularinstallation.Soldiersneedleadershipnotliker-ship.1LewinLippittCareersromFinanceandinvestingretrieved16March2012. April-July2013JacksonJournal55onlythosewhowillriskgoingtoofarcanpossiblyfindouthowfartheycango.t.s.eliot 56JacksonJournalApril-June2013ThetransormationprocessoAmericasciviliansintoSoldiersisadicultprocessconductedbyAmericasnestNoncommissionedOcersandOcers.HoweveroneaspectthatcanbeoverlookedinthetransormationprocessistheideathattheseutureSoldiersarebeingtrainedtobeatacticalathlete.TerearemanydenitionsthroughouttheinternetaboutwhatpeoplethinkatacticalathleteisbuttheNationalStrengthandConditioningAssociationNSCAdenitionencapsulateswhatweastrainersoSoldiersaretryingtobuildinBCaSoldierthatengagesincombatandrequireshighlevelsostrengthspeedpowerandagility.TisSoldiermustbebothaerobicallyandanaerobicallyttomeetthedemandsocombatinordertodeeattheenemy.DailyPhysicalReadinessrainingPRandcombattrainingaretheessentialtasksindevelopingthetacticalathlete.Neverthelessthereisanaspectoeveryathletestrainingthatiscrucialtothedevelopmentoalltasksandskillsnutrition.InorderorathletesSoldierstoperormattheirpeaktheyneedtherightuelorstrengthspeedpoweragilitymentaltoughnessanddurability.BCSoldiersarekeptactive7daysaweekburningcaloriesatanexponentialrate.TeUSDepartmentoAgricultureestimatesthatanactivemanneedsapproximately3000caloriesadaywhileactivewomenneedabout2400caloriesaday.TeArmyhastakenhugestridesineducatingSoldiersonpropernutrition.TeArmyinstitutedtheGoorGreenprogramlabelingoodsoraSoldiersquickassessmenttoitsnutritionalvalue.NeverthelessnutritionaluelingutilizingonlythreemealsadayisnotadequatetoinfuenceSoldierperormance.InaneorttostudytheimpactoSoldiernutritionaluelingrainingandDoctrineCommandRADOCbeganayearlongstudyinMayo2012inordertooptimizeperormancebyreplenishingmuscleandliverglycogenstoresandobtainrecordandorwardmetricsdatainordertosupportresearchRADOCASKORD2083-RecoveryFuelNutritionPrograminBC.TeRecoveryFuelNutritionProgramsintentistoprovideSoldierswitharecoverybargranolatypebarcontainingaminimumo28-30gramscarbohydrate8-9gramsprotein3-5gramsatandaminimumo10DailyValueorironiavailabletoallBCraineesorelevenspecictrainingevents.Toseeventslistedingure1arespreadoutatkeytimesthroughouttheBCcycle.MycompanywastaskedwithcollectingdataorRADOCwhichincludes1-1-1initialPRassessmentbeginningandendingheightandweightromacycleandtheEndoCycleArmyPhysicalFitnessestAPF.InadditionthroughouttheprocessFoxtrotCompanyprovidesthedatadirectlytoDCG-IMalongwitheedbackastoavailabilityonutritionbarswhetherthediningacilityisollowingtheGoorGreenprogramandobservationsthroughoutthecycle.TecompanysocusthroughoutthisprogramhasbeenaliestylechangeorSoldierstoemphasizetheimportanceonutritionandhelpingSoldierstounderstandthatuelingtheirbodiesduringlongperiodsoexercisewillactuallyaidthemratherthanhurtthem.ManySoldiersthatarriveatBasicrainingcomeromsedentaryliestyleswherepropernutritionmaynothavebeenavailableoremphasizedasimportant.OurFuelingFutureTacticalAthletesinBasicCombatTrainingBCTCPVincentCerchione April-June2013JacksonJournal57DrillSergeantsocusromDay1istohelpSoldiersunderstandtheimportanceopropernutritionandthateatingrightwillactuallyleadtoweightlossandmusclegainratherthantheirSoldiersinrainingattemptstoreducetheiroodintake.ForseasonedSoldiersnothingthatIamdescribingisrocketscience.HoweverRADOCstestingothisprogramisorseveralreasons-FirstandoremostisthisprogramnanciallyeasibletosupportInordertodeterminewhetherundsareallocatedtobuyanddistributethenutritionalbarsTRADOCmustdetermineitheprogramissuccessulandcanbeexpandedtoassistallBCTSoldiers.-DoesnutritionaluelingimpactBCTSoldiersintheTougheningPhaseoPRT-ArethebarsbeingutilizedtherighttypetobeusedoristhereanotherproductthatmayoferabetterblendocarbohydratesandproteinSoldierscangoorover12hourswithouteatinganothermealaerhavingdinnerthenightpriorex.Soldiereatsdinnerat1700andhasAPFat0530thenextmorning.Eliteathletesdistancerunnersandenduranceathleteshavealwaysknowninordertoperormtheirbesttheyhavetoeatbeoreduringandaervigorousexercise.HowcanwetrainourSoldierstobetacticalathletesiwedonottakeintoconsiderationtheiruelingneedsinordertobebothaerobicallyandanaerobicallyttomeetthedemandsocombatinordertodeeattheenemyOurcompanyleadershipbelievesthatSoldiersocusingonpropernutritionanduelingattherighttimesaidthemduringeventsinBCthatarephysicallydemandingandchallenging.FromPRtoroadmarchingtoFieldrainingExercisesTacticalAthletesSoldiersarelessatiguedhavemoreenergyandareabletoperormbetter.OverthelastthreecycleswehavebeentrackingthedatawithDrillSergeantsemphasizingpropernutritionnutritionaluelingandPR.WehaveseenasteadyriseinourcompanyAPFaverageresultinglastcyclewitha250overallcompanyaverageontheAPF.MostoourSoldierseachcycleareexceedingtheBCstandardo50pointsineacheventandareheadingtotheirAdvancedIndividualrainingmeetingorexceedingtheArmystandardo60pointsineachevent.WemustapproachSoldieruelingwiththesamemindsetthatwedowithuelingourvehicles.Wecontinuouslyuelourvehiclestogolongdistancesandmanyousputbetteruelinourcarsbelievingthathighperormancevehiclesdeservehigherperormanceuel.TesamemustbedoneorourSoldiersaswepreparethemortherigorsothebattleeldinthistimeopersistentconfict.RADOCsRecoveryFuelNutritionProgramistherststepaswenotonlytransormciviliansintoSoldiersbutaswelearnandapplytheskillscontinuingtotransormourArmysculturemakingSoldiershealthiertterandmorelethal.CPTVincentCerchioneistheCommanderofFoxtrotCompany1stBattalion13thInfantryRegiment193rdInfantryBrigadeTrainingEventTimingNOEBasicguidanceprovidedbelow.DrillSergeantsCadrewilldeterminebasedontheirassessmentoSoldiersperormanceneedsandtrainingsequenceCCondenceowerOCObstacleCourseFM1FootMarch14kFM4FootMarch416kFM3FootMarch312kFM2FootMarch28kNICNightInltrationCourseBBasicacticalechniquesB2FX3FX3rsteveningnightP1DiagnosticPhysicalFitnessest1RPRecordPhysicalFitnessestAteventoptimalatmidpointorendAteventoptimalatmidpointorendOptimaljustpriortostartoeventOptimalatmidpointorendOptimaljustpriortostartoeventOptimaljustpriortostartoeventAteventAteventStartoFX3LastormationnightbeoreLastormationnightbeoreFigure1 JacksonJournalArticlesNeededAgoodcompanyideaintacticsislikelytoremainconnedtoonecompanyindenitelyeventhoughitwouldbeofbenettothewholemilitaryestablishment.S.L.A.MarshallMenAgainstFireTheProblemofBattleCommand1947 April-July2013JacksonJournal59TheFaceofBattleAStudyofAgincourtWaterlooandtheSommeJohnKeeganNewYorkPenguinBooks1983OneoftheclassicsofmodernmilitaryhistoryTheFaceofBattlebringstolifethreemajorbattlesAgincourt1415Waterloo1815andtherstbattleoftheSomme1916.TheauthordescribesthesightssoundsandsmellsofbattleprovidingacompellinglookatwhatitmeanstobeaSoldierandhowharditistodescriberealisticallythedynamicsofcombat.HowWhyHowWeDoAnythingMeansEverythingDovSeidmanNewYorkJohnWileyandSons2011Theoodofinformationunprecedentedtransparencyincreasinginterconnectedness-andourglobalinterdependence-aredramaticallyreshapingtodaysworldtheworldofbusinessandourlives.WeareintheEraofBehaviorandtherulesofthegamehavefundamentallychanged.Itisnolongerwhatyoudothatmattersmostandsetsyouapartfromothersbuthowyoudowhatyoudo.ThisKindofWarTheClassicKoreanWarHistoryT.R.FehrenbachWashingtonD.C.PotomacBooks2001ThisvolumeisadramaticaccountoftheKoreanWarwrittenfromtheperspectiveofthosewhofoughtinit.Takenfromrecordsjournalsandhistoriesitisbasedlargelyonthecompellingpersonalnarrativesofthesmall-unitcommandersandtheirtroops.ItprovidesbothabroadoverviewandadirectaccountofAmericantroopsinercecombat.FiftyyearslaterThisKindofWarcommemoratesthepastandoffersvitallessonsforthefuture.