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JacksonJournalMajorGeneralBradleyA.BeckerCommanderUSATCandFortJacksonCommandSergeantMajorWilliamD.HainPostCommandSergeantMajorEditorialStaffEditorinChiefMichaelRyanExecutiveEditorJohnPhilibertContributingPhotographerDavidShanesFeaturedArticles6MissionCompleteSSGCoreyCollaroLittledidIknowthatIwasinforasurprisebecausetheseSoldiersintrainingtaughtmewhatitmeanttobeaDrillSergeant.8TransformationofIETSoldiersSSGMichaelDevittThistenweekprocessissomesciencebutmostlyanartformforgedbytheexperienceingenuityandcreativityoftheDrillSergeants.10EffectiveUseofResiliencyTrainingSSGMarcusBrantleyAlthoughtheSoldiersenteringtheArmyarelegallyconsideredadultsitwouldbewrongtoassumethatallofthemarrivealreadyequippedwiththecopingandproblemsolvingskillsthatareadequatetosuccessfullycompletingInitialEntryTraining.14UnityofEffortneededbetweenUSARECandTRADOCLTCJamesAllenArecruitershouldcalculatehismissionandassesswhetherhehasmethismissionbasedonthenumberofSoldierswhocompleteBasicCombatTrainingnotbasedonthenumberofSoldierswhosignacontractandshiptoBasicCombatTraining.18AfterActionReviewsTheLinchpinofUnitImprovementCPTCharlieTimmIfdonecorrectlythissimpleyetextremelyeffectivesystemcanbethekeystonethatincreasesaunitsabilitytoexecutetasksandultimatelyincreasetheskilllevelsofourSoldiers.22LeaderPresenceFiguringOutWhereandWhentobeasaLeaderandWhyitMatters.COLBryanHernandezEverysingledayleadersarechallengedwithanextremelyimportantquestionWheredoIneedtobeinorderformyunittoaccomplishitsmission24AFormulaforMissionCommand1PartWater2PartsCornStarchLTCScottSonsallaHowcantheoddcombinationofSirIsaacNewtonandDr.SuessprovidealessoninleadershipGoodSoldiersarealwaysawareofwhatisgoingonaroundthem.Ifyoupayattentiontherearelessonstobelearnedineverythingwedo.26WhydowegotoDrillSergeantSchoolSSGJaredEricksonIhavebeenasquadleaderforanumberofyearsandaleaderofSoldiersalmostmyentireArmycareerbutwhenIgothereitwastakentoawholenewlevel. UnitedStatesArmyTrainingCenterandFortJacksonVolumeIIIAugust-November2014NO.1TheJacksonJournalisaprofessionaljournalthatprovidesaforumfororiginalthoughtanddiscussiononallaspectsoftrainingandleadershipastheypertaintoInitialMilitaryTraining.TheviewsexpressedintheJacksonJournalarethoseoftheAuthorsnotnecessarilythoseoftheDepartmentofDefenseoranyelementofit.ThecontentdoesnotnecessarilyreectU.S.ArmypositionanddoesnotchangeorsupersedeanyinformationinotherofcialU.S.Armypublications.Authorsareresponsiblefortheaccuracyofthearticlestheyprovide.TheJacksonJournalreservestherighttoeditmaterial.TheJacksonJournalisavailableonlineathttpwww.jacksonjournal.org30DrillSergeantsandtheProfessionalArmyEthicCHCPTMichaelW.FoxWhyisitsoimportantfortheDrillSergeanttolivebythisethicdayafterday34PoliteCandorConductingEffectiveCounselingandEngagementLTCRobertMurphyHowwellourleadersengageanddevelopsubordinatesisameasureoftheircommitmenttothegrowthanddevelopmentofourprofession.36TheWITWhereistheQuestionsandtheArtofEmpowermentMr.KeithH.FergusonLeadersandmanagementhavetheabilitytoempoweroremasculate.Therearetoomanystudiesthatshowthatempowermentisbetter.40IntegrityandtheProfessionofArmsCPTShawnD.EidsnessBeforewejumprightintohowintegrityandtheProfessionofArmsareintertwinedwemustrstunderstandthetwoasseparates.42HowHealthPromotionisChangingtheCultureofResiliencyMs.SarahPorterAstheArmypreparesforashiftfromwartimeeffortstopreparednessthereisanincreasingfocusontheimprovementofhealthandwell-beingforSoldiersFamiliesCiviliansandRetirees.46UsingHistorytoImprovetheFutureHowWePlannedPreparedandExecutedaStaffRidewithLeadersfromAcrosstheBattalionLTCJ.KeithPurvisandCSMJohnO.WhiteAsweplannedourbattalionstaffridewewantedtogobeyondasimplebattleeldwalkwithourleaderssowecarvedouttimeandresourcestoconductastaffridetothehigheststandardpossible.52InformedDisciplinedInitiativeApplyingInitiativeattheRightTimeandPlaceLTCRobertMurphyPracticinginitiativeisahabittobecultivatedandencouragedbutinamannerproductivetoourunitsmission. VictoryStartsHereBradleyA.BeckerMGUSACommandingSeptember102014marksthe50thAnniversaryoftheUnitedStatesArmyDrillSergeantSchoolsoitisonlyttingthatourfeaturearticlesforthisissueoftheJacksonJournalarewrittenbythreecurrentDrillSergeantsservinghereatFortJackson.SSGCoreyCollarosMissionCompleteisasuperbarticlewrittenfromtheperspectiveofaNon-commissionedOfcerwhoisreectingonhislast23monthsthatheservedasaDrillSergeant.HehassomegreatwordsofadvicethatarebenecialnotonlytoallnewDrillSergeantsbutforallleadersentrustedtotrainandleadSoldiers.SSGMichaelDevittsTransformationofIETSoldiersisaveryinterestingarticlethatfocusesontheArtoftransformingaCivilianintoaSoldier.HediscusseshowDrillSergeantsneedtousethepoweroftheirownexperiencetohelptransformSoldiersandtocapitalizeonthenumerousteachablemomentsthatoccurthroughoutthetrainingday.OurthirdandnalfeaturearticleEffectiveUseofResiliencyTrainingiswrittenbySSGMarcusBrantley.HisarticleisathoughtprovokinglookatinsertingresiliencytrainingintothestructureoftheBCTPOIaswellasincreasingthenumberofcertiedMasterResiliencyTrainedDrillSergeantsineverycompany.AsIcontinuetoobserveandassessallofthetrainingthatweconducthereatFortJacksonIamconsistentlyamazedatthelevelofprofessionalismanddedicationtoourmissionthatisdisplayedbyall.NeverforgettheimportantrolethatyouhaveinshapingthefutureofourgreatArmybywhatyoudodayinanddayouthereatFortJacksonFromtheCommandingGeneralTeamJacksonTrainingtheBestSoldiersintheWorld VictoryStartsHereWilliamD.HainCSMUSAPostCommandSergeantMajorPostCommandSergeantMajorIamcondentthateachandeverytraineronTeamJacksonwantstoliveuptoTrainingtheBestSoldiersintheWorldIseetheevidenceofthiseachandeveryday.Ingeneralwherethereareclearstandardsofperformancemostaregettingatthesecorrectlyespeciallytherequiredcoretasks.Sometimesitisveryclearthatwedonotspendtherequisitetimeunderstandingtheintentordesiredcoursetaskoutcome.ItmayseemobviousuntilyoulookoraskasIdoeveryweek.MostoftentherstquestionIllasksomeoneatatrainingeventisnotwhatisthestandardbutratherwhatisthegoalofthistrainingSimilartoanOperationsOrdertheoutcomeofaparticulartrainingeventismuchliketheCommandersIntent.Youcanaccomplishthetaskswithoutaccomplishingthepurposeorintent.Youcantrainataskbutifyouarentgettingatthedesiredoutcomeverymuchthesameeffect.SomeexamplesIfaSoldiershoots23of40ontheirqualicationthatSoldiermetthestandardifthatsameSoldiercantexplainhowheshegotthereandhowtomanipulatethesiteshavewemetintentYouareonarangewhereaSoldiermustcombineseveraltacticaltaskstogettotheend.IftheSoldiergetstotheendofthecoursebutdoesntexecutetheindividualtaskscorrectlyhavewemetintentAsyouplanorexecutetrainingtakethetimetoreadthroughthePOIandunderstandthedesiredoutcomefortheentirePOIandthespecictasksyouaretraining.Ithinkyouwillndthatthereisalogicalsequenceandprogressionthatmakessense.KnowingtheseoutcomeswillbetterallowTrainerstoadjustmethodsasrequiredtomaketrainingmoreeffective.TherewasatimewhencoursePOIswereveryprescriptiveandinexiblebutmorerecentlyweveseenabitoftheotherend.Aswithmostthingsaslongasthependulumdoesntswingtoofarineitherdirectionwewillbeallright.IencourageTrainersandLeaderstodevelopandsharebestpracticesandtechniquesthatmeetstandardsandachievedesiredoutcomes.Itisokaytobecreativejustmeetthestandardandintent.Ifitisnotthestandardorintentthenyouprobablydonthavetimetodoit.JustknowtherearesomespecicexpectationsthataSoldierlearnsthesametaskinasimilarmannerregardlessofwheretheydoIMT-soifthestandardorintentisntobtainableletsgetthedecisiontochangethattotherightlevelforconsideration. 6JacksonJournalAugust-November2014Sittingherereectingbackonthelast23monthsIhaveservedasaUnitedStatesArmyDrillSergeantIndmyselinastateomelancholyandaskmyselwhy.WhenIrststartedthisjourneyinAprilo2011IhitthegroundrunningreadytobeatoughhardchargingscreamingbansheeoaDrillSergeant.IwasbitingatthebittogetinrontothewarriorstoteachthemwhatitmeanttobeaSoldier.LittledidIknowthatIwasinorasurprisebecausetheseSoldiersintrainingtaughtmewhatitmeanttobeaDrillSergeant.Whenyouputthehatonyoubecomeabeaconohopearolemodelapillarostrengthandevenaparentalguretosome.WhatIrealizedearlyoninmytrailtimeisthateachSoldierseesyoudierentlyandtheirexpectationsoyouasaleadervarydramatically.SoldiersarriveromeverywalkolieandtheyallhaveissuesyouaregoingtohavetoeitherresolveorhelptheSoldiergetthrough.Itsmentallydrainingandemotionallytaxing.IchallengeyoutonotbetheDrillSergeantthatpushesthemoonsomeoneelsebuttobetheonethatisempatheticwhileatthesametimerm.Terewardyouwillreceiveisgreaterthanyouexpect.Iwasluckytohavesomegreatleadersadvisemeonhowtobesuccessulonthetrail.Iwouldliketotakeamomentandsharethatadvicewithyouaswellasgiveyousomeomyown.eachthemsomethingneweverydayTatstheticketrightthere.TeseSoldierscomeheretobesomeone.Manyothemdonothaveanythingtogobackto.Alltheywanttodoislearnasmuchaspossiblesotheycanmakesomethingothemselvesortheiramilies.Becomingthatsourceoknowledgewillresultinchanginglives.Creatinganenvironmentthatisconducivetolearningisjustasimportantasprovidingtheknowledge.TeSoldierslooktoyouasthesubjectmatterexpertonalltopicsromthemaximumeectiverangeoanM240BorapointtargettowhenyouthinkthemostopportunetimeoraSoldiertogetmarriedis.TeinteractionyouhaveandtheenvironmentyoucreatewilldictatethetypeoSoldieryoudevelop.CombiningthecontinuousowoinormationaswellasmaintaininganenvironmentthatisconducivetolearningwillnotonlycreateaknowledgeableSoldierbutitwillalsoreinorceyourinuence.EarntherespectoyourSoldiersooofenIwitnessedDrillSergeantsdemandingrespectromtheirSoldiers.WhatgoodisthatgoingtodoyouinthelongrunYestheSoldierhastorespecttherankandyourauthoritybutwhataboutthepersonthatwearstherankandthehat.YourSoldierswillworkhardoryouanddowhateverittakestocompleteataskitheyrespectyou.IyoucontinuouslyleadutilizingearyourSoldierswillbecomenumbtoyouandyouwillneverseethemachievetheirullpotential.akethetimetolearnwhotheyareandwheretheycomeromandyouwillbeabletousethatinormationtohelpmotivateMissionCompleteSSGCoreyCollaro August-November2014JacksonJournal7andpushthemthroughtograduation.EarningtherespectoyourSoldiersisnotasdifcultasonethinks.ASoldierarrivesatBCwithtonsoemotionswhetheritisearexcitementanticipationoramixtureoallothose.WhatyouhavetodecideasaDrillSergeantishowlongareyougoingtoallowthoseemotionstodictatetheactionsoyourutureSoldiers.IoundsuccessinteachingmySoldiersondayonehowtocontroltheiremotionutilizingresiliencytraining.Tisnotonlyresultedinthembeingabletogaincontrolotheiremotionsbutitwasastarttoearningtheirrespectasnotonlyaleaderbutasamentorandtrainer.Movingorwardyoudevelopothertechniquesthatareco-dependentoeachotherwhichresultinearningtheSoldiersrespect.Justasquicklyasyouearntherespectyoucanloseit.TerearenumerouswaystolosetherespectoyourSoldiersmostarethesameasineverydaylie.HoweverwhatyoumusttakeintoconsiderationisthattheseSoldiersareromtheinormationageandthereorelackacetoacesocialinteractionskills.Teirconictresolutionskillsarenon-existentwithoutacellphoneorsocialmedia.Tereoreyoucannotsimplycontinuouslyberatethemyoumustcorrecttheminsuchamannerthatresultsindisciplineanddevelopsthickskintohandleit.Coachmentorandtrainarethenameothegame.IyourideaocoachingistellingaSoldierheisaailureoryourideaomentoringisdemoralizingaSoldierinrontohispeersoryourteachingstyleisjusttoreadtheslidesthenyouareinoraroughtwoyears.akethetimeandteachthetaskstakethosewhoareemotionallyweakorhavesel-esteemissuesandmentorthem.Tiswillturnyourtwoyearsintotwentyourmonthsoliechangingexperiencesasyoubecomeacatalystorchange.oomanytimeswetalkaboutleadingromtheront.WhatdoesthatactuallymeanomeitmeanstonothavethedoasIsaynotasIdoattitude.YourSoldiersdeservetohavealeaderthatmodelstheverybehaviorthatisexpectedothem.AllowthemtoseeyougothroughthesameMissionCompletetrainingastheydo.Tiswillostertheoneteamoneghtmentalityhavingadirectimpactonthemoraleoyourplatoonandresultinbetterplatoonperormance.EverydayyouwillbechallengedwithidentiyingeachSoldiersneedsandmeetingthoseneedsordevelopingtheSoldiersotheycansolvetheirownproblemsinordertogetthemtograduation.Teseneedsrunromphysicaltospiritualtoemotionaltoevenoutsideamilyneeds.Youhavetomaketimeandbecomecreativeinhowyouaccomplishthis.TereisnocookiecutterSoldiertheyarealltheirowndesignanditisamentalchessgameyoucannotaordtolosetogetthemtotheendstate.SobacktowhyIaminastateomelancholyMytimeiscomingtoanend.IwillnolongergettoseethatSoldierwinSoldierLeaderotheCyclewhojustweeksbeorecouldnotstandinrontohisorherpeerswithcondenceoraSoldierwhocouldbarelydoapushuppasshisorherPtestorandthisoneismyavoritethatSoldierwhowastoldheorshewouldailandneveramounttoanythingwalkacrossthegraduationeldrealizingthatnotonlyhavetheygraduatedbuttheyhaveopenedthedoortotherestotheirlie.THISWELLDEFEND..SSGCoreyCollaroisaDrillSergeantinFoxtrotCompany2ndBattalion13thInfantryRegiment193rdInfantryBrigade.TereisnocookiecutterSoldiertheyarealltheirowndesignanditisamentalchessgameyoucannotaordtolosetogetthemtotheendstate. 8JacksonJournalAugust-November2014EveryTursdayonFortJacksonhundredsoproudAmericansgraduateBasicCombatraining.TesemenandwomencometoFortJacksonasciviliansbuttheyleaveasSoldiers.TistransormationisaccomplishedthroughthededicationandproessionalismoFortJacksonsDrillSergeants.TistenweekprocessissomesciencebutmostlyanartormorgedbytheexperienceingenuityandcreativityotheseDrillSergeants.EveryDrillSergeantintheArmyistrainedatFortJacksonsprestigiousUnitedStatesArmyDrillSergeantSchool.TeDrillSergeantSchooltrainsNoncommissionedOfcersonthedifculttaskobecomingaDrillSergeant.TeschoolhouseinstructsDrillSergeantCandidatesonthescienceowhatittakestobeaDrillSergeantintheUnitedStatesArmy.DrillSergeantCandidatesaretakenthroughthesametrainingeventsasthenewInitialEntryrainingSoldierssotheycanlearnorre-learninsomecasesthetechnicalaspectsothevarioustrainingeventstheywillberequiredtoteachtheirSoldiers.AergraduatingDrillSergeantSchoolDrillSergeantsarewellversedontrainingSoldiersonallrequiredtasks.EssentiallyDrillSergeantslearnthescienceaspectobeingaDrillSergeantatDrillSergeantSchool.rainingSoldiersonWarriortasksandbattledrillsdrillandceremonybasicriemarksmanshipadvancedriemarksmanshiprstaidCBRNandotherSoldierskillsisjustpartothetransormationprocess.DrillSergeantshavetoinstillthesevenArmyvaluesandwarriorethosintoallotheirSoldiers.InitialEntryrainingSoldierscomeromallovertheworldandtheyallhavedierentvaluesandbeliesystemsthatwereinstilledinthembytheirparentsorguardians.TejobotheDrillSergeantistoinculcatetheArmysvaluesystemintotheirSoldiers.SoldiersshouldgraduateBasicCombatrainingwiththeabilitytomakegoodmoraldecisionsandwiththedesiretoneverquitandalwaysplacethemissionrst.TeprocessoinstillingdisciplineArmyValuesandwarriorethosintoSoldiersisnotaseasyassimplyreadingaewvignettesabouttheheroicdeedsopastSoldiersorhavingSoldiersmemorizealistoArmyValues.SoldiersneedtoseethattheDrillSergeantsthemselvesadheretothewarriorethosandArmyValues.TeDrillSergeantandothercadremembersmustconductthemselves August-November2014JacksonJournal9inaproessionalmannersothattheSoldiershaverolemodelsandexamplesotherightwaytoconductthemselvesonadaytodaybasis.DrillSergeantsmustbeconstantlyawareotheirwordsandactionsbecauseSoldierswatcheverythingtheDrillSergeantdoes.TeDrillSergeantknowstheimpactotheirwordsandactionsandattemptstohavealltheirwordsandactionsconveyamessage.TismessageisIamaSoldierdoasIdo.TiscanbesummedupwiththebasictenetsoNCOsBeKnowDo.InadditiontoconductingthemselvesinaproessionalmanneratalltimesDrillSergeantsneedtousethepowerotheirexperiencetohelptransormSoldiers.SoldiersrespondverywelltoDrillSergeantstellingstoriesaboutgoodandbadthingsthatSoldiersinthepasthavedone.ReallieexamplesohowSoldierswhoupheldthesevenArmyvaluesandsucceededorSoldierswhodidnotupholdthesevenArmyvaluesandailedcanbeapowerultoolinillustratingtoSoldierswhytheyshouldalwayslivebythesevenArmyvaluesandwarriorethos.odaysgenerationoSoldiersdoesnotrespondwelltotheoldschoolphilosophyojustdowhatyouretoldbecauseIsaidso.odaysgenerationoSoldiersliketoknowthereasonbehindwhytheyaredoingthethingsthattheydo.GivingtheseSoldiersreallieexamplesromtheDrillSergeantsexperiencepaintsaclearpictureowhySoldiersneedtoollowinstructions.UsedbyanexperiencedDrillSergeantthesecautionarytalesorsuccessstoriesaresomeothebestlearningtoolsinthebasiccombattrainingenvironment.TransformatonSSGMichaelDevittisaDrillSergeantinFoxtrotCompany3rdBattalion13thInfantryRegiment193rdInfantryBrigade.AnothertoolintheDrillSergeantstoolbagistheteachablemoment.eachablemomentsaresuccessesormistakesotheSoldiers.AnexperiencedDrillSergeantwilltaketheseteachablemomentsandusethemasopportunitiestoteachSoldiersaboutArmyvaluesortherightwaytoaccomplishatask.ForexampleiaSoldierdoesanoutstandingjobomakinghisorherbunktheDrillSergeantcancalltheentirebayovertolookattheSoldiersbunkandtellthemthatthisishowallotheirbunksshouldlooklike.TisincreasesthecondenceothatSoldierandalsoshowstheotherSoldiersthatthetaskisachievable.UsedinamorenegativewayaDrillSergeantcanpointouthowanindividualSoldiersbunkisnottothestandard.TiscausestheindividualSoldiersomeembarrassmentbutitalsogivestherestotheplatoonaclearexampleowhatnottodo.UsedefectivelytheteachablemomentallowsSoldierstolearnromthesuccessesandailuresotheirbattlebuddiessothatsixtySoldiersdontallmakethesamemistake.TeresponsibilityorthetransormationociviliansintoSoldiersisprimarilyinthehandsotheDrillSergeantsandcadreotheBasicCombatrainingbattalions.TebestDrillSergeantsusetheirpriorexperiencesandtheorceotheirpersonalitiestogetSoldierstowanttochange.TebestDrillSergeantintheArmycannottransormacivilianintoaSoldierunlesstheSoldierwantstobetransormed.TeDrillSergeantshouldbethetoolthatsharpensthebladethatisthenewSoldier. 10JacksonJournalAugust-November2014Itissaidthatwearemadeomindbodyandspirit.WhenSoldiersarrivetoBasicCombatrainingtheDrillSergeantsbycreedareresponsibleortakingcareotheincomingSoldiersmindsandbodiesmakingthemmentallyandphysicallytoughwhiletheChaplainsroleistohelpheeltheirspirit.HoweverasDrillSergeantswearequitesuccessulinonlyoneothetwoaorementionedrolesweemployphysicaltnesstrainingchallengingeldtrainingexercisesandroadmarchestobuildupnewSoldiersstrengthandstamina.OntheotherhandmostotheDrillSergeantshavetoresorttosomead-hocmeasuresheavilydependentonindividualabilitiestoaddressthenecessityoenablingsoldierstocopewithchallengesandadversitytheywillacethroughoutInitialEntryrainingaswellastheiroverallmilitaryservice.EventheSoldiersCreedreerstotheAmericanSoldierasbeingbothphysicallyandmentallytough.WhilethelargerArmyhasanexcellenttoolatitsdisposaltheComprehensiveSoldierandFamilyFitnessCSF2resiliencytrainingthereislittleconsistencywithimplementingtheelementsothisprogramduringInitialEntryrainingdespitethematterthattheArmysnewestSoldiersmaybetheonecategorythatneedtheseskillsthemost.Tegreatadvantagethatresiliencytrainingislikelytoprovidemeansthatallleadersshouldbeproactivelylookingorwaystointegrateitselementsintothetrainingcurriculum.AlthoughtheSoldiersenteringtheArmyarelegallyconsideredadultsitwouldbewrongtoassumethatallothemarrivealreadyequippedwiththecopingandproblemsolvingskillsthatareadequatetosuccessullycompletingInitialEntryraining.TenumberochallengesandthelevelostresstraineesexperienceduringIEofenexceedanythingtheyhadexperiencedpriortojoiningtheArmy.Astheresultmanytraineesareoverwhelmedbyeelingsopowerlessnessearangerandanxiety.WhileIEandespeciallyitsBCportionissupposedtobestressulinordertoprepareSoldiersorthechallengesocombatoperationsthereisvirtuallynobuilt-intrainingdesignedtohelpthemovercomethisobstacle.Inadditionthestress-inducedeelingsoearoranxietyactuallyactaspsychologicalbarrierstocommunicationthataredetrimentaltoSoldiersabilitytoretainknowledgeevenwhenitcomestotaskswetrainin-depthBasicRieMarksmanshipeldcraforWarriorasksandBattleDrills.TetraineeswhoareunabletocopewiththestressoIEareusuallychapteredoutotheArmyontherecommendationotheMentalHealthproessionalsorviatheUCMJprocess.NeverthelessitappearsthatmanyosuchindividualsdohavethepotentialorcontinuedmilitaryservicebutsimplylackteachableskillsthatwouldallowthemtocopewiththeBC-inducedstress.TatiswhyIbelievethatinsertingresiliencytrainingintothestructureotheBasicCombatrainingsProgramoInstructionwouldbebenecial.FurthermorethebenetsothistrainingwouldgoarbeyondreducingthewashoutratewhichisimportantorscalconsiderationsiornootherreasonbutwillimproveperormanceoallSoldiers.Resiliencytrainingteachestangibleskillsthatpromoteselawarenessmentalagilityconnectionselregulationstrengthocharacterandoptimism.GivingSoldiersthesetoolsearlyonEecveUseofResiliencyTrainingSSGMarcusBrantley August-November2014JacksonJournal11intrainingwouldallowcadretoreerthemtotheparticularskillsthatshouldbeemployedorvarioustypesosituationsthatoccasionallyarise.Forexampleselawarenesstheabilitytoidentiyonesthoughtsemotionsbehaviorsandparticularlycounterproductivepatternswouldbehelpulinbreakingpatternsomisconductorsubstandardperormanceaswellasstressoseparationromlovedones.Mentalagilitytheabilitytotakeotherperspectivesthinkexiblyandaccuratelyaboutsituationsandthewillingnesstotrynewstrategieswhencurrentonesarenotworkingwouldgoarinpromotinginitiativeproblemsolvingandteamwork.HelpingSoldiersmakeconnectionswillcreatestrongrelationshipscommunicatepositivelyandeectivelydevelopempathyandbewillingtogiveandseekhelp.Teskilloselregulationishelpulwithmanagingimpulsesemotionsandbehaviorsaswellasexpressingemotionsappropriately.MostimportantlySoldiersshouldbetaughtoptimisminordertoenablethemtoremainpositiveandrealisticmaintainhopeandcondenceocusonlyonwhatiscontrollableandmanageexpectations.SomeothemostcommonSoldierissuesthatDrillSergeantsdealwithonadailybasisarehomesicknessandculturalintegration.AlmostallothetraineesndthemselveseelinghomesickoratleasttherstewdaysoIE.Whilebeinghomesickiscompletelynormalsomeindividualsarecapableocompartmentalizinganddealingwiththeseeelingsbetterthanothers.OenlongingortheamiliarandlovedonesaectsSoldiersperormancewhileinthemostextremecasesmayresultinreusingtotrainAWOLdepressionandeventhoughtsosuicide.HoweverincaseswhenboththecadrememberandthetraineewhoishavingdifcultiescopingwithhomesicknessareamiliarwiththeCSF2resiliencytoolstheproblemmayberesolvedattheearlystagesandthelowestlevelwithouttheneedtoresorttotheMentalHealthproessionalsorUCMJaction.ForexampletheskilloselfawarenessmaybehelpulingettingtotheunderlyingcausesbehindsuchaResiliencyTrainingdeepandpersistenteelingohomesickness.Oncetheunderlyingissuesareidentiedmentalagilitywilllikelybehelpulinndingwaystocontradictthecounterproductivepattersothought.Finallytheskilloself-regulationwillhelppreventactingoutonmomentaryinuxoemotionsandreduceimpactonperormancebypromotingcompartmentalization.Anotherexamplementionedaboveisthedifcultyoculturalintegration.InIEindividualsromwidelyvariedbackgroundsmustco-existinclosequartersconstantcontactandhighstressenvironment.Conictsariseoentheseconictsaecttheindividualsinvolvedjustasmuchastheyunderminethemoraleandcohesionwithinthegroup.Manyotheseconictstakeplaceornootherreasonbutculturaldierences.OneotheskillslearnedduringtheCSF2resiliencytrainingisidentiyingthinkingtrapsmeaningthatindividualstendtoassumethatothersarethinkingthesamethingasthemandthateveryoneelseseesthingsthewaytheydo.ForinstancethinkingthataprankthatriendsplayoneachotherathomewouldgooverwellwiththepeopleonejustmetinBCisanexampleoathinkingtrapthatoengetsSoldiersinhotwaterwiththeirnewbattlebuddies.WhileteachingindividualsabouttheexistenceothinkingtrapswhichisoneothemodulesoCSF2resiliencytrainingishelpulinpreventingmisunderstandingstheskillomakingconnectionsisindispensableinovercomingdifcultiesassociatedwithculturalintegration.Tekeyelementomakingconnectionsisteachingindividualseectivecommunicationskillswhilethechallengeoculturalintegrationliesspecicallyinailuretocommunicatepositivelyandeectivelybetweenindividualsthatjustdayspriorinhabitedtheiroriginalandoenquiteisolatedculturalniches.TenumberochallengesandthelevelostresstraineesexperienceduringIEofenexceedanythingtheyhadexperiencedpriortojoiningtheArmy. 12JacksonJournalAugust-November2014CSF2sresiliencytraininghasmanyelementsandskillsthathavedirectapplicationtotheIEenvironmentinadditiontotheonesmentionedabove.Amongthosearedetectingicebergsproblemsolvingenergymanagementandreal-timeresiliency.IndividualsmayalreadypossesssomeorevenallotheseskillswithoutevenknowingithowevermyexperienceasaDrillSergeantsuggeststhatasignicantportionoSoldiersareseverelylackinginmentaltoughness.WhiletheArmyismostcertainlynotoreveryoneitseemsthatsomeindividualssimplydonotknowwhatitmeanstobementallytoughandhowtogetthere.SystematicallyteachingtheSoldiersCSF2sresiliencyskillswouldgiveeveryoneaghtingchancetoovercomethechallengesostressulandrigoroustrainingunamiliarenvironmentandlongingorlovedonesbackhome.InadditiontodecreasingtheattritionrateIbelievethatresiliencytrainingwouldimprovetheoverallqualityoSoldiersenteringtheArmybyminimizingtrainingdistractionsandequippingthemwithtoolsneededoraproductiveandsuccessulmilitarycareer.Howevertherearechallenges.TereseemstobelackotimeavailableorresiliencytrainingaswellaslackoDrillSergeantsthathavecompletedtheMasterResiliencyrainercourse.WiththeProgramoInstructionpackedullovariousimportantclassesandtrainingeventsthetimechallengeisbyarthemostdifculttotackle.SomeotheDrillSergeantswhoareMRshavetheadvantageobeingabletoteachtheseskillsontheregularbasisduringnormalday-to-dayinteractionswiththeirSoldiers.TesetopicsareeasilycoveredduringblocksotimeoanylengthwhenaDrillSergeantndsheshereetochoosethesubjectoinstructionorevenwhileintheDiningFacility.Howeverthisapproachisagainad-hocwhilerequiringthattheparticularleaderisbothwillingtospendtimeonteachingmentaltoughnessaswellasbeingMRcertied.TecurrentrequirementistwoMRsperBCCompanywhichisnotgoingtocover100othetraineesitrainingisemployedinthead-hocormatdescribedabove.AtthesametimeincludingresiliencytraininginaSSGMarcusBrantleyisaDrillSergeantinBravoCompany3rdBattalion13thInfantryRegiment193rdInfantryBrigade.meaningulwaywouldimplyacompleteoverhaulotheBCProgramoInstructionwhichtakesyears.OntheotherhandincreasingtherequirednumberoMRsinthecompanytoattheveryleast33otheDrillSergeantsoneperplatooncouldbeaneectivestopgapmeasurethatwhencoupledwiththeofcialcommandemphasiscanbeimplementedquicklyandrelativelypainlesslywhileremainingquiteeective.InadditionMRskillsmaybesystematicallyintroducedinthesamemannerthateachmajortrainingeventistiedtooneotheSevenArmyValues.ForexampletheValueoPersonalCourageinemphasizedduringtheCondenceObstacleCourse.Inthesamemannerthetraineesmaybetaughtaboutcatastrophizingandthewaytoovercomeit.FinallythemostimportanttaskistostarttalkingaboutwhattheresiliencytrainingiscapableoachievingortheIETtraineesoncethisideaattainssomemomentumthemosteectivesolutionwouldollowsoonthereafer.SystematicallyteachingtheSoldiersCSF2sresiliencyskillswouldgiveeveryoneafghtingchancetoovercomethechallengesostressulandrigoroustrainingunamiliarenvironmentandlongingorlovedonesbackhome. August-November2014JacksonJournal13 14JacksonJournalAugust-November2014IntheFebruaryMarchandApril2014editionsoArmyMagazineUSArmyRecruitingCommandUSARECmakesaphilosophicalargumentorcreatinganAccessionsCenteroExcellenceinordertoprovideunityoeorttotherecruitingeortsortheUSArmy.USAREChasalsoproposedchangingtechnologyandalteringsomeothepolicieswhichgovernrecruiting.TeirgoalistocloseagapbetweentheArmyandsocietyandndamethodtorecruitthebestvolunteerstobecometheArmyotheuture.WhileIapplaudthisdesiretorecruitabetterArmyIbelieveimmediatechangesareneededinordertoprovidebettertrainingtotheArmywehaverecruited.UnityoeortisnottobegainedbythecombinedeortsotheUSArmyRecruitingCommandCadetCommandtheUSMilitaryAcademyandtheNationalGuardasproposedbyUSARECintheMarch2014issueoArmyMagazinepage40butshouldincludethecombinedeortsorainingandDoctrineCommandaswellasRecruitingCommandandotheraccessionsprograms.Overthelast23yearsIhadneverpaidattentiontotheeortsoArmyrecruiters.NowasaBasicCombatrainingbattalioncommanderIbelievethatmoreaccountabilityisrequiredtoraisetheoverallreadinesslevelotheArmy.TisisthersttimeIhaveworkedinanenvironmentwherenoteveryindividualwantstobechallengedandpushedUnityofEffortneededbetweenUSARECandTRADOCLTCJamesAllentohisherphysicalmentalandtacticallimits.woanecdoteshighlightmyobservations.FirstusuallyexecutedontherstorsecondmorningthataSoldierisinBasicCombatrainingSoldiersaregivena1-1-1assessment.InthisassessmentSoldiersconductoneminuteopush-upsoneminuteosit-upsandaonemilerun.OnemorninginMarchIwatchedaSoldieronhisrstdayotrainingattemptthe1-1-1test.Hewasunabletostraightenouthisbackwhileintherontleaningrestpositionandassoonasheenteredthestartpositionorthepush-uphecollapsedtothegroundandwasterminatedontheexercise.Hewasunabletosupporthisbodyweightintherontleaningrestposition.TatsameSoldierabout15minuteslaterreturnedtothelineandattemptedtoexecutesit-ups.Againhewasterminatedatzerocompletedrepetitionsonlysittingupaferhehadkickedhislegsoutstraightaheadohimselandunabletosit-upwithhiskneesbentina90degreeangle.FinallyIwatchedhimcompletehisonemilerunin1729minutes.TisSoldierprovidesanextremeexampleoinabilitybuto995SoldierswhostartedBCinmybattalionon4Marchand10Marchalmost25otheSoldiersscored30pointsorlessontheirinitialAPF.IntheApril2014issueoArmyMagazineUSARECproposedthattheArmyExtendopportunityorservicetothosephysically August-November2014JacksonJournal15ineligible.TeproposalincludedpartneringwithlocalreserveunitsandrecruitersinordertoconductphysicaltrainingtopreparevolunteerstobesuccessulinBasicCombatraining.WhileIapplaudtheeortstopreparevolunteersphysicallypriortoarrivingatBasicCombatrainingintheneartermIdonotthinkthatwearelikelytoseeanychangesinthevolunteerswhoarrive.TepopulationovolunteersinpoorphysicalconditionchallengesourBCcompaniesbothwithinjuriesandwiththeneedtotailorPRprogramstoaccountortheirpoorperormance.AsecondexampleisavolunteerwhoatsomepointbeorearrivingatFortJacksonbegancommunicatingwitharecruiter.TisPrivatesaidthatashisshiptobasictrainingdateapproachedhehadachangeoheartanddecidedhedidnotwanttobeintheArmy.Accordingtothevolunteerhisrecruiterandtherecruitingbattalioncommandervirtuallylockedhiminthebattalionheadquartersandpracticallyheldhimhostageorsixhoursuntilhecapitulatedandagreedtoship.HeprocessedthroughaMilitaryEntranceProcessingStationMEPSandthroughtheReceptionBattalionandthenboardedabustomybattalion.BeorehehadevenallenintohisrstormationheannouncedthathewantedtoquittheArmy.Noamountoencouragementcouldchangehismindhesimplystoodattherearoeveryeventandreusedtoparticipateinanyactivity.WhilehispersonalstoryseemsextremeandisundoubtedlyembellishedtosomedegreeIofenreadtraineeexitinterviewsafertheirchapter5-11orchapter5-17packetsaresignedinwhichtheyclaimedthattheysaidtheywereeelingdepressedorsuicidalsimplytogetoutobasictraining.Onthesuracetheseexamplesdonotpresentanoverlychallengingproblem.HoweverattheBCUnityofEortcompanylevelthesepresentadditionalleadershipchallengeswhichrequireportionsothecompanycommandleadershipattention.InsteadoocusingonthequalityoinstructionthattraineesreceivethecompanyleadershipandDrillSergeantsarerequiredtosheppardtheseindividualstomedicalappointmentsCommunityMentalHealthServiceCMHSappointmentsandoutprocessingappointments.Notonlydoleadersdevotetimetothesetraineesbutofenbattlebuddiesarecommittedtoprovidingover-watchorthesevolunteers.Forthosevolunteerswhoarephysicallynotintheconditiontoocusontrainingthatchainocommandiseitherorcedtodragthevolunteeralongthroughseveralweeksobasictraininguntilwereachadecisionpointtoseparateorrecycleorworsethatvolunteermakeseveryattempttomeetthestandardwhichresultsinaninjuryandrequiresasignicantsurgerytorepairpriortoaresultantseparation.MoreaccountabilitymustbeaddedtothecurrentrecruitingsystemtondthosevolunteersortheArmy.IagreewithUSARECthatanAccessionsCenteroExcellencemayassistinbuildingunityoeortorrecruiters.HoweverIthinkevenmorechangestoourrecruitingeortsarerequired.ArecruitershouldcalculatehismissionandassesswhetherhehasmethismissionbasedonthenumberoSoldierswhocompleteBasicCombatrainingnotbasedonthenumberoSoldierswhosignacontractandshiptoBasicCombatraining.IthinkthiswillchangethemethodinwhichtherecruitersignsupavolunteerandIthinkitwillhaveaollow-oneectoincreasingthequalityotrainingthatisexecutedatBasicCombatraining.ArecruitershouldcalculatehismissionandassesswhetherhehasmethismissionbasedonthenumberofSoldierswhocompleteBasicCombatTrainingnotbasedonthenumberofSoldierswhosignacontractandshiptoBasicCombatTraining. 16JacksonJournalAugust-November2014TisdevelopedunityoeortbetweenRADOCandUSARECwouldpreventunpreparedvolunteersromarrivingatunitsanddistractingmorequaliedvolunteersandcompanyleadershipromexecutinghighqualitytraining.Tischangewillnotbequicklyagreedtonorimplemented.Intheinterimcompanycommandersandrstsergeantswillhavetocontinuetondcreativewaysoworkingthroughtheseleadershipchallenges.Onetechniqueweemployedsuccessullywastoinvestseveraldaysocompanyleadershipinteractingwiththetraineeandhisparentsuntilherealizedthathewasbothcapableandcommittedtocompletingbasictrainingandthenreassigningthetraineetoanewcompanywithinthebattalion.Anotherimmediatechangewehavetomakeistoremoveromourlexiconthephraseandeventheconceptoreusaltotrain.IsuspectthattheideaobeingabletochoosenotexecuteataskorollowanorderisplantedasearlyastherecruitingprocesswithphrasesliketryingouttheArmyandthenrepeatedthroughcountlessbarracks-lawyersandNCOcounselingstatementsthatallowtheconceptoareusaltotrain.LTCJamesAllenistheCommanderof1stBattalion61stInfantryRegiment165thInfantryBrigade.Anotherimmediatechangewehavetomakeistoremoveromourlexiconthephraseandeventheconceptoreusaltotrain.OnceatraineehasbeenissuedaprolewhichrestrictshimorherromhandlingweaponsorsharpobjectsandweknowatraineeisgoingtoreceivearecommendationoraChapter5-17orChapter5-11separationweocusonprocessingthoseadministrativerequirementsasefcientlyaspossible.FortraineeswhoarephysicallychallengedweuseDiagnosticAPF2asadecisionpointbenchmark.TosetraineeswhoaredoingwellinotherareasbutstillscoringlessthanFitnessrainingUnitstandardsoradmissionarerecycledtothestartoRedPhaseandgivenanopportunitytoexcelwithanotherbattalion.ForthosevolunteerswhoarescoringlessthatFUstandardsandarestrugglinginotherareasaswellthechainocommanddiscussesandconsiderswhetheraChapter11separationisappropriate.Findingandcreatingefcienciesintheseparationprocessanddecisionmakingprocessistheonlyprovenwaytodealwiththepoorperormersandthosewhodonottrulywanttobepartobasiccombattraining. August-November2014JacksonJournal17Wheneverythingseemstobegoingagainstyourememberthattheairplanetakesoffagainstthewind.HenryFord 18JacksonJournalAugust-November2014heAferActionReviewAARisablendoobjectivepersonalreectionandthediscoveryowhatwecandotomakeourselvesandourtrainingbetter.IdonecorrectlythissimpleyetextremelyeectivesystemcanbethekeystonethatincreasesaunitsabilitytoexecutetasksandultimatelyincreasetheskillleveloourSoldiers.Leadersmustensurepropertimecerticationandplanningisallocatedtoensurethatthesystemworks.DuetothenatureoFortJacksonandtheauthorscurrentpositionthelensoBasicCombatrainingBCwillbeusedorthemajorityothisarticle.rainingandDoctrineCommandRADOCRegulation350-6EnlistedInitialEntryrainingPoliciesandAdministrationChapter3-10requiresthatAARsareconductedinaccordancewithALeadersGuidetoAerActionReviewsAARdatedSeptember2011.TeelementsoanAARarestraightorwardandcanbeeasilymasteredbyaraineeduetotheintuitivenatureotheprocess.TekeyelementsoanAARareasollowsinaccordancewithALeadersGuidetoAerActionReviewsAARTheArmyhasabeautifullysimpleyetrobustsystemtoimprovevirtuallyeverythingwedotheAfterActionReviewAARthissystemcanbeinte-gratedintoalmostanyenvironmentandisdesignedtoincreaseperformanceofbothindividualsandtrainingevents. August-November2014JacksonJournal191Reviewwhatwassupposedtooccur.DuringthisstepweshouldstatethetrainingobjectivesmissionandgenerallyocusonthetasksweweretryingtotrainthisshouldbebasedoArmyDoctrinei.e.rainingandEvaluationOutlinesromSP21-1-SMCSoldiersManualoCommonaskstheBCrainingSupportPlansSPorProgramoInstructionPOI.2Establishwhathappened.WhileintegratingasmanyperspectivesaspossibleDrillSergeantDSSquadLeaderSLraineesOpposingForceOPFORaneectivetechniqueistogochronologicallythroughthetrainingeventocusingonthekeyeventsisamethodthatcanbeutilizeditimehasnotbeenproperlyallottedromstarttonish.Tisinmyopinionisthemostintegralpartothediscussionandgenerallythemomentoepiphanywhereinthenextstepsollowairlynaturally.SimplyvocalizingAARsexactlywhatoccurredonaspeciclanetrainingeventgiventhepropertrainingpriortoexecutiongenerallycreatesanatmosphereinwhichSoldiersarequicktorecallpreviousinstructionandthecorrectoptimalwaytoperormatask.3Determinewhatwasrightorwrongwithwhathappened.TisshouldbeexecutedasmuchaspossiblebytheparticipantsothetrainingeventwiththeDSgenerallyocusedonkeepingthegroupontaskandaskingopenendedquestionswiththeintentohavingmaximumparticipantinputandultimatelyhavingthemdiscoverwhatwentrightwrongontheirownbasedothetrainingeventsdoctrinalperormancemeasures.4Determinehowthetaskshouldbedonedierentlynexttime.TisshouldbediscussedinconjunctionwiththethirdelementandagainshouldincludeparticipantsanalyzingandthinkingohowtoovercomeanobservedproblemissueinthetrainingeventtheAARcanandoendoesinvolvediscussionopreparationortheeventaswellsuchasalackoproperrehearsalsaectingperormance.FinallyasummaryinvolvingmaximumparticipationromallpartiesohowtheeventshouldbeexecutedtorectiyanyissuesidentiedisanimportantpieceintheSoldiersunderstanding.DespitethesimplicityotheprocessoutlinedaboveunitsoendonotconductAARsorconductAARsthatarenottostandard.Tosewhodonotmasterthisprocessaredoomedtocontinuemakingthemistakesthatplaguedthetrainingthelasttimeitwasconducted.AsistruewithmanyaspectsotheArmyweareconstantlybattlingtimeandthemostcommonissuesrelatedtotheAARprocessaretimerelated.AcommonsightintheBCenvironmentisawellintentionedDSbeingextremelyprescriptiveandessentiallyrushingthroughtheAARwithoutallowingthediscussiontodevelop.AccordingtoALeadersGuidetoAerActionReviewsAARaPLlevelAARshouldlastapproximately30-45minutes1houroraCompanylevelAARand2hoursorBattalionandabovewecanascertainthatroughly15-20minutesissufcientoraSquadlevelSituationalrainingExerciseSXlanealthough 20JacksonJournalAugust-November2014thisiscompletelydependentontheactionsotheSoldiersandLeadersonthelaneandcantakemuchmoredependingonthespecictrainingeventandtheindividualsperormance.CommandersmustbuildtimeintotrainingschedulesandwhileplanningeventstoensureAARsareexecutedtostandardandalsoensurethatDSsunderstandtheprocessisnottoberushedandisanextremelycrucialpartothetrainingcycleandultimatelythewaywecanimprovetheeventorthenexttimeweexecuteit.CommandersensurepropersiteselectionandappropriateresourcesareonhandtoacilitatetheAARwhichalsocanbemitigatedutilizingArmystandardtrainingmanagementtechniques.SelectingthesiteandmakingtheAARascomortableaspossibletoincreaseparticipationisalsoextremelyimportantremovinghelmetsplacingraineesundershelterorshadeprovidingsoupininclementweatherconditionsetcandyieldsaslightlymorerelaxedenvironmentwhichacilitatesopendiscussion.Additionallyhavingareerencesuchasamaporterrainmodelortheactualterrainitselisacrucialactorindescribingtheeventandhelpingtheraineesvisualizewhatjusttranspiredandshouldbedeliberatelyplannedat-6inaccordancewithC25-30ALeadersGuidetoCompanyTrainingMeetings.InadditiontorushingthroughtheAARprocessanothercommonmistakeIhavewitnessedinmytimeasaBCCommanderconsistsoaDSsimplytellingraineeswhathasbeendonewrongrightinrapidreashionturningtheeventintoacritiqueinsteadoadiscussion.TisevaluationstyleisnotconsistentwithArmydoctrineandhasatendencytodeteriorateintoaDrillSergeantsimplyberatingSoldiersornotbeingabletoconductatasktostandardthathadalreadybeentrainedalbeitofenunderdierentconditions.DuringoneoourSXsexecutedduringourthreeFieldrainingExercisesFXitisnotuncommontohearsomethingtotheeectoSoldiersyouhavebeentrainedhowtoselecttemporaryghtingpositionsamilliontimesbutPVSnuyovertheredecidedtoutilizeashrubwithtwoleavesonitinsteadothemassivepinetreeameterawaythatwouldhaveprovidedcoverandconcealmentonceyoumadecontactwiththeOPFOR.Tissub-standardAARthenusuallyworsensastheDSispersonallyoendedashesheisintimatelyinvolvedinthetrainingprocessandisofenollowedbyatiradeohowraineesarenotollowingordersnotcaringabouttheimportantskillstaughtatBCnotputtingorthenougheortandultimatelybecomesagripesessionthatcompletelyderailstheAARprocessanddeeatsthepurposeoconductingtheAARintherstplace.TisscenarioaboveisofencausedduetotrainingdecienciesattheCompanylevelorasstatedaboveduetotrainingmanagementdecienciessuchasnotproperlyintegratingtheAARin-6orutilizingthe8SteprainingModelandtheroopLeadingProceduresADRP7-0TrainingUnitsandDevelopingLeaders.HowevergivenpropertrainingmanagementandintegrationotheAARintheplanningprocessat-6andclearguidancetoDSsastowhatthelaneconsistsowhichwilldrivethetasksspokenaboutduringtheAARimpliedtaskcracktheSPorSMCandreviewthestandardstheissuesdetailedabovecouldbemitigated.TemajorissuewiththiswayoconductinganAARisintheDSsdeliveryandpresentationitisnotenoughthattheinormationwhilelikelyaccurateisdisseminatedtotheraineesasthemannerinwhichtheyreceiveithasanimpactonhowmuchtheyretain.InrainingandDoctrineCommandRADOCRegulation350-6EnlistedInitialEntryrainingPoliciesandAdministrationChapter3-10denesanAARasaprofessionaldiscussionofaneventfocusedonperformancestandardswhichenablesSoldierstodiscoverforthemselveswhathappenedwhyithappenedandhowtosustainstrengthsandimproveonweaknesses.BythisdenitiontheDSshouldacilitatetheAARnotbeprescriptiveorstatethestrengthsandweaknessesothetrainingeventaswasmodeledinthescenarioabove.Telogicbehindthisisthatsel-discoveryisusuallyamorepotentandeectivemethodointernalizinginormationasopposedtosimplybeingdictatedwhatonehasdonerightorwrong.AgainutilizingtheBCSXlaneasascenarioabettermethodwouldbetheDSacilitatingtheAAR August-November2014JacksonJournal21CPTCharlieTimmistheCommanderofAlphaCompany2ndBattalion13thInfantryRegiment193rdInfantryBrigade.askingopenendedquestionsrelatingtotheeventinaneorttocreatediscussionandanaccuraterepresentationothelanethiscouldbesomethingtotheeectotheDSaskingPVSnuywhereheorshewasduringtheinitialcontactbehindsparsevegetationwhattypeocoverandconcealmentwasinthevicinityalargepinetreewhatthedenitionocoverandconcealmentiswhattherateoenemyrewaswhatmovementtechniqueswouldbeapplicablewithrespecttotheterrainenemyrateoreetcwhichopenstheorumorlearningandalsoallowstheDStoassessthecurrentleveloknowledgeinagrouporainees.TemajordierenceisthattheSoldierandhisherBattleBuddiesareparticipantsandactivelylearningaboutwhattheydidinreerenceandofenincontrasttotheprevioustrainingheshereceived.TeAARisadialecticalmethodthatshouldstimulatecriticalthinkingamongsttheSoldiersaprocessinwhichquestionscreateadiscussionwiththeendstatethatthesubjectarrivesatacertainconclusionohisherownaccordaferreection.TekeyistheacilitatorotheAARcanaskleadingquestionsandsteertheconversationintherightdirectionbuttheraineemustndtheanswerorhimhersel.RADOCRegulation350-6Chapter3-10alsostatesAARsshouldbeconductedatthetrainingeventorthebenetotheSoldiersasopposedtothebenetothecadreandimpliesAARsshouldnotbeutilizedasaorumtodisplaysuperiorityorrustration.TeCompanycerticationprocessorDrillSergeantstheacilitatorotheAARisacrucialpieceopreventingsub-standardAARexecution.TeArmystandardandunderlyinglogicotheprocessdetailedabovemustbeeasilyaccessibleAARstoourcadreandaseniorleaderwithintheCompanymostlikelythe1SGorCommanderneedstoensurecadreintheormationunderstandtheprocessandwhatconstitutestheAARinaccordancewithArmydoctrine.SelectingmorematureexperiencedDrillSergeantsthathavedemonstratedathoroughunderstandingothetrainingandevaluationoutlinesoaspecictrainingeventwillincreasethelikelihoodthattheAARisconductedinaccordancewithestablisheddoctrine.AcommonmistakethatcanbeeasilymitigatedwithpropercerticationislackingattendanceattheAAR.Ingeneraleveryonethatparticipatedintheeventshouldbepresentipossible.DuringaBCSXlanethisincludestheOPFORelementtheDSandtheraineestheDSshouldnotallowtheAARtostartuntilallothepartiesabovearepresent.Tereasoningbehindthisisthateverybodyoersaslightlydierentperspectiveandmaximumparticipationcanprovideamorecompletepictureothetrainingeventthatjusttookplace.ApropercerticationprogramwillalsoensurethattheDSunderstandshesheacilitatesthecaptureoinormationorcollectionsynthesisatthenextleveloAARintheSXlanescenariothiswouldbeanAARattheCompanylevelocusedontheexecutionotheFXinregardstologisticsplanningresourcesetconcecapturedthisinormationhastobeeasilyaccessiblesothatthenexttimetheeventisexecutedthepreviousissuesmistakesarenotrepeated.GivenproperplanningcerticationandultimatelycadreunderstandingotheprocesstheAARisanamazingtoolandanintegralcomponentoimprovingaunitstrainingandoverallstrength.AsALeadersGuidetoAerActionReviewsstatesAARsarethedynamiclinkbetweentaskperormanceandexecutiontostandard.IutilizedcorrectlyAARsdriveouruturetrainingimproveourunitSOPsidentiytrainingdecienciesweaknessesintrainingschedulesandultimatelyimproveourunitsabilitytooperateinaneverchangingenvironment. 22JacksonJournalAugust-November2014EverysingledayleadersarechallengedwithanextremelyimportantquestionWheredoIneedtobeinorderormyunittoaccomplishitsmissionTemissionmayexistinacombatenvironmentandinvolveconductinganattackorleadingapatroloritcouldinvolvePorriemarksmanshipbackinatrainingorgarrisonenvironment.Regardlessothecircumstancesthequestionmustbeaskedbecausethepresenceotheleaderisequallyessentialinbothcases.Tepossibleanswerstothequestioncanbeverysubjectiveaswellasuidi.e.changingthroughoutthedayasthemissionorrequirementorleaderpresencechanges.Howeverrealizingthatthepresenceorlackopresenceotheleadercanhaveadramaticoutcomeonthesuccessorailureowhatevertasktheunithasbeenassignediscritical-asisaskingthequestion.Leadersatalllevelsareimportanttoourmilitaryorganizationbecausetheyarechargedwiththeplanningorganizationanddecision-makingauthoritiesthatdirectlyshapeandimpacttheirunits.Weempowerleadersbasedupontheirtrainingeducationandexperiencetotakechargeandassumeresponsibilityortheirorganization.ItisalsothereasonthemilitaryassignsthewordleaderorcommandertobothNCOandofcerpositionswithinourmostbasicunitstoourlargestormationsvehiclecommandersquadleadercompanycommanderordivisioncommander.Unortunatelywesometimesconusewhereweasleadersneedtobeinrelationtoourunitanditsmissionandtheollowingareaewwordsoadvicetohelpguideyouthroughthosedecisions.AsacommanderIhaverequentlygonetovisittrainingandaskedtospeakwiththeunitsleadershiponlytohearthattheywerenotpresentbutratherinthereartakingcareoimportantorurgentpaperwork.Seeingunitsattrainingwithouttheappropriateleadershipistroublesomeasarethedecisionsmadebythoseleaderstobeabsent.NopaperworkorroutineadministrativeactionswithproperoresightandplanningshouldeverreachthelevelourgencyrequiringacommanderorleadertonotbepresentromtheirLeaderPresenceFiguringOutWhereandWhentobeasaLeaderandWhyitMatters.COLBryanHernandez August-November2014JacksonJournal23unitconductingtheirmission.AretheretimeswhenacommanderorleaderwillnotbepresentabsolutelybutthisshouldbeorplannedtasksthatallowtheunittoproperlyexecuteitsmissionsuchasaBattalionrainingMeetingrangecoordinationmeetingorsomeotherpre-plannedeventimpactingtheunitsmission.Tequestionisreallydiferentiatingbetweenwhatisimportantandwhatisurgent.RetiredArmyMajorGeneralVincentBoleswroteaboutthediferencebetweenurgentandimportantstressingthatacommanderorleaderusuallyconuseswhereheorsheneedstobebaseduponaalsesenseourgencyinsteadolookingatwherethecommanderspresence-andonlyhisherpresence-istrulyrequired.GeneralBolesarguesthataleaderorcommandermustattendtheimportantthingsthoseeventsoractivitiesthatcannotbedelegatedtoasubordinateorstafbutrequirestheirexperiencedecision-makingauthorityorphysicalpresence.AcommandercannotdelegatecounselingsubordinatesissuinganoperationorderconductingaleadersreconorpinninganawardonadeservingSoldier.Howeverourstafsandotherswillrequentlyrushtoourlocationorcallonthephoneradiototellusoanemergencythatmustbehandledimmediatelyortheunitriskscatastrophicailure.Inconsequentiallythisnormallyturnsouttobesigningapieceopaperorllingoutaorm.Teseareonlyurgentromapointoviewandshouldnotdistractaleaderorcommanderromthosethingsthataretrulyimportantthosethingsthatonlytheleaderorcommandercando.Stafsandsubordinatesrequiretraininginthesemattersaswellasunderstandingthevalueotheleaderstimewithhisorherunit.Donottojumpatthesoundourgentbutratherlookatwhatyoudothroughalensodividingimportantthingsoryourselandurgenttasksoryourstafandsubordinates.ItisnoteasyandrequiresanesenseobalancebutonemethodtosolvethisconstantproblemistoaskWheredoIneedtoberightnowandwhereismyleadershipmorevaluabletothesuccessothemission.Tekeyprincipleisnottounderestimatethepoweroaleaderspresenceandurtherunderstandthatleadershippresencecannotbedelegated.Anotherkeyprincipleinleaderpresenceisthesimpleactoshowingup.IweasaleaderorcommanderstatethatamissionactivityorLeaderPresencetrainingeventisimportantthenitisincumbentonustobethereoritspreparationandexecution.Nothingcanbemoredestructiveordemoralizingtoaunitthanaleaderthatailstobepresentorsomethingtheyhavestatedasimportant.Whenaleaderailstoshowupitcanleaveaunitquestioningtheirownimportancetoitsleadershipaswellastheintegrityotheircommanders.Tereorebecognizantoyourtimemanagementwhatisstatedasimportantandyourabilitytoprioritizeyourpresence.Ithehigherheadquartershasstatedanareaasimportantthenensureyoumakeitimportanttobothyouandyourunit.OurSoldierswatchandlistentoeverythingwesayanddo.itiscriticaltoremembertheywillevaluatetheirleadersactionsandwordstoseeitheyareconsistent.Leadingaunitisnoteasy.edemandsonaleaderstimecanbeoverwhelmingbuttherightamountofleadershipattherighttimeandplaceisimmeasurable.Asleadersweneedtoremembertoaskwhereourpresenceonthebattleeldortrainingareawillhelpensuresuccess.Weneedtoknowthatthepressuresandrequirementsoleadingandcommandwillrequireustoconstantlydiscernthosethingsthatareimportantorurgentandwhereweneedtoocusourenergyandtime.Finallyleadersmustunderstandthatthatisomethingisimportanttothemortheirunitsthentheywillensurethattheyaretheretoseeitthroughbecauseranklyitmatters.COLBryanHernandezistheCommanderofthe165thInfantryBrigadeBasicCombatTrainingatFortJackson.Donottojumpatthesoundofurgentbutratherlookatwhatyoudothroughalensofdividingimportantthingsforyourselfandurgenttasksforyourstaandsubordinates. 24JacksonJournalAugust-November2014HowcantheoddcombinationoSirIsaacNewtonandDr.SuessprovidealessoninleadershipGoodSoldiersarealwaysawareowhatisgoingonaroundthem.Iyoupayattentiontherearelessonstobelearnedineverythingwedo.OneothemostuniquelessonsIverecentlylearnedcamewhilesittingaroundthehouse.MydaughterintroducedmetoasubstancecalledOobleck.Oobleckisaverysimplematerialmaderom1partwaterand2partscornstarch.Mixthetwotogetherandyougetaratherdistinctivesubstance.IyoupourOobleckintoacuporbowlitslowlyconormstotheitemsshape.Youcanmanipulateitbyslowlypushingitwithyourngers.reatitroughlythoughandyougetasubstancethatresistsyoureverymovement.Jabyourngerintothesuraceandyouwillbemetbysuracetensionquicklypushordragyourngersthroughthesubstanceanditwillprovideresistanceequaltotheorceyouareapplying.SohowdoesthisapplytoMissionCommandMissionCommandisdenedasCommandersmustbeabletoinfuencetheirsubordinatestomaketherightdecisions.odosoADP6-0MissionCommandidentiesourkeyelementsCommandersintentsubordinateinitiativemissionordersandresourceallocation.Acommanderhasdirectcontrolohisintentmissionordersandresourceallocation.Tetrickismanipulatingasubordinatesinitiative.TerearemanywaystodothisbutOobleckAFormulaforMissionCommand1PartWater2PartsCornStarchLTCScotSonsallaprovidesanastuteleaderwithamodelohowasubordinatemayreacttoinfuenceromtheirhigherheadquarters.Subtlemanipulationbytheseniorcommanderislikelytoresultinareceptiveaudience.Tesubordinatewilleitherconsciouslyorunconsciouslyexecutetheirtasksinamannerpreerredbyhigher.Tisinturnostersarelationshipbetweenhigherandlowerthatwillonlyincreasetheeectivenessothecommandrelationshipovertime.Incontrastacommanderwhoishandsonamicro-managerislikelytohavehishastyattemptstomanipulateasubordinateleaderorunitmetbyresistance.Tisresistanceisueledbyasubordinatesdesiretoshapetheirownuture...tohaveownershipintheiractions.Outsideintrusionswillbemetbyincreasingresentment.Tismayresultinaunitdeliberatelylookingoroptionsotherthanthosedesiredbyhigherduetoasimpledesiretomaintaintheiruniqueness.OvertimethecontinuedpressureromhigherwilldestroytherelationshipbetweencommanderandsubordinateandputanendtoallattemptstoachievetheeciencyoeredbyMissionCommand.Ocoursetherearetimesthatacommanderwillwanthissubordinatestoresisttodeveloptheirowncoursesoaction.Inthesecasesthecommandercanapplypressureandsubtlydrivetheirsubordinatestothedesiredcourseoaction.WilltheOobleckapproachworkoreveryleaderororganizationOcoursenot.Everysituationisuniqueanddierentapproacheswillhavevaryingdegreesosuccess.Whatitdoesdoisprovideasimplemodelorunderstandinghowouractionsasleadersmaybereceivedbythosewelead.LTCScottSonsallaistheCommanderof3rdBattalion34thInfantryRegiment165thInfantryBrigade. August-November2014JacksonJournal25STrengThDoeSnoTcomefromPhySicalcaPaciTy.iTcomeSfromaninDomiTableWill.mahaTmaganDhi 26JacksonJournalAugust-November2014Itis0400hrsandyouralarmclockgoesofyourrstthoughtisIhopethatthetraineeslistentoday.YouarriveatyourcompanyandtheSoldiersarestillasleepinthebaysyouwalkintothecompanystilltryingtowakeupknowingthatyouhavetoconductPRsoon.Aewquicknotesromthe1SGandyoubeginyourritual.WaketheSoldierswalkthroughthebayandholdaormationtocheckthetraineesuniormandappearance.Astheclockticksyourealreadyupsetatthetraineesbecausetheyhaventdonethethingyoutalkabouteverymorningyouhavetoshaveeverydayorthatwasnottheuniormthatyouweretoldtowear.TencheckthesickcallrosterhowmanydoIhavetodayTenthe1SGcomesoutandcallsFall-In.Yourdayhasnowbegunandyoutryandstaymotivatedorthetraineesshowingthemthatevenat0530hrsyouaremotivatedortheday.Youbeginbyputtingthemintheextendedrectangularormationbythetimetheycountoftheyarealreadysoundinglikesomeoneshottheirdog.Aquickwordwiththetraineestowakethemupandgivethemareasontobemotivatedthenthehardworkbeginscorrectingthestartingpositionsandthemovementsthroughoutphysicalreadinesstraining.TinkingtoyourselIknowItaughtthemexactlyhowtodothisexercise.FollowingPRbreakastchowisat0700hrstryingtoalwaysthinkowhatmynexthardtimeis.MarchingtothechowhalltheynallysoundofandthenyougettotheDFAC.Youretellingthemtostandatparaderestastheywaitinlinetogettheirchowgotothepositionoattentiontotakeasteporwardandnottalkinlinetomaintaindiscipline.Youhavethemsitdownandgetthemeating.ChowisnallyoverandnowitistimeWhydowegotoDrillSergeantSchoolSSGJAREDERICKSONtogetthemtothecompanysotheycanquicklyconductpersonalhygienebuttheydonthavemuchtimebecausetheyhavemotormoveat0800hrs.Soyougetthemintothebarracksandchange0750hrsrollsaroundandyouremotivatingthetraineestohurrybecauseyoustillhavetoconductyourPCCPCIsandyouonlyhave10minutesuntiltheSoldiershavetobeonthebusheadedouttotherange.Soundsbusydealingwith45-60traineesthatcomeromalldiferentbackgrounds.Mostothemwanttobeherewhilesomedonotwant.EitherwaytheseSoldierscomeintotheArmyandwhatdotheyexpectAscaryDrillSergeantstandingthereyellingmakingthemdopush-upsandteachingthemeverythingthattheyneedtoknowtobeaU.S.ArmySoldier.SoisthatwhatistaughtattheUnitedStatesArmyDrillSergeantSchoolUSADSSNo.WearetaughttomemorizetheDrillandCeremonymoduleshowtoconductandpitchthePRmodulehowtoreadaslideshowandthenuancesoR350-6.TereissomuchmoretobeingaDrillSergeantthanwhatistaughtattheschoolhouse.LikewhatitislikedealingwithallothoseSoldiersonadailybasisIhavebeenasquadleaderoranumberoyearsandaleaderoSoldiersalmostmyentireArmycareerbutwhenIgothereitwastakentoawholenewlevel.Asourleaderssayyouhavetobeasquadleadertothemwhichisnotentirelycorrect.TebasictraineedoesnotneedasquadleaderorateamleadertheyneedaDrillSergeant.Someonewhoistherewhentheywakeupandistherewhentheygotosleep.AnNCOwhowillstandbyandshowthemhowthedailytasksobeingaSoldierareexecutedromwakingup August-November2014JacksonJournal27cleaningthebayseatingandocoursetraining.SinceIhavebeenaDrillSergeantIseethatitisnotwhatyouteachthemitisHOWyouteachthem.SowhatinstructionwouldittaketotrainanNCOintobecominganeectiveDrillSergeantrainingeectiveenoughthattheycanjumpstraightintoacompanyafercompletingUSADSSwithoutthecycleortwooon-the-job-trainingusuallyrequiredtolearnwhatskillsaretrulynecessaryoraDrillSergeanttobesuccessulreectedintheactualresultsohishertraining.Onesuchsetoinstructionistheuseoembedment.WhenIwenttoUSADSSwedidanembedmenttwiceandIwouldsayIlearnedmoreromthoseDrillSergeantsonhowtoteachatraineethanIdidromtheDrillSergeantcourse.TeytookthetimeandtoldmysmallgroupwhatittakestorunarangeandhowtoconductPRspecictoBasicCombatraining.RememberweareNCOssomostalloushavepreviouslyrunrangesandconductedphysicaltrainingbutthisisadierentanimalwithtrainees.TeinstructionpassedduringtheembedmentisrealinormationthatwouldhelpanNCObeabetterDrillSergeant.TemoreembedmenttheDrillSergeantCandidatesDSCcanparticipateinionlyaewdaysthebetterequippedtheywillbetoactuallyexecutetheirassignedduty.TeexperiencewillaordtheDSCstheopportunitytoobservehowtrainingisconductedinadditiontointeractingwithseasonedDrillSergeantsandaskquestionsothecompany1SGandcommander.NowsomewillsaywellthatiswhattheDrillSergeantLeadersDSLarethereorbuttobehonestonceaDrillSergeantgoestotheschoolhousetheylookatteachingNCOsnotteachingbasictrainees.TeymayusetermsandwordsWhywegothatanNCOunderstandsbutnotwhatatraineereshothebuswouldunderstand.Atacompanyyouhavetodrawitbackandadjustthewayyouthinktalkandact.Youhavetondthewaytodescribethetasktotheminamultitudeoways.SometraineesarrivingtoBChavegraduatedhighschoolandstillactandthinklikeaveyearoldbutwhydotheyactlikethatWeallknowtheydontactlikethatathomeitisbecausetheyarearaidtoasktheDrillSergeantaquestion.TeDrillSergeantsareusingallthesewordsandtermsthattheyweretaughtandinstructedtojustreadtheslideinsteadoknowinghowtoactuallyaccomplishthetask.IaDrillSergeantwalksuptoanotherDrillSergeantandasksCanyoushowmehowtodisassembleanM249YoumightthinkWowhowisthatNCOaDrillSergeantheshehasbeenaDrillSergeantlongerthenIhave.IwouldthinkLookanothertaskthatwasrushedoveratUSADSSbecausetheyweretooconcernedaboutmemorizingthepositionoattentionverbatim.YetanotherNCOthatwasawardedtheDrillSergeantbadgebutdoesntknowsimpletasks.NowsomewillsaythattheyareaNCOandtheyshouldknoworwhydidnttheirleadershipteachthempriortobeingselectedorDrillSergeantSchool.MostpeopleunderstandtherearealototasksthatDrillSergeantsdonotknowbecausetheydontconductthattrainingwithintheirMOS.SothatswhyIgostraighttotheUSADSS.AschooliswhereyoushouldhavetolearnandunderstandthosetasksbecausethatswhatitistobeaDrillSergeant.Youareexpectedtobetheexpertbehindthemechanics 28JacksonJournalAugust-November2014oallBCtasksnotnecessarilyanexpertintheexecutionoalltasksbecauseyouaretheretotraintheutureleadersothisArmy.urtlesrstwhatisaturtleNonottheanimalaturtleisaDSCthathasPCSdromanoverseasassignmentandiswaitingortheirschooldate.SowhatdotheydoTeyareassignedtoaBasicrainingCompanyandworkalongsidetheDrillSergeantsuntilthestartotheirschooldate.WhatadiferencetheturtleprogrammakesoncetheDSCgraduatesromUSADSSandtheyareabletojumprightinandstarttrainingtrainees.SincetheyalreadyknowtherhythmotheDrillSergeantdutytheycanocusmoreonlearningtheunitSOPsandtraining.NowmaybethisisapersonalexperiencebutIhaveseennewDrillSergeantscomeinthatwereturtlesandmultipleDrillSergeantscomeinthatwerenotandmoretimesthannottheex-turtlesarebetterDrillSergeantsatleastinthebeginning.Teycanreachthetraineesandnothavetogobackandre-teachtasksbecausethatishowtheythoughtitshouldbetaughtastheylearnedattheUSADSS.AhugecontributortotheirsuccessisthattheywereabletolearnrompreviousDrillSergeantsduringtheirtimeasaturtleonhowtoinstructtrainees.WhenaDrillSergeantarrivesandstartstheirrstcycletheymaynditachallengetoreachanewbatchotrainees.Temorecyclesthatgobythebettertheygetatteachingtrainees.YoucanalmostseeitwatchingnewDrillSergeantswhentheyteachaclassinstructingastheyweretaughtattheUSADSS.ForthemostparttheArmyBasicInstructorCourseistaughtwiththeollowingmethodhereisaslideshownowreaditandbeamiliarwithitandteachthisclasstomorrow.NowisthatinstructingsomeonehowtoteachTeyneedtoteachDSCshowtoactuallyinstructaclasswhatarethestepsinteachingWhatdoyoudotokeeptheattentionothetraineeslikewhatdoyoudowithyourhandswithoutlookingSSGJaredEricksonisaDrillSergeantinEchoCompany3rdBattalion13thInfantryRegiment193rdInfantryBrigade.unapproachableWhataboutmovingaroundisitgoodorbadtomovearoundtheroomwhileteachingWouldthisreallytakethatmuchmoretimetoteachoristhiswholecoursedictatedontime.Liketheoldarmysayingraintostandardnottime.WhenIrstarrivedonthetrailittookmetwocyclesandatalkwithmycompany1SGtorealizewhatIwasdoingwrongandhowtoreallyteachnotjustputtheinormationoutandhopetheyunderstand.OnecouldcomparetheUSADSStotheWarriorLeadersCourseinthemethodoinstructionhereisamanualreaditknowitanddontbreaktherules.InsteadoADP6-22itisR350-6.WehavetoadjustthewayweconductourtrainingtoabidebytheregulationswithinR350-6.Wereadandtalkedaboutonechapteratatimeuntilwehadgonethroughthewholeregulationandeventookatestonit.ButagainR350-6playstohugerulewhileyoureaDrillSergeantandbytimeyoucomeofthetrailyouknowthatregulationlikethebackoyourhand.TereisnothingbetterthanwatchingtheSoldiersyoutrainedmarchaspassandreviewisconductedknowingthatyouandyourellowDrillSergeantsmadethishappen.Lookingback10weeksagowhentheywereundisciplinedcouldntmarchorevendoapushupandnowtheyhavetheirheadheldhighandaremovingontoAItothenishtheirArmytrainingandjointheoperationalorce.IamproudothetimeIhavespentonthetrailandalthoughIwasntullypreparedupongraduationromUSADSSIamaSoldierandasalwaysadaptable. August-November2014JacksonJournal29TRADITIONFortJacksonhashadavitalroleinpreparingAmericanstoservetheircountryforover97years.Whentheinstallationwasbuiltin1917justliketodayournationwasatwar.Sincethennumerousunitshavepreparedforbattlehere-the4thInfantryDivisionthe101stAirborneDivisionandthe81stInfantryDivision.Morethan500000SoldierstrainedherebeforeghtinginWorldWarII.TheSoldierswhotrainedherebeforeusleaveuswithaproudlegacyandhaveinspiredmanytofollowintheirfootsteps.AlthoughtheArmyhaschangedtremendouslyovertheyearsweareallpartofthatlineageofbraveAmericans.Allofusshouldbeproudtobepartofthetraditionthatdenesthisgreatinstallation.TRAININGTrainingisourhallmark.WithtwoBrigadesnineBattalionsand52CompaniesfocusedsolelyontrainingSoldiersinBasicCombatTrainingBCTFortJacksonisthelargestInitialMilitaryTrainingCenterintheU.S.Army.RoughlyhalfofallSoldierswhocompleteBasicCombatTrainingintheUnitedStatesArmydosoatFortJacksonSC.WearealsohometoAdvancedIndividualTrainingunitstheSoldierSupportInstitutetheDrillSergeantSchoolArmedForcesChaplainCenterandSchoolVictoryCollegeandtheNationalCenterforCredibilityAssessment.TRANSFORMATIONAlthoughwehaveaproudtraditiononwhichtorelyandinspireuswemustneverlosesightofthefuture.Tobeeffectivewemustbewillingandreadytoacceptchange.Transformationmeansmorethanjustmodernizingourinfrastructure.Thismeansconstantlychallengingourselvesourmethodsandourmeans.Transformationisnotanewconcepthere.Ourresponsibilityasleadershingesonourabilitytocontinuallyevaluateandimprovetraining.ItisonlybyprovidingthebesttrainingthateffectivetransformationfromcivilianintoSoldiercanoccur. 30JacksonJournalAugust-November2014TheArmyProessionismadeoproessionalswholiveandworkwithinanArmyEthic.TeArmyProessionismadeupoOfcersNoncommissionedOfcersSoldiersandCivilians.OneotheseArmyproessionalsistheDrillSergeant.ADrillSergeantisaproessionalNoncommissionedOfcerNCOwhoservestotrainandtransormcivilianstoSoldiers.ransormingcivilianstoSoldiersisanarduoustaskbutonethatthroughduediligenceisundertakencycleaercycle.TedutyoaDrillSergeantrequireslonghoursandlittletimeorpersonalcomorts.Sometimesthisdutycantakeitstollonatrueproessionalitheylettheirguarddownorbecomecomplacent.TisiswheretheProessionalArmyEthicneedstobereinorcedandexpoundedupontoprepareorremindtrueArmyproessionalswhowillacechallengeswhileonthetrail.TereorethetaskathandistodenetheArmyEthicandexhibithowtheDrillSergeantshouldoperatewithintheArmyEthicbasedonArmyDoctrineArmyRegulationsandsoundethicalprinciples.TeUnitedStatesArmyregulatesitsbehavioranditseectivenessasaproessionthroughitsethic.AnethicisasystemomoralstandardsorprinciplesrelatingtoorafrmingaspecicgroupeldorormoconductADRP1TeArmyProession.TereoretheArmyEthicistheevolvingsetolawsvaluesandbeliesdeeplyembeddedwithinthecoreotheArmycultureandpracticedbyallmembersotheArmyProessiontomotivateandguideappropriateconductoindividualmembersboundtogetherincommonmoralpurposeADRP11-14.TisArmyEthicisthemoralrameworkthatshapestheArmyable2-1.TeArmyEthicistomotivateandinspirethosewhocommittoitandaidsinourunderstandingorightbehavior.DrillSergeanTanDTheProfeSSionalarmyeThicchcPTmichaelW.foxItisessentialthateverymemberwithinthisproessionunderstandandacceptthisArmyEthicandapplyitwithintheirorganizationandintheirdailylives.ADRP12-32saysRegardlessothesituationorpersonsaectedeverymemberotheproessionmustbeabletoapplyappropriatereasoningandtherightethicalprinciplesprovidedbytheArmyEthic.Teymustalsoacceptresponsibilitytopersonallysel-policetheirorganizationandotherArmyproessionals.WhyisitsoimportantortheDrillSergeanttolivebythisethicdayaerdayTeDrillSergeantsetsthestandardorwhatrightlookslook.TeDrillSergeantCreedstatesthatasaDrillSergeantIwillleadbyexample.InrealitytheDrillSergeantcannothaveabaddayoratleastshowrustrationtothosetheytrain.TisArmyEthicneedstoundergirdeverythingthataDrillSergeantdoesandsays.TeDrillSergeantsobjectiveistotrainandtransormtomorrowsSoldiers.AR350-11-10aArmyrainingandLeaderDevelopmentstatesthatAlltrainingandleaderdevelopmentactionsoccurwithintheArmycultureaculturethatembracesvaluesandethicstheWarriorEthosstandardsandenduringprinciplesandimperatives.AspartothistrainingDrillSergeantsneedtobetheSubjectMatterExpertSMEonthisArmycultureandhowitshouldbelivedout.WithintheArmytherearemanysubculturesi.e.InantryAviationArmorandsoorth.HoweverinthisInitialMilitaryrainingIMenvironmentoneneedstosetasidesomeothosesubculturetruismsandembracewhatisrepresentativeotheentireArmyculture.RecognizingthatsomesubcultureideasorwordsmightnottranscendintotheoverallArmyculturecancausesomechallenges. August-November2014JacksonJournal31TewordsonesaysarerepresentativeotheproessionaltheyareorarenotandcaneitheracilitateorcandegradetheArmyEthic.Wordsservemanypurposestheyinormtheyinstructtheyalsocorrect.HoweverwithintheArmyEthicwordsshouldalsoseektomotivate.AproessionsethicalsoservestomotivatemembersotheproessionADRP11-8.Propermotivationcannotcomeromanethicbuiltonpersonalattacksbutthatoproessionaldialogue.JustbecauseaDrillSergeantyellsatatraineedoesnotautomaticallyinduceapropermotivation.Motivationcomesromthedesiretosucceednotoutoearorailurebutoutosheerdesiretobethebest.Militarydisciplinecanbeaormomotivationiusedcorrectly.AR600-204-1aArmyCommandPolicystatesthatMilitarydisciplineisoundeduponsel-disciplinerespectorproperlyconstitutedauthorityandtheembracingotheproessionalArmyEthicwithitssupportingindividualvalues.TereoreitisimperativetoensurethatmotivationgivenisinadherencetotheArmyEthic.FollowingisalistofcorrectandincorrectmotivationtasksbasedontheArmyEthicTeNCOCreedbeginswiththewordsNooneismoreproessionalthanI.WhatmakesapersonaproessionalIsittheclothestheywearorthepositiontheyholdAccordingtoADRP11-1AnArmyproessionalisamemberotheArmyProessionwhomeetstheArmyscerticationocompetencecharacterandcommitment.InlightothisdenitiontheDrillSergeantisaproessionalwhohasbeencertiedascompetentbytheU.S.ArmyDrillSergeantSchoolandtheArmyhasdeemedthemtobeogoodcharacterandcommittedtothetasktotrainSoldiers.TisveryidentityasanArmyproessionalaDrillSergeantisormedandpreservedinaccordancewiththeindividualscompetencecharacterandcommitmenttotheArmyEthicADRP13-25.ProfessionalEthicsTeArmyproessionalandtheArmyEthiccannotbeseparatedbutworktogetherwithinarameworkoaproessionalscompetencecharacterandcommitment.Competenceisthepossessionoarequiredskillwiththeabilitytomakesounddecisionsandtotakeappropriateaction.Inlaymenstermsitstheabilitytoperormyourroleandresponsibilitieswithintheorganizationtactullyandprociently.ADrillSergeanttakesonmanyrolesandresponsibilitieswithintheirorganization.TeyareanNCOatraineraPlatoonSergeantacounseloraacilitatoracoachaplanneramotivatorandevenastudenttonameaew.obesuccessultheymustbeabletoswitchrolesasneededwithoutmuchnotice.TeymustseektokeepontopotheirgamebyreadingandplanningaheadallthewhilemeetingthetrainingandpersonalneedsotheirSoldiers.TeNCOCreedsaysCompetenceismywatchword.TerearetwobasicresponsibilitiesoacompetentNCOAccomplishmentothemissionandtheWelareoSoldiers.AccomplishingallmissionswhileadheringtotheArmyEthicistheonlyacceptableoutcomeorArmyproessionalsADRP15-2.IleaderslackanethicaloundationthoseconsequencescanadverselyafectmissionaccomplishmentArmyDoctrinePublication12-19TeArmy.WelareoSoldiersshouldgowithoutsayingbutitmustbeemphasizedthattheArmyEthicdemandsamoralimperativetodowhatisbestortheSoldieraslongasitismoralethicalandlegal.FollowingisalistofcompetentandinepttasksbasedontheArmyEthicFieldManual7-21.13TeSoldiersGuidestatesthatEthicsistheprocessoputtingourproessionalvaluesintoaction.Ouractionsspeakmuchlouderthanwords.ItisnotenoughjusttoteachtheSevenArmyValues.Teymustbedemonstratedeveryday.NCOsareveryamiliarwithBeKnowDo.ItisthisBeprinciplethatEthicallyCorrectMotivationEthicallyIncorrectMotivationDescribingtheincorrectactionPersonalattacksononescharacterGivepropercourseofactionforcorrection.UsingthreatstoreachadesiredcourseofactionforcorrectionHaveatraineeexplaintheirincorrectactiontotakeownership.TellingatraineetheyarewrongwithoutanyfeedbackastowhyRPTwithinthedefinedguidanceofTRADOCReg350-6PRToutsidethedefinedguidanceofTRADOCRe350-6Empoweringatraineetocorrectadesiredbehavior.BelittlingandembarrassingthetraineeinfrontoftheireersComplementingcorrectbehavior.IgnoringcorrectbehaviorandonlyacknowledgingwhenincorrectbehavioroccursCounselthetraineeonpaperandusealearningobjective.Verballycounselwithnofollow-upGiveencouragementorakindword.GivediscouragingwordsthatdonotbuildupEthicallyCompetentEthicallyIncorrectMotivationTeachingtheTrainingSupportPackaeTSPReadingtheTrainingSupportPackageTSPDemonstratingagiventaskinfrontoftraineesroficientlNeedingtobetoldhowtodemonstrateataskinfrontoftraineesMakingsuretraineesareintheproperuniformfortheenvironmentNottakingtheenvironmentintoconsiderationfortheproperuniformforthetraineeEnsuringtraineesarewheretheyneedtobeattheroertimeNottrackingappointmentsormakingsureatraineeiswheretheneedtobeEnsuringeverytraineeistrainedtotaskstandardandroficiencNottrainingtraineestotaskstandardandroficiencCanrecognizeandenforceArmyrofessionalstandardsIgnoresorlacksknowledgeofArmyrofessionalstandardsCanpassheightweightorPTstandardsFailstomaintainheightweightorPTstandards 32JacksonJournalAugust-November2014addressesthecharacter.ItisyourcharacterthathelpsonetoknowwhatisrightandthecouragetoactonwhatisrightregardlessocircumstancesDAPAM600-25C-2.Itisapersonscharacterthatdeterminestheirethic.CharacterwithintheArmyproessionisdenedasAnArmyproessionalsdedicationandadherencetotheArmyValuesandtheproessionsethicasconsistentlyandaithullydemonstratedindecisionsandactionsADRP12-3.FollowingisalistofcorrectandincorrectactionsofcharacterbasedontheArmyEthicAR600-201-5c1statesthatCommandersandotherleaderscommittedtotheproessionalArmyEthicpromoteapositiveenvironment.IleadersshowloyaltytotheirSoldierstheArmyandthenationtheyearntheloyaltyotheirSoldiers.IleadersconsidertheirSoldiersneedsandcareortheirWell-beinganditheydemonstrategenuineconcerntheseleadersbuildapositivecommandclimate.DrillSergeantsasleadersmustbecommittedtotheproessionalArmyEthic.Teymustbecommittedtoleadbyexamplewiththehighestostandards.DrillSergeantsaretheArmysrstimpressionornewrecruitsandsettheoundationorhowaNCOissupposedtolookandact.DisciplinedproessionalpreparedandcommittedtoexcellenceneedstobetheessenceoeveryDrillSergeant.AcommitmentisnotjustabouttimeonthetrailbutacommitmenttotransormciviliantoSoldierwithexcellenceeveryday.FollowingisalistofcommitmenttoexcellenceandcommitmenttomediocritybasedontheArmyethicChaplainCPTMichaelW.FoxistheChaplainfor3rdBattalion60thInfantryRegiment193rdInfantryBrigade.1ADRP1TeArmyProession14June20132ADP1TeArmy18September20123AR350-1ArmyrainingandLeaderDevelopment4August20114FM7-21.13TeSoldiersGuide20September20115AR600-20ArmyCommandPolicy4August20116DAPAM600-25U.S.ArmyNoncommissionedOfcerProessionalDevelopmentGuide28July2008DrillSergeantshaveoneothemostimportantjobsintheArmy.DrillSergeantsmoldandshapetheleadersotomorrow.WhatDrillSergeantsdemonstrateandtraintodaywillaecthowtheArmywilllooktrainandghttomorrow.TisiswhytheArmyEthicissoimportantortheDrillSergeanttoembraceandliveby.SohowwilllivingandservingthisArmyEthictakeplaceinthelivesothosewhoserveunderitsumbrellaItwillhappenthroughtheinculcationbyorceohabitandthroughthedailyexampleotheleadersADRP14-12.DrillSergeantBattleBuddiesisnotjustarelationshipbuiltoncoveringyourbuddiessixbutmakingsureyourbuddyisdoingtherightthinganditheyarenothelpingtogetthemstraight.Proessionalssel-regulatetheypolicethepracticeotheirmemberstoensureitiseectiveandethicalADRP11-3.DrillSergeantsmustbetrueproessionalsthatunderstandbuyintoandliveoutthisArmyEthic.ADrillSergeantbadgesaysTisWellDeend.TisistheofcialArmymottoanditrepresentsahistoryooeringourbesttoanationthatwelove.TereoreletthismottobetheDrillSergeantsreminderowhytheyneedtogivetheirbesteverydayastheyserveandlivetheArmyethic.EthicallyCorrectActionEthicallyIncorrectActionBepreparedfortrainingLookunprofessionalandunpreparedDemonstraterequiredactionSpeakthroughrequiredactionGetpermissiontotouchatraineeifnecessaryGrabbingatraineewithoutpermissionActinglikeaprofessionalPlayingorjokingaroundSteppingawaytohandleersonalrofessionalissuesMakingyourissuesknowntothetraineesActionsbackedupbywordsActionsdonotmatchwordsMaintainaprofessionalrelationshipwithtraineesHavingapersonalrelationshipwithatraineeAdheringtothecorrectiveactionstandardsinTRADOCReg350-6Table2-2ImplementingowncorrectiveactionstandardsnotinTRADOCReg350-6Table2-2Implementingequaltreatmenttotraineesregardlessofracegenderetc.duringtrainingorcorrectiveactionShowingfavoritismorbiastotraineesduetoracegenderetc.duringtrainingorcorrectiveactionTellingthetruthMakingthreatswithoutanyauthoritytocarryouttheactionEthicalCommitmenttoExcellenceEthicalCommitmenttoMediocrityShowsupearlyandstayslateasneededLooksforeverychancetogetoutofworkSpeakspositivelyabouttheArmyUnitandChainofCommandHasanegativetonetowardtheArmyUnitorChainofCommandLookstheirbesteverydayLooksliketheyjustrolledoutofbedIsintherightplacerighttimewiththerightuniformNotwheretheyaresupposedtobewiththerightequipmentShowsenthusiasmwhentheytrainJustgoesthroughthemotionswhentrainingMakesthemostoftheirtimeonthetrailanddoestheirbesteverydayKeepsannouncinghowmuchtimetheyhaveleftonthetrailTakesapersonalinvestmentwithprideintheSoldierproducttheyareorhaveroducedTakesnopersonalinvestmentintheSoldierproducttheyareorhaveproducedReadingupandstayingcurrentonstandardsinTRADOCReg350-6andotherprofessionalpublicationsRelyingonmemoryofthestandardsinTRADOCReg350-6andignoringotherprofessionalpublicationsCommitmenttoselfimprovementprofessionallyandpersonallyStandingstillprofessionallyandpersonallywithnodirection August-November2014JacksonJournal33Ifyoudontknowwhereyouaregoingyoullendupsomeplaceelse.YogiBerra 34JacksonJournalAugust-November2014Counselingistoughwork.ItrequiresdeliberationpreparationandpersonalcourageallcompetenciesandattributesweexpectArmyleaderstopossess.Howwellourleadersengageanddevelopsubordinatesisameasureotheircommitmenttothegrowthanddevelopmentoourproession.DeployedmanyoushaveevaluatedandpraisedourleadersortheirprowessanddiplomacywhenengagingasheikhorJirganotinghowwelltheypreparedandhoweectivelytheyachievedresultsbutofenturnablindeyetohowwelltheycommunicatewithanddeveloptheirownteams.CapitalizingonexistingArmyleaderdevelopmentdoctrineisaneectiveleaderdevelopmentphilosophycalledpolitecandor.Politeandcandorreertotheartandscienceoeectiveleaderdevelopmentandengagement.Whileachievingapoliteapproachpreparestheengagementtargettobebothagreeableandreceptivetodevelopmentisasubjectiveeortcandoristheactbasedobjectiveportionoengagementthatclearlyandlegitimatelyarticulatesgoalsandobjectives.Politewithoutcandorisweakanduselessandimpolitecandorisdisastroustomutualtrustandquiteofencountertothepurposeotheengagement.PoliteCandorConductingEffectiveCounselingandEngagementLTCRobertMurphyPoliterequirestheleadertomaniestourvaluesorespectandpersonalcouragewhilesolicitingtheintegrityandsenseodutyothoseengaged.Itrequiresthattheleaderpracticethatmostunpleasanttaskodeliveringatoughmessagetothosewithwhomtheyhaveabondocamaraderieandsenseopersonalattachmentandtodosoinawaythatallowsthesubordinatetotrulyseethemselvesandworktowardsclearobjectivesthatsupportthemission.Todootherwiseisbothdisloyalandcowardly.Politealsoreerstotimingandproessionalcourtesy.SpecicallyourrespectandpersonalcourageindeliveringacandidassessmentneedstooccurintimetoallowtheSoldiertotakeaction.Moreoveritisanindicatorothedegreeoaleadersintegrityandpersonalcourageitheycomplainincondenceoasubordinatespoorperormanceyetareorcedtoratethatsamesubordinatewellbecausecounselingorlackthereowouldnotsupportotherwise.Itisofenacaseounexpressedexpectationsnotbeingmet.AcommonrerainisIexpectedSFCXtostepupbutheorshejustdoesntseemtocareorgetit.Intheworstcasesleadersdeercandoruntiltheevaluationisdueatwhichpointtheopportunity August-November2014JacksonJournal35orapoliteuseulengagementhasexpired.TeleaderisthenorcedtoeitherdiginoratoughemotionallywroughtandethicallyunsupportableghtwiththeratedSoldierorcompromiseintegrityandlietotheArmyaboutthatSoldiersperormanceandpotential.Anexampleocandorthatillustratesthepointandonemostofcersareamiliarwithisenumeration.Tatiswhereyourraterorseniorraterranksyounumericallyincomparisontoyourpeers.Perhapsnobettertoolexiststoclearlydepicttoaratedleaderhowwelltheyhaveorhavenotmetexpectations.Tisiscandor.Howeverwithoutobjectivecontextandcareuldeliverythisinormationcanhaveanunintentionalnegativeresult.Ateitherendotheperormancespectrumtheinormationcaneasilybemisinterpretedandresultinunhelpulovercondenceorequallyuselesscapitulation.TeArmyhasprovideduswithanexcellenttoolandsystemtoachievepolitecandor.ItistheDA4856DevelopmentalCounselingormandthecounselingprogramoundinADRP6-22ArmyLeadershipandFM6-22ArmyLeadershipAppendixB-CounselingOctober2006.TeArmyhasalsoproducedlibrariesulloobjectivestandardswithwhichtoevaluateandreertooursubordinateleaders.Combinedthetwoareincrediblypowerultoolstoallowsubordinatestoseethemselvesandotherswithcandor.Tesetoolsallowleaderstoseethemselvesclearlyandappreciatetheirratersspectrumotolerancebetweensatisactoryandsuperiorperormance.PoliteCandorOncethisspectrumisclearperormancebecomesadeliberatechoiceonthepartothesubordinate.Althoughmostleadersperormcounselingusingtheappropriateormscandorisoenneglectedandinotgenerallynotpairedwithpolite.oooentheDevelopmentalportionothetitleisoverlookedanditsasaebetthatthepreponderanceothoseauditedwillbeblankinPartIIItitledLeaderResponsibilitiesLeadersresponsibilitiesinimplementingtheplanoactionassumingaplanoactionwasdeveloped.Counselingisindeedtoughwork.ButaSoldiersworkistough.ProvidedtherighttoolsandacommandclimateinwhichtheArmyValuesareesteemedandwhereexpectationsareclearlyarticulatedandqualiedthroughobjectivestandardspolitecandorisaleaderdevelopmentphilosophythatmakeseectiveuseotheentireeamsskillsandattributesdevelopsleadercompetencyandosterstrustthroughoutthechainocommand.LTCRobertMurphyistheCommanderof2ndBattalion13thInfantryRegiment193rdInfantryBrigade. 36JacksonJournalAugust-November2014heUnitedStateseconomyhasdramaticallychangedoverthelast50years.Iabusinessistosurviveinthecurrenteconomyitmustmakechangesinthewayitconductsitselinbusiness.Itishardertobeinbusinesstodaythaniteverwas.Tereareregulatorychangeseconomicchallengesandcustomerchallenges.Iabusinessistosurviveitmustevolve.Terearesomewhosaythatextremelylargebusinessesareimmuneromsuchchallenges.Teyclaimthatsomebusinessesaretoolargetoail.Teyeellikegovernmentwillinterveneandpropthemup.Wehaveseensomeexamplesothisbutontheotherhandwehaveseensomebusinessgiantsgooutobusinessbecausetheywillnotchangeandadjusttothenewdemandsplaceduponthemduetochangesineconomicstechnologyandinrastructures.Onemodelthathasevolvedisthewayperormanceismeasured.Inthepastsomebusinessestreateditspeopleasitheywereaproduct.Teydidnotcarehowtheworkerseltabouttheirownjobs.Peoplewereexpectedtoperormcertainwaysanditheydidnottherewasalwayssomeoneelsewhowaswillingtotakethejobandperormstrictlyinaccordancetocompanypolicy.Tenewerbusinessmodelsonproductivityandperormancetakeintoaccounttheneedtotreatpeoplewithrespectandhumanitytomakethemmoreproductive.TeArmyislikeoneothoseverylargebusinessesandoenusedtheoldmodel.LikebusinesstheArmyswayodoingbusinessisevolvingincludingthewaytocreatemoreproductivehappierworkersbothinthemilitaryandciviliancircles.AnolderarmymodelinuseormanyyearshasbeencalledtheCommandandControlmodel.CommandandControlwasalsousedinbusinessandisveryeectiveinaccomplishingdifculttasksinshortamountsotime.Temilitaryhasaop-Downculture.Commandisatthetopanddirectiveastowhatsubordinatesneedtodo.Itisamodelthatistrulysuitedtomanytasksthatneedtobedonewithinmilitaryconstraints.HowevertheworldisseeingakindergentlerArmyevolvingandtosometheCommandandControlmodelseemstobeoutmodedandthewordoempowermentisnowpartothenewculture.EmployeeempowermenthasbeendescribedanddenedinmanywaysbutisgenerallyacceptedastheprocessoenablinganemployeetothinkbehaveactreactandcontroltheirworkinmoreautonomouswaysItisparticularlynoteworthythatattheSeniorLeaderStrategicPlanForuminDecember2013thecentralaspectothediscussionwasonstrengtheningourArmyCivilianSoldierFamilyandRetireesthroughtheconceptoempowerment.Ft.JacksonislocatedinColumbiaandthusanintegralpartothecommunity.Ft.JacksonimpactsthecommunityandthecommunityimpactsFt.Jackson.Tereisalwaysgoingtobeadegreeotensionbetweenthetwoastheirgoalsarenotalwaysthesameornestedtogether.HowevertheoverallgoalsothestrategicplantostrengthenourArmyareconnectedtovekeyconceptsrainingransormationraditioneamworkandrust.TesevesormapillartowardstrengtheningtheArmy.Ft.JacksonsmissionistotrainanddevelopSoldiersLeadersandCivilianstoenablethesuccessotheAmericasArmywhilemaintainingthehighestqualityolieoreamJackson.Itwouldbeamistaketoassumethatallpeopleareatthesameleveloempowerment.TemissiondictatesthatSoldiersandciviliansaretrainedandtransormed.Itisthroughtrainingandmaturationthattransormationoccurs.Itisthisprecisetransormationthatenablesourmilitaryandcivilianorcetobecomeempowered.TheWITWhereistheQuestionsandtheArtofEmpowermentKeithH.Ferguson August-November2014JacksonJournal37AlthoughtheArmywillneverbeabletodiscardordoubtthevalidityoaCommandandControlmodelinmanysituationsithasseenthattheoldwayodoingthingsarenotalwaysthebestpractices.Teyhaverecognizedthatempowermentisnotonlypossibleorthoseinthecivilianserviceandthoselowerranksbutthatitisimportanttraitoanagileandadaptiveleader.Teyhavealsodiscoveredthatempowermentcanbeextremelyproductiveevenwithinthemilitarysetting.Terearebenetsoempowermentbothoremployeesandleaders.Howeverempowermentishardandcomplicatedwork.Withinthismilitarysettingtherearethreequestionsthatcanhelppromoteempowermentintheworkplace.TesearetheWIquestionsWIVWIIandWIA.TeseshouldbeadoptedintotheArmylexiconoacronymsbecauseipracticedintrainingandthedailybusinessitwillcreateanadaptivesatisedproductiveworkorcethatcanchangeentrenchedculturesolveproblemsanddiscovernewhorizons.TefrstisWIVWHEREISHEVISIONVisionisanaspirationaldescriptionowhatanorganizationwouldliketoachieveoraccomplishinthemid-termorlong-termuture.Itisintendedtoserveasaclearguideorchoosingcurrentanduturecoursesoaction.Visioncomesromthetopromleadership.Teyarethevision-castersandmustensurethatthevisioniscaughtbyeveryone.Visionneedstobeclearconciserealisticandneednotbesomegrandiosepieinthesky.Visionmustbecommunicatedonaregularbasis.Newemployeesmustbeinormedothisvisionwhentheycometoworkontheveryrstday.Whenvisionisnotcommunicatedemployeesarerudderless.TeydoWITnotunderstandwheretheyexistinthebigpicturenorunderstandhowtheircontributionsinuenceandsustainorganizationalaccomplishment.Althoughemployeesmaysetgoalswithoutthevisionmeasurableaccomplishmentisadisconnecteddisjointedpatchworkowhattheorganizationistryingtoaccomplish.Leadersmustprovidethatvision.Visionaryleadersbelievethatchangeandimprovementispossibleanddesirable.Makethatclearwithintheorganizationromtoptobottom.Visionariesdonotacceptthestatusquobutknowthattheydonothavethepowertodraganorganizationkickingandscreamingtoitsdesiredend-state.Visionariesmustempoweremployeestoseethevisionandcomealongsideleadershiptopropelanorganizationtoaccomplishment.Howeverleadershipmustalsobecareulnottostievisionarysubordinates.Teycancontributetotheoverallvisionoanorganization.Avisionarysubordinatehelpscarryothersubordinateswithshortersighttothatrenedandocusedorganizationalaccomplishment.TesecondisWIIWHEREISHEINIIAIVEInitiativeissel-motivatingindividualsactionthatbeginsaprocessofendonewithoutdirectmanagerialinuencetowardpersonalgoalsettingandpersonalandorganizationalaccomplishment.Initiativeshouldoperateatalllevelsoanorganization.Itmustbeatraitpossessedbyleadershipandinculcatedintosubordinates.Whenemployeestakeinitiativewhentheybegintheprocessosel-motivationtowardpersonalandorganizationalaccomplishmentitmeansthattheyhaveanemotionalbuy-inorattachmenttotheorganization.Itmeansthattheyaccepttheorganizationalvisionastheirown.Teirdesiretourthertheirownend-statescoincideswithwheretheorganizationisgoing.Initiativecanbediscouragedbypoorleadership.Leadershipsometimesearsthatencouraginginitiativewilllessencontrolandintererewithmissionaccomplishment.Misguidedinitiativecancertainlyintererewithmissionaccomplishment.Goodleadershipwillidentiythosewithinitiativewillguidethatinitiativetowardorganizationalaccomplishmentandsuccess.Onerarelyhasinitiativewithintenttoail.Teirinitiativeistobringsuccesstothemselvesastheybringsuccesstotheorganization.Evenitheemployeeis 38JacksonJournalAugust-November2014sel-centeredandisonlyseekingtobringsuccesstothemselvestheycanonlydothatthroughtheiraccomplishmentstourtherthegoalsotheorganizationwiththehopeobeingnoticed.oempoweremployeesleadersmustencourageandguideinitiative.Atthesametimetheymustmodelinitiative.AllemployeesleadersandsubordinatesneedtoseethatinitiativeisREWARDEDthatitisaGOODHINGthatitBENEFISall.Harnesstheinitiativespiritinindividualsandseeamazingaccomplishmentsbyteamsandindividuals.TethirdisWIAWHEREISHEACCOUNABILIYAccountabilityistheobligationoanindividualororganizationtoaccountoritsactivitiesacceptresponsibilityorthemandtodisclosetheresultsinatransparentmanner.Accountabilityisinstrumentaltosuccess.Ithereisnoaccountabilitytherewillbenosuccessnoaccomplishments.Anorganizationpaysitsleadersitsemployeesortheperormanceotheirduties.Perormanceodutieswillmeantaskaccomplishment.Ithevisionhasbeenmadecleargoalswillhavebeensetandaccomplishmentmeasured.Noteveryaccomplishmentisstellar.Tereisalwaysroomorimprovement.Withthatsaiditisimportantoremployeesknowthattheyarebeingwatchedorwhattheydo.Itheemployeedoesnotperormxtheproblem.Makesurethatcompetencepaysrewardsandthatincompetencehasconsequences.Ileadershipisnotwatchingandholdingemployeesaccountabletheymustrecognizethatsomeoneelseiswatching.Tesewatchersarethesubordinateswhoareworkinginthetrenches.Teyaretheoneswhoareaccomplishingtheworkwhiletheleadersaremanagingthework.Ithereisnoaccountabilityortheperormanceoworkersexceptattheannualreviewmarkorbonustimethosewhoarenotperormingwillbeallowedtoremainwithoutconsequences.Tisactorisoneothegreatbuzzkillsatanyplaceoemployment.Ipeoplearenotheldaccountableortheiractionsmoralewillall.Telongerthelackoaccountabilityisallowedtocontinuethelowermoralewillall.Justasnancialmanagersareheldaccountableorthemoneytheymanageemployeesmustaccountortheirmainresourcethattheyaregiven.Tatresourceistime.Teyshouldbegivenenoughtimetoullltheirdutiesandithetimeissquanderedthenholdthemaccountable.Rememberperormancehasrewardsandinactionhasconsequences.Peoplearewatching.Maketimecount.TereisreallyoneotherWIquestionthatshouldbeasked.Tisisonethatcomesromthebottomup.TequestionisWIEWHEREISHEEMPOWERMENLeadersandmanagementhavetheabilitytoempoweroremasculate.Terearetoomanystudiesthatshowthatempowermentisbetter.Tebenetsoempowermentarearsuperiorandcreateabetterandsatisedworkorce.IntheworkplaceempowermentmeansthatemployeesbelievesomeorallotheollowingImatterWhatIdomattersImakeadiferenceIamvaluableIBELONGtosomethinggreaterthanmyseliEmersonAnthonyL.February152012TeBenetsoEmployeeEmpowerment.CreditUnionimes1iiCoveyStephenR.1999November-DecemberMakingimeorGorillas.HarvardBusinessReview5iiihttpwww.businessdictionary.comdenitionvision-statement.htmlixzz2pLuhqjr9ivhttpwww.businessdictionary.comdenitioninitiative.htmlixzz2pM7aZorZvhttpwww.businessdictionary.comdenitionaccountability.htmlixzz2pMcWHNQOKeithFergusonisaStaffandFacultyInstructorfortheSoldierSupportInstitute.HereceivedhisundergraduatedegreeinsociologyfromWheatonCollegeandhisMastersinEducationfromPlymouthStateCollege. August-November2014JacksonJournal39Notallreadersareleadersbutallleadersarereaders.HarryS.Truman 40JacksonJournalAugust-November2014BeorewejumprightintohowintegrityandtheProessionoArmsareintertwinedwemustrstunderstandthetwoasseparates.Websterdenesintegrityasrmadherencetoacodeoespeciallymoralorartisticvalues.Integrityissomethingthatoneisbornwithbutmakesaconsciouschoicetouseornotuse.Itismakingthechoicebetweenwhatisrightandwhatiswrong.Everydayourindividualintegrityistestedanditisuptousonwhetherornotwemaketherightdecision.TeProessionoArmsisnotonlyaproessionbutmuchmorethanthat.TeonepercentthathaverisentheirrighthandtosupportanddeendtheconstitutionotheUnitedStatesagainstallenemiesoreignanddomestichavetoldthemselvesthattheywanttobenotjustaSoldierbutaprofessionalSoldier.TismeansthatweworkorthepeopleotheUnitedStatesoAmericaandthattheyaretheonesthatgettochoosetowhatextentweareaproession.WhatmakestheU.S.Armydierentthanmostproessionsisthatwecomewithlethalitymeaningthatweutilizeourweaponssystemsandoverallmilitarypowertoconductourdaytodayoperationsandproession.BecauseintegrityisoneothesevenArmyValuesitisimperativethatitisexerciseddaytodaytoosterthetrustwemusthaveamongstourcomradesinarms.TeU.S.ArmydenitionointegrityisDowhatsrightlegallyandmorally.CPTShawnD.EidsnessAsindividualsteamssquadsplatoonsetc.integritymustgrowastheelementsgrowbecausethemoreitgrowssodoesthetrustothersplaceinyou.Asstatedbeoreintegrityissomethingwearebornwithwehavetomakethatconsciousdecisiontouseit.ForexamplewhenyougetintoyourvehicletodrivetoandromworkdoyouobeyalltrafclawsDoyouonlyobeytheonesthatyouknowhavealargeramountovisibilityonthemordoyouchoosetobreakthepostedlimitsbecauseyouknownooneiswatchingIntegritycomesinallormsandasamembersothemilitarywemustobeytheordersotheofcersappointedoverusandrightullyso.Orderscanbequestionedandshouldbequestionedwhenthereislegitimatedoubtbasedonasaetyconcernorevenamoresensibleandefcientwayoaccomplishingthemission.Leadersareexpectedtoleadromtherontatalltimes.Leadersdonothavetheluxuryopickingandchoosingwhatorderswecanabidebyandwhichonesweshovetotheside.Tisstartsattheverytopwhenanorderisgivenbythecommander.Iheorshedoesnotollowtheirownpublishedguidancetheytooareleavingthemselvesopentocriticismordisplayingalackointegrity.HereatFortJacksonweastheleadersoutureSoldierspushthesevenArmyValuesinallthatwedo.LoyaltyDutyRespectSelessService August-November2014JacksonJournal41HonorIntegrityandPersonalCouragemustworkinunisonotherwisethesystemailsandsodoestheproession.Tisisevidentwhentryingtotransormacivilianthatgrewupinahouseholdwithlessthanaveragevaluesormorals.WeteachthesevaluessoweasmembersotheArmedForcescanaccomplishourassignedmissionnomatterhowbigorsmallitmightbe.Soldiersromthe101standthe82ndAirborneDivisionsinWWIIoughtsidebysidewithoneanotherduringtherstewdaysotheNormandyInvasiondueinparttobeingspreadacrossthedropzones.Howevertheywereabletoaccomplishtheirmissionbecausetheyknewwhatthecommandersintentwasandbecausetheyhadintegritytogetthemissionaccomplished.IbelievethatthisiswhytheArmyandoursisterserviceshaveadoptedclassesonvaluesaspartotheirtraining.Wemustberemindedthatwithoutthesevaluesasouroundationtooperateoobutmoreimportantlylivebywewillultimatelyail.OurellowcountrymenandwomenhaveaskedustodoaverydifcultthingandthatistoghtandWINthewarsoAmerica.TisissomethingthatwecannottakelightlyandIdonot.Teoundationstartsathomeinstillinggoodmoralsinourchildren.Whentheydecidethattheywanttojointhemilitarythatoundationisexpandedupon.BasicCombatrainingisarmorethanteachingaSoldierhowtoshootconductrstaidtasksorbecomemorephysicallyt.BasicCombatrainingteststheindividualSoldiermentallyphysicallyandspiritually.IaSoldieracceptsthesevenArmyValuesastheirowntheyarewellontheirwaytobecomepartotheProessionoArms.ItheydonottheSoldierwillstruggle.OentimestheywillaskWhyandinmymindwhyistherststepeitherorwardorbackwardromintegrity.IntegrityCPTShawnEidsnessistheOperationsOfcerattheFortJacksonDepartmentofEmergencyServicesandistheformerCommanderofBravoCompany1stBattalion13thInfantryRegiment193rdInfantryBrigade.WheninstructingthesevenArmyValuestomySoldiersanddiscussingtheconceptointegrityIoentellthemtousethequestionWhatwouldMomthinkwouldshebeproudomeorthatTisgenerallysparksatriggerwithinthemandninetimesoutotenthatanswerisno.Ialsoincorporateintegrityintotheprioritiesowork.Forexampleweonlymovetothenextpriorityoncetherstisaccomplishedsoeatingbeorecleaningonesweaponwouldbeconsideredshirkingodutieswhichlacksintegrity.CiviliansandSoldiersalikegenerallywanttodotherightthingandwanttobepartosomethingbiggerthanthemselvestobepartoaproession.Noonewantstoletthemselvestheiramilyriendsorbossdown.Wewanttobesuccessultoreceivethepatsonthebackandtoldgoodjob.Butwhenacedwithanethicaldilemmawemustnotletourselvesbecompromisedwemusttellourselvesitisalwaysbettertomakethehardrightinsteadotheeasywrong.Youknowinsideyouwhatismorallyrightandwhatismorallywrong. 42JacksonJournalAugust-November2014AstheArmypreparesorashiromwartimeeortstopreparednessthereisanincreasingocusontheimprovementohealthandwell-beingorSoldiersFamiliesCiviliansandRetirees.Ithasbeenincreasinglyimportanttooptimizethehealthandperormanceoservicemembersasbudgetcutsacrossthemilitarybegintomaterialize.Teideaowinningcurrentghtstosimultaneouslystafngtrainingandequippingasareadiness-ocusedorceiscomingtotheoreront.1TisdeclineintroopstrengthsuperimposeduponthepersistentandsignicantpercentageoSoldiersconsideredmedicallynotreadyMNRtodeploycouldpotentiallyhavesignicantconsequencesithemannedorcestructureisnotabletomeetmilitaryoperationalrequirementsorprotectingournationsvitalandimportantinterests.AsaconsequenceothereductioninresourcesprotectionoorcehealthandperormanceoptimizationoSoldiersandotherservicememberswillbemoreimportantthanever.2HealthPromotioninPublicHealthTerehavebeentremendousstridestakenintheimprovementoAmericanlivesoverthelastthirtyyears.Healththreatshaveshiedrominectioustochronicdiseasesaspeoplearelivinglongerandgettingvaccinated.Withthisshitherehasbeenanincreasedocusonthepreventionochronicdisease.YetevenwiththechangeinocusmostAmericanshavenotchangedtheirliestylessufcientlytoreducetheirriskoillnessordeath.3Chronicdiseasesandconditionslikeheartdiseasediabetescancerobesityandarthritisareamongthemostcommoncostlyandpreventableoallhealthproblems.4Healthpromotionisdenedasanyplannedcombinationoeducationalpoliticalenvironmentalregulatoryororganizationalmechanismsthatsupportactionsandconditionsolivingconducivetothehealthoindividualsgroupsandcommunities.5Healthpromotionisa1ConeGENRobertW.2011.ShapingtheArmyo2020.RetrievedonJune162014romhttpusacac.army.milCAC2repositoryShaping20the20Army20o20202020-20Green20Book202011.pd2NindlB.Williams.DeusterP.NikkiB.JonesB.2013.Strategiesoroptimizingmilitaryphysicalreadinessandpreventingmusculoskeletalinjuriesinthe21stcentury.UnitedStatesArmyMedicalDepartmentJournal.RetrievedJune162014romhttpwww.cs.amedd.army.milFileDownloadpublic.aspxdocid565ebe-b26e-4922-882-0e9373b501a3McKenzieJ.F.NeigerB.L.TackerayR.2009.Planningimplementingandevaluatinghealthpromotionprogramsaprimer5thed..SanFranciscoPearsonBenjaminCummings.4CentersorDiseaseControlandPrevention.2014.ChronicDiseasesandHealthPromotion.RetrievedonJune162014romhttpwww.cdc.govchronicdiseaseoverviewindex.htm5McKenzieJ.F.etal.20094.HowHealthPromotionisChangingtheCultureofResiliencySarahPorter August-November2014JacksonJournal43vitalpartoeverydaylie.Everyoneknowseatinghealthyanddailyexercisearesomeothewaystoliveahealthierliestylebuttheoverallwell-beingoanindividualtakesmorethanwalking30minuteseachdayandeatingyourbroccoli.Physicalactivitynutritionmentalhealthinjuryviolencealcoholconsumptionandsmokingallhaveanimpactonoverallhealth.IntheArmyitisvitalorSoldierstostayhealthyandalerttobeabletoperormattheirbestonthebattleeld.oachievethistheymustbephysicallyandmentallystrong.TePerormanceriadCampaignisanArmy-wideEducationalInitiativebyLieutenantGeneralPatriciaD.HorohotheArmySurgeonGeneralandCommandingGeneralU.S.ArmyMedicalCommandthatrecognizestheneedtobeproactiveinidentiyingassessingandmitigatingunhealthybehaviorsbypromotingsleepactivityandnutritiontooptimizehealthperormance.Lackosleeporpoorqualitysleepcanhaveahostonegativeconsequencessuchasweightgaindecreasedcognitiveperormancepoorinteractionswithamilyandcoworkersandanincreasedriskoraccidents.6InjuriesarealsoacauseorconcernduetotheactthattheyarethebiggesthealthproblemconrontingU.S.militaryorcesinpeacetimeandcombatoperationsresultinginover1.8millionmedicalencountersannuallyacrossthemilitaryservicesandafectmorethan800000individualservicemembers.7TeneedorhealthpromotionprogramstopreventinjuryanddiseasehasbeenmadeevidentinordertokeepourSoldiershealthy.IntegrationofR2CandCSF2TeUnitedStatesArmyalthoughinalesserroleremainsengagedinthelongestperiodocombatoperationsintheNationshistorywithanallvolunteerorce.WiththisunprecedentedlengthandpersistentnatureoconictduringthistimeithastestedthecapabilitiesoourHealthPromoonSoldiersandtheArmyasaninstitution.TeArmyhasgrownchangedinstructureandworkedatahighoperationaltempothathasallowedewopportunitiesorourpersonneltoresetastheyaceeverydaypersonalandproessionalchallengesamidcombatdeployments.8Terehavebeenvariousprogramsputinplacetobeeitherreactiveorpreventiveinnaturebutveryewhavebeenabletosynchronizetheirefortstoworkattheiroptimumefectiveness.Telackoacomprehensiverameworkinmanagingtheseprogramscontributestosignicantinormationgapsanduncoordinatedservicesandcareandultimatelylessefectiveprograms.9NegativetrendsinsuicidessuicidalideationssuicideattemptsincidentsodomesticviolencesexualharassmentandassaultdrugandalcoholabuseandbullyingandhazingamongSoldiershavedegradedoverallunitreadinessandmoraleandthreatentounderminethetrustandcondencetheArmymaintainswiththeAmericanpeople.10Tereorecontinuousimprovementoexistinghealth-relatedprogramsisneededinordertodecreasehighriskbehaviorsandtobeastrongerandmoreresilientorce.6VergunDavid.2013August13.RestulsleepthirdprongoPerormanceriad.UnitedStatesArmy.RetrievedonJune172014romhttpwww.army.milarticle109201Restul_sleep_third_prong_o_Perormance_riad7JonesBruce.Canham-Cherrak.SleetDavid.2010.Anevidence-basedpublichealthapproachtoinjuryprioritiesandpreventionRecommendationsortheUSmilitary.AmericanJournaloPreventiveMedicine.RetrievedonJune172014romhttpphc.amedd.army.milPHC20Resource20LibraryEvidence-Based20Public20Health20Approach20to20Injury20Priorities20and20Prevention20Recommendations20or20the20U.S.20Military.pd8UnitedStatesArmy.2013March1.TeUnitedStatesArmysReadyandResilientCampaign.RetrievedonJune162014romhttpusarmy.vo.llnwd.nete2cdownloads285588.pd9UnitedStatesArmy20132.10UnitedStatesArmy20132-3. 44JacksonJournalAugust-November2014TereisakeycomponentwithintheReadyandResilientCampaignthatisvitaltothehealthandwell-beingoSoldiersFamiliesandCivilians.TeComprehensiveSoldierandFamilyFitnessCSF2wasestablishedin2008bythen-ChieoStaotheArmyGeneralGeorgeCaseytoaddressthechallengesbeingacedduetomultipledeploymentstoIraqandAghanistan.Soldiersandtheiramilieshadtoadjusttoliebeoreduringandaerdeployment.InsteadobeingreactiveinnaturebyplacingocussolelyontreatmentaerredeploymentsorwhenissuesoccurCaseywantedtoalsoprovidepreventativemeasurestotheSoldiersandtheiramiliestomakethemstronger.CSF2Resiliencerainingwascreatedtogiveindividualsthelieskillsneededtobettercopewithadversityandbouncebackstrongerromthesechallenges.11CurrentlyFortJacksonisoneoaewCSF2rainingCenterinstallationsequippedwithmasterresiliencetrainersMRstoprovidetrainingtoSoldiersFamilymembersandArmyCivilians.IanindividualwasinterestedinreceivingresiliencytrainingtheyshouldrsttaketheonlineglobalassessmenttoolGAtoassesstheirphysicalandpsychologicalhealthbaseduponthevedimensionsostrengthsocialemotionalspiritualamilyandphysical.FromtheretheycancontacttheirBattalionPersonnelOfcerortheFortJacksonArmyCommunityServiceCenterwhowillthenmatchthemwithanMRwhowillprovidementalandemotionalskillstraining.Tisprocesswillenableindividualstostrengthentheirmindsandperormattheirbest.TeCommunityHealthPromotionCouncilWiththeimplementationotheReadyandResilientCampaigntherewasaneedorthecoordinationandalignmentoeortstohandlecomplexissuesandortheimprovementotheeectivenessoexistingprogramsandservicestoensurecomprehensivecareisavailabletotheotalForce.WiththisinmindtheUnitedStatesArmyPublicHealthCommandUSAPHCdevelopedtheCommunityHealthPromotionCouncilCHPC.TeCHPCprocesswasdevelopedinEuropeasaresponsetotheoverwhelmingdemandsonEuropebasedoperationsinordertoprovidearameworkorastrategicpreventionplanordisplacedmilitarypopulations.TesuccessothismodelledtoallU.S.ArmyHeadquartersForcesCommandunitsbeingstaedwithHealthPromotionOfcersandResearchAssistantstoadheretotheDepartmentotheArmysExecutiveOrderReadyandResilientCampaignPlan.odaytheCommunityHealthPromotionCouncilprocessulllstheArmysHealthPromotionProgramregulationoreachrainingandDoctrineCommandRADOCCenter.TepurposeotheCHPCistobethegovernancestructureoraddressingtheArmysReadyandResilientCampaignPlanattheinstallationlevel.Tisprocesscombinesgarrisonmedicalandmissioneortstosynchronizehealthpromotionriskreductionandsuicidepreventionprograms.TeHealthPromotioneammembersarethesubjectmatterexpertsorallHealthPromotion-relatedendeavorsonFortJackson.Oneothemaintasksortheeamisestablishingrelationshipsnecessaryorthecontinuationotheseeortsontheinstallation.TroughthisbestpracticeprocessthequalityolieresiliencyandwellnessorallSoldiersFamilymembersCiviliansandRetireesandtheoptimizationandcoordinationohealthpromotioneortswillbeenhanced.FortJacksonsCommunityHealthPromotionCouncilFortJacksonreceiveditsrsteverHealthPromotionOfcerinFebruaryothisyearMr.JamieUlmer.Mr.UlmerisresponsibleortheexecutionandmanagementotheCHPC.HecoordinatestheimplementationotheHealthPromotionprograminterpretsguidelinesprovides11FeeneyB.2013August19.CSF2seescultureoresiliencegrowinginArmyamily.UnitedStatesArmy.RetrievedonJune162014romhttpwww.army.milarticle109529 August-November2014JacksonJournal45SarahPorteristheHealthPromotionProgramAssistantatFortJackson.SheearnedherBachelorsofScienceinHumanServicesfromKennesawStateUniversityandaMastersofPublicHealthfromMercerUniversity.HealthPromoonexpertiseandinputorpolicyrecommendationsandcoordinateswithproessionalsromhigherheadquarterstacticalunitsmedicaltreatmentacilitiesandresourcepersonnelinthemilitaryandciviliancommunity.Mr.UlmerisaretiredMedicalServiceCorpsOfcerspecializinginHospitalAdministrationwithexpertiseinHumanResourcesandEmployeeRelations.HeholdsaMastersdegreeinHumanResourcesDevelopmentandHealthcareAdministration.HisBachelorsdegreeisinPsychology.HislastpositionintheArmywastheRESEIntegratorandtheForcesCommandG-3ReadinessDivisionExecutiveOfcer.HispreviousemploymentwaswiththeSouthCarolinaDepartmentoHealthandEnvironmentalControlsPublicHealthRegulationsDivisionastheSouthCarolinaEmergencyMedicalServicesorChildrenProgramManager.IamtheHealthPromotionProgramAssistantandwashiredinMaytocompletetheHealthPromotioneam.MyroleistosupportthemissionoHealthPromotionOperationsbydevelopingmechanismsstrategiesandprotocolsandmanagingcoordinatingandproducingoutputsthatsupportsandinvigoratestheinstallationhealthpromotionprocess.Teseactivitiesdirectlyrespondtothehealthpromotionstrategicandoperationalplansastheyrelatetocontinuousqualityimprovementothehealthotheinstallation.IholdaBacheloroSciencedegreeinHumanServicesandaMastersdegreeinPublicHealth.MypreviousemploymentwaswiththeSouthCarolinaDepartmentoHealthandEnvironmentalControlintheDivisionsoInjuryandViolencePreventionandAcuteDiseaseEpidemiology.Myexpertiseincludesdiseasesurveillancedataanalysisandhealthpromotion.TerearemanyotherkeyindividualsontheinstallationthattakepartintheCHPC.Commandersandrepresentativesromthe165th171stand193rdInantryBrigadesGarrisonSaetyOfceComprehensiveSoldierandFamilyResiliencyrainingCommandGroupChaplainServicesArmyCommunityServicesArmySubstanceAbuseProgramEmergencyServicesExceptionalFamilyMemberProgramHumanResourcesandtheMoncrieArmyCommunityHospitalparticipateinthequarterlyCommunityHealthPromotionCouncil.TemissionotheCommunityHealthPromotionCouncilistoincreaseoverallSoldierCivilianandFamilyMemberreadinessandresiliencythroughacomprehensiveintegratedandsynchronizedeorttoidentiyandreducehighrisknegativebehaviorswhilepromotingpositivebehaviorsclimateandculture.TroughtheintegrationandsynchronizationomultiplehealthpromotioninitiativesacrosstheinstallationtherewillbeahealthierandmoreawareworkorceonFortJackson.InadditiontorelationshipbuildingwithkeyhealthpromotiondirectoratesontheinstallationtheCHPCconductsaquarterlyCHPCmeetingpublishesanannualcharterpublishesaCHPCHealthPromotionStrategicPlandevelopsanInstallationProletoidentiyhealthprioritiestrackstheimpactovarioushealth-relatedgoalsandobjectivesandpublishesaninventorycompilationotheinstallationcommunityhealthandwellnessresourcesintoaCommunityResourceGuide.DirectoratesalsocollaboratetocollectdatacreateanalysisandproviderecommendationstotheSeniorCommanderaboutthehealthstatusoFortJackson.Itisimportanttonotethatthesuccessesinmotorvehicleandaviationinjurypreventionstartedwithhavinggoodinormationsystemsandaccesstokeydataandhavingseniorleadersreviewthosedatametricsonaregularbasis.12Togetherwewillbeabetterandhealthierforcebybeingphysicallyandmentallystrong.ArmyStrong12AngelloJosephSmithJack.2010.TemilitaryaccidentandinjurypreventionchallengeSettingaoundationortheuture.AmericanJournaloPreventiveMedicine.RetrievedonJune172014romhttpphc.amedd.army.milPHC20Resource20LibraryCommentary-Angello.pd 46JacksonJournalAugust-November2014ManyoushavetakenadvantageotherichhistoryaroundustolearnmoreromtheProessionoArmswecallourownhowevertheseareofenhistoricalbattleeldtourswithexpertsinthoseareasorourownsel-studyasweexploretheterrain.OncewedecidedtoaddahistoricalstudytoourbattalionLeaderDevelopmentProgramwedecidedtocreateastaridemoreinlinewiththeUSArmyCenteroMilitaryHistorymodel.Asweplannedourbattalionstaridewewantedtogobeyondasimplebattleeldwalkwithourleaderssowecarvedouttimeandresourcestoconductastaridetothehigheststandardpossible.SouthCarolinaoersmultipleoptionsromwhichtostudyandlearnincludingrontierskirmishesRevolutionaryWarbattlesandguerillacampaignsCivilWarbattlesandeectsonationalcampaignsandlaterwarsothe20thCenturyalongthecoastastheUnitedStatesprotecteditselromthesea.Astarideconsistsofsystemacpreliminarystudyofaselectedcampaignanextensivevisittotheactualsitesassociatedwiththatcampaignandanopportunitytointegratethelessonsderivedfromeach.1UsingHistorytoImprovetheFutureHowWePlannedPreparedandExecutedaStaffRidewithLeadersfromAcrosstheBattalionLTCJ.KeithPurvisandCSMJohnO.White1TeStaRideWilliamG.Robertson.USArmyCenteroMilitaryHistory1987pg5 August-November2014JacksonJournal47TisarticlewillexplainhowwetackledthisproblemsetwithinourbattalionmissionsandpersonnelandthemethodsstepsandresourcesweutilizedtoexecutetwoseparatebutrelatedStaRidesoverthepasttwoyears.OurdesireisthatotherswillndstepstheycanutilizeresourcestheycanstudyandmethodsthatareuseultoaccomplishtheirownStaRide.TecommentsandobservationsromourbattalionleadershavebeenextremelypositiveandbasedonthosewecontinuetoimproveourplanningandexecutionorournextStaRide.LocationsofourStaRidesTeCowpensNationalBattleeldisinthenorthwestcorneroSouthCarolinanotarromtheNorthCarolinabordernearChesneeSCabouttwohoursdriveromFortJackson.AspartotheNationalParkServiceCowpensisan845-acreparkincludingaVisitorCenterthebattleeldandawalkingtrailthroughthebattleeld.AswithmanyNationalParksthemuseumattheVisitorCenterhasseveralhands-ondisplaysaswellasvideosandmapsdisplayingthearea.ItisreetovisitCowpensNationalBattleeldandtheparkrangersareveryhelpulinplanningatripandareavaluableresourceduringtheplanningotheStaRide.WeutilizedseveraleasilyobtainedresourcesincludingWilliamJ.HourihansHistoricalPerspectiveeCowpensStaRideAStudyInLeadershipLieutenantColonelJohnMoncureseCowpensStaRideandBattleeldTourLawrenceE.BabitsCowpensBattleeldAWalkingGuideandhisAUsingHistoryDevilofaWhippingeBattleofCowpenstheNationalParkSerieseAmericanRevolutionSouthernCampaignandothermaterialsavailableattheCowpensNationalBattleeldasourresources.WechosetheBattleoCamdenoroursecondstaride.TetownoCamdenisaveryshortdriveabout30minuteseastonI20romFortJacksonsowewouldbeabletohavemoretimeonthegroundandlessdrivingtimespentawayromourunits.TerearetwoaspectstothisRevolutionaryWarsitetheactualbattleeldnorthoCamdenandtheHistoricCamdenRevolutionaryWarSitewhichisjustsouthothemainpartotown.Tebattleeldhasasel-guidedwalkingtrailwithmarkersthatareuseulorchronologicallyollowingthebattle.TeHistoricCamdenRevolutionaryWarSiteisafliatedwiththeNationalParkServicebutitisaprivatelyowned107-acreoutdoormuseumcomplexwithrestoredandreconstructedpartsothetownusedbytheBritishastheirheadquartersduringtheAmericanRevolution.WeutilizedbothareasinourstaridewiththemajorityoourtimeattheghtinthebattleeldwhichisninemilesupHighway521andFlatRockRoad.AddingtoourRevolutionaryWarresourcesweusedLieutenantColonelH.L.LandershistoricalstudyeBattleofCamdenSouthCarolinaAugust161780JohnW.GordonsSouthCarolinaandtheAmericanRevolutionABattleeldHistoryandJimPiecuchseBattleofCamdenADocumentaryHistoryaswellasmapspickedupromtheHistoricCamdenRevolutionaryWarSiteandothermaterialsoundonlineromourresearchandpreparations.LeaderDevelopmentProgramLikemostotherswebrokeourbattalionLeaderDevelopmentProgramdownintoNCOProessionalDevelopmentledbytheCommandSergeantMajorandotherseniorNCOswiththeprimaryaudienceNon-commissionedofcersOfcerProessionalDevelopmentledbytheBattalionCommanderandassignedtodierentofcersacrossthebattalionthroughouttheyearwiththeprimaryaudienceallofcersinthebattalionandLeaderDevelopmentjointlyledbytheCSMandCommanderbringingbothgroupstogetherwiththeaudiencebeingallofcerstheseniorNCOsromthestasectionsandcompany 48JacksonJournalAugust-November2014commandteamscommanderandrstsergeant.Eachothesearenestedwiththeotherssothateachpopulationcantheninteracttogetherandurtherincreaseknowledge.Wedidcombinethreeeventstheunithistoricalstudythestarideandourteambuildinguneventinordertomaximizeourtimeandresources.WechosetheRevolutionaryWarasourstarideareaostudyorseveralreasons.TerstisthataswestartedaskingourleaderswhattheyknewaboutthemilitaryhistoryoSouthCarolinawerealizedthatwhilemanyknewaboutthestatesroleintheU.S.CivilWarnotmanyhadtakenthetimetoreadandresearchthecolonialcivilwaroughtwithintheinternalbordersduringtheRevolutionaryWar.AdditionallySouthCarolinahasmoreRevolutionaryWarbattleeldsandlocationsorstudythananyotherconictoughtinandaroundthestate.TereareseverallocationsinverycloseproximitytoFortJacksonallowingorlesstraveltimeandtheabilitytovisitconductthestarideandreturninonedayreducingtimeawayromourresponsibilitiesatFortJackson.FinallyasweconductedourinitialreviewopotentialsiteswesawseveralcloseparallelsromtheorganizationtacticsstrategyandconductoseveralbattlestothewayourbattalioniscomposedosomanydierentunitsorganizationsmissionsandspecialtiesallinsupportothegreaterFortJacksonmission.CowpensOurrststaridewastotheBattleoCowpensandstartingwiththecommandersintentorthestarideaStaRideattheCowpensBattleeldwillfurthertheprofessionaldevelopmentandesprit-de-corpsofthe4thBattalion10thInfantryRegimentleaders.OurleaderswillunderstandhowtheBattleofCowpenscorrelatestotheBattalionsmissionsuccessbystudyinghowadiversegroupofsmallunitsunderstrongleadersperformingtheirspecictaskscancontributetothesuccessoftheoverallmissionwebeganourMilitaryDecisionMakingProcessonthisstaridebothintermsotheactualmovementsnecessarytovisitthebattleeldaswellasthosenecessarytosystematicallystudythebattle.Weconductedaleaderreconandthenusingtheresourceslistedearlierwechosetheaspectsothebattlewewantedtoocustheleadership.PriortobreakingdowntheleadersweresearchedandprovidedanoverviewotheAmericanRevolutionwithspecicemphasisonwheretheBattleoCowpenstintheoverallstrategyandcampaigns.Temonthpriortoourstaridethebattalionleadershippresentedthisoverviewincludingexplainingwhatastaridewasandhowthisstudywouldbenetallous.WequicklyencapsulatedtheRevolutionaryWarromthestartotheghtingin1775throughtheBritishstrategicoptionsGeorgeWashingtons1776-77ChristmasCampaigntheBritishcampaignsinthenorthandthenintothe1780lossesbytheAmericanorcesspecicallyintotheSouth.UsingthesurrenderoCharlestoninMay1780andtheguerrillawarbeingoughtinSouthCarolinawesetthestageorwhathappenedatCowpensasNathanaelGreenetookcommandortheAmericanPatriotsintheSouth.WebrieycoveredtheBattleoCowpensandthendiscussedtheContinentalvictoryandtheafermathendingwithLordCornwallissurrenderatYorktowninOctobero1781.WeconcludedthispreparatorydevelopmentbriewithadiscussionotheArmyslogicoleadershipandtheLeadershipRequirementsModelandhowthoseattributescompetenciesandoutcomeswereinplayatCowpens.WesplitthebattalionleadershipdownintoBritishandAmericanPatriotperspectivesandthenurtherbrokethemdownbyunitsandpersonalities.WeassignedthreecompanycommandteamsandthebattalionstatheAmericanPatriotviewpointwiththeourgroupseachtakingoneleaderandunitBrigadierGeneral August-November2014JacksonJournal49DanielMorganoverallAmericanPatriotcommanderotheorcesatCowpensunderNathanaelGreenewithinthesoutherncoloniesLieutenantColonelJohnHowardcommanderotheContinentalRegularsLieutenantColonelWilliamWashingtoncommanderothethirdDragoonsandthemountedPatriotorceatCowpensandColonelAndrewPickenslocalSouthCarolinamilitialeaderwhoprovidedleadershiptoallmilitiaintheline.WeassignedtwocompanycommandteamstheBritishviewpointwiththesetwogroupseachtakingoneleaderandunitLieutenantColonelBanastrearletontheoverallcommanderotheBritishorcesandthe71stRegimentoFootFrasersHighlanderswiththeirvariousleadersincludingMajorArchibaldMcArthurwhocommandedthematCowpens.WegaveeachgroupaweektoresearchtheirleadersunitsandperspectivesandthenbriethecollectedleaderstheweekoouractualstaridetoCowpens.TisbriewasinaclassroomatthebattalionheadquartersandocusedontheleadersandtheirleadershipattributesinrelationtotodaysArmymodeloleadershiptheprologtotheghtthepreparationsmadeactionspriortocontactthebattleitseltheresultsotheghtthelessonslearnedbytheleadersandwhattheydidollowingtheghtandhowthattwithintheoverallAmericanRevolution.Wecarriedthesesamebriesandlessonswithustothebattleeldwhereeachgroupwouldagainexplaintheirperspectivewhileontheactualground.Somethoughtthiswasslightlyredundanthowevermostrealizedthatasterileexaminationothebattleoutsideotheactualterrainlefmanythingsunderstatedandpotentiallymisunderstood.UsingHistoryWithatwohourdrivetoCowpenswedepartedtheFortJacksonareaby0700onaweekdayarrivingaround0900.WehadalreadydonealeadersreconandhaddecidedtostartalongtherouteotheadvancingBritishunderarletonandthenmoveontothebattleeld.TeCowpensNationalBattleeldhasmultiplewalkingtrailsandrouteswiththeoldGreenRiverRoadarletonsroutestillmostlyvisibleandmarked.TetwocompaniesleadershipresponsibleortheBritishperspectivereviewedarletonsactionsaswemovedalongtheroutewiththerestotheleadershipaddingtheirobservations.AferusingtakingtheBritishperspectiveintotheghtwemovedtothestartingAmericanPatriotdeensivepositionswithourcompaniesandbattalionstaleadersprovidingtheirperspectivesagainwiththeothersaddingtothestaridebasedontheirownresearchandtheactualbattleeldviews.AfercompletingourwalkacrossthebattleeldexploringboththeperspectivesandindividualmovementsounitsandleadersweendedattheVisitorsCenterwherewehadplentyotimetotalkwiththestaandenjoythemuseumandotherresources.OurnaldiscussiononsitewasledbythebattalionchaplainwhereshetalkedabouttheroleotheArmyChaplainintheAmericanRevolutionandhowthathasgrownchangedanddevelopedthroughthehistoryotheArmy.OurlasteventbeorecominghomewaslunchatalocalrestaurantinChesneewheretheocuswasonteambuilding.CamdenBasedonthepositiveeedbackandcommentsabouttheCowpensstaridewedecidedtoremainintheAmericanRevolutionoroursecondstarideandchoseCamdeneventhoughCamdenhadprecededCowpensbyseveralmonthsandwasthereoreoutosequence.Ocoursewehadhadsomechangesinleadershipbutoverhalwerethesame.WeplacedthestaridetoCamdenwithinouroverallLPDocusontheFiveEssentialCharacteristicsotheArmyProessionusingthisbattletohighlightHonorableServiceandtheArmyValuesoDutyandHonor.SimilartoourCowpensstarideandstartingwithaverysimilarcommandersintent 50JacksonJournalAugust-November2014aStaRideattheCamdenBattleeldwillfurthertheprofessionaldevelopmentandesprit-de-corpsofthe4thBattalion10thInfantryRegimentleaders.OurleaderswillunderstandhowtheleadersattheBattleofCamdenactedpriortoduringandfollowingthebattleandhowtheseactionscorrelatetotheBattalionsleadersindividualsuccessandcontributionstothesuccessoftheoverallmissionthebattalionleadershiprstprovidedanoverviewotheRevolutionaryWarputtingCamdenintocontext.TisbrieanddiscussionhadagreateremphasisontheoverallRevolutionaryWarandontheweaponsequipmentandtacticsutilizedbybothsidesinordertomaketheleadershiplessonsmorepersonalandpertinenttoeachous.TepurposeothisstaridewastounderstandwhytheBritishwonandtheAmericanPatriotslostdeterminethesignicanceothebattlesoutcometotheoverallcampaignsandRevolutionaryWardiscusshowterraincommunicationsandleadershipaectedthisoutcomeandhowwecanapplythistothetechnologyandorganizationothepresentandgainabetterappreciationoourSouthCarolinaandmilitaryhistory.Inachangetothepreviousyearwedidnotassignspecicindividualleaderstopre-determinedcompanyteamsorthestaratherwewerebroaderwithourteamsgivingthemmoreleewaytodecidehowtostudyandthenpresenttheirperspectives.WeassignedtwocompaniesandthebattalionstatotheAmericanPatriotorcesocusedontheContinentalSoldierstheStateroopsandtheMilitiaandthreecompaniestotheBritishperspectiveocusedontheRegularForcesLoyalistForcesandCavalry.Bynotdeterminingexactlyhoweachteamwasurtherbrokendownweallowedeachtogureoutthebestwaytopresenttheirperspectiveasateaminacoherentpresentationratherthantwoorthreeseparateones.Additionallythewaywesplittheteamswasdierentthattheyearbeoreinordertobroadentheteamworkthroughworkingwithdierentpeers.Eachperspectivehadtoincludekeyleaderandunitbackgroundthepreludetobattlethebattleitselthesignicanceothebattleandthelessonswecanutilizetoday.Wehadmorechallengesinourschedulingothepre-briesresearchandtheseparatebriengsthisspringbutwiththeshorterdistancetotraveltoCamdenwedecidedorthetwogroupstopresenttheirperspectivesthemorningothestaride.Tisgaveusplentyotimeorthetwogroupstoresearchandpreparetheirpresentationsstillproperlypresenttheirperspectivesandhaveplentyotimeonsitewithouthavingtohurry.WeagainusedaweekdaydepartingalittlelaterinthemorningarrivinginCamdenby1000.WestartedthisstarideatHistoricCamdenthetownsiteo18thcenturyCamdenwiththeoutdoormuseumandreurbishedKershawhouseandrecreatedpalisadesandheadquartersortheBritishunderLordCornwallisthecommanderintheSouth.HerewediscussedtheimportanceoCamdenasaninteriorortortheBritishtocontrolandsupporttheLoyalistsinSouthCarolinaurtherpreventingPatriotorcesromattackingwithoutregardtorepercussions.AferunderstandinghowthisortiedtownwasusedbytheBritishwemovednorththroughCamdentotheactualbattleeld.Weutilizedthebattleeldmarkersandusingtheinormationlearnedduringaleadersreconweknewthelocationsandperspectiveswewantedtohighlightaswemovedalongthetrail.FollowingthesameroutetheAmericanPatriotprobingorcesunderMajorGeneralHoratioGatesusedearlyonthemorningoAugust16th1780wemovedtowheretherstskirmishersmet.Usingtheterrainarounduswediscussedtacticso18thcenturymilitariesandleadershiprolesatmultipleechelonsbothinthepreparationsandconductotheght.AferbetterunderstandingthestartotheghtinthemiddleothenightweollowedtherouteotheBritishrightwingoRegularsalongtheirrouteagainsttheAmericanlefankoVirginiaMilitiawherethemilitiabrokeandbegananuncoordinatedretreatnorthawayromtheght.FindingthelocationwhereGatesattemptedtostoptheeeingmilitiawediscussedhisownactionsbothonsiteandaferheleftheeldthatmanyhistoriansconsidercowardly. August-November2014JacksonJournal51LTCJ.KeithPurvisistheCommanderandCSMJohnO.WhiteistheCommandSergeantMajorof4thBattalion10thInfantryRegiment171stInfantryBrigade.WethencrossedovertotheAmericanPatriotrightankoMarylandandDelawareContinentalswhooughtextremelywellandweredeeatingtheBritishlefankoLoyalistsandothervolunteersuntilthePatriotlefcollapsedafertheretreatotheVirginiaMilitia.FinishingbackintothecenterobothlinesweendedthestarideatthesiteoBaronDeKalbsheroicstandwiththeremnantsotheContinentalsandNorthCarolinaMilitia.Tisdoubleloopthroughbothanksotheghtusingthehistoricalplacardsasphysicalmarkersromwhichtodiscusstheghtatthatpointgaveustheopportunitytoexpandourresearchandknowledgeothewrittenpageandintoathree-dimensionalreality.ConcludingthestaridewedecidedtoeatattheHistoricCamdensiteratherthanatalocalrestaurant.Tistail-gategaveusmoretimetogetherorteambuildingandalsoreducedcostsoroutsideood.FinishingintheearlyafernoonweallreturnedtoFortJacksonintimetocatchuponthedaysactivitiesandhandleanyissuesthathadcomeup.LessonsLearnedUtilizingthemethodohavingeveryonedotheresearchodierentaspectsothebattleallowsamoreocusedapproachbutstillgiveseveryonetheoverviewotheght.Tespecicexpertsontheirunitsleadersandactionscouldprovidespecicswhilethegroupasawholecouldthenrelatethoseintotheirownresearchtocompletetheirunderstanding.Itisnecessaryhoweverortheleadersacilitatingthestaridetohaveabetteroverallunderstandingothebattleinordertobetterlinkthevariousperspectivesbothintheclassroomandontheground.aketimetoproperlybriepriortodepartingtothebattleeldanddosoearlyenoughortheinormationtosinkinratherthanbriengonthedayothestaride.Byhavingtheoverviewsearliereachindividualcanbetterlinktheirownresearchintoothersmakingorclearerunderstanding.Tetimebetweenalsomakesitlesslikelyortheexactsamethingtobebrieedwithinhoursoeachotherpotentiallybecomingboring.Coordinatesoyoudontgoonadayullootherlargegroups.Bothvisitswereondaysthatdidnothavelargegroupsbutwehadnotdonethecoordinationtoensurethathappened.Bothsiteswereextremelyriendlyandwelcomingoeringadditionalresourcesduringourpreparationandexecutionusethem.UsingHistorySiteResourceshttpwww.historic-camden.nethttpwww.nps.govcowpindex.htm 52JacksonJournalAugust-November2014AsJ.E.B.StuartapproachedGettysburgon2JulyaeracircuitousridearoundMeadesArmyothePotomachelikelyanticipatedaheroswelcomeorhisexhaustedCavalryorce.HehadaerallsecuredaUnionwagontrainullodesperatelyneededsupplieshadterrorizedtheresidentsoWashingtonD.C.andBaltimoreandhadbeatenseveralUnionCavalryunitsinskirmishes.ItwasaerallwhattheArmyoNorthernVirginianeededitsCavalryArmtodoorsohehadassessedandexecuted.HewasalsolikelyunpreparedorGENRobertE.Leesrebuke.LeewithadmirablerestraintnotedthataernearlyaweeksabsencehedretrievedtheeyesandearsohisArmywhichhadnotbeenaroundtokeephimromgettingensnaredinabattleromwhichtheconederacywouldneverrecover.TewagontrainpresentedbyStuartwaslikelylittleconsolationortheweekslossoreconnaissance.Stuartcertainlypracticedinitiativebutinamannerillsuitedtotherequirementsohismissionandhisnation.Anumberocommonactorscontributetoaleadersinabilitytopracticeproperlyinormeddisciplinedinitiative.Chieamongthemarepoorlyassessingtherequirementsoonesenvironmentandthelackodisciplinetoresisttheveryhumanurgetogratiyagutinstinct.Practicinginitiativeisahabittobecultivatedandencouragedbutinamannerproductivetoourunitsmission.Unhealthyinitiativegenerallyoccursasareactiontointuition.GaryKleinauthoroSourcesoPoweranincrediblywellresearchedbookonthetopicointuitionbaseddecisionmakingsuggeststhatonlythosewithbetween20-25yearsorepetitioninaparticularproessionalenvironmentachievetheabilitytoreliablymakeappropriaterapidintuitivedecisionsplacingmostotheArmystacticallevelleadershipsquarelyinacategorymoreTemovementsothearmyprecedingthebattleoGettysburghadbeenmuchembarrassedbytheabsenceothecavalry.GENRobertE.LeeCSAReportonthebattleoGettysburgtoJeersonDavisPresidentotheConederacyJuly1862WewillneverfndasavagewhoisatrulyGreatCommanderandveryrarelyonewhowouldbeconsideredamilitarygeniussincethisrequiresadegreeointellectualpowersbeyondanythingthataprimitivepeoplecandevelop.CarlVonClausewitz1832InformedDisciplinedInitiativeApplyingInitiativeattheRightTimeandPlaceLTCRobertMurphy August-November2014JacksonJournal53suitedtodeliberatedecisionmaking.FortunatelyInitialEntryrainingIEoperatesatthespeedandpaceoa10-16weektrainingcycleusingthesameresourcesandsetostandardseachcyclelendingitseltodeliberatedecisionmaking.Surprisesareewrarelycatastrophicandgenerallypermitleaderswithtimetothink.Tereinlaystherequirementordiscipline.Gratiyingintuitionisimmediatelysatisying.Teenthusiasmthataccompaniesagoodideacanbeoverpowering.Evenwhenrewardedwithdisasterthebiasoronesintuitioncanbepowerulenoughtoencouragerepetition.DoingtheMilitaryDecisionMakingProcessMDMPishardandoenpresentsactsandanalysisbasedcoursesoactionatoddswithourinstincts.Butitisourduty.RarelydoesadecisionmadeinhasteinIEresultinarewardsogreattojustiytherisktomissionitpresents.Ahastygutreactionoenoccursattheexpenseoessentialrehearsalscadrepreparationandcoordination.osuddenlychangeanotherwisesuccessuloperationmidstrideornosignifcantgaininoutcomeissimplypoorriskmanagement.AssessingtheBasicCombatrainingBCenvironmentrequiresahumbleandcandidreviewoourselvesandourcapabilities.MyexperienceinBCisthatweexpertlyassesstangibleassetstheamountoammunitionavailabletherangesandweaponsatourdisposalandtoalesserextentthepublicationsrelevanttoourmission.Teprocesstolockinandrefnetrainingresourcesispredictable12monthsout.Weoenallshortinproperlyassessingourowncapabilitytomeethastilyderivedstandards.odramaticallychangetheconditionsoatrainingeventonshortnoticeistorobouralreadyoverwhelmedcadreoprecioustimetoprepareandadjust.Againwehavetoaskorwhatbeneftandatwhatcostobecleargutreactionstoenvironmentalcuesaretheseedosuperbinitiativesandneedtobecultivatedandencouragedinanyenvironment.Buttheseideasalsoneedtobepairedwiththeintellectanddisciplinetosubjectthemtocandidscrutinythatmaydelayordenypersonalgratifcation.InformedDisciplinedInitatveTeurgetouseintuitionwontgoawayandwillcontinuetobeirresistibleormanyoouryoungleaders.Forthesakeoaccommodatingthisrealitywhiledevelopingleadersmoreadeptattakingrapiddecisionsitisessentialthatweexposeourjuniorleaderstoasmanyexperiencesaspossiblebuildingtherepetitionsnecessarytomoreeectivelyactontheirintuition.MostCommandersworthyothetitlehaveanopinionabouttheconductotraininganditisunlikelythatalltrainingisconductedordirectedtoeveryonessatisaction.Tisisanopportunitytoorceaconrontationbetweenintuitionanddeliberatethoughtandanalysiswhichwhenrepeatedbeginsdevelopingproductivedecisionmakingmodelsorourleaders.AssigningcommanderswiththerequirementtodevelopnewwaystodotrainingandinsodoingdevelopaunitSOPisonemethodtodoso.Eachtrainingeventisanopportunityoracommandertoengagetheirimaginationandholdtheirintuitiontoobjectivedoctrinalstandards.AlthoughthestakesatBCorpoorlyexecutedinitiativesarearlesssevereasthoseacedbyLeesArmybecauseoStuartswellintentionedbutpoorlyconceivedinitiativeitnonethelesspresentsanavoidablerisktoourmissiononeeasilymitigatedbyadisciplinedanddeliberateapproachtoinitiative.LTCRobertMurphyistheCommanderof2ndBattalion13thInfantryRegiment193rdInfantryBrigade. 54JacksonJournalAugust-November2014JacksonJournalArticlesNeededHowtoSubmitaLettertotheEditorAllletterstotheeditorarewelcomeandwillbeconsideredforpublication.Thepreferredmethodforsubmissionistoe-mailletterstoeithermichael.p.ryan26.civmail.milorjohn.d.philibert.civmail.mil.ThesubjectmatterofletterstotheeditorshouldsupportoropposeastancetakenbyanauthorofanarticlethathasappearedinthepreviousissueoftheJournal.Lettersmustcontaincontactinformationincludingletterwritersnamerankandunitandmustbefewerthan400words.Wewilleditthelettersaslittleaspossiblebutwereservetherighttodosoasnecessary.TheJacksonJournalisalwaysinneedofarticlesforpublication.TopicsforarticlescanincludeanyaspectoftrainingorleadingSoldiersinInitialMilitaryTrainingIMT.Ifyouareunsurewhetheratopicissuitablepleasecontactus.Featurearticlesareusuallybetween2000and4000wordsbutthosearenotrigidguidelines.Wepreferclearcorrectconciseandconsistentwordingexpressedintheactivevoice.Alsopleasespelloutallacronymsandabbreviationsthefirsttimeyouusethem.Photographsorgraphicsthatsupportyourarticleareencouragedwhenyousubmityourarticlepleaseincludetheoriginalelectronicfileofallgraphsjpegpowerpointetc.SubmitarticlesNLT10October2014fortheDecember2014-March2015issuebyemailtomichael.p.ryan26.civmail.milorjohn.d.philibert.civmail.mil ThinkinginNewBoxesANewParadigmforBusinessCreativityLucDeBrabandereandAlanInyRandomHouseSeptember2013WithanideathatseemedcrazyatrstthatbrightexecutiveinsteadofseeingBICasapencompanyabusinessinthePENboxguredoutthattherewasgrowthtobefoundintheDISPOSABLEbox.Andhewasright.NowtherearedisposableBIClightersrazorsevenphones.Thecompanyopeneditsdoortoahostofopportunities.ITINVENTEDANEWBOX.Yourbusinesscantoo.Andsimplythinkingoutoftheboxisnottheanswer.Trueingenuityneedsstructurehardanalysisandboldbrainstorming.ItneedstostartTHINKINGINNEWBOXESarevolutionaryprocessforsustainablecreativityfromtwostrategicinnovationexpertsfromTheBostonConsultingGroupBCG.FocusUseDifferentWaysofSeeingtheWorldforSuccessandInfuenceHeidiGrantHalvorsonPh.D.andE.ToryHigginsPh.D.DoyouplaytowinOrdoyouplaynottoloseAsToryHigginsandHeidiGrantHalvorsonhavediscoveredintheirworkatColumbiaUniversitysMotivationScienceCentereverythingwedoismotivatedeitherbyadesiretobebetteroffortosimplyhangontowhatwevegot.Andunderstandingthesimplebutcrucialdifferencebetweenthetwocanempoweryoutomotivateyourselfandinuenceeveryonearoundyou.33UnderstandingChangetheChangeinUnderstandingRichardSaulWurmanGreenwayCommunicationsOctoboer2009YoumightdescribeRichardSaulWurmanasaprovocateurapioneeracreativegenius.Inspirationalinnovativelarger-than-life...legendaryeven.Othershave.Butthemostaptdescriptionofthissingularindividual--thisarchitectdesignercreatorofthecelebratedTEDConferenceandprolicauthor--isstoryteller.Springingtolifefromthemindoftheworldsoriginalinformationarchitectis33UnderstandingChangetheChangeinUnderstanding.Abookthatbreaksoutofanytraditionaldarewesayevenrationalstory-tellingframework33invitesreaderstojourneythroughitspagesastheywill.August-November2014JacksonJournal55 InlightothepoliticalrictionsandgrowinghostilitiesinEuropeCongressevaluatednumerouslocalesacrosstheUnitedStatesastheuturelocationsorUSArmytrainingsites.OnJune21917CongressconfrmedtheselectionoColumbiaSouthCarolinaasthelocationotheSixthNationalArmyCantonmentoneosixteentrainingcampsestablishedtosupportAmericasgrowingcommitmenttoWorldWarI.InresponsetothisdecisionColumbiasCantonmentCommitteepurchasedtheWadeHamptonEstatewith50000theyhadraisedColumbiaresidentsthendonated1192acrestotheWarDepartment.Tusbeganthenearly100-yearcollaborativerelationshipbetweentheresidencesoColumbiaandthemilitaryinstallationnowknownasFortJackson.