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The eyes of Gaza watchers were held by the Army’s curious navy, and the utility of the flotilla was brought to full-light in the service of humanity. But one week prior to this mission, the demand for Army watercraft was near-invisible. Although employed as an instrument of peace, this deployment displayed a capability that large scale combat operations will demand. Army watercraft are invisible until they’re needed – and it’s often been that way. USAV SP4 (LSV-6) underway on the James River on March 12, 2024. USNI News Photo originally found HERE . Continue reading » | | Categories: Case Study , Warfighting Posted on Tuesday, January 16, 2024 Fundamental Duties of Leadership Reflections on the Battle of Chosin Reservoir by Curtis Fox 0 Comments Share Tweet Share Print Email G eneral James Mattis USMC once said, The most important six inches on the battlefield is between your ears.” If you have people under your charge, then you are duty-bound to think—to make well-considered decisions based on a studied knowledge base. Military leadership is unique because ill-considered decisions send soldiers to their deaths. Leaders cannot blindly follow instructions or even orders. Continue reading » | | Category: Leadership Posted on Wednesday, December 6, 2023 Inculcating Ownership 5 Key Steps to Get your Leaders to take Ownership by Michael Everett 0 Comments Share Tweet Share Print Email H ow do small unit leaders get their subordinates to own their problems ? Inculcating ownership into your leaders can determine success or failure, smooth execution or frustration, system success or failure, and high or low performance. There’s not enough time in a day to solve all the problems or challenges that a unit might face. Therefore, it’s vital that leaders understand how to ensure subordinate leaders take ownership of problems at their level and uphold their share of the task when solving both simple and complex problems. Below are 5 tips to get your subordinate leaders to own their problem and think like problem solvers instead of problem passers. U.S. Army Spc. Collin Hall, assistant gunner, and Spc. Areg Safari, M240 gunner, assigned to Charlie Company, 2nd Battalion, 35th Infantry Regiment, 3rd Infantry Brigade Combat Team, 25th Infantry Division, observe their assigned sector of fire from their defensive fighting position while they wait for the opposing force to attack their defensive positions at the Pohakuloa Training Area, Hawaii, Nov. 9, 2023, during the Joint Pacific Multinational Readiness Center (JPMRC) 24-01 rotation. JPMRC is the Army’s newest Combat Training Center (CTC) and generates readiness in the environments and conditions where our forces will most likely operate. JPMRC 24-01 includes over 5,300 training participants across the U.S. Joint Force, New Zealand, the United Kingdom, Indonesia, and Thailand. (U.S. Army photo by Capt. Angelo Mejia) (U.S. Army photo by Capt. Angelo Mejia) Continue reading » | | Category: Leadership Posted on Sunday, December 3, 2023 LSCO Ready Organizing and Equipping for Airborne Medical Care in World War II by Tyler Fox 0 Comments Share Tweet Share Print Email L ate September, 1944— Nijmegen Medical personnel shuffled litters in and out. Outside the doors, the courtyard teemed with humanity. Clusters of aid-men loitered in anticipation of the jeeps, which were operated by their casualty collecting detachments. Like foraging ants they traversed the division area, to and from the regimental aid stations, and they would return direct to the imposing walls of the seminary. The seminary looked like an institution of classical learning, if nothing else for the blanket of vines which clung in patches to the dull brick construction. It was the most suitable location they could find for a division hospital. Mostly because of its size. Had one of the early developers of the American airborne been able to peer into the future and see this sight, it would have surpassed all comprehension. The scale, the efficiency were beyond anything they envisioned, which wasn’t much. If casualty care in Nijmegen could be considered near seamless, it was not a product of the vision of early airborne developers in the US Army. It was a gradual acceleration to the display of efficiency on the grounds of the Nijmegen seminary. But the only question that mattered is did it work? Based in Fort Liberty, North Carolina, the chorus represents the 19,000 Army soldiers that serve in the 82nd Airborne Division. (Staff Sgt. Javier Orona/Army) Continue reading » | | Categories: Case Study , Leadership , Warfighting Posted on Wednesday, July 5, 2023 The Battalion Battle Captain A Staff Lieutenant at JRTC by Matthew Levengood 3 Comments Share Tweet Share Print Email L ife as a staff lieutenant has many demands. As the battle captain , you will be responsible for managing all of the information coming in and out of the Main Command Post (MCP) and control all current operations. Your command team, staffs, and company leadership will lean on you heavily for an updated status of the operation. You will have minimal guidance and instruction yet will be expected to perform at the level of a career course-qualified Captain. Too easy, right? Life at a CTC for a staff lieutenant often means a similar surrounding of radios, maps, and trackers inside an command post tent or expando van. (U.S. Army photo submitted by author). Continue reading » | | Categories: Case Study , Lessons from Atropia , Warfighting Posted on Tuesday, June 27, 2023 Preventing Disappointment through Counseling Connecting Army Tools to Develop Leaders by Rob Kinney 0 Comments Share Tweet Share Print Email H ave you ever been disappointed with the performance of a new team or new leader? Perhaps your expectations were too high or something else went wrong. How do we close this gap between expectations and the desired end-state? Maintaining performance through transition requires the commander to over communicate the vision and guide their people through the discomfort zone. The best commanders will also listen to feedback in stride to best direct resources towards changing priorities or emerging risk. U.S. Army Command Sgt. Maj. Randolph Delapena, the 82nd Airborne Division Command Sgt. Maj., speaks with Paratroopers assigned to the 3rd Brigade Combat Team, 82nd Airborne Division, prior to conducting a Joint Forcible Entry (JFE) for exercise Panther Giant on Fort Bragg, North Carolina, March 8th, 2023. Exercise Panther Giant is a validation exercise for elements of the 3rd Brigade Combat Team to demonstrate readiness and lethality before attending the Joint Readiness Training Center (JRTC). (Sgt. Jacob Moir, U.S. Army) Continue reading » | | Categories: Case Study , Leadership , Lessons Learned , Self-Development Posted on Friday, April 7, 2023 Paying it Forward Serving as an ROTC APMS by Austin Wesley 0 Comments Share Tweet Share Print Email A n assignment to US Army Cadet Command (USACC) as an Assistant Professor of Military Science (APMS) is personally and professionally rewarding. There are few assignments for officers where...