Archive for the 'Marine Corps' Category
Today marks the 239th Birthday of the United States Marine Corps. In remembering the day when Captain Samuel Nicholas walked into a Philadelphia bar, looking for the “bravest men” of that city, Marines all over the world will hear the Birthday Message first circulated by Major General John Lejeune in 1921. Lejeune’s name is far more than just the name of another military base; he and his career are legend in the Marine Corps. He rose through the ranks, serving all over the world. When he reached Europe at the United States entry into The Great War, Black Jack Pershing recognized his leadership and gave the “Marines’ Marine” command of the whole of the 2nd Army Division. He became the 13th Commandant of the Corps after the war and to this day is known as the “the greatest of all Leathernecks.”
Yet it almost never happened. Today a discussion of military talent management has come to life, something that happens on a fairly regular cycle in American military history. Almost 125 years ago, the future of a young Midshipman Lejeune was at the whim of a bureaucracy that cared very little for his personal interests or where he and his peers thought his talents might lay.
In 1890 Midshipman John Lejeune, known among his friends by his nickname “Gabe,” and his Naval Academy roommate Ed Beach returned to Annapolis after spending two years at sea. In those days Midshipmen completed the course of instruction at the Academy but then had to serve in the Fleet for two years before they were commissioned. At sea they learned the basics of life and leadership aboard ship and began earning their qualifications and standing the bridge watches that would serve as the foundations of their careers.
The two young men also returned to the banks of the Severn River unsure that they would even receive a commission. There were a finite number of officer billets in the Navy and Marine Corps. Because promotion was seniority based, not every Midshipman could receive a commission unless there were enough officers who retired. If enough officers left the service everyone would move up the seniority lists and spots would open up at the bottom for the new Ensigns and Second Lieutenants.
Lejeune had wanted to be a United States Marine since he entered prep school at LSU. He finished at Annapolis in the top of his class and assumed that his standing would give him the ability to select the service of his choice. Returning to Annapolis Lejeune discovered that he had made the cut to receive a commission. But he also learned that the Academic Board, which was responsible for making service assignment recommendations, had assigned him to become an engineer in the Navy. His grades in the engineering courses were the best in his class.
Begging the Bureau
Lejeune decided to go to Washington to make his case to the Bureau of Navigation. His roommate Ed Beach agreed to go along with him to provide moral support and later related the story in his memoir. They were able to get a meeting scheduled with Commodore F.M. Ramsey, who led the Bureau and knew of the two young men because his previous position was Superintendent at the Academy.
The two Midshipmen arrived in Washington and Lejeune overcame an attack of nerves and went to the meeting with Beach at his side. He explained to the head of the Bureau that he had always wanted to be a Marine, and that because of how hard he worked and his class standing his preferences should count for something. Ramsey was the final decision maker and would approve the recommendations of the Academic Board. He was the only man who could change Lejeune’s fate. He refused. The Navy needed good engineers and he agreed with the Academy’s recommendation. The only way he would even consider changing his mind was if the Commandant of the Marine Corps requested Lejeune by name.
There was a glimmer of hope, but Lejeune didn’t put much stock in it. He led Beach toward the Commandant’s office in order to try to see him. They actually found Commandant McCawley (improperly called Remy by Beach in his recounting of the story) at a quiet moment in the office and were able to see him. However, he refused Lejeune’s entreaty to make a “by name request” for him to commission as a Second Lieutenant. The Commandant told him that the Corps would take whomever they were assigned and make no special deals.
A Desperate Ploy
Gabe had one last idea. He dragged Beach back toward Ramsey’s office at the Bureau. They were able to maneuver themselves into another audience, but Ramsey again refused to change his mind. Likely frustrated, he repeated that if the Commandant personally asked for Lejeune, then he could become a Marine. In the last moment of the brief meeting Lejeune asked his former Superintendent why? Why wouldn’t he allow him to become a Marine?
“Because, Mr. Lejeune, I am well aware of your splendid and promising mentality. Frankly, you have altogether too much brains to be lost in the Marine Corps!”
With that, Lejeune rushed out the office and headed back for the Commandant’s spaces at a run. Beach struggled to keep up, wondering what the hell was going on. But Lejeune had a new confidence about him. The two Midshipmen burst back into the Commandant’s office and interrupted a meeting with a group of officers on the headquarters staff. Before they could be reprimanded and removed from the room Lejeune shouted out:
“Commodore Ramsey says that the reason he will not recommend me to be a second lieutenant is that I have altogether too much brains for the Marine Corps!”
Ed Beach wrote “Lejeune won, then and there. The Marine Corps went into action,” and the request for Gabe to become a Marine was cut and sent to the Bureau of Navigation. The history books show there was still more maneuvering to be done, including meetings with Senator Russell Gibson and the intervention of the Secretary of the Navy. John Lejeune was commissioned as a Second Lieutenant instead of an Ensign. The rest, as they say, is history.
Another Year, Facing the Future
For more than two centuries the Marine Corps, and the rest of our armed forces, have been facing the challenges of talent management and administrative efficiency right alongside the combat stories that we read about in most of our history books. The so-called “needs of the service,” bureaucratic infighting, and service rivalry have a long tradition in how our military service members are selected, promoted, and mentored. But the story of Gabe Lejeune’s quest to become a United States Marine reminds us that sometimes the service is wrong, and sometimes we have to figure out our own “innovative” ways to work the system.
So Happy Birthday Marines. And to all the men and women in uniform who want to follow in Gabe Lejeune’s footsteps, by working both inside and outside the lifelines, to take their career into their own hands: Hoorah. Keep up the good fight.
By Mark Tempest
Believe it or not, this week is our 250th Episode of Midrats.
In celebration, we’re clearing the intellectual table, going to open the mic and see where it takes us.
From Kobane, to Coastal Defense, to Ebola and everything in between and sideways that’s been in the national security news as of late, plus whatever else breaks above the ambient noise – we’ll be covering it.
As with all Midrats Free For Alls, we are also opening the phone lines for our regular listeners who want to throw a topic our way.
Come join us Sunday as we try to figure out how we got to 250.
Power projection, sea control, access, denial, and the ability to impose your will on the enemy from the sea – or depending on your perspective – prevent them.
If the comparative advantage of American military power includes the use of the world’s oceans as a basing area from projecting power and national will, how can other nations design systems and tactics to trump that advantage? What are in place now, and what can we expect to see in the near future?
Our guest for the full hour will be Sam J. Tangredi, a defense strategist whose studies of future warfare prompted Defense Department officials to label him “the Navy’s futurist.” His thirty-year naval career included command at sea, service in key strategic planning positions in the Pentagon and overseas, earning a PhD in international relations, and research fellowships at two think tanks.
His over one hundred publications—which include four books–have won awards, including the U.S. Naval Institute’s Arleigh Burke Prize and the U.S. Navy League’s Alfred Thayer Mahan Award. He is currently the director of San Diego operations for the planning/consulting firm Strategic Insight.
A special time this week, 2pm Eastern, in order to have a reasonable time for our guest on the other side of the world.
This week we are going to visit an AOR that may have dropped of a lot of people’s scan, but in the Long War – it is still the front lines; the Horn of Africa.
Somalia, Eritrea, Ethiopia, Kenya, and the waters around the Arabian Peninsular – from terrorism to piracy – America and her allies and partners are at work every day to keep the beast over there, and not here.
Our guest for the full hour will be Rear Adm. Alexander L. Krongard, USN, Deputy Commander, Combined Joint Task Force-Horn of Africa at Camp Lemonnier, Djibouti, Africa. In this position, he supports the CJTF-HOA Commander to counter violent extremism in East Africa, foster regional security cooperation, strengthen partner nation security capability, and build and maintain U.S. strategic access in the region. Krongard is also responsible for developing relations with senior military leaders in African partner nations and directing CJTF staff and subordinate commanders’ support to deployed personnel and units of all Services across the Horn of Africa. DCJTF-HOA.
A Navy SEAL by training, RDML Krongard is a graduate of Princeton University and the National War College.
Join us live or pick the show up later by clicking here.
Is the profession of arms, as the Navy believes it is, primarily a technical job for officers – or is it something else?
To create the cadre of leaders one needs, do you train them as empty vessels that one only needs to fill up with what you want or an empty checklist to complete – or do you train them by helping them bring out their ability to lead and make decisions through informed critical thinking?
Our guest for the full hour to discuss this and more will be Major Matt Cavanaugh, USA. Matt is currently assigned as an Assistant Professor in military strategy at the U.S. Military Academy at West Point.
Prior to this assignment, Matt was a Strategic Planner at the Pentagon, after service with the with Second Squadron, Third Armored Cavalry Regiment with multiple deployments to Iraq from Fallujah, Ramadi, and Tal’Afar.
Matt earned his Master’s in Strategic Studies at Victoria University in Wellington, New Zealand and is currently at work on a PhD dissertation on generalship at the University of Reading (UK). He is a Fellow at the Center for the Study of Civil Military Operations, has been published with several peer-reviewed military and academic journals, and is the Editor at WarCouncil.org, a site dedicated to the study of the use of force. Matt has represented the United States in an official capacity in ten countries, including: Iraq, Kuwait, Norway, Australia, New Zealand, Indonesia, Singapore, Malaysia, Latvia, and Great Britain.
Matt is the author of the blog essays Ten Questions West Point Does Not Ask Cadets – But Should, Another Ten Questions West Point Does Not Ask Cadets – But Should, and What Cadets Should Study – and Why Military History is Not Enough.
Join us live at 5pm (U.S. EDT) on Sunday, 29 June 2014 or pick up the show later by clicking here.
Since WWII, have we developed an officer corps that has not only developed a record of defeat, but has become comfortable with it?
Is our military leadership structurally unsound?
In his recent article, An Officer Corps That Can’t Score, author William S. Lind makes a scathing indictment of the officer corp of the United States in from the structure is works in, to its cultural and intellectual habits.
We will have the author with us for the full hour to discuss this and more about what problem he sees with our military’s officers, and what recommendations he has to make it better.
Mr Lind is Director of the Center for Cultural Conservatism at the Free Congress Foundation, with degrees from Dartmouth College in 1969 and Princeton University.
He worked as a legislative aide for armed services for Senator Robert Taft, Jr. and Senator Gary Hart until joining the Free Congress Foundation in 1987.
Mr. Lind is author of the Maneuver Warfare Handbook (Westview Press, 1985); co-author, with Gary Hart, of America Can Win: The Case for Military Reform (Adler & Adler, 1986); and co-author, with William H. Marshner, of Cultural Conservatism: Toward a New National Agenda (Free Congress Foundation, 1987).
Mr. Lind co-authored the prescient article, “The Changing Face of War: Into the Fourth Generation,” which was published in The Marine Corps Gazette in October, 1989 and which first propounded the concept of “Fourth Generation War.”
Join us live at 5 pm EDT if you can or pick the show up for later listening by clicking here .
A heartfelt thanks to all of you who’ve followed the journey of the “Keep a Weather Eye on the Horizon” paper and for the thoughtful conversations that have followed in its wake. The upcoming survey and study on retention presents an opportunity to get at the heart of what YOU think, and help provide that relevant information to senior decision makers, our Navy family, and the American public.
I’ve been humbled to have had many positive interactions with our Navy’s leaders over the past few weeks — officer and enlisted alike, and from all communities. Please know that this effort is being watched by many, and the outcome — and your support — has the potential to foster a climate where our best, brightest, and most talented men and women choose to remain in uniform.
In many ways the continuing conversation is about two things: What it means to serve, and the importance of nurturing a sense of ownership throughout the fleet. “Service” isn’t just wearing the cloth of our nation or collecting a paycheck from the government … it’s about putting the good of the Navy before yourself. The paper has also helped reveal that many throughout the Navy, and at all levels, share a strong sense of ownership. Many have stepped forward with innovative ideas to improve processes and policies at their level of the organization, whether as a Yeoman, a Lieutenant in the F/A-18 community, or as a pre-major command surface warfare officer.
Luckily, there are many in senior leadership who openly support the potential for positive change, including Vice Admiral Bill Moran, the Chief of Naval Personnel. He has made the time for several “all hands calls” with the fleet since the release of the paper, and is truly interested in hearing from those of us at the deckplate — what inspires sailors to remain in uniform and, just as importantly, what is pushing sailors away. We’re incredibly lucky to be having this conversation with a Chief of Naval Personnel, among other senior leaders, who are willing to listen intently, think deeply, and act boldly in support of our Navy.
In the end, no matter your rank or position, it’s about asking ourselves what type of Navy do we want to dedicate some portion of our lives to … and what type of Navy do we want to leave for those that join 5, 10, 15 years into the future and beyond?
Again, my most humble and sincere thanks. The support for the paper and for the 2014 Navy Retention Study has been tremendous. If you haven’t visited the website, please consider following our progress at http://navy.dodretention.org. Keep the constructive feedback and ideas coming!
All my best,
Women and men of the Class of 2002 may think they are in the shadow of their grandparents — “The Greatest Generation” who beat fascism, crushed nazism and crossed the Pacific to avenge Pearl Harbor and win the war in the Pacific in less than four years.
“In the Shadow of Greatness: Voices of Leadership, Sacrifice, and Service from America’s Longest War” is a compilation by or about members of the U.S. Naval Academy Class of 2002. (USNI offers comprehensive reviews of the book, published in 2012; this is another look into the shadows.)
Put together with love and appreciation by Joshua Welle, John Ennis, Katherine Kranz and Graham Plaster — and including a foreword by David Gergen — the book is filled with essays and memories by and about members of the U.S. Naval Academy Class of 2002. The authors set the stage with a look back to the past:
“The magnitude of World War II provided the opportunity and experiences that shaped twentieth-century American leaders. As men served abroad, women provided support at home. All overcame great odds and faced adversity that gave them confidence and shaped their outlook in the decades to come. This ‘greatest generation’ returned from war, took advantage of the educational benefits offered through the GI Bill, and advanced the country’s economy and transformed its society. World War II veterans, while fueling economic advancement, remained resolute in their value system: service, sacrifice, and community.”
Among “Shadow’s” contributors are aviators, surface warfare officers, submariners, U.S. Marines and mothers of junior officers killed during training or in action.
The book is filled with first-person, heartfelt accounts of triumph and hardships: what it’s like in humanitarian assistance missions, duty at sea, Search and Rescue operations, and combat; what it means to face family separation, “setting aside the comforts a normal life in service to our country and the Constitution. The dark sides of these sacrifices are broken marriages, post-traumatic stress disorder, depression, and estrangement.”
But there is plenty of triumph here, too, focusing on why and how Navy and Marine Corps leaders choose to serve — “not for self, but for country.”
A highlight is the account by Meghan Elger Courtney, who served aboard USS John Paul Jones (DDG 53) of her commitment to promote warfighting readiness for Sailors aboard the Arleigh Burke-class guided-missile destroyer. Courtney recognized a need to improve shipboard physical fitness opportunities to help Sailors who would deploy forward — either aboard ship or as individual augmentees in Iraq and Afghanistan.
With the blessing of her commanding officer and strong support from the command master chief and Chief’s Mess, j.o. Courtney planned for, procured and arranged for installation of a new fitness center that replaced outdated insufficient gear and space. Courtney writes, “Almost immediately, I saw a positive renewal in people’s attitude toward fitness, healthy eating, and incorporating workouts into their daily routine as a way to relieve stress and stay in shape.”
“What some may have viewed as my silly pet project, the command master chief took seriously, and he became my closest ally in seeing it through. I never really knew how much the experience had impacted him until I saw him become visibly choked up recollecting it during his closing remarks when he transferred off the ship. I don’t think he thought that a young officer like me could have cared about his crew so much, but I did, and I still do…”
Courtney’s story is just one of many inspiring reflections. She said she was inspired by a quote by explorer Robert E. Peary on a motivational placard in Halsey Field House at the academy: “I will find a way, or make one.”
Other essayists share their sources of inspiration as President Teddy Roosevelt, President Dwight Eisenhower, President John F. Kennedy, Senator Daniel Inouye and Secretary of Defense Chuck Hagel, among others.
One essayist quotes the last two lines of a poem by Mary Oliver, “The Summer Day” in pursuing a life of purpose, wanting to make a difference:
“Tell me, what is it you plan to do
with your one wild and precious life?”
The authors and essayists show how core values of honor, courage and commitment make up an ethos that “forms the fabric of people’s personality and drives them to a life of service, in and out of uniform.”
“‘In the Shadow of Greatness’ was envisioned to recognize and chronicle the service of brave men and women and through their stories establish connections with the broader, nonmilitary community. These first graduates of the Naval Academy after 9/11 entered a global war at sea, in the air, and on land. This war would last more than a decade and define the United States in the early part of the millennium. The actions of the select few profiled here represent those of a much broader spectrum of patriots.”
Attacks on 9/11/2001 changed the lives of the Class of 2002.
In a short introductory piece, “Inside the Gates of Annapolis,” Adm. Sam Locklear (now Commander, U.S. Pacific Command) writes about the investment the country makes in the women and men who attend service academies, including the Naval Academy, reflecting on the morning of September 11, 2001 when he sat at his desk as commandant of midshipmen.
“I recall vividly watching the al-Qaeda attacks on the World Trade Center and the Pentagon and the plane crash in Pennsylvania. When the images reached the Brigade, and the uncertainty of the events rapidly became reality, I asked myself, Are these men and women, these young patriots, ready for the challenges that most certainly lay ahead. A decade of war has proven that they were more than ready. Fortunately for us all, they remain ready today. We are extremely proud of all they have accomplished and thankful that we chose the right men and women to lead the next great generation.”
The book, published by the Naval Institute Press, is a key title on the CNO’s Professional Reading Program essential list under “Be Ready.”
A version of this post appeared on Bill Doughty’s Navy Reads blog.
As with most concepts and good ideas, you really don’t know what you need and how you need to do it until you put Sailors to task and head to sea.
The idea of an Afloat Forward Staging Base has, in a variety of forms, been a regular part of naval operations arguably for centuries under different names and with different equipment.
What about the 21st Century? More than just a story about the use and utility of the AFSB concept, the story of the USS PONCE is larger than that – it also has a lot to say about how one can quickly turn an old LPD around for a new mission, and how you can blend together the different but complementary cultures of the US Navy Sailors and the Military Sealift Command civilian mariners.
Our guest for the full hour to discuss this and more will be Captain Jon N. Rodgers, USN, former Commanding Officer of the USS PONCE AFSB(I)-15.
Either join us live or pick the show up later by clicking here.
Please join us on 30 March 2014 at 5pm (1700) EDT for Midrats Episode 221: “Officer Retention with VADM Bill Moran and CDR Guy Snodgrass
This Sunday, join our guests Vice Admiral Bill Moran, USN, Navy Chief of Naval Personnel, and Commander Guy Snodgrass, USN, Prospective Executive Officer of Strike Fighter Squadron ONE NINE FIVE, in a discussion of the challenge of officer retention that is facing our Navy.
As over a decade of major combat operations ashore winds down, economic and budgetary stresses grow on defense spending, a strategic re-alignment combined with a generational change are coming together in a perfect storm of challenges to keep the intellectual and leadership capital our Navy needs to meet its nations challenges in the coming decade.
What are those challenges? What lessons can be drawn from past retention problems, and what is different this time? What steps can be made in the short term to address this, and what longer term policies may be put in place to mitigate the systemic problems that are being looked at.
Our guests will be with us for the full hour, and the foundation of our discussion will be CDR Snodgrass’s Navy officer retention study, Keep a Weather Eye on the Horizon: A Navy Officer Retention Study (as posted on the USNI Blog – original study here)
Also see VADM Moran’s USNI Blog post A Navy needs critical thinkers … those willing to share their ideas.
The show goes live at 5pm EDT you can listen then or pick it up later by clicking here.
Update: Fixed date of show issue – show is Sunday, 30 March 2014!