Archive for the 'Marine Corps' Tag
This speech was sent to us from Kuwait by Lieutenant Colonel Jess Mullen, USMC. While the video quality may be poor, the message is strong (but you have to turn your volume up!).
LtCol Mullen graduated from Vanderbilt University and was commissioned in the Marine Corps in 1998. A Logistics Officer, she served in a variety of active duty billets until she transitioned to the reserves in 2008. She is currently deployed as the Sustainment Liaison Officer for MCE-K (MARCENT Coordination Element – Kuwait).
“There is an obstacle placed in my path…I want to jump on it, I want to attack it, I want to make it my own, and I want to pound it into powder.”
“Honestly, as a female Marine, any time I’ve heard the words ‘female’ and ‘Marine’ next to the other, it’s either been a door slamming in my face, or some unwanted attention. It has very rarely been a good thing.”
“‘What is your mission? Why are you here? Where are you going?'”
“This is not cute – this is truth. This is the next generation, who may be sitting in these same seats 20 or 30 years from now.”
“We’re not just women of America; we’re women of the world.”
“Use your vote, and use it wisely. People have worked hard for that stuff – you should exercise it!”
“My husband and I are both United States Marines. When people tell us we can’t do something…we just go ahead and do it anyway!”
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.
A few weeks ago, I started writing a post that discussed a particularly relevant and compelling thesis written by a student at the Marine Corps’ Command and Staff College. The thesis in question was written by a fellow Marine, Major Misty Posey, and is creatively titled “Duped by the ‘Frailty Myth:’ USMC Gender Based Physical Fitness Standards.” Great title, although it is so descriptive that it might lead some to believe that they can dismiss it without reading it. Don’t be fooled; it’s worth every paragraph. Mid-way through my work on the post (I write slowly), it became even more relevant, because the Marine Corps announced that it was going to postpone the requirement for women to perform pull-ups instead of the flexed arm hang as part of the Physical Fitness Test (PFT).
My first reaction to this news was to slap my forehead again. My second was to work harder at carving out the time to write this post in light of the news. Grad school and the holidays intervened, life happened, and I woke up this week to find two separate newspaper articles (Washington Post and San Diego Union-Tribune) beating me to the punch.
I wrote about pull-ups last summer, when I first heard that the requirement might be delayed. My opinion has not changed. But Major Posey’s thesis says it bigger and better; she describes the Marine Corps as “institutionally constipated,” a phrase I can only hope to use myself in my writing one day. I sincerely hope some of our leaders read her work.
She explains in great detail how men and women develop physical expectations and how this affects actual capabilities, and it rings true. I wrote earlier that while many male friends had to do pull-ups in high school PE, I was only required to run/walk one mile after a year of “training.” I had to learn line dancing in PE another year. And a third year involved a semester of “Jake on the Beach” aerobics tapes—the low-impact version so as to not hurt us girls. That’s a far cry from doing pull-ups. And the gap between what we expect our men to do and what we expect our women to do only continues to grow and become entrenched after high school. Remember the President’s Physical Fitness Test? No wonder women show up at 18-22 years old and can’t do pull-ups. I couldn’t either. It no surprise that it’s taking some time for women to develop the upper body strength and mental confidence needed to do pull-ups.
The pull-up requirement delay is causing mass hysteria among those who think such an event signifies the end of the world is approaching, or at the least that dogs and cats are starting to live together. I beg our leaders to take a step back and focus on a few brief points: 1) these are just pull-ups. And women are often starting from a lower level of strength. Of course they will get there, it will just take time. It has only been a year, for crying out loud. 2) These are Marines we are talking about. Again, they will get there. Just takes time. 3) Keep it at a delay and no more. Don’t throw out the requirement.
We really should make this whole discussion a discussion about the PFT itself, while we’re at it. It is meant to measure individual fitness, thus the gender-normed and age-normed standards (any takers on the age-normed standards? I don’t hear much about them). Yet it fails at that task, and is systematically used and interpreted in a very different way anyway. What are we really trying to do here, measure overall fitness or ensure we are aware of strengths and weaknesses in our units? What would benefit leaders more?
Truth is, women can get plenty strong, strong enough for all the pull-ups we need. I’m not in love with pull-ups; make the test pushups instead. Or handstands. Bear crawls. Whatever. But we should set one standard for all Marines and stick with it, and make it high. Separate standards hurt women far more than they could possibly help them, and they hurt the Marine Corps. Delaying the change is not necessarily bad…as long as the change happens.
Here’s the thing: the flexed-arm-hang requirement, the postponement of the pull-up requirement, lower physical standards…these things simply limit Marines. They limit personal expectations, they limit expectations of others. They effectively pat our Marines on the head and say, “nice try, honey, but we don’t think you should bother with this.” Why do that? Why shoot ourselves in the foot and limit our future leaders and the future of the Marine Corps?
Who determines any individual’s physical baseline? Who sets those limits? By delaying the pull-ups and questioning women’s abilities to perform to that standard, we are imposing external limits. We’re saying that women should not be expected to have great strength, that pulling our own weight up to a bar 20 times, or even 3 times, is too much to ask. And that, right there, is what makes me worry. I believed it for years, and I was wrong. And now I’m older—I could have been doing these for years! Instead of limiting our Marines, we should ask more of them: set the bar high, and encourage them to fly right past it. We’re not doing that right now.
(Fun Facts from the Marine Corps Times: the first female PFT, in 1969, required women to perform a 120’ shuttle run, vertical jump, knee pushups, situps, and a 600-yard run/walk. The PFT has only been altered two more times for women: in 1975, it changed to a 1.5 mile run, situps, and the dreaded flexed-arm hang, and in 1996 the 1.5 miles changed to 3 miles. Maybe it’s time for a reassessment?)
The inevitable fiscal crunch that is starting our Military down has the Pharisees of the defense industry, think tanks, and senior military leaders all rabble-rabbling about the need for change. Some of that change is strategic- Asia Pacific pivot anyone? Other bits of it reside in the acquisitions department, as we see with the pros and cons of developing “revolutionary” weapons systems to confront “new” threats. The most harrowing changes for military leaders are the all too well known cuts to manpower that will come in some fashion, no matter the logic, or lack thereof, which delineates how those cuts will happen. There is more change in the air than cordite after an end of fiscal year shooting range, but it is important to reflect on some history in order to avoid stepping on the same proverbial rakes that have smacked our national security establishment in the face during previous drawdowns.
Ideas like this one are an especially pervasive form of bad, and seem unable to die even when history proves them inadvisable. We saw the call for unification in President Eisenhower’s attempts to reevaluate our national security establishment in light of the massive technological, strategic, and social changes that occurred after World War Two. It was vital to acknowledge the necessity of change in that period, because much like Eisenhower’s dictum on planning, self-examination is vital even if most of the individual recommendations may turn out to be worthless. Reconsidering defense in light of nuclear weapons, ICBMS, and the bi-polar nature of security dilemmas when facing the Soviet Union was important. Trusting academic tea-leaf readers in their assessments and then proclaiming there would “never be another amphibious landing”, that ground forces would not be used in limited wars, and that tactical airpower was only needed to defend or shoot down strategic airpower looks downright foolhardy when viewed as historical record. What saved us from the march to a monolithic Star Fleet force that all wore the small uniforms and all died like red shirts landing on Klingon? The pluralistic competition of our service structure, which was inefficient and far from perfect, but possessed a flexibility that made it anti-fragile.
Separate services, even separate services that possess redundant capabilities, are a vital part of American national defense. The Army needs the Marine Corps to soak up public attention as a motivation for better performance as badly as the Marine Corps need the Army to keep its constant self worry about irrelevance and drive its performance. Those intangible reasons can be criticized as they are not measurable, but of direct consequence are the different service outlooks which spurn actual innovation.
The Marine Corps decided it would gladly incorporate vulnerable and unwieldy rotary aircraft that Army and Air Force leaders largely ignored during Korea, and in doing so enabled the much better resourced Army to perfect the techniques of vertical envelopment to a higher degree than it ever could in Vietnam. The Navy had to have an Air Force that threatened its budget in order to develop SSBNs, and not pursue the much less effective option of carrier borne strategic bombers. Our most recent wars have shown the truth that a market place of defense ideas is better than a command economy for strategy. While the Marine Corps stubbornly resisted SOCOM membership, the other services gladly perfected the techniques needed to combat global terrorism in the learning laboratories of Somalia, Bosnia, Afghanistan, and Iraq. Those were bloody lessons, but proved that some enemies cannot be defeated by large MEUs waiting off shores, although the synergy created between such a force and SOCOM has proven to be vital, and continues to pay national security dividends. Service diversity even ensures we do not forget lessons learned in blood that may seem inefficient during peacetime arguments on Capitol Hill. Even the best planners can shortchange things that are easily forgotten as peace breaks out. Something as boring as oil platform protection is a skill the world’s preeminent Navy forgot, and had to relearn from the worlds 12th largest navy (the U.S. Coast Guard). There is known historical value and definite future value in keeping a diverse and flexible force, but to do so one must resist the urge to unify in the name of declining dollars. Cost savings are easy to evaluate in peacetime dollars, but take on a morbid tone when seen in defeat and death at the opening stages of a conflict.
Cleary such an arrangement has inefficiencies, and wasting taxpayer dollars in the worst economy in years should be viewed as criminal no matter if the DOD is committing the waste or not. Grenada, Desert One, and Vietnam all demonstrated the tragic human cost of pursuing service parochialism over higher interests. Such costs have been mitigated in part by the Goldwater-Nichols act of 1986. Goldwater-Nichols is far from perfect and could use an upgrade to incorporate recent lessons from the Long War. Jointness in our operations, communications, and interoperability is a good thing. Understanding perspective, knowing how the whole of the military functions instead of just one’s own slice, and talk the language of service peers are also good things. Making claims that bureaucratic restructuring to “align” and “combine” are fools errands, they repeat the mistakes that we almost made in trying to tear down an organic system. Our current force has grown through invaluable combat experience, to replace it with a theoretical framework that has never worked is a bad idea of immense magnitude.
There have been examples of “unified” militaries, look at Saddam’s Republican Guard, it clearly combined the best equipment, personnel, and training available to fulfill “civilian” leadership’s strategic wishes. Such a system is horribly fragile, and succumbs to the groupthink that all bureaucracies do. In this age of belt tightening, we should correctly become more efficient, but there are better ways than throwing out everything and starting from scratch. Reexamining our bloated personnel policies, taking a hard look at our compensation and retirement systems that resemble ticking fiscal bombs, and revamping our professional military education are all better places to start than tired and historically bankrupt calls for the “merger of …[U.S.]…ground forces”. The diversity of thought which comes from each service is one of the strongest weapons our joint force possesses, it would wise to avoid dulling such fine tool so we can save dollars only to spend lives unnecessarily in a future conflict.
By Jeong Lee
Speaking at the Association of the United States Army on the 12th, Admiral James Winnefeld, the Vice Chairman of the Joint Chiefs of Staff, told the audience that in future ground wars the tempo will be “shorter, faster-paced and much harder” because America’s adversaries will work to create a “fog of war.” Thus, the Admiral suggested that the Army “place more emphasis on the growth industry…of protecting American citizens abroad” in order to adapt to the fluid geostrategic environment.
Indeed, since the sequestration went into effect in March, many defense experts have been debating what the future may hold for the Army, the Marine Corps and the Special Operations Command (SOCOM). Whatever their respective views may be on the utility of landpower in future wars, all seem to agree on one thing: that in the sequestration era, the ground components must fight leaner and smarter.
For John R. Deni, a research professor at the U.S. Army War College’s Strategic Studies Institute, the answer seems to lie in the “Army-led military-to-military activities” which may provide stability in politically volatile regions “if only because most military forces around the globe are army-centric.”
Others beg to differ. Generals James Amos and Raymond Odierno and Admiral William McRaven seem to second Admiral Winnefeld’s claim when they argue that today “the need to conduct large-scale aid and consequence management missions, both within the United States and internationally, is certain to grow.” General James Amos, the Marine Corps Commandant, also recently echoes this view when he advocates a lighter but mobile Marine Corps because he believes tomorrow’s conflicts will likely involve “violent extremism, battles for influence, disruptive societal transitions, natural disaster, extremist messages and manipulative politics.”
However, if the United States Armed Forces is truly concerned about raising a cost-efficient and versatile ground force, it can merge the Army, the SOCOM and the Marine Corps into one unified service branch. This idea is not new. As far back as 1994, the late Colonel David Hackworth advocated the merger of the Army and the Marine Corps because their missions seemed to overlap. He went so far as to claim that the Department of Defense (DoD) could save “around $20 billion a year.” Nevertheless, absent in Hackworth’s column was a coherent blueprint for how the DoD could effectively unify its ground components into a cohesive service because Hackworth did not flesh out his strategic vision for what 21st Century wars may look like.
Which raises a very salient question as to what America’s strategic priorities should be. In a perceptive op-ed, Mark Fitzgerald, David Deptula and Gian P. Gentile aver that the United States must choose to go to “war as a last resort and not a policy option of first choice.” To this must be added another imperative. The United States Armed Forces must prioritize homeland defense as its primary mission and rethink the mistaken belief that the United States can somehow secure its interests through “lengthy military occupations of foreign lands.”
Thus, this newly merged service must redirect its focus towards countering cyber warfare and CBRNe (Chemical, Biological, Radiation, Nuclear and explosives) attacks and should work towards bolstering its counterterrorism (CT) capabilities. This is because, due to the convergence of the global community, the United States may be vulnerable to attacks from within by homegrown terrorists and drug cartels—all of which may wreak havoc and may even cripple America’s domestic infrastructures.
Reorientation of its mission focus may also require that the new service reconfigure its size. After all, as Chairman of the Joint Chiefs of Staff, General Martin Dempsey wrote in Foreign Affairs, “Washington should remember that the size of the armed forces is not the most telling metric of their strength.” One solution is to adopt the so-called “Macgregor Transformation Model (MTM)” centered around the combat group concept which may reduce the strength of the new service “yet in the end produce a force that has greater combat capability…[and] more sustainable.” This model may provide the United States with a deployable fire brigade in the event of a national emergency or an international crisis. Already, the bases from which to adopt this viable model exist in the form of Army brigade combat teams (BCTs) and Marine Air-Ground Task Forces (MAGTFs) of various sizes.
Should the United States decide that it needs to project its hard power abroad to guard its interests, it could deploy the Special Operations Forces (SOF) components of the new service in tandem with UAV (Unmanned Aerial Vehicles) to selectively target and neutralize potential threats. While the SOF and UAV surgical raids should not be viewed as substitutes for deft diplomacy, they can provide cheaper and selective power projection capabilities. Moreover, doing so could minimize the risks inherent in power projection and anti-access/area denial (A2/AD) missions which may potentially mire the United States in messy and protracted conflicts.
Last but not least, this new service could buttress interoperability and capabilities of allied forces around the globe through military-to-military exchanges. Although Deni was referring specifically to the Army-led initiatives when he suggested this, he may be correct that military-to-military engagements may help to promote America’s image abroad as a trusted guarantor of peace. But even more important, such activities may “mean fewer American boots on the ground.” However, implementing what the retired Marine General James Mattis refers to as the “proxy strategy” may be a better means by which the United States could “lead from behind.” Under this arrangement, while “America’s general visibility would decline,” its allies and proxies would police the trouble spots on its behalf.
Contrary to what many in the defense establishment believe, the austerity measures wrought by the sequestration have not been entirely negative. If anything, this perceived “crisis” has provided the much-needed impetus for innovative approaches to national defense. The proposed merger of the ground forces may provide the United States with most cost-effective and versatile service branch to defend the homeland and safeguard its interests abroad.
By Jeong Lee
Five months after the much-dreaded sequestration went into effect, many defense analysts and military officials alike are worried about the negative repercussions of the drastic budget cuts on military readiness. In his latest commentary, the rightwing commentator Alan Caruba declared that “The U.S. military is on life support.” Defense Secretary Chuck Hagel also argued in his Statement on Strategic Choices and Management Review (SCMR) that “sequester-level cuts would ‘break’ some parts of the strategy, no matter how the cuts were made [since] our military options and flexibility will be severely constrained.”
To its credit, the SCMR seemed to hint at operational and structural adjustments underway by offering two options—trading “size for high-end capacity” versus trading modernization plans “for a larger force better able to project power.” Nevertheless, one important question which went unasked was whether or not the US Armed Forces alone should continue to play GloboCop.
The current geostrategic environment has become fluid and fraught with uncertainties. As Zhang Yunan avers, China as a “moderate revisionist” will not likely replace the United States as the undisputed global champion due to myriad factors. As for the United States, in the aftermath of a decade-long war on terror and the ongoing recession, we can no longer say with certainty that the United States will still retain its unipolar hegemony in the years or decades to come.
If you are looking for an underlying theme for national defense in the USA for the next couple of decades, it will be one of fewer ships, minimal shipbuilding. It doesn’t matter if that is what you want or think is needed – it will be a byproduct of the response to the larger budgetary train-wreck that can no longer be avoided. This is national – and the defense budget will be part of the fix.
There will be less money, so we have to focus on maximizing the flexibility and utility of what money we do have. The luxury of spin & pray we used in the fat years is gone. The missed opportunities of the Lost Decade are just that – lost.
This fiscal constraint will combine with something percolating on the political front regardless of what party is in power; after a decade of war the American people are not in the mood for nation building or additional elective overseas military operations without a defined, short-term duration.
Adding to this is a growing understanding that we are well past point where the post-WWII, post-Cold War, post-post-Cold War need/want/desire to garrison large numbers of forces ashore in foreign lands makes any sense. Inertia no longer overrides the reality that these nations are more than capable of defending themselves without ten to hundreds of thousands of Americans garrisoned like mercenaries to do their fighting for them. We don’t need to be isolationist, just a friend they can call on; a friend who lives in his own house.
If they need our help once they are fully engaged, then we can help them. Germany, Japan, and Korea are not weak nations. We are not an empire, nor a nation that needs to send its young abroad as mercenaries for hire by rich and lazy nations too busy to properly defend themselves.
As an maritime nation whose land borders relatively small and friendly nations – one would think that an emerging Strategic reset would favor a homeland based, flexible, expeditionary mindset – one with a bias towards using air and sea power to project national will and assist our friends as needed. The emerging economic and global security reality is tailor made for the Navy Marine Corps team along with parts of the Air Force skill set.
For some reason though – it doesn’t look that people in the “right” circles are buying what we’re selling. The recently released released report by the Simpson-Bowles Commission on Fiscal Responsibility is a data point telling us that our core power-projection force structure and the tools that make it possible are seen as easy-picking for the budget battles to come.
It is easy to dismiss as yesterday’s news the recommendations of the commission – but don’t. Generally considered DOA by the press – its ideas are far from dead. Busy people take other people’s ideas.
If you want to get an understanding of what suited establishment Washington DC thinks we should look in the defense budget for savings to close the budget gap – it would be helpful to start with the commission.
Like all human endeavors, politics and budgetary maneuvers will default to the path that requires the least amount of work. If you can steal someone’s idea that is good enough, then you can move your billable hours on to other things. Knowing the intellectual borrowing that goes on, one needs to take a serious look at and be prepared to respond to each part of the commission’s recommendations in case they gain a second life under a different name.
As outlined earlier, I don’t see very many other options than moving away from the static, Cold War, quasi-imperial mindset of garrisoning forces globally, and towards a more flexible, homeland-based expeditionary mindset better suited for a mercantile representative republic. We need mobile, quick, and flexible forces that give you the ability to create desired effects globally where needed. Along with certain parts of the Army’s light forces, and Air Force logistical and long-range air; that skill-set is a crown jewel of the Navy-Marine Corps team.
Strangely, with the list of recommended cuts, not only does the commission go after the archaic overseas garrisoning of ground forces which is part of our problem – they go after the heart of our future expeditionary capabilities embodied with the Marine Corps – which weakens the solution and leaves us with the question; how do we get where with what?
Review paras 44-48. They recommend:
- End procurement of the V-22.
- Cancel the Expeditionary Fighting Vehicle.
- Substitute F-16 & F/A-18Es for half of the F-35 buys.
- Cancel the USMC version of the F-35.
- Cancel the Future Maritime Prepositioning Force and abandon sea-basing.
Ponder that for a moment. Just as an example, because the Navy is building an amphibious fleet to Tiffany standards such that it does not want to close within 25nm, we would also find ourselves without the possibility of getting to the shore … therefore …. Tiffany must get close. Close with a fragile logistics tail and sketchy top-cover.
Paint; corner – some assembly required.
That isn’t the story. The story the fact that the Navy Marine-Corp team has failed to make the sale to decision makers.
Why? There are a few possible reasons to consider: one messaging and the other programmatic.
From a messaging stand point, the results are clear: we have failed to consistently, clearly, and credibly describe what the Navy-Marine Corps team brings to the table. If we had, there would not have been a feeling that you could get rid of all the equipment that makes power projection possible.
Why have we failed in the messaging dept?
- The Maritime Strategy is unclear, ineffective, and seen as irrelevant to tomorrow’s challenges. When looking forward, our maritime strategy documents should be Ref. A. They are not. That is probably part of the problem, for reasons I covered over at my home blog over three years ago.
- Selling the Navy-Marine Corp team’s capabilities has not been a priority. Well, we know it isn’t the # 1 priority, and when you review the Navy’s latest speeches and press releases, you don’t see that story being told. If you don’t tell everyone your story, no one will. The Marines have done a good job, but they need the Navy to work with them – though they may say differently, they cannot do this alone.
If the problem isn’t messaging, then is the problem programmatic?
- When it comes to the programs we have invested our intellectual and political capital in over the last decade – where are the major successful programs that we can use to increase our credibility? DDG-1000? LCS? ACS? LPD-17? You can argue that the LEWIS & CLARK T-AKE, VIRGINIA SSN, P-8, and Riverine have been a success, but besides the VIRGINIA none of those are above the fold programs.
- How many times have we heard senior leadership go in front of Congress to say “313?” How many here actually believed that was achievable? How many here thought that those in uniform saying “313” to Congress didn’t believe it was achievable either? What does that do to credibility inside and outside? When you lose credibility, eventually no one takes anything you say seriously.
If everything is critical; nothing is critical. If you say “313” when you know it isn’t achievable – then why should you be believed when you say something else is a must? If none of the things you said about DDG-1000, LCS, LPD-17 or other programs worked out well – then why should someone invest effort in believing what you say about the F-35B?
Read carefully the cuts recommended. Long after this commission is forgotten, their ideas will be re-cycled a few times.
Don’t expect them to go away. Our nation is under an exceptional fiscal crisis of our own creation, and will be for the next couple decades. Europe is about 5-10 years ahead of us in this regard. Look what has happened to their military budget over the last few years. It will happen here.
We are about to see even more change in senior leadership for the Navy-Marine Corps team. The primary challenge for that leadership isn’t so much to manage decline – but to repair our ability to communicate to decision makers and the taxpayer so they know what they are buying for their national security buck.
They will need to speak clearly, with credibility, and with a message that is consistent in the YouTube age where anyone can get what you said 6-months ago and repeat it with what you said yesterday. Promote creative friction. Re-build a strategic concept that makes sense and is heavy on reality and light on the “crank military metaphysics that has infected our literature over the past dozen years.”
They will need to make hard choices – get rid of billets that are not essential. Slash Staff redundancy. Lead personnel cuts from the front through larger than average cuts in Flag Officer and SES billets. Make Shore scream in pain before you demand more from Sailors at Sea. Demand from program managers performance we demand from COs. Focus on the affordable evolutionary vice the sexy revolutionary. Revisit the Cruiser development between WWI & WWII, the guided missile program of the ’50s and ’60s, and Aegis for benchmarks. Take out all the dirty laundry from DDG-1000, LCS, and LPD-17 so we can see it and smell it – and by example – not repeat those mistakes. That will help programmatics. Oh, sure it cost him a star – but review VADM Connelly’s record as well.
Ponder and prepare. Something must go. Find a counter argument, or lose. The game is afoot.
There is one way for a nation to show its gratitude.
The father of a Marine killed in Iraq and whose funeral was picketed by anti-gay protesters was ordered to pay the protesters’ appeal costs, his lawyers said Monday.
On Friday, Court of Appeals for the Fourth Circuit ordered Snyder to pay $16,510 to Fred Phelps. Phelps is the leader of the Westboro Baptist Church, which conducted protests at Marine Lance Cpl. Matthew Snyder’s funeral in 2006.
And there is another.
Are we a Navy-Marine Corps family? What can we do? Well, there are the simple things – like voicing support for Lance Cpl. Snyder’s family. We can also do what we can to offset the costs – and I will update this post as that information comes forward. The American Legion is filing an Amicus Brief with the Supreme Court on this, and TheBurnPit is tracking as well . For now, these things we can do.
It is OK to feel outrage – but take that outrage and focus it in a positive manner. Help the family – and do not let this stand in the culture. Support and defend; in a large measure, that is what families do.
UPDATE: Payments via credit card can be processed at this link.
As part of summer training, midshipmen spend time out in the Fleet, my past two summers were spent in Pearl Harbor on a submarine and a destroyer; however, this summer I was assigned to Camp Lejeune, North Carolina attached to the II Marine Expeditionary Force Public Communication Team (II MEF PCT).
Marine Corps Public Affairs, the community’s guiding publication, opens with the following quotation from Major General Lejeune, 13th Commandant of the Marine Corps:
“The future success of the Marine Corps depends on two factors: first, an efficient performance of all duties to which its officers and men may be assigned; second, promptly bringing the efficiency to the attention of the proper officials of the Government, and the American people.”
On our first day with the team, MAJ Gilmore, the team’s director, gave us more than an hour and a half of his time to talk about Marine Corps public communication, emphasizing the importance of training Marines to think of communication as a two-way process of information sharing. As no public affairs team can (or wants to) completely control who says what to whom, proper training allows Marines to express themselves more effectively to friends, families, or anyone with whom they communicate.
While public affairs offices are generally perceived as providing information and assistance to the media, the II MEF PCT prefers a different approach. Understanding that the media is another party in the public domain, the II MEF PCT focuses its attention on getting its message to its “key publics,” members of the community who share an interest in II MEF-related issues. For the II MEF PCT, this means Marines, their families, and the surrounding community. Thus, the main focus of the team is not trying to target or “handle” the media, but establishing dialogue with the key publics.
This dialogue with key publics is central to II MEF PCT. For instance, the PCT responds the same way to questions from MEF family members and friends as it does with civilian media representatives. Furthermore, by calling and informing the interested parties of the press releases, the team builds connections with the community.
Blogging is a trend with some units, such as the 10th Mountain Division. Due to limitations of current policy as well the time and manpower requirements, the II MEF PCT does not operate one. However, the team does engage readers in the discussion section of blogs belonging to other groups including civilian media organizations.
The Marine Corps public affairs community only includes around 150 officers. Capt. Patrick, the team’s deputy director, served as an enlisted infantryman before accepting a commission. Coming out of The Basic School with any MOS open to him, he chose public affairs much to his peers’ surprise. “I had been reading and studying about fourth-generation warfare,” he explained, “and it was apparent that communicating information was incredibly important…Besides just basic leading Marines, I’ve never had such a broad impact.”
The Internet and “new media,” such as blogs, enable readers to draw information from sources outside the traditional media filter. How can the military and public affairs teams better adapt to these developments?